What Would It Take to Sell Projects?

There's an interesting and opportunistic shift taking place in the way large and small businesses go to market. DPHA members may view their role as creating new baths and kitchens for their clients. Their tasks may include designing the space, specifying and selling products, and performing quality control. Showrooms sell both products and services, and retail gurus are advising showrooms and other brick-and-mortar retailers to sell experiences and solve the needs and aspirations of their customers. When a showroom creates a new space in the customer's home, they can focus on experiences by relating how warm and fuzzy their clients will feel with the daily ability to wash away the stresses of the day in their in-home spa.

 

Most good companies are focusing on experiences. Then there are others that are adding value by selling projects. What's the difference between selling a project and an experience? If you are Nike, the product it might sell is a pair of running shoes. An experience they may deliver is a membership to a running club. A solution might mean providing guidance to help the customer reach a weight goal. If Nike took the project-based approach, it would concentrate on a goal that is focused and tangible such as helping the buyer to run a marathon, and would include running gear, training regiments, diet plan, a coach and a monitoring system that would prepare the customer to achieve that goal.

 

Companies ranging from Microsoft to Philips are now taking project-based approaches to increase revenue streams while becoming more important and valuable to their customers. Airbnb started food delivery and plans to offer small tour projects. How would a project approach work in a kitchen and bath showroom? Showrooms would focus on how the kitchen is used and the complementary products that are commonly found in kitchens, such as cookware, cutlery, storage containers, organizational guidance, meal plans, dietary information, plates, care and maintenance plans, cooking classes, etc. Does that mean you would have all of those products on display? Not necessarily, but it would mean that you would curate all of the items for a new kitchen not just cabinets, appliances, tile, sinks, faucets and countertops. For repeat builder clients, taking a project approach may mean setting up a design center in their office or at the project, staging kitchens and baths on their behalves, producing sales literature and website and social media, conducting cooking classes and becoming part of the sales team. 

Dealing With Clients Who Are Right 100 Percent of the Time

Do you know someone who believes they are right 100% of the time? These people are difficult to deal with, especially if they are your clients. They believe that because they may have been successful in life, or achieved a certain financial or societal status, that they have the right to tell others what to do and how to do anything and everything. How do you deal with a know-it-all? According to Priscilla Claman, president of Career Strategies, the first step is to pick your battles wisely. If the advice, guidance, directive or request is not going to make a difference in the outcome of the project or compromise the integrity of your design, let it go. On the other hand, if the client wants you to do something that will jeopardize quality, look and/or feel, Claman suggests that you respond to the suggestion with a have-you-ever question. For example, "Have you ever seen that appliance installed that way in a new kitchen or bath?" Asking what-if questions has the same effect. For example, "What if we trial tested the idea to make sure it will achieve your desired result?"

 

Another option is to acknowledge the idea but take time to confirm the potential risks and rewards. If the client wants a particular product that you never heard of, you could say, "Let me research the company, read reviews and get references from other designers that have worked with the company to make sure that the quality and customer service are what you deserve."

 

Also, don't be afraid to point out the risks of doing what the client wants. For example, you might say, "That's a really good idea, but I would like to confirm that the plan will meet building code requirements before we start demolition." Regardless of who the client is and their personality, your role is to make them feel great about their decision to partner with your showroom. To make those who believe they are right 100% of the time feel great about doing business with you, always remember to acknowledge their role in the success of the project and give them credit for having great ideas and being a great partner.

Making Emails More Effective

Did you know that the average person receives 121 emails a day? Do you know anyone who wants to receive more than 121 emails daily? Probably not. How do you stand out? How do you make sure your emails are read? 

 

Look at email through a different lens. What message do you convey when you end your email, "sent from my mobile phone, please overlook typos"? Simply because you use a mobile device to communicate, does that give you a pass for shoddy or sloppy communication?

 

The following can help improve your email effectiveness:

• Brevity is king. Determine what you want the reader to know and what is the call to action. Keep your emails simple, direct and easy to understand. Keep in mind though, that there is a fine line between brevity and rudeness.  One line or single word responses may also send the wrong message. If the responses you receive often ask for clarification, that usually reflects a communication problem that can be solved by providing more copy and content.
• Determine who needs to be copied. Pare down your list to include only those who need to be aware of the message.
• Lead with the most important message. Ask yourself if you have answered the following questions: Does the recipient know what I am asking for, and why should the recipient care?
• Does every email you receive require you to respond immediately or at all? The same can most likely be said for the emails that you send.
• Emails do not replace human interaction because they can't convey voice tone, facial expressions and physical gestures. Sending emails may be a cop out for not initiating a human interaction.
• Don't ignore pleasantries. Please, thank you, glad to hear from you, etc., help to humanize emails.
• Use the subject line as the call to action, such as "Need your help! Please select your vanity by Thursday if we are to maintain our construction schedule".
• In the first line of the email body, communicate what you want the recipient to do even if it repeats what's in the subject line.
• Highlight either in bold or italic type the names of those who have been assigned a task and the deadline for completion.
• Remember that email forms and reflects your business and personal brand. Take the same care and time that you would to produce a web page, ad or display that you use to make positive impressions.

