November 17, 2025 • 17 mins
Remember the familiar adage, “a dog is for life, not just for Christmas”?
Welcome to Retail Reckoning. I'm Clare Bailey, founder of Retail Champion.
In this episode I'm sharing why that's relevant to one of the biggest secrets to successful Christmas trading in retail—training.
I'll explore why so many retailers panic-hire and rush new employees onto the shop floor with little to no preparation, risking poor service and damaged brand reputation.
I'll share personal stories, practical insights, and examples from leading retailers like Waitrose to show how investing in ongoing training builds trust, drives sales, and creates lasting customer loyalty.
Whether you manage a bustling chain or a local independent shop, this episode reveals why investing in your team's skills and service isn’t just an expense—it's your competitive advantage.
Timestamped summary
00:00 Proper Training Builds Better Service
06:20 Building Trust Drives Customer Loyalty
08:24 "Emotions Drive Customer Loyalty"
12:12 Retail Success Through Culture
14:50 "Trust Drives Long-Term Loyalty"
Mentioned in this episode:
Retail Reckoning Podcast Insights Newsletter
Get Retail Reckoning Podcast Insights and Goodies - https://retailreckoningpodcast.co.uk/newsletter
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
I'm going to share with you a secret weapon for successful
Christmas trading.
You remember that old slogan, a dog is for life and not just for
Christmas. I think training deserves the same treatment.
I've noticed every year Christmas approaches.
(00:21):
What a surprise. And people seem to panic. Retailers are
rushing to hire more people. They've not planned ahead. Seasonal temps are
being grabbed in as fast as possible. I mean, my son's trying to get a
retail job right now as a student and he's got an inundation of
application opportunities. Part timers, students though,
anyone who's going to be able to jump on the till or stack the shelves
(00:44):
and keep the queues moving and the stock full. The problem
is, without planning in this rush to
recruit, as though Christmas came as a surprise, people
forget to train the staff. Yeah, retail
reckoning. Retail reckoning.
No space for dusty shelves. Cause
(01:07):
retail reckoning owns the floor.
Okay, the Christmas stuff may only be for Christmas, fine.
But investing in their training isn't. It's part of your brand.
In this episode, we're going to talk about investing in skills, service and
selling. Know how that isn't just a seasonal cost,
(01:28):
it's got to be a year round competitive advantage.
Every festive season, we've got the same pattern. A bit like shoppers panic
buying. Retailers are panic recruiting. They grab some
staff, give them a badge, this is how the till works. Off you
go. And people wonder why they get poor service.
(01:51):
And it's not that the staff don't care, they've just not been given
the know how to deliver the experience that your brand promises. And
that's an actual genuine risk. Because the
customer doesn't see a temporary employee. They've got a badge on, they've got a
uniform on. They see your brand and every time
they have a faulty interaction that damages your reputation.
(02:13):
It's about the consistency, it's about trust, making
sure sales convert. And moreover, it's about loyalty. You don't
just fill the rotor, you fill the shelves, you beat the queues
and you build relationships. That's why I'll say it again,
training is for life, not just for Christmas. I know
it's an expense, but it's not really a seasonal expense. Because if that's a
(02:35):
lifelong investment in your people and the culture and the profits.
And what about if those temp staff come back next year and they're well
trained and they're loyal because they cared that you actually took the
time with them? Reactive training in that panic right before
peak trading means you're as good as Firefighting.
This should be part of the DNA. Nobody should be allowed on the shop floor
(02:58):
unless they've been through a sensible induction program and
a classroom based training where they can feel calm and confident. It
can't be something that's done in five minutes at the till
in front of a customer, but it often is. I do remember a
story though where one of my family members, one of the younger family members went
to get just a Saturday job and it was with Waitrose and
(03:20):
for about a month he went in every Saturday, was paid for his
shift and he wasn't allowed on the shop floor until he'd been through full product
training, service standards and everything else. They treated
him as a part time Saturday guy as well as they would a
full timer. And I think that's important and probably why they're so well
respected as a service brand.
(03:44):
Moreover, training that means that everybody's at the same
basic minimum standard is going to build that competency
and pride in themselves and then that makes the staff member
feel much more inclined to give that better service. And
obviously the better service leads to better sales. And I think that
people feel that when they've been invested in, they want to do a good job
(04:05):
in return because they feel respected. And we must
remember, especially with the younger generation, they don't just turn up for
the pay slip. They like to feel wanted and valued.
