I’ve frequently written about the importance of the customer relationship when selling luxury. I’ve focused on the need to use the right language and gestures to create an environment of elegance and grace. But, until now, I hadn’t thought about intimacy and how it relates to luxury.
As usual, last Sunday’s New York Times featured the Tiffany & Company advertisement regularly found at the top of page 3. This time the image was of the multi-heart Return to Tiffany (RTT) bracelet (shown). Seeing as it was January 3rd, I wasn’t sure if someone in Tiffany’s advertising department might have a sense of humor. This particular bracelet, with all those little RTT hearts, and the timing of the ad made me think of all the post-holiday customers “returning” their unwanted presents to Tiffany. Though it’s hard to imagine someone wanting to return a Tiffany gift, it does happen. During my tenure there, we were especially concerned at this time of year about keeping up sales associates’ spirits while ensuring customers still received exceptional service. Continue reading
Daniel Humm is the chef and owner for the Michelin three-star restaurant Eleven Madison Park and The NoMad in New York City. He’s also the recipient of six James Beard Awards, four stars from the New York Times and the S. Pellegrino Chef’s Choice 2015 award. Mr. Humm was recently interviewed by New York Magazine and asked how me keeps his team motivated. He replied:
We treat every service as if it’s the only one that matters, the same way a sports team prepares for a championship match. Everything we do is done with intention and the desire to make the guest’s experience the best it can be.
This great infographic came into my LinkedIn feed and I thought it worthwhile to share with you. Hope you think so too!
Does your heart quicken when you see someone carrying a Chanel bag? Do your eyes widen when you spy a Lexus LS turning the corner? It’s been said that luxury is not defined by need but by desire. There’s a certain feeling you get when wearing, driving, or obtaining the luxury item. You feel special.
Many of the posts in this blog talk about the role desire plays in luxury sales and customer service (see What’s it to you?” – Igniting Customer Desire and The Value of Luxury). The CEO of Hermès, Axel Dumas, understands how integral creating desire is to his company: Continue reading
My husband and I recently spent a week vacationing on the beautiful island of Crete. Despite the financial challenges the citizens of Greece are facing, we were unfailingly welcomed with smiles, generosity and meraki. ‘Meraki’ is a Greek word that is somewhat difficult to translate. Perhaps the best definitions of meraki are “to do something with soul, creativity, or love,” or in other words “to put something of yourself into what you’re doing.” Continue reading
While luxury brands are starting to understand the importance of creating a seamless brand journey through omni-channel marketing, the luxury consumer still enjoys the personal, white glove treatment. According to a new report by the Luxury Institute, consumers rely more on the knowledge and service expertise of the in-store sales associate for their purchasing decisions than they do on their laptops or cell phones. That means luxury brands should be investing in training their sales personnel to deliver a unique and superior customer experience. Continue reading
A few years ago I headed up a training team for a high-end jewelry brand. We were asked to create a learning initiative to help promote diamond sales. The blended program integrated different learning methodologies including e-learning, videos, webinars, games, support tools and in-store activities. The program required sales management teams to coach their local sales teams through a multi-week agenda. While the initiative did improve diamond sales, it unfortunately brought to light a mistaken belief that our sales managers were good coaches.
We looked for a way to help our sales managers improve their coaching skills. We needed a design that was both low-cost (we had exhausted our budget) and time efficient (sales managers were bogged down with daily operational tasks). In addition, we had other programs running simultaneously and could not afford to invest a lot of resources into designing a formal coaching program. Our solution was to create a program where the sales managers became coaches for each other. Here’s how it worked:
- We scheduled 30-minute phone calls with groups of no more than 10 sales managers at a time.
- We wrote a few scenarios of sales interactions “gone wrong.” I played the role of sales associate while another team member played the customer (you could also role-pay with one of the callers if you send out the script in advance. Each scenario lasted 2-3 minutes and focused on an issue such as being rude, giving wrong information, or not asking open-ended questions.
- Prior to the call, we asked one of the sales managers to role-play as the sales manager in the scenario. Once the scenario concluded, we asked the sales manager to provide feedback to the “sales associate” (me).
- After the sales manager finished coaching the sales associate, we asked the other sales managers if they’d experienced a similar situation and how they’d handled it. We questioned whether they believed the sales associate’s behavior would change as a result of the coaching. If not, why not? If so, then why had the coaching been effective?
- We encouraged the sales managers to coach each other (hence “Coach-the-Coach”). We allowed this process to happen naturally; our role was simply to guide the conversation back if it went off track.
- We spent the last 5 minutes of each call reviewing key learning points and emailed a summary to all participants afterwards. Several sales managers offered suggestions for future scenarios.
One unanticipated benefit of the program was that the groups learned over time to trust and depend on each other for advice. The Coach-the-Coach program proved to be a quick, interactive, fun, and convenient way for our sales managers to hone their coaching skills.
This Harvard Business Review post, “Luxury’s Talent Factories,” discusses how large luxury conglomerates such as LVMH, Kering and Richemont actually drive talent performance. Most management research would argue the opposite. It’s generally accepted that companies can increase their financial returns by focusing on core lines of business. Contrary to this evidence, the article states: “Diversification generally does not add value unless there are significant cost savings and operational synergies across units—which isn’t necessarily the case with all luxury groups.”
Diversification generally does not add value unless there are significant cost savings and operational synergies across units—which isn’t necessarily the case with all luxury groups.
According to the article, here are some of the reasons the “Big 3” are able to use their size to their business advantage in developing luxury talent:
Mobility – Diversification of internal brands means that employees who move from subsidiary to subsidiary bring a core set of brand values and skills. They are also better able to build their personal networks across multiple internal brands. The advantage to the enterprise is that they’re able to leverage talent when and where they need it.
Best practices – The organization can identify and transfer best practices across products, and gain the benefit of new perspectives at the same time. In one case, CRM talent from a fashion group was brought in to help build a CRM function for a watch brand.
International Experience – Cross-cultural exposure inspires creativity and provides exposure to a larger pool of manufacturers and suppliers.
Understanding the Global Customer – As technology and social media create a growing international marketplace, it’s imperative that brands understand how luxury customer expectations vary from country to country.
Although Europeans can explain to customers what luxury means, they also must have experience in foreign markets to understand which aspects of luxury the customers there actually care about. For example, in America consumers will buy watches for their functionality or performance, whereas in Asia it’s more about the prestige of the brand.
The three large luxury groups are able to leverage these advantages for the individual as well as for the enterprise. It only works, however, when the group is able to keep its brands relevant and continuously invests in developing premium talent.