The Changing Retail Paradigm

We all know that online purchasing is changing retail forever. Amazon captures 60 cents out of every online purchasing dollar. As Doug Stephens told DPHA members in Phoenix last week, "Amazon is the quickest way from wanting to getting." Stephens also pointed out that no one takes a selfie of themselves ordering on Amazon. It's not fun. There's nothing exciting about it. In a blog post, Tom Goodwin put it best, "No person in modern times has ever been so bored that they went window shopping at amazon.com."

 

Online purchasing appeals to people who know exactly what they want. Additionally, there is a new breed of online etailers that limit options to make it easier for customers to determine what they want. Mattress specialist Caspar sells only one model. Stephens also pointed out that Amazon and others are making it easier to buy by not buying.  Alexa may note that a consumer has not ordered dishwasher liquid for a while and will ask, "would you like to reorder a bottle of Dawn or garbage bags" or other household necessities without being asked. There are also subscription services such as Dollar Shave Club that send products automatically.

 

One of the major points that Doug Stephens made in his keynote address at the conference is that eCommerce is all about acquiring. On the other hand, brick-and-mortar retail is about shopping. Brick-and-mortar success requires creating experiences that strike emotional chords with consumers. An example Stephens pointed to was Nordstrom's new concept store, Nordstrom Local. It is a clothing store without clothes. Instead of filling 140,000 square feet with everything from men's suits to perfume, Nordstrom Local comprises 3,000 square feet of space, offers wine, beer and espresso, and is staffed by stylists who help customers craft wardrobes that can be picked up at the traditional Nordstrom store. Story is another concept store in New York City that offers pop-up opportunities for established brands ranging from American Express to Clairol. The displays are interactive and the mirrors are smart, providing not only a reflection but the latest news, updates on product offerings or other information available from a blue-tooth connection.

 

The changing paradigm brings experiences to shoppers. That's why Lululemon offers yoga classes and why you can jog on an indoor track at a Nike Store. What are the lessons for DPHA showrooms? Have interactive displays and determine how you can bring the experience of having a new bath "alive". 

Why Change Is So Difficult

The reason why change is so difficult is because we want to believe what we want to believe.  Facts be damned.  That's why many people are so intractable.  Regardless of evidence, almost every human will hold to his or her convictions.  That's why there is a resounding element of truth to Donald Trump's pre-presidency claim that he could walk down Fifth Avenue in Manhattan and shoot someone and his supporters will still support him.  In an interesting and eye-opening blog written by Oran Varol on Heleo, Varol writes that trying to persuade someone to change their mind by providing irrefutable evidence won't work because the brain does not follow facts. John Adams knew this to be true.  He said, "Facts are stubborn things, but our minds are even more stubborn." 

 

"We tend to undervalue evidence that contradicts our beliefs and we overvalue evidence that confirms them.  We filter out inconvenient truths and arguments on the opposing side. As a result, our opinions solidify, and it becomes increasingly harder to disrupt established patterns of thinking," Varol writes.

 

Alternative facts are real to those who believe them because they confirm pre-existing beliefs.  That's why confirmation bias is real.  We want to belief what we want to believe.  And if you need evidence, Google a question that you want an answer to.  Chances are you will click until you find a response that you want to find.  Confirmation bias helps to explain why couples will argue when one party asks the other their opinion of anything.  If the response is not what the asking party wants to hear, an argument is likely to follow.

 

Given the significant evidence that you can't use facts to change someone's mind, is there a better alternative?  The answer is "yes", according to Varol.  He claims that you have to give your brain an out by convincing yourself that your previously held conviction was right given the evidence that you had at the time.  If the information you have access to changes, then so should your mind.

 

However, too often when someone tries to change someone else, the approach taken is that I am right and you are wrong.  Here's why I am right.  When someone is being challenged, the immediate response almost always is to challenge back.

 

There really is a better and more persuasive way.  If you insult or dismiss someone else's opinions and beliefs ("a basket of deplorables"), he or she is likely to dig in because if they don't, they feel they are admitting they are stupid and that's not a claim most people are willing or able to make.  Varol explains that if someone disagrees with you it's not necessarily that they are wrong and you are right.  It's simply because the other party believes in something that you don't.

