1.Stay in Touch 2. Make Great Service a Priority3. Store Collective Wisdom
4.Empower Your Staff 5.Know Your Customers6.Manage Customer Relationships
1. To underline the importance of personal selling in retailing. 2. To define the salesperson as a true representative of the retail store, projecting its philosophy and principles. 3. To provide an overview of the qualities required for an effective retail salesperson. 4. To elaborate on the retail sales process with details of the selling steps to be followed.
Be a resource for information as he or she is knowledgeable about the stores merchandise, services and policies. Be a value counselor, assisting the customer with value comparisons with items in the store or competing brands. Be a public relations representative for the store. Be a custodian of the merchandise and service, ensuring effective stock turns for the store and selling the inventory, which is the primary objective of the business.
Contd… Be able to advise customers with good selling suggestions that will improve customer satisfaction and build sales. Be able to explain the benefits of the merchandise and services that he or she sells and not just its features. Ensure that the customers needs are met so that complaints are kepi to the Develop by virtue of his or her attitude knowledge and skills, and ensure that the stores merchandise has a loyal customer following.
1. Connect with the customer. 2. Probe needs subtly. 3. Presenting merchandise. 4. Handling objections and indecision. 5. Recognize buying signals. 6. Trial close and add-ons. 7. Closing the sale.
History of the Gaps Model Developed By - Parasuraman, Zeithaml, Berry, at Texas A&M and North Carolina Universities, in 1985 Proposed - A conceptual model of service quality indicating that consumers’ perception. They further developed in-depth measurement scales for service quality in a later year (Parasuraman, Zeithaml, Berry, 1988).
Introduce a framework, called the gaps model of service quality. Demonstrate that the most critical service quality gap to close is the customer gap, the difference between customer expectations and perceptions. Show that four gaps that occur in companies, which we call provider gaps, are responsible for the customer gap. Identify the factors responsible for each of the four provider gaps.
Customer Gap: difference between customer expectations and perceptions Provider Gap 1 (The Knowledge Gap): not knowing what customers expect Provider Gap 2 (The Service Design & Standards Gap): not having the right service designs and standards Provider Gap 3 (The Service Performance Gap): not delivering to service standards Provider Gap 4 (The Communication Gap): not matching performance to promises
Customer ExpectationsCustomer Gap Provider Gap 1: Not knowing what customers expect Provider Gap 2: Not selecting the right service designs and standards Provider Gap 3: Not delivering to service standards Provider Gap 4: Not matching performance to promises Customer Perceptions
Customer Expectations Inadequate marketing research orientationGap Insufficient marketing research Research not focused on service quality 1 Inadequate use of market research Lack of upward communication Lack of interaction between management and customers Insufficient communication between contact employees and managers Too many layers between contact personnel and top management Insufficient relationship focus Lack of market segmentation Focus on transactions rather than relationships Focus on new customers rather than relationship customers Inadequate service recovery Lack of encouragement to listen to customer complaints Failure to make amends when things go wrong No appropriate recovery mechanisms in place for service failures Company Perceptions of Customer Expectations
Customer-Driven Service Designs and StandardsGap Poor service design 2 Unsystematic new service development process Vague, undefined service designs Failure to connect service design to service positioning Absence of customer-driven standards Lack of customer-driven service standards Absence of formal process for setting service quality goals Inappropriate physical evidence and servicescape Failure to develop tangibles in line with customer expectations Servicescape design that does not meet customer and employee needs Inadequate maintenance and updating of the servicescape Management Perceptions of Customer Expectations
Customer-Driven Service Designs and StandardsGap Deficiencies in human resource policies 3 Ineffective recruitment Role ambiguity and role conflict Inappropriate evaluation and compensation systems Lack of empowerment, perceived control, and teamwork Customers who do not fulfill roles Customers who lack knowledge of their roles and responsibilities Customers who negatively impact each other Problems with service intermediaries Channel conflict over objectives and performance Difficulty controlling quality and consistency Tension between empowerment and control Failure to match supply and demand Failure to smooth peaks and valleys of demand Service Delivery
Service Delivery Lack of integrated services marketing communicationsGap Tendency to view each external communication as independent Absence of strong internal marketing program Ineffective management of customer expectations 4 Absence of customer expectation management through all forms of communication Lack of adequate education for customers Overpromising Overpromising in advertising Overpromising in personal selling Overpromising through physical evidence cues Inadequate horizontal communications Insufficient communication between sales and operations Insufficient communication between advertising and operations Differences in policies and procedures across branches or units External Communications to Customers