Which comes first; the chicken or the egg? What exists in nature, one without the other? Consider the term…symbiotic. This is defined loosely as two species living together (often independently of one another) and yet live together with some type of mutual benefit to one another. Perhaps a quintessential example would be the bee and the flower. In many ways, you cannot have one with the other. This is the debate in retail…sales and service. Or should it be sales versus service?
That is the question. Does one start and the other begin? Are they different or are they the same?
When I am fortunate enough to share some time with learners, I ask this question and place two chairs in the middle of the room. Should you sit in one chair opposing the other, you might believe that they are distinctly different. Sales and service each have their place and their own activity. I would agree, each has their unique and special part of the customer experience. One might believe that is the chair to sit in.
The other might sit in the opposite chair with the mindset that the activities are one in the same although the outcome might differ. You see, if I sit in this chair, I believe they are one in the same and one cannot have one aspect without the other…that you cannot have sales without service and vice versa.
So stop for just a moment and reflect. Which chair, which one would you choose, which would you sit on? Let me be a bit of a judge…it depends, right? I say sit in the chair whereby you cannot have one without the other. While I understand the realities of how they might be incredibly different, I cannot help but believe they are the same. Regardless of the eccentricities, they live together – always. Let me wig you out. While I have a hard time conceptualizing the idea of being with my dog Sophie, I can at the exact same time cannot imagine my immediate life without that dog. OK, maybe bad analogy…you have to know her and the story as to I came to have her and all the fabulous times I have had with her. And that is my point about sales and service. It may very well be a love/hate relationship. Regardless of which side you sit, which chair you choose, they coexist and that mindset will drive your behavior.
In the spirit of previous posts, I have some manager’s questions and my thoughts.
What are suggested ways to present standards professional, yet not sounding like an order taker at “McDonald’s”?
Think about McDonalds. What are their expectations? Or rather, what is it they are ultimately trying to achieve? Volume, operational speed and gross margin. While the analogy of McDonald is a great example to create discussion, it is not exactly what is being asked at your organization. This is the relevant talking point with your team. Ensure they know the basis of the why behind the core values. What are you trying to achieve. Living a cultural standard or guiding principle is different than simply telling someone to up-sell. In fact, it may need constant discussion by sharing what works, what doesn’t, what are the successes and what makes this NOT a McDonald’s reality. The nature of business is changing. While I know the customer knows this – they may even know what they want (kinda), you may want to consider letting the customer know this, but not in a way where you are asking “if they want fries with that?”
How do I hold accountable my employees to uphold or carry out standards with every customer?
So first, make sure your team knows the basis of the why behind the guiding principle and core value. In fact, make it a constant discussion by brainstorming collectively and sharing what works, what doesn’t, what are the successes and what things make this a reality with every customer. Second, have you ever been told to do something but not told how? Do they know how? I mean really know how to do it? This may mean training and lots of role-plays. Next, you will have to observe and give feedback. Be sure to focus on the side of positive reinforcement. Another thing, ask what is needed to support an employee’s ability to accomplish that or any task? Pay attention to their needs and make it a focus. As for accountability, are you willing to write someone up for not doing stuff? I am not talking about firing someone the spot or writing someone up for not doing it well. Think skill versus will. If it is skill, coach in. If it is will (or willingness), coach out. Always think first “what, why, how and to what extent.”
How do we make sure we follow through with these standards and values when customers are in a hurry and don’t want to talk without sounding “pushy?”
This question is a true sales question. The art of selling involves the following: personality, confidence, relationship, listening, and knowledge. The key to using your art is flexibility. This implies in any given situation, the ways and means to achieve “the sale” will change. There will always be exceptions to the rule. Sometimes, you just cannot do the “steps”. You know what I mean. A sale is only five steps and yet they may not work in the right sequence. So, role-play with your team. Explore what works and what doesn’t. Talk with your team about what they are experiencing when customers are in a hurry, or angry, or happy or not knowing right from left and brainstorm what to do about it. I believe “pushy” only sounds pushy when it does not have a context or place in the conversation. To me “pushy” only occurs when the science of selling is trumping the art of selling. Work on that. Be authentic – always.
What is the best way to sell all of our things? How can we be better at making sure this aspect doesn’t seem “forced”?
Similar to the last question. The bridging concept is very valid, especially when tying potentially unlike things together in a sales process. The first step is to engage your team. Let them tell you works and what does not. Do not confuse this with letting them tell it is impossible or the wrong thing to do. The goal is still the goal. The effective company is the one that plans how to achieve “the goal” through all means. Second, create common customer profiles and selling situations and brainstorm how bridging sounds and how it makes the most sense. This means role-playing and problem solving. Especially, pay very close attention to the words being used in the interaction between sales rep and customer. Let me say it again, the words, their tone and inflection as well as the confidence behind them will help this forward. Also, involve your peers. Connect with each other and share what is working in the stores as a region. Share your success stories.
When you read these questions about sales, are you seeing your service opportunities? So where do you sit? When is the last time you had this discussion with your team? When was the last time you even thought about the possibility they are either different or the same? Where do you sit before you stand?
I often think about the simple things managers face. Just little things really. I remember 1987. I only wish someone had punched me in the arm and said, “Hey, what do you think about this?” “What if you had to deal with this?”
Is this “ouch, thanks for the punch” or just another Monday?
Cheers