There's a lot of reports out there about the importance of employer brand
and how young people, the students and the sort of Gen Z
generation are looking towards those brands that
(04:27):
they identify with from far more than just how much they get paid,
it's how they get treated, what other people say about them and their brand
reputation. So that's important to bear in mind as well.
Another topic to consider is selling,
because a lot of people think that selling is
(04:49):
divorced from customer service, but it really isn't.
Customer service is the foundation of selling. As I mentioned, Waitrose, one of the
best retailers, they understand consultative selling and also
silent selling. So good product information, great imagery,
point of sale, well laid out stores, things that guide people through the
store and if they have to go and ask, oh, could you just help me
(05:11):
with this product, the staff know what they're doing, they know what they're talking
about. And so I'm a strong believer that the best
retailers use curated and consultative selling. So
rather than pushing customers to any old thing just to get the
highest possible sale, they talk to them and understand what they want and they guide
them to the right thing that satisfies their needs and wants.
(05:33):
And that's when that investment in the training becomes
gold dust because it's product knowledge. And how can anybody do
a curated or consultative sell if they haven't got a clue what they're selling?
Many of the multiple stores team members haven't got
a clue about the range. They don't know what it does, why you'd
buy it, why it's different. They can't hold a
(05:55):
meaningful conversation and make confident recommendations. I mean consumer
electronics are one of my bugbears because if grandma is going
in to buy a laptop for someone, grandma hasn't got
the knowledge about what a processor does or how much RAM they
might need. It's just down to the salesperson to
say, well, who's it for? How old are they? What are they going to use
(06:17):
it for? And have that sensible discussion. And then grandma
can trust them that they know more than she does and she can buy the
right thing and grandchild when they receive their
gift will be really happy and not go, this isn't
suitable. And I think that once you've got the trust,
that's when upsells and cross sells can happen naturally. And that's not
(06:39):
because they've been told, do you want fries with that?
Talking off a script, but it's because the person is
beginning to build the relationship with the customer and the customer likes and trusts
them. So as they walk around the store, back to the
laptop example, would you like a wireless mouse? Would you like a
case? Do you need this? Do you need that?
(07:01):
And the customer might go, oh, that's a good idea, I hadn't thought of that.
So when they like the person and believe that they're getting good advice,
the customer tends to reward that with either bigger
basket size or they recommend or they'll come
back again next time. Conversely, if they feel
oversold to pushed and pressured, chances are they went quite the
(07:24):
opposite. Customer experience
isn't just about one big wow moment.
It's all the hundreds of tiny ones and it's about the
consistency. So that every time you walk in
someone greets you with a smile. If it's a small independent, they might know
you by name and say hello Mrs. So and so. Oh, and they might know
(07:46):
that you've got a kid in the local football team. How did the team do
this week? And that personalization means buckets
to these people. It's difficult to build relationship if you're in
a high volume store and it's easier if you're an independent local store,
but it doesn't hurt people in the bigger stores to still meet
with at least a minimum of a smile, then you've got to
(08:08):
remember all the silent selling factors. I mentioned that in terms of the guide
of the around the store and the imagery and the product descriptions. But
there's more to it than that and there's so much science that goes into
way that the store looks and feels as a minimum, it's got to be
tidy and welcoming. But it's how the lighting is,
the sound, the aromas, everything around the
(08:30):
sensory aspect that trigger emotional responses.
And also depending on who the ideal customer is, that
could change. So you might have softer
lighting and carpets if you want people to linger
longer, hard flooring if you want people to move through more
quickly, and different music and lighting effects
(08:52):
for different product types and ideal customer age ranges.
The other thing is about being honest and
authentic. So if a team member, let's say you've tried
something on in a fitting room, says that suits you and they actually
mean it and you can see that they mean it, that's going to build
(09:15):
that sense of trust and I guess the emotional trigger.
So you've got the sort of passive emotional triggers from the sensory
side and then there's the active ones from how people treat you. But
emotional reaction is your brand loyalty,
otherwise it's just transactional and people are fickle. So
as far as I'm concerned, whether they're part time, full time or a
(09:37):
Christmas temp, or how the staff treat the customers
maintain the store environment and are
is really fundamental to the loyalty on long term.
