Category Archives: Sales Training

A Little Info on Pilot Projects

One of the things that comes up is how does a pilot work. Here is a fly by at 50,000 feet of the typical pilot process.

Please tell me what else you need by leaving comments.

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Three Concrete Use Cases in Retail

So how is this stuff used anyway?

Here are three concrete use cases that will hopefully help you understand where the solutions fit into a retail organization and the value created:

  1. Case 1
  2. Case 2
  3. Case 3

Please share your question and comments for the good of all.

The Importance of Retail Safaris

The Importance of Retail Safaris

This article while a little old hits an important idea spot on. Often a big business with all its executives knows very little about its clients as they are very far removed.

We can help our retail clients understand their clients’ priorities and how to service and sell more by going on retail safaris where we look at how clients are serviced.

Basic sales training

Here is a three-part series hopefully giving you a framework outlining to who we sell, how we position, and where we our solutions help their organizations.
Part 1-Who do we sell to and why

Part 2-The Ladder Pitch

Part 3-Where we fit in the organization and the benefits

Lean Hospital

A no wait (no waiting rooms–recovered for other activities) hospital putting patients at the heart of the service model. Very cool! Using a solution and practices similar to ESIIs this hospital was able to nearly eliminate waiting rooms. Working with a mammoth hospital in Paris, Cochin, we have allowed them to route patients from service to service with no waits and drop costly missed appointments. Watch from 3:25 to 5:25.

Who is a prospect?

Need to figure out the fit of who is a prospect for ESII’s solutions. Here is the starting block!

Dynamic Client Management: The Value Proposition from a High-Level

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Dynamic Client Management™: What Is Your In-Store Brand DNA?

Retail clients are increasingly aware of the need for customer experience management (CxM) solutions that manage their customers through their various channels.

Unifying messaging, communications, marketing content and sales channels via different platforms (web, mobile web, call centers, retail and so on) that improve customer service are key, and there is growing recognition that a strong CxM strategy is important.

But might we be ignoring the simple, long overlooked element of in-store experience?

Customers are becoming more selective in their shopping experience and have less tolerance for organizations that don’t put their needs first and take their habits into account. Because of the growth of online shopping, this trend will continue. We are probably just now reaching the tipping point where consumer habits change, attitudes harden and business models evolve.

CxM—while part of a comprehensive strategy that can be used to “make each customer feel like a VIP” and create sense that an organization’s different channels are seamless—is at risk for ignoring the classic frontlines of retail in stores.

The Frontline:  “What can we do to better define our brand and inspire customer loyalty or put differently create our own in-store brand DNA?”

In the age of smart phones and social networks, hell hath no fury like an unsatisfied customer. This is the customer who can just as easily order online as in-store, or the customer who can flame you with a video on YouTube if she or he feels abandoned or mistreated.  When this person buys in-store, the competitive price of the item (or an immediate need for the item) may have driven the customer to the place of business.  But service—or lack thereofwill be the decisive factor in how the customer perceives your brand. Word-of-mouth being what it is makes each customer is a walking advertisement—for good or ill!

Common Problems and Their Solutions

Here are a couple of ways retailers fail to serve their clients and specific solutions:

  • Dead waiting time: All waits should be organized as to allow the client to be viewing information, products or free to walk around the store
  • Lack of prioritized products and services: Some services and products can generate more revenue and should be prioritized in your service model
  • Diminished sense of importance:  PracticingVIPzation can makeeach client a VIP.   Identifying the most profitable clients and prioritizing their needs in the sales and service model is essential.
  • Focusing on the wrong 10%: Finding and adding 10% of new customers can be expensive, while shifting focus on selling 10% to existing customers costs less and can be more easily implemented.

Concrete examples of organizations that practice the discipline of dynamic client management are found in Apple stores, Starbucks coffee shops and Nespresso stores all of which are conceived with an iron disciplined inside-out focus from the customer’s perspective. These retailers understand that the emotional experience of customers while purchasing their products is as important as the products they sell. Consequently, they have designed their outlets around this concept.

If you would like to learn how to reinforce your in-store brand, contact us today. Let us help you identify 3 to 5 quick wins that will assure a dynamic customer experience.

What is DCM™? DCM is the disciplined practice of using adapted business processes, IT solutions and common sense to create a unique in-store brand where the emotional experience of clients is properly prioritized.

By Stephen Lurie