Relationship Advice: Top 5 Tips
Just how do you create a team of people who are passionately committed to the brands they work for and what they do?
Some store teams are so in love with the brands they represent that they take the concept of being ‘brand ambassadors’ to the next level. They see themselves as Evangelists. Guardians. Protectors.
Brand pioneers, such as Nike, Lush, Apple and Lego have all led the way. Not only do these brands capture our hearts because of their ability to create products we love; they also place a similar level of focus on engaging those responsible for bringing the brand experience to life within the retail environment. As in any relationship, love that lasts is the result of partners embedding themselves in each other’s brains in a positive way.
Five ways to improve team engagement and brand delivery
- Live and breathe brand culture
- Define roles, responsibilities and expectations
- Deliver engaging, practical, evidence-based learning
- Create clear instore policies to reduce complexity
- Understand why getting it right matters
Retailers should not underestimate the net positive effect that achieving buy-in from store teams can have on retail performance. Put simply, people want to work for brands that they care about. And if teams have a shared passion for both the brand and space they work with, leading retail standards and consistent brand delivery will follow. A retailer can make a huge difference to the effectiveness and consistency of brand delivery instore if store teams connect on an emotional level with instore objectives – ensuring they understand not only the ‘how’, but also the ‘why’.
But there is no value in a retailer making claims about wanting to win the hearts and minds of retail teams, without convincingly backing it up with tangible actions and commitments. As in any relationship, actions speak louder than words, and retailers must walk the walk as well as talking the talk if they are to positively influence the attitudes and behaviours of retail teams to deliver real instore transformation. That means investing in learning programs to ensure knowledge and skills development is not only practical and engaging but also intrinsically linked to the brand’s core values.
Retailers should not underestimate the net positive effect that achieving buy-in from store teams can have on retail performance
The result is store teams who can seemingly deliver an outstanding brand experience almost instinctively. This is a crucial tipping point, and has a magnetic effect on retail standards, the shopper experience and store performance.
Successful retailers focus attention on delivering clear, engaging and effective team development programs, ensuring retail teams both ‘get’ and ‘live’ the message. There is a marked difference between telling retail teams what to do, and getting them to a place where they themselves recognise what is the right thing to do. That means finding ways to embed values, behaviours and policies – consistently and effectively. By spending just a small fraction of available budget on this crucial element, retailers, regardless of sector or size, have the opportunity to unlock measurable improvements in commercial performance. I’d challenge anyone to show me a retailer who wouldn’t love a piece of that.
Click here to see more images of Valentine’s Day instore in our Facebook Gallery.