And that comes down to back to the beginning training
where staff don't feel confident and maybe they don't know how to describe the
products or they don't understand the business values. That's the other thing. A lot
(10:00):
of businesses never bother to sit down and say, this is our mission, this is
our beliefs, this is our values. The gap really
shows because they can't buy into that and live those
values. And I know from personal experience
when you feel let down, it's very hard to justify
going back and giving people a second chance. And if you get let down
(10:22):
twice, pretty much you're never going back. So
in my mind, training is not negotiable because your
customers don't care at all what level of contract
they're on. They just want to get that good experience.
The truth is, if training feels expensive,
well, it is until you count the cost of not doing it.
(10:44):
Untrained staff can cost you things like a missed upsell.
Yes, that's the back to my laptop, that's a i5
processor. But you'd be better off with an i7 given what you've described to
me me about the usage. Immediately you've got an upsell, a lost sale,
the person didn't know what they were talking about, so the customer
walked out. A bad review. People do like to complain
(11:07):
if they've had bad service, they tend to take to social media and have good
odd moan about it. Or worse, you get the situation where
a customer never comes back because they just think, I can't be doing with that
rubbish. If you then look at that by every
day of the year, across every store you've got now, that's
an expensive option because if that's happening at
(11:28):
store level daily and you've got even just 10
stores, that's 3,650 instances
of problems a year. 3,650 lost
customers. Yeah, you can't afford to do that. But the confident,
trained team, they create energy, they convert
more, they make the customer customers smile, they increase sales
(11:50):
and they stay longer. And the cost of
recruitment and the challenges in recruitment and retention and
retail at the moment are really high. So training is a win
win. I just finished that point off on when anybody ever says
to me, we can't afford training, the answer is,
you can't afford not to. Then we look at things like culture.
(12:12):
The best retailers are not treating training just as a have I
filled in a form? Have they done the manual handling? Have I given them a
health and safety document? Have they signed the employee handbook? That's
not how it works, it's cultural. They like to
talk about the knowledge. They get the suppliers in to do presentations
on new products that are going to be introduced and let them do
(12:34):
demonstrations and bring staff in to actually see how they can
sell that product and who it's for and what it does. Also,
there's the culture of celebrating success and talking about,
you know, top salesperson of the week or top store of
the month. You then get really good management who spot
opportunities to give a little bit of corrective coaching on the shop floor
(12:57):
quietly, away from anybody who might think you're getting told off. But
it's really important. If you spot something in the moment and can correct
it there and then, then that person will be grateful for
not having failed and for having had that investment
from their management. So it's as important to
put time towards management training and leadership as it is towards
(13:19):
the shop floor stuff. It makes them feel proud.
And it isn't just about the pay packet is it? It's about
feeling really good about yourself. Wanting to go to work in the morning because you
know that your customers are happy. You know, you get on with your colleagues. And
as I've said before, when you do a job you love, you'll never work
a day in your life. And I think that's really important. Now, I can't say
(13:41):
that everybody's going to absolutely love working on a shop floor in retail,
but it doesn't have to be all bad. The other part, I
believe is really important to consider. It comes along with culture as well,
is about integrity. Because
not making a sale today because it's not the right
thing for a customer, and explaining to the customer that you
(14:04):
know you can't make the sale today because you've not got the right product to
meet their needs means that they're more likely to give positive reviews
and come back later.
It's not just about shifting stock or making margins. It's about
making sure their needs are met honestly. For
instance, I heard a story a few years ago about a lady who was in
(14:26):
B2B printer sales. She was not able to fulfill
a customer's requirement, so she recommended a competitor
because she knew the customer needed that product and she couldn't service them
anyway. By doing that, that meant that the
competitor then phoned up and said, that's really kind, thank you, we'll do the same
if it happens the other way. And the customer gave them an
(14:49):
absolutely glowing review. So they lost the sale today, but
maybe tomorrow they received a referral from the competitor who was
now actually a collaborator really, and they got a great review from the
customer. And it could be about a cheaper option that's better for the
customer. It doesn't necessarily make the company as much money, but it's the right
thing to do. And doing the right thing again
(15:11):
underpins that long term loyalty, the kind that you
know you don't get from gift cards and stamp cards and points.
Another saying I use a lot is people buy from people and
especially from people they trust. And to me, trust is
all about that consistency, that certainty
and feeling that you're not going to get ripped
(15:33):
off. And all of that starts with training.
So as we head into the busiest trading season of the year, please
remember this Christmas staff may come and go, but they
leave a lasting impression far beyond December when it comes to your
customers. So this is not a seasonal extra.
Investing in their training before you let them loose on the shop floor
(15:55):
is in fact a secret weapon to drive sales.