 

The great challenge is that beliefs are tied to identity.  Changing someone's mind requires changing their identity and that's almost impossible.  Varol advises to place a healthy separation between yourself and the product of yourself.  For example, if you try to convince Detroit autoworkers that global warming is real and therefore they need to produce nonfossile fuel cars to protect penguins in Antarctica, the chance of getting buy-in is slim to none. However, if you frame the argument that renewal energy solutions will provide job security for their grandchildren, then you may convince someone that your belief is in their best interest. 

 

Another reason why changing someone's mind is so difficult is that "birds of a feather flock together".  We friend people on Facebook who have the same beliefs that we do.  We live in neighborhoods where you are more similar to others next door than you are different.  Varol advises to make friends with people who will challenge you and disagree.  Having contrarians to challenge you can be especially helpful running a business.  Admittedly though, it's not easy and certainly not comfortable.  We have been preaching looking through someone else's lens to better understand what they really want.  The same thing applies to challenging your status quo. 

 

Varol's advice is to strongly believe in your path, but be willing to change if the facts show a better way.  Ask yourself what evidence would you need to receive in order to change one of your most strongly held beliefs. If the answer is nothing can change your mind, then responding to change will be next to impossible.

 

Pick A Selling Style that Is Best Suited for You and Your Team

There are three different major selling styles:  Describing, storytelling and listening. 

 

Describing is the default option that most sales professionals use and, in case you are not aware of the fact, everyone in the showroom is involved in the sales process.  Even though describing is most common, it typically is the least effective technique to build trust and establish credibility.  It involves relating features, benefits and cost.

 

A more effective sales approach is telling stories about the benefits and feelings that your prior customers enjoyed by relying on your showroom to create their new bath or kitchen.  Testimonials told by your clients are an extremely powerful tool to establish trust and credibility.  Also, relate before and after case histories that illustrate how you solved a particularly taxing problem or overcame obstacles that surprised and delighted your clients.  "Imagine" is a powerful word that is a great way to begin a story.  Ask your clients to imagine the feeling they might get after a particularly stressful day in the office when they get a few moments to wash away their concerns in their brand new bathroom. The reason why "imagine" is such a powerful way to start a story is because it enables customers to visualize their future.

 

Listening is one of the least understood and underused sales techniques.  What do you believe is more effective, trying to sell someone something or creating something that people want?  The only way to create something that a customer wants is to understand their needs, desires, dreams, challenges, conflicts, doubts and budgets.  That information is obtained by asking the right questions and effectively and actively listening to their responses.

While features and benefits describe available options, the best sales approaches make emotional connections and they can be obtained through effective story telling and active listening.

How to Better Communicate Brand Value

Harley Davidson's brand is one of the most valued and recognized in the world.  Why else would many of its customers tattoo the company's logo on their bodies?  The reasons they do so has little or nothing to do with horsepower, handle bar configuration or the time it takes to go from 0 to 60 miles an hour. Harley Davidson's brand appeal was brilliantly summarized by Sam Hill and Glenn Rifkin in their book Radical Marketing.  They wrote that Harley Davidson represents "A lifestyle, a work of art and an emotional connection to a widespread and unique community."  If you ever speak to a Harley owner and ask them why they chose the brand, most likely their response will include the feeling they get when they ride their bike.

 

Feelings are more important than the number of finishes or handle configurations.  Value demonstrated is more powerful than value explained, because demonstrating how a new bath or kitchen will make your customer feel reflects the customer's dreams, solves their problems and makes them feel like they have come to the right place.  There's no doubt that customers need to know how their new power shower will function and the special features and benefits that aroma, chroma, steam and music therapies provide.  More importantly however, is how the improved functionality will change their lives for the better. 

 

Communicate the value you can bring to a project by relating the number of baths that you have designed and the profile of your typical customer.  Almost nobody buys even a pair of socks before checking on Google to see which pair may be best suited for their individual needs.  What is preventing you from writing product reviews on your web site for prospects and customers to read and evaluate?  Similarly, your web site and social media pages should be filled with satisfied customer testimonials.  Do you ask your customers to send you pictures and videos of their new kitchens and baths that you designed for them?  Do you take before and after pictures and videos of your projects and then post them on your website? If the answer is no, why not?  Showing is certaiunly better than telling.  Publish white papers, buying guides and budget calculators on your web site that showcase your skills and expertise. Did you know that DPHA has numerous buying guides for different product categories that you can add to your web site? They're free if you are a member.  Take the advice of Marcus Sheridan when he spoke at the 2013 DPHA Annual Conference and answer the questions your customers ask most often, starting with how much does a new bath cost.  Celebrate your relationships with different customer types, such as builders, individual homeowners, multi-family owners and managers and others.

