BottleRocket Wine and Spirits Student’s Name
The importance of quality of services provided by sales personnel is decisive for any retail business. In fact, it is sales representative who makes the initial contact with customers, guides them throughout their visit to the store and hands them the selected product on their leave. Companies rely heavily on their sales people in terms of the creation and maintenance of positive corporate image. Whether a shop assistant is too pushy, pretentious, ignorant or non-caring, the impression made will linger in customers’ minds even for a longer time than if the customer service provided is flawless. According to the CSM statistics, “91% of unhappy customers will not willingly do business” with a company with which they have had an unpleasant experience. What is even more important here is that the excellent quality of customer service shall be maintained at all times. It is not like if a new customer left the store happy, he or she will be happy for ever. Once-happy and loyal customer may become highly disappointed with only one instance of poor service and will be ready to search for other shopping options. Therefore, sales staff shall be trained appropriately to ensure they understand the company’s objectives and mission and their role in meeting those objectives and mission by serving customers in a dedicated manner, demonstrating excellent knowledge of company’s product and their commitment to high performance standards.
In this paper, we propose a training program for sales force for BottleRocket Wine and Spirits Store.
BottleRocket Wine and Spirits Store is located in New York, NY. Apart from the brick-and-mortar store, the company also operates an on-line shop: http://www.bottlerocket.com/.
Prices in the store are moderate. The shopping area is organized in a way facilitating the product selection process as it is divided into eighteen theme-based display islands and provides tips on what beverages fit the best what kind of food, including poultry, meat, seafood, treats and take-outs through informative posters and brochures. BottleRocket store has a play area for kids, it provides every client with informative cards about the products they buy. The company maintains relationship with its customers by sending them newsletter to update them on upcoming events, new arrivals and special offers.
The store holds a variety of wine tasting events, Wine Club and Wine School sessions.
As to customer service, according to on-line reviews, customers regard BottleRocket staff members as well-trained, friendly, and readily accessible.
The combination of innovative layout, wine categorizations, in-store events along with helpful staff makes BottleRocket unique in a way compared to its local competitors and is highly rated by customers based on customer review scores as high as 4.5 out of 5 according to Yelp (http://www.yelp.com/) and Google Map (https://www.google.com/maps) reviews.
However, some customers reported disappointment with customer service. According to such reviews, some shop assistants either did not pay attention to shoppers or could not provide an adequate advice.
Below, there are some examples of negative reviews.
“It wasn't until we choose bottles and brought them to the counter to pay that we were acknowledged --- and barely at that I've gotten better service at Trader Joe's in Union Square!”
“I did ask a question about finding Europe cult wines similar to California cult wines and I got an extremely blank stare.”
“Out of curiosity I let one of their folks make a couple recommendations in areas that I was looking to explore - fail.”
Therefore, although the overall picture is quite inspiring and optimistic, the company shall work harder to achieve customer satisfaction close to 100 per cent.
According to Franklin (2005), “for the career planning and talent management area of expertise, job analysis is crucial in helping individuals develop their careers and maximize their talent” (p. 1). Therefore, before designing a proper training program for sales personnel, job analysis shall be carried out.
We researched the Internet for sample job analysis for sales staff (http://www.staffing-and-recruiting-essentials.com/, http://ivythesis.typepad.com/, https://www.aub.edu.lb/). Based on the information found, and according to the job and company specifics, we defined the following responsibilities, skills and requirements pertaining to the position of Shop Assistant.
Primary job responsibilities include making initial contact with customers, presenting and selling products to customers, promoting the store’s special offers, closing sales, identifying and resolving customers’ concerns, enters order details in Sales Software, collects new customer information and enters it into Customer Database, prepares daily sales reports and presents them to Store Manager.
Shop Assistant shall have a high school diploma and 3 years experience, preferably, a certificate in Sales training, Customer Service Training, and/or Wine training. Job holder is also expected to be a competent computer user and be able to use Windows, MS Office, and Sales Management Software.
As to skills and attitudes pertaining to the position, the job holder shall be friendly, readily available and customer oriented. Presentation skills, communication skills, active listening skills, and conflict management skills are a must for Shop Assistant. Shop Assistant shall be also able to guide customers through the choosing process and until close of a sale.
Shop assistant shall know the fundamentals of on job safety and be able to handle products carefully.
Job holder’s physique shall allow him/her to reach products from upper shelves with the help of a stepladder, move boxes with bottles on their arrival from the warehouse and stand for prolonged periods of time.
Besides, Shop Assistant shall be able to maintain professional appearance and provide a positive store’s image to customers.