Brand loyalty and to make sure that you
maximize the opportunity that those customers
walking into your store present. Because it doesn't really matter how
good the products are, if people are just not engaging and they just
go grrr. At the customer, they'll probably turn around, walk out the
(16:18):
door and go to somebody who can treat them better. If you've enjoyed
today's episode, please share it with a fellow retailer. Because I want you to remember,
training's not just for Christmas, it's for life. I'm
Claire Bailey, the retail champion, and this has been retail reckoning.
Yeah, retail reckoning.
Retail reckoning. No space for
(16:40):
dust, these shelves.
I'm going to share with you a secret weapon for successful
Christmas trading.
You remember that old slogan, a dog is for life and not just for
Christmas. I think training deserves the same treatment.
I've noticed every year Christmas approaches.
(00:21):
What a surprise. And people seem to panic. Retailers are
rushing to hire more people. They've not planned ahead. Seasonal temps are
being grabbed in as fast as possible. I mean, my son's trying to get a
retail job right now as a student and he's got an inundation of
application opportunities. Part timers, students though,
anyone who's going to be able to jump on the till or stack the shelves
(00:44):
and keep the queues moving and the stock full. The problem
is, without planning in this rush to
recruit, as though Christmas came as a surprise, people
forget to train the staff. Yeah, retail
reckoning. Retail reckoning.
No space for dusty shelves. Cause
(01:07):
retail reckoning owns the floor.
Okay, the Christmas stuff may only be for Christmas, fine.
But investing in their training isn't. It's part of your brand.
In this episode, we're going to talk about investing in skills, service and
selling. Know how that isn't just a seasonal cost,
(01:28):
it's got to be a year round competitive advantage.
Every festive season, we've got the same pattern. A bit like shoppers panic
buying. Retailers are panic recruiting. They grab some
staff, give them a badge, this is how the till works. Off you
go. And people wonder why they get poor service.
(01:51):
And it's not that the staff don't care, they've just not been given
the know how to deliver the experience that your brand promises. And
that's an actual genuine risk. Because the
customer doesn't see a temporary employee. They've got a badge on, they've got a
uniform on. They see your brand and every time
they have a faulty interaction that damages your reputation.
(02:13):
It's about the consistency, it's about trust, making
sure sales convert. And moreover, it's about loyalty. You don't
just fill the rotor, you fill the shelves, you beat the queues
and you build relationships. That's why I'll say it again,
training is for life, not just for Christmas. I know
it's an expense, but it's not really a seasonal expense. Because if that's a
(02:35):
lifelong investment in your people and the culture and the profits.
And what about if those temp staff come back next year and they're well
trained and they're loyal because they cared that you actually took the
time with them? Reactive training in that panic right before
peak trading means you're as good as Firefighting.
This should be part of the DNA. Nobody should be allowed on the shop floor
(02:58):
unless they've been through a sensible induction program and
a classroom based training where they can feel calm and confident. It
can't be something that's done in five minutes at the till
in front of a customer, but it often is. I do remember a
story though where one of my family members, one of the younger family members went
to get just a Saturday job and it was with Waitrose and
(03:20):
for about a month he went in every Saturday, was paid for his
shift and he wasn't allowed on the shop floor until he'd been through full product
training, service standards and everything else. They treated
him as a part time Saturday guy as well as they would a
full timer. And I think that's important and probably why they're so well
respected as a service brand.
(03:44):
Moreover, training that means that everybody's at the same
basic minimum standard is going to build that competency
and pride in themselves and then that makes the staff member
feel much more inclined to give that better service. And
obviously the better service leads to better sales. And I think that
people feel that when they've been invested in, they want to do a good job
(04:05):
in return because they feel respected. And we must
remember, especially with the younger generation, they don't just turn up for
the pay slip. They like to feel wanted and valued.
There's a lot of reports out there about the importance of employer brand
and how young people, the students and the sort of Gen Z
generation are looking towards those brands that
(04:27):
they identify with from far more than just how much they get paid,
it's how they get treated, what other people say about them and their brand
reputation. So that's important to bear in mind as well.
Another topic to consider is selling,
because a lot of people think that selling is
(04:49):
divorced from customer service, but it really isn't.
