Frontline Feedback
Measuring feedback to boost store performance: Part II
Part I Click Here
By Terry McKenna
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| Terry McKenna is principal and co-founder of Employee Performance Strategies Inc. (EPS), based in Chantilly, Va. You can contact him at (888) 788-9090 or perform@eps-i.com |
Last month I began this two part series about the need to capture feedback from the two most important constituencies impacting your business: your sales associates and your customers. Last month I addressed sales associate feedback via store climate surveys and job exit interviews. In this edition I’ll focus on customers. Here are two proven methods that will require your time, not your money:
Customer Intercepts:
It’s amazing what store managers and owner/operators can learn when they get out of the back office and interact with customers, both in the store and out on the fuel islands. You can learn a lot about your customers buying habits and patterns simply by watching how they move in and around your store as they search for their products: motion study. Observing the customer-sales associate interface will tell you everything you need to know about your store’s customer service levels. Although admittedly, a sales associate who knows the boss is watching will kick their performance level up a notch or two. Nevertheless, it’s difficult to provide customer service coaching tips when you’re not observing the action.
Customer intercepts are just that, you intercept the customer once they’ve completed their purchase, be it in the store or out on the fuel islands, and ask them a few straightforward questions about their recently completed buying experience. Don’t ask question like: “How was your buying experience?” Most people don’t feel comfortable saying something negative or potentially confrontational. A question like this, the majority of the time will render the universal response of: “Okay,” which tells you nothing. Here are a couple of good questions to ask, but before doing so, if you don’t already know the customer, be sure to introduce yourself as the manager, or owner/operator:
- What can we do to make your buying experience better in this store?
- Is there anything that we’re doing here at this store that annoys you?
- If you ran this store for one day, what changes would you make?
Framing your questions like this, gives your customers permission to say something potentially negative about your store, which inherently they would not feel comfortable doing. These types of questions convey a sense that it’s okay to say something negative, because you’re asking. Look for common trends or themes in what your customers tell you; share your findings with your sales associates, and develop a plan of action towards improvement.
Customer Surveys:
In general, customers won’t take the time to fill out a customer survey card because they are in too much of a hurry to get in and out of your store. After all, having to stop at a convenience-store is an interruption in their day, not exactly a planned destination of choice that they’re looking forward to in their busy schedule. Therefore they want that interruption to be as quick and efficient as possible so that they can get back to the more pressing things in their day. While at the transaction counter, have your sales associate ask one simple, yet targeted question. You can select a different theme of questions weekly/monthly, specific to what’s going on at the moment with your business. Questions like:
- How do you like our new coffee blend/coffee bar?
- Do you ever use our car wash/repair service? Why not?
- I always see you in here, we appreciate your business. Why do you choose our store?
You can also ask questions like those listed under Customer Intercepts. You need to make sure you have a system in place that enables your sales associates to record their findings. A simple notepad at the transaction counter will suffice. Make sure your sales associates are asking and recording. Expect more from your sales associates and you’ll get it. Remember, share your findings along with any changes that may result. I can’t stress it enough: you simply can’t manage what you can’t measure!
