The Customer Is "Cow". Don'T Chase The Whole Cow For A Glass Of Milk!

Because of the nature of my job, I discuss and work with retail franchisees, shop managers or shopping guides almost every day. I often travel around the terminal stores to conduct on-site counselling and promotion. I often see or hear some things that are very simple but deal with extremely regrettable things, or are fundamentally contrary to the principles of retail operation.

Among them, the attitude of some stores to handling customer complaints is a typical example.

Shopping guide will inevitably encounter more or less customer complaints, some of which are the quality problems of the products themselves, some of which are the reasons for the customers' wearing and washing and maintenance. Of course, it is even more ridiculous because of the problem of the service level of the shopping guide itself, such as changing the trouser legs into a long one and so on. But what is amazing is that no matter what the customer complaint is, the number of terminal stores is simple and uniform. As long as it is a complaint of the customers' products, it will immediately cover a large print and write "purely customer's reason". In the final analysis, it will not be recognized. It is all the customer's fault. It's not related to our store. As the saying goes, often walk along the river, where there is no wet shoes, as long as the operator engaged in the apparel industry retail terminal operators / store manager.

This is not the case in June 2008 when a tour shop for a brand was promoted and promoted.

At noon, I was dining with the head of the branch, the franchisee and the store manager. At that time, the manager received a call from the store and said he was sorry to leave early. After 45 minutes, we went back to the store and found a male customer wearing a new pair of trousers. He appeared very angry at the cash register. The manager seemed to be trying to persuade the customer. What seemed to be that the situation was already very tense. At this time, of course, in a big 160M2 store, there was no customer except the customer and the staff in the shop.

After understanding, the customer tried to wear a 2 foot 5 pants yesterday, because the brand's trousers are very famous, and they wear on their bodies. They really have a good shape. Customers like it very much. They just find that the waist is a little bigger. So they asked for a 2 feet 4 of the same style trousers. They didn't try it on and paid the money. When the shop guide bought him to change his pants, he went back happily. As a result, he was ready to go to work formally this morning, but he found that the waist was small and the buttons could not be buttoned up.

When customers saw us coming in, they seemed to guess that we were the leaders of the company or the owner of the shop, so the voice became more and more exaggerated, and the franchisee rushed forward to deal with the matter.

Whispered to the manager, the shopkeeper was wearing a large size. The shopkeeper said it was 2 feet and 3 inches. I asked the customer how big the size should be. The shopkeeper took aim at the eye. He was a student who sold the panoramic simulated training training camp. He knew that the number of visual codes was one of the basic skills of selling. He immediately reported that it should be 2 feet 4. I said, no matter whether the customer had said how big the waistline was yesterday, as a guide, he should know that the size should not only be "accurate" but also "accurate". Do you think the trousers on the customer can be worn? I am in

Should we wait for customers to lose weight and wear them?

I can't even say, "your waistline was 2 feet 3 yesterday. Who has the ability to fatten up 1 inches a night?"

The manager smiled and said, "I know he can't wear it, but our boss has always stressed to us that because the head office is not very prompt in dealing with the quality problems, although the trousers are not the quality reasons, but the reasons for our shopping guide, our boss has told us before that whatever the reason is, we should try to avoid changing the customers so as to reduce the losses in the shop, so I can't help you. You see, it's been nearly 1 hours now.

When the franchisee finished receiving the customer, the result was, of course, most customers complained, and they were very upset. Finally, they had to change their goods. In this case, I opened a live meeting for the store manager and the shopping guide, and focused on the mistakes made just now, such as the form of customer complaint handling (such as letting customers stand, staying at the cash register, affecting other guests in the store, etc.), the way of handling customer complaints (trying to persuade customers and customers never to be persuaded), holding and confirming different sizes of customers, and giving some practical skills to handle customer complaints. I thought, "another fool."

Of course, the most important thing is to communicate with the franchisee on customer complaint handling. If there is no change in the concept of customer complaints, it will be useless to learn more customer complaints handling processes and methods.

I gave an example to him: "the customer is a cow, at least in spring, summer, autumn and winter, we will produce a glass of milk for us, and this pair of trousers is a glass of milk. If it is not handled properly, the customer (cow) may not come to our store again for the rest of his life. What is the bigger loss of a glass of milk and the loss of a cow?"

What is more frightening is that there is a group of cows (customers' friends) around the cow. Do you want to lose a group of cows for a cup of milk?

Franchisee suddenly realized!