| Wal-Mart may conger up some images for you, | | | | why they came in (their motivation); and (3) Find |
| yet one thing Wal-Mart does is to have a Greeter | | | | out what their perfect something looks like, that |
| to make people feel welcome. Even the old | | | | they are willing to spend and spend and spend on. |
| K-Mart use to announces "Welcome K-Mart | | | | Now let's wrap this up. Make your customer have |
| shoppers." Unfortunately, after the Greeter or the | | | | a wonderful experience in your Center. To do this |
| welcome message, you get lost in the sea of | | | | you will have to first convince yourself that it's all |
| people and merchandise and it's next to impossible | | | | about the customer. I'm not saying to succumb |
| to find someone to show you where to find what | | | | to abusive people that give no energy and waste |
| you're looking for, because they're too busy | | | | your time. I am saying, however, if they are a |
| stocking shelves. | | | | motivated buyer and they have a pleasant |
| So always greet your customers. If all your | | | | experience, they may buy a lot more than they |
| people are busy with other customers, someone | | | | originally intended and they will tell their friends |
| should at least acknowledge the new entrant. | | | | how great it was. |
| Even the post office gives you a number. Don't | | | | Second, show your employees what to do. Don't |
| ignore them or make them feel like an intruder. | | | | think for one minute they should know what to |
| Let them know how long the wait will be and | | | | do, or that you will insult their intelligence by |
| point them to a sitting area where they can | | | | spelling it out. This is your Center, and it should be |
| peruse or sit with a bottle of water, look at a | | | | done your way. They don't know your way |
| video promo or experience pleasantness. This is a | | | | unless you tell them, and it's your responsibility to |
| good captive advertising moment. If your facility | | | | tell them explicitly. Otherwise, they won't succeed. |
| is big with lots to see, have a map with a | | | | You'll get upset and the demotivating cycle will |
| numbered walking tour. | | | | begin. |
| Burn this into your staff's heads. People are | | | | Finally, you have to monitor and give feedback. |
| coming into your establishment for ideas and/or | | | | Look for the positives. "That part of what you did |
| to buy. Both are good for your business. The | | | | was good." Don't tell what was done wrong, but |
| better the experience the more they will buy and | | | | rather how to do it better the next time. "In the |
| buy and buy. | | | | future, try doing this or that." Realize, you cannot |
| Lose "Can I help you?" | | | | just instruct and turn your employees loose. Until |
| It's like asking the Pope, "Are you Catholic?" As I | | | | there is recognition, reinforcement and reward, |
| said above, people come into your place of | | | | the behaviors you desire will not happen. So, to |
| business for a reason. Of course you can help | | | | insure success make your business establishment |
| them. However, to do this your front-line people | | | | a pleasant experience. |
| have to: (1) Make them comfortable; (2) Find out | | | | And now I invite you to learn more. |