 

Implementing the Luxury Strategy in Decorative Plumbing by Phil Hotarek (Lutz Bath & Kitchen), an Education Committee Member

With the ever-changing advances in technology and globalization, implementation of marketing strategies has become increasingly effective in relation to growth.  This can be applied to both the manufacturer and the showroom. Your marketing strategy begins with branding and whether it is a product or a service, the same principles apply. 

 

Manufacturers are responsible for the product and showrooms provide the service.  Ideally in a perfect world, the branding of a product should be parallel with the quality of service that the showroom delivers.  Internet exposure, price competition and volume have been wedges in what should be a perfectly balanced relationship.  For example, a luxury brand being sold in a showroom primarily known for discounts and low prices sacrifices product integrity.  There are three strategies identified in the book, The Luxury Strategy - luxury, premium, and fashion.  

• Luxury - Highest value and pricing power.  Country of origin, manufacturer process, exclusivity and limited availability are all factors.  A luxury product and service appeal to prestigious clientele that are enthusiastic about the product and prefer to be educated rather than informed.
• Premium - Quality-Price ratio.  Pay more for higher quality product and service. While this may seem similar to a luxury strategy, the premium outlook remains comparative to the consumer.
• Fashion - The hot and trendy approach.  Timelessness is a non-factor, because this branding approach is all about marketing the season's hottest trends.  

Taking all these strategies into consideration, it is interesting to see what companies have done in other industries as well as our own.  Luxury brand names such as Mercedes Benz and Tesla have expanded by developing premium models that still deliver a high quality product at a more modest price.  We also see more standard brand names develop luxury lines, even though seemingly more difficult to penetrate the luxury market with a standard brand as a parent company.  Decorative plumbing has seen the likes of these strategies through several companies recently.

 

Industry Practices

As an industry, showrooms and manufacturers must collectively aim to remain consistent through parallel branding strategies.  Equal responsibility is shared - by showrooms who intentionally select lines that are parallel with their identity, and by manufacturers who should do the same by upholding product integrity through parallel level of service practiced by the showroom. Essentially, both the showroom and manufacturer should want to collectively reach the same type of consumer.  

 

Anti-Laws

The Luxury Strategy discusses what they identify as "anti laws," essentially counter-intuitive to what might be used in traditional marketing techniques.  Traditional practices such as: advertisements, flyers and promos are effective with premium and fashion strategies, but luxury branding requires a different approach.  Here are some anti-laws that caught my attention in relation to our beloved DPH industry.

 

Forget about positioning, luxury is not comparative 

What makes your product or service unique?  Uniqueness is the essence of your identity and should be the one element that makes your brand unrivaled from your competition.  In decorative plumbing, that could have a myriad of possibilities.  I know showrooms that have adopted some very creative service practices from on-site consultations and deliveries to designer presentations.  The takeaway is to discover what is unique about your brand and deliver it consistently.

 

Keep non-enthusiasts out 

Believe it or not, there are consumers who share our passion for plumbing. These are customers who approach their bath and kitchen design as an investment, not a purchase.  In return, we must educate them rather than inform.  Bargain hunters may showroom, visiting your boutique for information then troll the Internet for the lowest price.  No problem - in a free market they have the liberty to do so.  Showrooms can protect themselves though by focusing on education to attract high-end consumers seeking this level of service.  Do not cater your product or business to those not enthusiastic about plumbing; instead develop a brand that serves those who are.

 

The role of advertising is not to sell

If you do decide to create an advertising campaign, do not send the message of "selling".  Advertising in the luxury market should be more about increasing brand awareness.  Your uniqueness should be the consistent message and with the right approach, the customer will yearn for what you have to offer.

 

Luxury sets the price, price does not set luxury

Remember, bath and kitchen is an investment.  You cannot put a price on comfort in these integral parts of a home.  Quality of life is greatly increased when the bath and kitchen feels right, and that is what luxury is about ... how a person feels.  In decorative plumbing, we are providing the product and the design for a person's most intimate and social space in their home.  