Customer service is the foundation of selling. As I mentioned, Waitrose, one of the
best retailers, they understand consultative selling and also
silent selling. So good product information, great imagery,
point of sale, well laid out stores, things that guide people through the
store and if they have to go and ask, oh, could you just help me
(05:11):
with this product, the staff know what they're doing, they know what they're talking
about. And so I'm a strong believer that the best
retailers use curated and consultative selling. So
rather than pushing customers to any old thing just to get the
highest possible sale, they talk to them and understand what they want and they guide
them to the right thing that satisfies their needs and wants.
(05:33):
And that's when that investment in the training becomes
gold dust because it's product knowledge. And how can anybody do
a curated or consultative sell if they haven't got a clue what they're selling?
Many of the multiple stores team members haven't got
a clue about the range. They don't know what it does, why you'd
buy it, why it's different. They can't hold a
(05:55):
meaningful conversation and make confident recommendations. I mean consumer
electronics are one of my bugbears because if grandma is going
in to buy a laptop for someone, grandma hasn't got
the knowledge about what a processor does or how much RAM they
might need. It's just down to the salesperson to
say, well, who's it for? How old are they? What are they going to use
(06:17):
it for? And have that sensible discussion. And then grandma
can trust them that they know more than she does and she can buy the
right thing and grandchild when they receive their
gift will be really happy and not go, this isn't
suitable. And I think that once you've got the trust,
that's when upsells and cross sells can happen naturally. And that's not
(06:39):
because they've been told, do you want fries with that?
Talking off a script, but it's because the person is
beginning to build the relationship with the customer and the customer likes and trusts
them. So as they walk around the store, back to the
laptop example, would you like a wireless mouse? Would you like a
case? Do you need this? Do you need that?
(07:01):
And the customer might go, oh, that's a good idea, I hadn't thought of that.
So when they like the person and believe that they're getting good advice,
the customer tends to reward that with either bigger
basket size or they recommend or they'll come
back again next time. Conversely, if they feel
oversold to pushed and pressured, chances are they went quite the
(07:24):
opposite. Customer experience
isn't just about one big wow moment.
It's all the hundreds of tiny ones and it's about the
consistency. So that every time you walk in
someone greets you with a smile. If it's a small independent, they might know
you by name and say hello Mrs. So and so. Oh, and they might know
(07:46):
that you've got a kid in the local football team. How did the team do
this week? And that personalization means buckets
to these people. It's difficult to build relationship if you're in
a high volume store and it's easier if you're an independent local store,
but it doesn't hurt people in the bigger stores to still meet
with at least a minimum of a smile, then you've got to
(08:08):
remember all the silent selling factors. I mentioned that in terms of the guide
of the around the store and the imagery and the product descriptions. But
there's more to it than that and there's so much science that goes into
way that the store looks and feels as a minimum, it's got to be
tidy and welcoming. But it's how the lighting is,
the sound, the aromas, everything around the
(08:30):
sensory aspect that trigger emotional responses.
And also depending on who the ideal customer is, that
could change. So you might have softer
lighting and carpets if you want people to linger
longer, hard flooring if you want people to move through more
quickly, and different music and lighting effects
(08:52):
for different product types and ideal customer age ranges.
The other thing is about being honest and
authentic. So if a team member, let's say you've tried
something on in a fitting room, says that suits you and they actually
mean it and you can see that they mean it, that's going to build
(09:15):
that sense of trust and I guess the emotional trigger.
So you've got the sort of passive emotional triggers from the sensory
side and then there's the active ones from how people treat you. But
emotional reaction is your brand loyalty,
otherwise it's just transactional and people are fickle. So
as far as I'm concerned, whether they're part time, full time or a
(09:37):
Christmas temp, or how the staff treat the customers
maintain the store environment and are
is really fundamental to the loyalty on long term.
And that comes down to back to the beginning training
where staff don't feel confident and maybe they don't know how to describe the
products or they don't understand the business values. That's the other thing. A lot
(10:00):
of businesses never bother to sit down and say, this is our mission, this is
our beliefs, this is our values. The gap really
shows because they can't buy into that and live those
values. And I know from personal experience
when you feel let down, it's very hard to justify
going back and giving people a second chance. And if you get let down
(10:22):
twice, pretty much you're never going back. So
in my mind, training is not negotiable because your
customers don't care at all what level of contract
they're on. They just want to get that good experience.
The truth is, if training feels expensive,
well, it is until you count the cost of not doing it.
(10:44):
Untrained staff can cost you things like a missed upsell.