Based on the job analysis data, we have defined the following set of must-have skills, knowledge and attitudes (KSA) to acquisition and development of which our training program shall be targeted: Company Knowledge; Safety Issues Knowledge; Product Knowledge, Competitive Knowledge; Communication Skills; Presentation Skills; Closing Techniques; Managing Conflicts; Attentive Listening; Computer Skills; Sales Report Preparation Skills.
Training Program
In order to provide an effective comprehensive training program, a combination of training methods shall be used.
We propose that training takes place in shopping area for presentation skill and product knowledge sessions and in conference room for other sessions.
We also propose to use internal human resources for training, coaching and facilitating roles. Those include Store Manager, Marketing Department, HR Department, and Senior Shop Assistant.
Below is the proposed training program consisting of five modules subdivided into sessions. Training activities and expected outcomes are outlined for every learning session.
Shop Assistant Training Program for BottleRocket
- Company Knowledge Training Module.
- BottleRocket history, mission, goals, objectives, organizational chart session
For the Session on BottleRocket history, mission, goals, objectives, organizational chart Store Manager will conduct a formal 30 minutes presentation about the company followed by distribution of hand-out materials. Trainees will acquire general knowledge about BottleRocket to better understand how the company functions, what makes the company different and what is their place and role in company’s success.
- BottleRocket policies and standards session
For BottleRocket policies and standards session, HR Representative will distribute
printed copies of company’s policies and standards. Trainees will learn about company’s policies and standards which will prevent them from wrong-doing and violating established procedures and standards.
- Safety Module
In Safety Module, HR Representative will show a video on safety similar to this one:
https://www.youtube.com/watch?v=iwNV_oVu3gk and invite trainees to discuss the video, potential hazards and safety precautions. Hendrick (1990) emphasizes that “many classes are dependent on visual imagery to support the material presented by the instructor” (p.303). Video is one of the best training method to show trainees what shall/shall not be done and why. Showing video is a perfect solution for safety-related issues.
- Product Knowledge Module
Product Knowledge Module is a multiple-session training. During every session, information about categories of specific products will be learned. For example, one session will be devoted to red wine, categories of red wine, regions, and best food choice to accompany red wine. Before each session, Sales Manager will hand out materials on company products. Trainees will be asked to complete a quiz before the training session. On every training session, Sales Manager will make a one-two hour presentation on the topic. After the presentation, post-training materials and individual assignments will be given to trainees. They will be asked to study the materials and make their own presentations on the product. Excellent product knowledge is a must for successful shop assistant, because it “increases self-confidence of the salesperson” (Havaldar & Cavale, 2007, p. 2.7). Therefore, this part of the training shall be approached thoroughly. Initial hand-outs will include overview of products, which will help trainees grasp the general knowledge about the company products. The pre-training quiz will demonstrate how well they understood the material. Training sessions will include in-store presentation on all products according to their category, region, price, wine and food matching, and arrangement of products in the store. Post-training materials will include information discussed during the presentation which will help trainees to review the material and prepare for their own presentation. Individual presentations will demonstrate how well they learned about the product and what information they will provide to clients in real-life situations.
- Competitive Knowledge Module
In Competitive Knowledge Module, Sales Manager will ask trainees to find information about competitors, their strengths and weaknesses. During the session, trainees will be asked to discuss the acquired information in groups. The discussion will be facilitated by marketing staff. Knowledge about competitors will help trainees better understand what makes BottleRocket different, what and how can be improved considering competitors’ advantages and how their failures can be used to attract new customers. In discussion, they will share their opinion and listen to what others have to say.
- Skills and Attitudes Module
- Presentation, active listening and communication skills and closing techniques session
In presentation, active listening and communication skills and closing techniques session, Sales Manager will divide trainees into two groups and assign roles to each group and ask them to act out the situation below. The role play will be followed by feedback on their performance and detailed discussion of what actions are expected of them in a similar situation.
The following role-play scenario is proposed. One group will represent a customer, another – a store representative. Catherine, Customer comes to the store and asks for a specific product (Bruno Clavelier, red dry wine from France, $385 per bottle), which is not available at the moment and next shipment is expected only in a two-week period. The customer wanted to buy this wine because it is her husband’s favorite, but they cannot afford buying it often, so she decided to get it for a special occasion – their fifteen-year wedding anniversary for which she decided to organize a romantic dinner with the wine as a surprise component. She cannot wait for two more weeks because the dinner will take place next weekend. Once she finds out that the store does not have the wine at the moment, Catherine is going to leave the store and try luck at other wine stores in the neighborhood. Your task is to detain the customer, offer her an alternative product and convince her to buy it.
Each group shall brainstorm on the situation for five minutes and then send one “actor” to play the scenario. The actor will receive support and coaching from members of his/her group throughout the role-playing process.