 

Do not sell openly on the internet 

This topic is as controversial as it is daunting.  As a plumber, I have witnessed first hand the debilitating effect Internet sales have had on plumbing. Misinformation, missing parts, poor interpretation of specifications, lack of plumbing knowledge...the list goes on.  I have personally installed plumbing products purchased online knowing full well I will be back soon to repair or replace them.  High-end consumers know that luxury products cannot be purchased online.  Even Amazon has failed, and will continue to do so, to penetrate the luxury market.  The reason is because the high-end consumer prefers to pay a premium for confidence in their investment.  Manufacturers that allow their products to be sold online have experienced the hardships of rebuilding a luxury brand.  On the showroom front, we briefly dealt with the difficulty of having to compete but have since risen above the challenge.  To uphold product integrity, luxury brands do not sell openly on the Internet even beyond decorative plumbing.  

 

What Message Do You Send?

Bathroom design has climbed numerous notches in the past decade.  Today, successful design focuses on creating a personal oasis that provides an escape from the outside world. It is a space that your clients call their own, devoid of texts and tweets, and a place where they can literally wash away the stresses of the day.

 

The baths you create for your clients provide them with a refuge and a place to relax.  Many clients are inspired by their travels.  Does your sales team ask prospects where they like to relax, what is their favorite spot to vacation and what hotels have they stayed at that made an impression?  If your clients stay at hotels, resorts and spas that spark their imaginations, you can use their curiosity to explain that you can help them create a similar place of wellness and relaxation in their home. Many of the baths that you design feature jetted, soaking, air or combination tubs, sculptural freestanding baths that serve functional and aesthetic roles, steam showers, multispray showers with music, aroma and color therapies, etc.  The list goes on and on.

 

You know that space is always a challenge when designing a new bathroom.  Powder rooms are particularly challenging.  However, it is the bath that is renovated most often because it is the bathroom that friends and family use the most.  Regardless of the space your clients have for a bath renovation, your message should explain that good design can make even the smallest of powder rooms look and feel relaxing and inviting.  Good design creates a feeling that offers the most amount of enjoyment and fun in the smallest amount of space.  Good design is not available from transactional online purchases.  Good design is a distinctive competency that provides your showroom with competitive advantages.

 

Designing a master bath gives you the opportunity to improve the quality of your clients' lives while simultaneously permitting them to make a unique design statement. There are health and wellness benefits to promote alongside practical considerations.  New baths should be easy to use, provide practical value and make your clients feel like a million bucks every time they cross the threshold.

 

The trend toward outfitting bathrooms with beautiful furniture reflects the changing dynamic of master baths.  The master bathroom has become a room that is a refuge from the frenetic pace of daily life. The bath is a haven where your clients can make unique design statements and enjoy spa-like experiences while remaining in their homes.  The bath is a place where individual family members can steal a few minutes all to themselves to relax and rejuvenate. 

 

Bathrooms are now viewed and used as another living space, offering another place for your clients to relax.  Bathrooms can include sofas, comfy chairs, benches and other pieces that extend the living area into the bath.  Wood tones add warmth and serve to contrast white ceramic and acrylic surfaces of tubs, basins and water closets. With this transformation, the standard white vanity has given way to elegant and expertly crafted furniture pieces that create the look and feel of stress-free luxury.

 

Clients that don't want to fill their bath with built-in cabinets and countertops can opt for freestanding étagères, cabinets, armoires, wall-hung vanities, seating areas and storage pieces. And DPHA has a number of members that manufacture these stunning pieces that help set your showroom apart.

 

Function is another critical factor. A beautiful bathroom is an organized bathroom.  Your clients' days are hectic.  They don't have time to search for their favorite tube of lipstick or wait for their curling iron to heat up.  That's why bath furniture manufacturers offer multiple storage solutions and convenience features that include interior adjustable shelving, pull-out trays, interior lighting, hairdryer/curling iron holders, interior electric receptacles, USB port charging stations and drawer dividers.

 

In larger baths, there are opportunities to create separate spaces with different vanity types, styles, and heights for individual grooming stations.  In these circumstances, you can distinguish two spaces by installing mirrors, sconces and other types of lighting.  A common practice to help separate space in the bath is to use wall mirrors, armoires, étagères, ceiling-hung mirrors or a wall of mirrors. 

 

Are you using your design expertise to explain that what you do improves the lives of your clients or are you merely focusing on the number of finishes?

 

Avoid Hiring the Tallest Pygmy

Finding qualified, passionate and committed team member just may be the hardest challenge for showroom owners and managers.  Let's face it, there are not a lot of people banging down the doors to work in our showrooms, but that does not mean you can't attract and recruit great team members.  A key is knowing how to hire effectively. That means never settling for anyone other than a truly qualified and interested candidate.  Ed Kelly advised DPHA members many years ago to "never hire the tallest pygmy." 

 

Asking the right questions that reveal insightful information about the candidate will enable you to make better hiring decisions.  Here are several staples to help you.

