A national furniture retailer was frustrated over consistently flat sales. Their increased marketing efforts and expenditures seemed to be driving prospective customers to stores, but sales numbers continued to languish. In addition, their field managers were asking for more training resources.
Corporate management wanted to be proactive, rather than reactive in addressing their problems. However, they realized they needed information to identify the nature and scope of issues to be addressed, so that precious resources could be applied effectively.
Their marketing partner recommended that they assess their store level activities, employee performance and operational execution as a key starting point.
Our surveying program was launched as a pilot in selected stores. Within the first two months the data identified:
A customized program was developed to address this urgent need. The pilot surveys returned an average score of 60 out of 100. The benchmark data were discussed with the regional team leaders. Equally important, we were able to share customer comments and observations verbatim to management.
Management agreed that the data and other findings painted a picture of an organization whose culture of service and sales was uneven at best. During our initial discussions we also learned that the company did not have a reward program or employee monitoring effort that recognized positive behaviors at the store level, something we often recommend.
The survey program has since been rolled out chain-wide, and a collaborative team has been assembled to assess necessary changes to employee training, sales procedures, and employee recognition programs. What the client has appreciated most is the clear operational direction provided by the findings, including recommendations and insights based on our 50+ years of customer experience auditing.
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