Kitchen & Bath Design News

MAY 2018

Kitchen & Bath Design News is the industry's leading business, design and product resource for the kitchen and bath trade.

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Page 29 of 107

I ORIGINALLY WANTED to call this article, "How Cigars Can Make Your Salespeople Better," but decided that may not be the right thing to do. Scanning posts on LinkedIn the other day, I saw a quote that hit me like a ton of bricks. I happen to like cigars, and the quote (from Alan Rubino of Alec Bradley Cigars) really relates well to the luxury bath and kitchen showroom business. It reads, "My biggest competitor isn't some- one who makes a better cigar, it's someone who makes a terrible cigar and either shrinks the market or makes people less willing to try new cigars." When I read this I thought, awesome – I can finally write about cigars! And, yes, that is also the issue bath and kitchen show- rooms are living with today. For the record, I never mind when I see a competitor put- ting up a new, beautiful showroom. It gives me a reason to learn from them, to change direction if needed and to sharpen my tools to compete. What did get me is how all the "slat wall showrooms," which I consider outdated showrooms with dusty displays and poor lighting and poorly trained showroom employees, can negatively impact the future of our industry – not just for one showroom, but for all showrooms. But the issue isn't just the slat wall show- room. It is also the sleek and modern show- room that offers a lousy customer experience. I once visited a cutting-edge showroom in Manhattan with two of my colleagues, and we spent 45 minutes strolling around taking photos and testing products before someone approached us. Not even a welcome when we entered (although they did have a great coffee bar in front). Four months after my visit, that showroom is no longer in business. Lucky for them, because from what I could tell, custom- ers were an inconvenience. I have also seen great showrooms fail to deliver because they did not pay attention to the details. Imagine the impact an entryway littered with weeds and trip hazards has on making a first impression. What does it say about a brand when on the front door, one panel is locked and only one of the two doors opens? What message does a showroom send with a greeting sign that says, "by appoint- ment only?" How can a prospect feel confi- dent in a showroom that does not recognize the need to replace burned out light bulbs? How can a prospective customer believe the experience and store standards will live up to his or her expectations? Consider the impact when you have that great website, but the images look nothing like your showroom. How do you expect to make a sale if your showroom people don't know the details of the products you are sell- ing? If the public bathroom in the showroom looks like something from a bad gas station, do you think the customer will ever use that showroom again? No! They turn to online retailers because they may as well do the homework themselves. You must have every touch point perfect or it is truly game over. When you compro- mise the shopping experience by not having the right people, training tools, technology or hours of operation, you drive business to box stores and online retailers. There's no reason why the bath and kitchen showrooms can't offer hospitality like five-star hotels, from service to snacks. Start there. As a showroom manager, ask yourself, "When do I shop?" Chances are it's Saturday and Sunday, when people like you are looking to shop. So your showroom should be open on weekends. Make sure showroom training is for- malized and measured. Please don't require new hires to sit in the basement for eight hours watching videos – that demoralizes people fast. Training programs should com- bine hands on, multimedia and classroom instruction. Work the soft skills as much as product. Have your team understand hospitality. Use the DPHA Education Program for the product knowledge. If you are a professional showroom, join DPHA. Work the training DPHA provides into a routine at the begin- ning or end of the day. What if you have multiple showrooms? Ask yourself, is every showroom's customer service different based on the showroom manager's talents and priorities? Or is the showroom a reflection of what you expect the customer service level to be? Having showrooms go rogue in this scenario is dangerous for your bottom line. Try to keep displays similar, and customer service levels the same. Consider reallocating your marketing funds for dedicated training. Investing in your people is the best way for a quick return on investment. Having the best people is the best marketing a company can have. Consider taking at least one year, and making it the year you dedicate to employee devel- opment. All good retailers need a formal marketing plan with a dedicated percentage of sales allocated to marketing. Think about your business. Obsess over the quality of your people. That's first. Many great manufacturers offer superb product training. Ask them to help. Then find the reps who know how to sell, and ask them to work on soft skills with your people. Every market has at least one special person you ad- mire as a salesperson. Learn from them. Have your people learn from them. Additionally, many manufacturers and reps are starting to offer luxury sales training. Use your marketing dollars on training events where customers and employees can learn together, and make sure all your employees attend. Wine and cheese evening events are great to bring in designers, and your employees can learn from both man- ufacturers and designers at these events. Showroom salespeople generally sell what they are comfortable with. That's why it's important for salespeople to spend quality time with manufacturers of products that are a focus for your business. Before you install another new display, make sure your employees understand not only how current displays function, but also how they make the customer feel when using them. Occasionally, it is a challenge to get showroom salespeople to sell beyond their own pocketbook. Having a show- room person who can recognize and cater to affluent consumers involves selling on feeling, never price. Selling this way takes time and training, but it's also fun once you master it. I had trouble cracking some salespeople's tendency to sell out of their own pocket until the day we had a group discussion about what stores they like to go to and why. They BY JEFF MACDOWELL " When you compromise the shopping experience by not having the right people, training tools, technology or hours of operation, you drive business to box stores and online retailers." The New Decorative Showroom Paradigm 30 Kitchen & Bath Design News • May 2018 DPH PERSPECTIVES

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