 

1. What in your career are you most proud of and what role did you play?

 

Their response will tell you if a candidate can lead, contribute and follow.  The response will also provide insights into the candidate's definition of success. Listen for how he or she describes the project, what inspired them, the challenges they overcame, the reasons behind the success and why that success is a highlight of their career or life. If he or she only talks about themselves and does not mention others who may have contributed, that tells you something. 

 

2. Identify changes you see in our industry and tell me about companies you believe are adapting well to our current market conditions?

 

The answer will reflect if the candidate has an understanding of the new buying paradigm.  The second part will reflect if the candidate has an understanding of the competition and marketplace.

 

3. What is the last thing that you saw, read or heard that was remarkable?

 

This response speaks to the candidate's curiosity.  If the response is a popular television show or movie, that's okay as long as the description is interesting and the candidate can articulate the story.  For example, a good response could be that they just finished The Unwinding by George Packard that traces the decline of American values through the lens of different individuals and institutions that easily explain the rise of 21st century American Populism.

 

A bad answer is I don't read.

 

4. Describe a current fad that you don't want to be a part of.

 

It does not matter what trend they identify as long as your candidates can explain the reasons why they don't want to be a part of it.  Bad answers are ones that lack specifics.  I don't want to be part of the virtual reality trend because I have a hard time with regular reality.  Most likely that is not someone who would work well in your showroom.

5. What do you do for fun?

 

This points to life-balance.  The only bad answer is nothing.

The Keys to Building Great Teams

Google dedicated millions of dollars and countless hours of internal team members and external consultants to determine how to build great teams.  It's Project Aristotle evaluated 180 Google teams, conducted more than 200 interviews and analyzed 250 different team attributes.  Despite these efforts, the study came up empty.  There were no clear patterns that Google could point to that answered the question, how do you consistently create great teams?

 

Google then headed back to the drawing board, focusing on "group norms", traditions, behavioral standards and unwritten rules that dictate how teams operate.  According to an article in The New York Times, "Norms can be unspoken or openly acknowledged, but their influence is profound." 

 

Armed with this new perspective, Google researchers looked at unspoken customs among its highest performing teams and found five key characteristics of the best performers.  They were: 

• Dependability:  Highest performing teams meet deadlines and expectations.

• Structure and clarity:  High-performing teams have clear goals and well-defined roles. 

• Meaning:  The work performed is personally significant to each group member.

• Impact:  Members believe their work is purposeful and contributes to the greater good.

• Psychological safety:  Group members feel comfortable taking risks, voicing their opinions and asking judgment-free questions.  There is a comfort level - that team members can be themselves and are willing to step outside of safety zones. 

There is no scientific algorithm that guarantees outstanding performance.  However, focusing on the five norms will definitely increase the possibility of a dream outcome.

Managing Customers' Expectations, by Traci D'Antoni (D'Antoni Sales Group)

Everyone has had that customer - the one who isn't happy about the price, the lead-time, the installation or the quality of the product. How can you avoid these issues in the future?

Give realistic lead times - generally, lead times do not include transit times so build those into your lead time estimates. If there is going to be a delay, advise the customer as soon as possible so they can adjust their construction time line.

Explain the differences between product quality and function. A solid brass faucet may look the same as a zinc or plastic one, but the durability and function are quite different. Also be sure to mention any warranties that cover the product and what they do and do not cover.

Be aware of the customer's budget, but don't undersell. If a customer wants a specific brand or style, ask a few extra questions to determine what is actually driving that desire. As the experienced professional, you should be able to guide them to a product that best meets their needs, even if it is not exactly what they asked for.

If there is an issue with a product, be proactive with a solution. Most of the time, the customer is not really upset with you or the product but with the whole process. It has been my experience over the years that when a customer has a meltdown it is because there have been a number of issues on the job. If you let them know about the issue and already have a couple of solutions to suggest, it will make the customer appreciate that you really do care about their project and you have a professional approach to their situation.

Managing expectations is a part of every sales person's job. If you are successful at expectation management, your customers will almost certainly talk about your professionalism. If you don't do a great job managing expectations though, they may still rave about their products, but not about the person who sold them those products.

A Showroom's Competitive Advantage

50 percent of customers are interested in purchasing custom products and 48% of those customers are willing to wait for a product that they can call "all their own", found a 2016 Deloitte consumer survey.  Those findings certainly spell good news for DPHA member showrooms.  The ability to produce unique products whether they are split finishes, unique combinations of handles and spouts on faucets, custom system showers or individualized pieces of cabinet and door hardware provide showrooms with competitive advantages that can't be replicated by online etailers or order takers down the street.