After the role play, both group members will be invited to discuss the situation and suggest other possible solutions.
Salisbury (1998) suggested the word R O L E to be expanded as “Rehearsal of Life Events, because role sessions are meant to prepare people for situations that might happen” (p. 108). The role play exercise puts a trainee in real-life workplace situation. In the given role-play trainees are expected to demonstrate their communication and presentation skills, able to come up with persuasive arguments, induce the customer buy an alternative product, close the sale, and make sure the customer leaves the store happy with her choice.
- Communication and conflict management skills session
In communication and conflict management skills session, sales Manager will divide trainees into two groups and assign roles to each group and ask them to act out the situation below. The role play will be followed by feedback on their performance and detailed discussion of what actions are expected of them in a similar situation.
The following role-play scenario is proposed. One group will represent a dissatisfied customer, another – a store representative. Star Company (SC), one of the longest-standing customers, purchased five boxes of luxury wine, 12 bottles each box, which were supposed to be given to the company partners on a special event hold by SC. Paul Stevenson, SC Purchase Manager checked one box when the wine was bought and, confident that the rest of the product is in good condition as it had been always before, did not ask to check the other four boxes. Three days before the event, Laura Dickson, a member of the Event Organization Committee unpacked the boxes in order to take out the bottles and place them in individual packages to be handed to partners’ present at the event. She was highly agitated when she saw that three of five boxes included bottles with labels crimpled and half torn-off, evidently, due to the moist. She called the store and asked for the explanation. After short investigation, it turned out that those were defective boxes which were prepared by wine store to be moved to the discount section – the original boxes got soaked when there was a flood in the store. The bottles with damaged labels were put into dry boxes and these boxes were put aside in the store warehouse. Pete, Shop Assistant who proceeded SC order for five boxes, checked the warehouse and found only two boxes of wine requested by the customer. He came back to Paul Stevenson and said that they have only two boxes. Paul Stevenson was evidently disappointed and asked to double check. Pete did so, and found the three defective boxes which stood in other part of the warehouse. He either forgot about those boxes or was not informed about them by his colleagues and returned to SC Purchase Manager with good news. The outcome was that Star Company had to speedily search for the wine to replace the defective bottles. They managed to find only two boxes available in other stores, and had to buy one box of other wine, a closes equivalent to the one they needed. Of course, the wine store image has been damaged and an outraged SC representative came to the store with the defective bottles.
Each group shall brainstorm on the situation for five minutes and then send one “actor” to play the scenario. The actor will receive support and coaching from members of his/her group throughout the role-playing process.
After the role play, both group members will be invited to discuss the situation and suggest other possible solutions.
The role play exercise will put trainee in real-life workplace situation, which they shall be able to solve effectively and minimize the damaging effect on the company’s name by employing their communication and conflict management skills.
- Computer skills session
In computer skills session, Sales Manager will invite trainees to watch an expert in
sales software application (Senior Shop Assistant) to perform a job-related task. Trainees will be invited to perform sample tasks for practice. Copies of manuals on software application will be distributed to be always at hand. After that, trainees will be asked to perform real tasks under supervision of the coach. The combination of training methods will facilitate the learning process of using a computer software as trainees will be given an opportunity to watch how things are done, practice new skills, and be able to look for a specific procedure should it slip their memory.
- Sales reports preparation session
In sales reports preparation session, Sales Manager will invite trainees to watch an
expert in sales area (Senior Shop Assistant) to prepare a report. Then, trainees will be asked to prepare a sample sales report based on given data and keep it for reference. Next, trainees will be asked to perform real sales reports under supervision of the coach. The session will facilitate the learning process of writing a sales report as trainees will be given an opportunity to watch how things are done, practice new skills, and have a sample at hands which will help them in future.
Staff development shall not conclude after the end of the last training session. Sales personnel shall be encouraged to continue updating their skills and knowledge as the need arises. New employees shall receive on-going mentoring and support from assigned experienced employees and supervisors throughout first half a year with the company. Shop assistants shall be tested annually, and if their scores are not satisfactory or if quality of customer services goes down, a re-training shall be organized.
References
Customer Service Facts (n.d.). CSM. Retrieved from: http://www.customerservicemanager.com/
Franklin, M. (2005). A guide to job analysis. Scottsdale, AZ: ASTD Press.
Havaldar, K.K., & Cavale V.M. (2007). Sales and distribution management: texts and cases. New Delhi: Tata McGraw-Hill.
Hendrick, K. (1990). Systematic safety training. New York, NY: Marcel Dekker, Inc.
Salisbury, F., (1998). Sales training: a guide to developing effective salespeople (2nd ed.).
Hampshire: McGraw-Hill International.
