Selling Generosity Begets Buying Generosity!

Retail leadership is defined ambitiously as a team who guides and directs to achieve a united goal, an agreed to Omni-vision. Although leadership is orientated by facts not emotions, the heart of retail leadership defines the spirit of self-sacrifice, the doctrine of consumer necessity especially, formidably and most emphatically at the last three feet of the in-store selling aisle.

Retail leadership is expected to seed, create, docent and mature store associates to truly enjoy serving a customer, to truly enjoy physical retail giving, kindly caring and sharing. The results of such regal-grooming-leadership? Consumer store traffic shifts favorably into kinetic-hyper-drive, cash registers are favorably over exercised and profits are generously delivered to stock holders.

Life is very good for any retailer who tilts, decrees and promotes exceptional customer service and support in the language of disciplined associate leadership at the last three feet of the sale. Not says I, rather says a multitude of very smart third party research reports, says a multitude of consumers just like you and I.

The gravitas of our retail business coldly defined is a profitable sale of goods to the final, ultimate consumer. The retail experience can be torridly and artfully better-defined through a congressed spirit of giving called “consumer generosity.” Not just coupons, special sales, drive period promotions and or paper rewards rather one-to-one ambient care and generosity for a consumers happiness. After all, who can resist generosity? Who can resist being happy? Who cannot be grateful for a brand, for a product for a retailer who makes them happy: who delivers generous service, support and smiles before and after the sale. Generosity is a profit-magnet. Generosity begets generosity. In retail speak generosity is the language of profitable and kinetic boomerang store traffic.

In our socially charged world, consumers define retail brand-leadership in mere seconds. They decide whether a retailer becomes their favorite brand or not “right after their first purchase or when their service begins” per May 2014 survey results from ClickFox. And according to a new study from Thunderhead.com 25% of customers would switch to a different provider (brand) on the basis of just one single negative experience. 1 in 5 would never re-establish trust in a provider after a significant negative experience. It is axiomatic based upon this research that consumers define retail brand-leadership in mere seconds. Of course in our hyper-social-networking lives consumers also promulgate their positive or perfidious definition of a retail brand experience across the clouds instantaneously.

Retail is a highly competitive, rough and tumble business. Results can run hot or cold but must always run on offering best brands, products, prices, locations and generous personal services. Retail is primarily about selling. It is all about leadership salesmanship at the last three feet of the sale. Sometimes “salesmanship” is projected through packaging or brand value. Many times the best store salesman becomes the product itself. But always selling must be the life-blood of retail store employees regardless of position.

Retail sales failure defines an opportunity for leadership to motivate consumer generosity: the DNA of store traffic. Retail sales failure also prompts and amplifies consumer desire to buy from generous, happy and caring e-machines who recognize them so well, somewhere far away in the clouds. "Smiles everyone, always be smiling in business, especially to motivate selling in your retail stores!"

Green Reign Leadership warrants and amplifies retail sales principles to ensure brand value, lifetime brand leadership and assiduous boomerang-store-traffic. 

These 5 principles declare and fuel loudly that retail selling generosity begets consumer buying generosity, always:

Be Care-full: Care about your customers and they in turn will care about your retail brand. Be full-of-care for each and every customer by defining the kilter of a store associates score-card-expectants to sell customer-generosity, to sell and define your retail-brand-value first and foremost.

Mind Your ABS’s: Train your store employees to “Always Be Selling.” This means their most important responsibility across the store floor is to kindly sell and mirror your retail brand prowess through serviced actions, knowledgeable support and customer care. This means mentoring all store associates to gain consumer attention, interest, conviction and appreciation for your retail brand: to teach associates how to improve their sales conversions through customer generosity.

Hire Thy Hero’s: Pay for talent. Repeat and amplify: “pay for talent.” To many times retail hires mediocre, tenderfoot-glib employees based upon a low wage philosophy. That philosophy can directly impact store traffic, brand opportunity, profitable engagements. Hire thy hero’s, invest in them through the very best in sales training, personal development and selling tools. If you “build it” with best of breed human capital, “they will come.”

Train To Gain: Every second of a customer’s journey through a physical retail store is an opportunity to muscle up and fuel gregarious customer-to-brand affinity. Each and every dollar spent in retail advertising must be soulfully mirrored and re-amplified through in-store human capital. Anything less in associate “brand ball carrying” and selling is a catastrophic, obfuscating-virus known as “the profit recession business.”

Six Sigma Fuels Retail Power: Six Sigma’s most relevant-gentry for retailers is called “Muda” which in Japanese means “waste.” Relieving and disposing sales performance waste reduces product and service costs, increases quality, services and consistency. Specifically, excellence in preventing waste within Six Sigma includes:

a. TESTING sales associate knowledge. b. INVENTORY in-stock supply level assurance. c. WAITING time for consumers creates lost opportunity.                 d. SPEED to customer support creates or defeats opportunity. e. MOTIONING responsibility to the wrong team member damages immediate and long term opportunity. f. OVERPRODUCTION causes associate confusion: not knowing core responsibilities causes consumer stress, lost brand promises. g. OVER PROCESSING by some associates suggests weakness in deliverables from other associates which equates to poor customer care.

Remember, follow these 5 principles, be generous to consumers and they in turn will be generous to your brand, your sell through, your same store sales and most importantly the fiduciary responsibilities of your margined profits.

For more on the important subjects of sales and marketing leadership please consider reading Green Reign Leadership available from amazon here: https://t.co/TJnJfxqyp7