 

The customization of decorative plumbing and hardware products enables showrooms to deliver compelling customer experiences and are in keeping with retail trends in other industries, especially fashion.  This week, Frilly started providing women with customizable, made-to-order clothing in bohemian, preppy, minimalist and edgy styles.  The technology platform enables customers to select fabric, sleeve and bodice options.  The company expects to introduce a made-to-measure service within a year.

 

Nike started customizing sneakers in 2012 with the launch of NikeID.  Adidas was not far behind with the opening of its Speedfactory, a robotic facility that allows customers to participate in the creation process.  Nor is Amazon going to be left behind in the ability to provide customization opportunities.  Last April, Amazon was awarded a patent for an on-demand apparel manufacturing process that will enable customers to receive custom dresses, shirts and other apparel in five days.

 

Men's clothier Indochino plans to open 150 new showrooms in the next three years, primarily in high-end malls, to offer custom-made suits that are delivered within three weeks.  Its go-to-market strategy is that its custom suits offer a better product choice at that same price as an off-the-rack offering.

 

Indochino is not alone.  Ministry of Supply uses 3D robotic knitting machines to produce custom blazers within an hour and half.  Even though the Deloitte study found that most customers said they have the patience to wait for a one-of-a-kind product, patience is not expected to last for a long time, especially when Amazon starts in the customization arena. 

 

As 3D printing becomes more cost-effective and used, customization of all products, including decorative plumbing and hardware, is expected to skyrocket.  What can you do to take advantage today and in the future of your ability to deliver custom products to your customers?  Brainstorm with your team to identify the manufacturers you currently specify to identify opportunities and develop a consumer education and marketing effort to promote your customization capabilities.  

The Power of Being Nice

Two professors from the University of Michigan's Ross School of Business found that speaking positively of fellow team members gives more meaning to one's work and provides a greater sense of purpose.  They also claim that there are numerous opportunities to highlight your team's contributions and talent that often are not taken advantage of. 

 

When you bring on a new team member, you can make him or her feel like a million bucks by highlighting what makes the new hire interesting and telling other members of your staff the talents they bring to the organization.  One company asks candidates during the interview process what their favorite foods are, what their hometown is, what are their likes and dislikes and an inspirational quote that they like.  Then on the first day of work, the company hangs a picture of the new hire in its gallery of other team members, relating the information gleaned from the interview process.  This helps jump start a new hire's transition into the organization's social fabric, the professors write.

 

Sharing information is critical to a showroom's success.  To help team members open up, relate stories of each person's strengths and contributions they bring to the showroom.  If you are putting together a team to go after a large project, start the initial meeting by explaining why you picked each team member for the project, their unique talents and their background and interests.  This helps foster a sense of purpose and serves as a power motivational tool.

 

If you have team members that are introverted or are put down you can build their confidence and sense of workplace satisfaction by pointing out the value they bring to your operation. 

 

Highlighting experience, strengths and successes of team members when introducing them to new clients is another way to motivate and provide a sense of professional satisfaction.  Share details that you believe make the person interesting and someone that others would want to know and have work on their project. 

 

How you introduce and respond to your team members can create more meaning in their work and highlight reasons that demonstrate they are involved in a dynamic profession that helps customers make their dreams realities while improving the quality of their lives.

Stress Relief

It's difficult to work with others who don't appear to be in control and are always frazzled, but there are ways that you can positively interact with the most stressed out members of your team.

Some people may appear stressed out because they never take a break from the showroom. They are always connected. It's difficult for them to go home and leave work behind. Empathize with your stressed team member and compliment them. Praising the quality of their work improves their self-image. For example, you may tell your team member that they did an outstanding job on the project you just pitched and let them know they came across as calm and collected.

Another way to assist them is to offer to help, which sends the message that they are truly not alone. However, put limits on what you offer so your fellow team member knows it is not a carte blanche invitation to be used at any time.

Finally, assist stressed out coworkers by helping them break up their workload into more manageable tasks.  Breaking a task down into several steps makes the end goal seem more achievable to everyone.

Making Great First and Memorable Impressions

It's only natural for first-time visitors in your showroom to be a little reserved.  It's the showroom's responsibility and mission to make visitors feel comfortable, to earn their trust and engage in a meaningful conversation that leaves visitors wanting to come back. 

 

Start earning that trust by making visitors feel good about themselves. Your goal is to elevate the confidence, pride and esteem of everyone who enters your showroom.  The conversation should not be about the showroom, how great a designer you might be or how satisfied your customers are.  Your first impression conversation should be all about your customer.  Be interested in what they want, what their goals are, what makes them the happiest and what brings them their greatest joy.  As Dale Carnegie said, any person's favorite topic is themselves.  Let your visitors be themselves and talk about whatever they would like to say.  What can you do to make your visitors feel like they are the most important person in your space?

