Creating a High Performance Retail Sales Team

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Creating a High Performance Retail Sales Team

• PARA
• May, 2005
• Elly S. Valas
• Valas Consulting Group, LLC
• ellysv_at_msn.com

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Job of the Manager

• Have the right people.

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How Does Your Team Rate?On a Scale of 1 to 5

• Do I know what is expected of me at work?
• Do I have the materials and equipment I need to
  do my work right?
• At work, do I have the opportunity to do what I
  do best every day?
• In the last seven days, have I received
  recognition or praise for doing good work?

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How Does Your Team Rate?On a Scale of 1 to 5

• Is there someone at work who encourages my
  development?
• Does my supervisor, or someone at work, seem to
  care about me as a person?
• At work, do my opinions seem to count?
• Does the mission/purpose of my company make me
  feel my job is important?

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How Does Your Team Rate?On a Scale of 1 5

• 9. Are my co-workers committed to doing quality
  work?
• Do I have a best friend at work?
• In the last six months, has someone
  at work talked to me about my
  progress?
• This last year, have I had opportunities at
  work to learn and grow?
• --Marcus Buckingham First Break All the
  Rules

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Qualities of Top Performers

• Do not take no personally
• Accept responsibility for results
• Above-average ambition
• High levels of empathy
• Intensely goal oriented
• Above-average will power
• Impeccably honest
• Ability to approach strangers
• --Harvard Business School

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Job of the Manager

• Have the right people.
• Make sure they know what their jobs are.

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Job Description

• Basic Function
• Duties and Responsibilities
• Relationships
• Minimum Qualifications
• And other responsibilities that may be assigned
  by management when required.

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Job of the Manager

• Have the right people.
• Make sure they know what their jobs are.
• Make sure they know how to do their jobs.

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Training Doesnt CostIt Pays

• The military spends up to 80 of each enlisted
  persons time training for action they hope never
  to see.
• Independent retailers spend less than 2 of their
  staffs time training for action they desperately
  hope to see!

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Training Doesnt CostIt Pays!

• The Container Store invests 235 hours of formal
  training in every first year employee..the
  retail industry average is a measly seven.
• for an industry that suffers from an annual
  employee turnover rate of 120 percent a year,
  retailers of every stripe could learn a thing or
  two from a company that enjoys an 8 percent
  turnover rate among full-time employees and 20
  percent among part-time workers.
• --HFN 1/13/2003

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Adult Learning

• Must recognize and utilize the life experiences
  of the learners as part of the curriculum.
• Must be based on desired outcomes and goals.
• Must be participatory.
• Is best conducted in short, frequent modules.
• Must meet the needs of the participants more than
  the needs of the trainer.
• Must help them succeed as outlined
• in their job descriptions.

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Job of the Manager

• Have the right people.
• Make sure they know what their jobs are.
• Make sure they know how to do their jobs.
• Get out of their way and let them do their jobs.

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Motivation for Results

• Show staff members you really care.
• Make employees feel important.
• Know the power of recognition.
• Give positive feedback.
• Know each employees hot
• button.
• Give employees personal attention.
• Be a leader.

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Measuring Sales Potential

• What do your team members control?
• Store Traffic
• Closing Rate
• Average Sale
• Number of Items on each Ticket

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Your Store Sales Report
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Increasing Average Sale

• Add features and benefits to step up.

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Now this baby can hold up to five hundred
magnets.
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Increasing Average Sale

• Add features and benefits to step up.
• Step up one model.

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DVD Player
This DVD player costs less than players selling
for twice as much.
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Increasing Average Sale

• Add features and benefits to step up.
• Step up one model.
• Sell the package.
• Add cables and connectors.
• Add additional speakers.
• Add accessories.
• Add remote.
• Add furniture.
• Add audio.

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Your Store Sales Report
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Plan for Improvement

• Accurately track ups.
• Compute closing ratio regularly.
• Set new closing goals.
• View each sale as an opportunity to increase
  average sale.
• Learn about product benefits.
• Know each customer.
• Evaluate each opportunity.
• Follow-up every prospect.
• Value ongoing sales training.

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Job of the Manager

• Have the right people.
• Make sure they know what their jobs are.
• Make sure they know how to do their jobs.
• Get out of their way and let them do their jobs.
• Evaluate and coach.

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Holding Up the Mirror

• Give ongoing feedback.
• Review past performance briefly.
• Shift focus to the future and how the employee
  could be more productive.
• Give feedback privately, one on one.
• --First Break All the Rules, Marcus Buckingham

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The One Minute Manager

• Catch your team members doing something right!
• The One Minute Manager, Ken Blanchard

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Job of the Manager

• Have the right people.
• Make sure they know what their jobs are.
• Make sure they know how to do their jobs.
• Get out of their way and let them do their jobs.
• Evaluate and coach.
• Praise generously.
• Retrain when necessary.

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REWARDING PEOPLE
Rule What gets measured, gets
done. Rule What gets done, should be
rewarded. Rule Behavior rewarded, gets
repeated.