If perception is reality, then manage the shopper's perception of your store
Loreen Epp, Retail Ideas Director -- Furniture Today, April 18, 2005
I'll never forget where I was when I heard that Room & Board had opened its first store in New York. I was sitting across from the source of this critical information in a Zagat-approved restaurant in Manhattan, and it was all I could do not to suggest we cut dinner short and scope out the store.
My friend, who manages sales for a prominent upholstery manufacturer, also tried to suppress his excitement about the chair he'd just bought from the hottest new furniture retailer in the city. "It was the perfect chair," he confided.
I nodded knowingly. I too had paid retail for my perfect sofa a year earlier, when I could have bought one wholesale from many accommodating manufacturers. But it was oddly exhilarating to buy furniture from a store that raised my heart rate, and to have that white truck with the Crate & Barrel logo pull up to my house.
"But you want to know what was really interesting?" my friend asked after we toasted his new chair, and his bold decision to pay full price, just like a real furniture shopper.
My friend told me the store wasn't particularly busy when he was there. Still, it wasn't until he began circling the chair he liked that a store employee quickly brushed past him, fabric samples and another customer's sales receipt in hand. Almost as quickly as he passed by, the employee stopped in his tracks, turned around, apologized for how busy they were, and asked if he could answer any questions about the chair.
"The store was anything but over-crowded," my friend said, "but this guy seemed overrun with customers. It was like he was fitting me in while other customers were waiting. But when I had a question, he suddenly had lots of time for me."
I recalled my own similar experience at C&B. Whether these employees are as busy as they look or not, their appearance of being "in demand" creates an energy that's infectious.
Perception is reality, and marketing is all about perception. Employees who look busy, love their products and assume everyone else does too entice new customers. It's simple: People want what other people want.
"Looking busy" may be too simple to be written up as an official selling strategy, but it should be. In fact, it's brilliant. It takes the focus off high-pressure financing schemes and desperate-sounding sales offers. And what a welcome change for customers, who would go from being prey for hungry salespeople to happily lingering around to see what the hype is about.
If you've ever tried to "fake it until you make it," you'll know this advice works. What would happen if furniture stores were willing to look busy? What if customers saw salespeople calling customers, fixing swatches or walking around with a sales order? Would shoppers leave the store because it looks too successful?
Or would they think there's a reason to stay?
Contact Loreen Epp at lorren.epp@reedbusiness.com