Yes, that's the back to my laptop, that's a i5
processor. But you'd be better off with an i7 given what you've described to
me me about the usage. Immediately you've got an upsell, a lost sale,
the person didn't know what they were talking about, so the customer
walked out. A bad review. People do like to complain
(11:07):
if they've had bad service, they tend to take to social media and have good
odd moan about it. Or worse, you get the situation where
a customer never comes back because they just think, I can't be doing with that
rubbish. If you then look at that by every
day of the year, across every store you've got now, that's
an expensive option because if that's happening at
(11:28):
store level daily and you've got even just 10
stores, that's 3,650 instances
of problems a year. 3,650 lost
customers. Yeah, you can't afford to do that. But the confident,
trained team, they create energy, they convert
more, they make the customer customers smile, they increase sales
(11:50):
and they stay longer. And the cost of
recruitment and the challenges in recruitment and retention and
retail at the moment are really high. So training is a win
win. I just finished that point off on when anybody ever says
to me, we can't afford training, the answer is,
you can't afford not to. Then we look at things like culture.
(12:12):
The best retailers are not treating training just as a have I
filled in a form? Have they done the manual handling? Have I given them a
health and safety document? Have they signed the employee handbook? That's
not how it works, it's cultural. They like to
talk about the knowledge. They get the suppliers in to do presentations
on new products that are going to be introduced and let them do
(12:34):
demonstrations and bring staff in to actually see how they can
sell that product and who it's for and what it does. Also,
there's the culture of celebrating success and talking about,
you know, top salesperson of the week or top store of
the month. You then get really good management who spot
opportunities to give a little bit of corrective coaching on the shop floor
(12:57):
quietly, away from anybody who might think you're getting told off. But
it's really important. If you spot something in the moment and can correct
it there and then, then that person will be grateful for
not having failed and for having had that investment
from their management. So it's as important to
put time towards management training and leadership as it is towards
(13:19):
the shop floor stuff. It makes them feel proud.
And it isn't just about the pay packet is it? It's about
feeling really good about yourself. Wanting to go to work in the morning because you
know that your customers are happy. You know, you get on with your colleagues. And
as I've said before, when you do a job you love, you'll never work
a day in your life. And I think that's really important. Now, I can't say
(13:41):
that everybody's going to absolutely love working on a shop floor in retail,
but it doesn't have to be all bad. The other part, I
believe is really important to consider. It comes along with culture as well,
is about integrity. Because
not making a sale today because it's not the right
thing for a customer, and explaining to the customer that you
(14:04):
know you can't make the sale today because you've not got the right product to
meet their needs means that they're more likely to give positive reviews
and come back later.
It's not just about shifting stock or making margins. It's about
making sure their needs are met honestly. For
instance, I heard a story a few years ago about a lady who was in
(14:26):
B2B printer sales. She was not able to fulfill
a customer's requirement, so she recommended a competitor
because she knew the customer needed that product and she couldn't service them
anyway. By doing that, that meant that the
competitor then phoned up and said, that's really kind, thank you, we'll do the same
if it happens the other way. And the customer gave them an
(14:49):
absolutely glowing review. So they lost the sale today, but
maybe tomorrow they received a referral from the competitor who was
now actually a collaborator really, and they got a great review from the
customer. And it could be about a cheaper option that's better for the
customer. It doesn't necessarily make the company as much money, but it's the right
thing to do. And doing the right thing again
(15:11):
underpins that long term loyalty, the kind that you
know you don't get from gift cards and stamp cards and points.
Another saying I use a lot is people buy from people and
especially from people they trust. And to me, trust is
all about that consistency, that certainty
and feeling that you're not going to get ripped
(15:33):
off. And all of that starts with training.
So as we head into the busiest trading season of the year, please
remember this Christmas staff may come and go, but they
leave a lasting impression far beyond December when it comes to your
customers. So this is not a seasonal extra.
Investing in their training before you let them loose on the shop floor
(15:55):
is in fact a secret weapon to drive sales.
Brand loyalty and to make sure that you
maximize the opportunity that those customers
walking into your store present. Because it doesn't really matter how
good the products are, if people are just not engaging and they just
go grrr. At the customer, they'll probably turn around, walk out the
(16:18):
door and go to somebody who can treat them better. If you've enjoyed
today's episode, please share it with a fellow retailer. Because I want you to remember,
training's not just for Christmas, it's for life. I'm
Claire Bailey, the retail champion, and this has been retail reckoning.
Yeah, retail reckoning.
Retail reckoning. No space for
(16:40):
dust, these shelves.
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