 

If you have common interests with your visitors, don't knowingly or unwittingly show them up.  For example, if your visitor says I really enjoy wine and have started a small collection, don't let the person know that you have been collecting for years and have amassed a collection of hundreds of bottles. Instead, ask what is their favorite wine and inquire if they would they be interested in coming back to the showroom for a wine tasting with local experts?

 

Don't forget to make eye contact.  There's nothing that says you are unimportant than looking around to see whom else might be in the showroom.  When you look directly into the eyes of a first-time visitor, you are conveying the message that he or she is at the center of your universe. 

 

Susan Scott, author of Fierce Conversations, claims, "While no single conversation is guaranteed to transform a company, a relationship, a life, any single conversation can.  Speak and listen as if this is the most important conversation you will ever have with this person. It could be. Participate as if it matters. It does."

Can You Teach Old Dogs New Tricks?

Our world is changing so rapidly that you may not believe you have the capacity to keep pace.  Wouldn't we all be more productive if we could assess applications that are best suited for our businesses and careers more quickly?  Everyone knows someone who is technologically illiterate, but does that mean they can't learn or it's too complicated to even try? 

The age old question "can you teach an old dog new tricks" comes to mind, and if you asked Dr. Barbara Oakley that question her response would be a resounding "yes".  Dr. Oakley teaches Leaning How to Learn, an online course that has been taken by nearly 2 million people worldwide to help them tackle difficult subjects and stop procrastinating. 

In a recent article in the New York Times, Dr. Oakley offered four tips to improve your learning capabilities.

1. Dr. Oakley says people think in two different ways.  One is where you concentrate on the material you want to learn and the second is diffuse.  Diffuse is the process the brain uses to absorb the information you focus on.  Diffuse is the place where connections between information and unexpected insights occur.
2. To help yourself focus and diffuse information, Dr. Oakley suggests setting a timer for 25 minutes of focused work.  When the timer goes off, take a break.  Give yourself a reward such as listening to music, taking a walk or grabbing a latte.  The goal is to think about something else, which enables your brain to process the information from the task you just focused on.  Setting a timer also helps avoid procrastinating.  Thinking about doing something you dislike activates the pain center in the brain, Dr. Oakley said.  Setting a timer "helps the mind slip into focus and work without thinking about the work."
3. Practice:  When you repeat a task or practice that you are trying to learn, you acquire a procedural fluency, Dr. Oakley states.  She compares the process to learning how to back up a car.  When you first try, it's difficult, but after you have backed up a car several dozen times, it almost becomes second nature and your brain thinks about other things when you do it.  The more you practice the easier it is to lean more complex information.
4. Be intellectually honest.  No one knows you better than yourself and the best way you learn new things.  Some people grasp new concepts right awa, while others take the tortoise route.  Those who take more time are likely to notice more details.  Dr. Oakley says that knowing the difference between tortoise and hare learning styles is a first step in learning how to approach unfamiliar material.

Brick and Mortar's Savior: Humanity

As technology continues to advance, it will allow consumers to shop in a "wholly immersive way," writes DPHA Conference keynote speaker Doug Stephens in his spell-binding book ReEngineering Retail: The Future of Selling in a Post Digital World.  Virtual reality will take us wherever we want to go, Stephens surmises.  Virtual augmentation will create lifelike stores wherever we happen to be at the moment.  Will technology eliminate shopping as we know it?  The answer is a resounding "no".  Stephens argues that "As long as humans shop for reasons beyond the mere acquisition of things, physical retail spaces will remain relevant.  In fact, as we become increasingly tethered to technology, they will become even more valuable, more cherished, as our hunger for visceral and emotionally connected experiences intensify." 

Moments of discovery, surprise and delight are additional reasons why brick-and-mortar will continue to be destinations of shopping choice.  Technological advancements have not expanded the world around us.  Instead, they contracted our vision and perspective.  As Stephens points out, Facebook does not increase our circle of friends, it contracts who we network with by limiting our interactions to only those who are like us and avoiding those who are not like us.  The same can be said of Netflix.  It does not expand our film watching horizons, it actually contracts them by recommending offerings that are similar to the ones previously viewed.  Recommendations based on past experiences and patterns saps buying of  the possibility of accidental discovery. 

"The joy of shopping lies in the delicate balance of relevance and randomness," Stephens writes.  Humans crave the surprise and delight of encountering products and stores we had no idea we would cherish, products that we did not know existed or experiences that come out of nowhere to surprise and enhance us, Stephens says. 

Another reason for brick-and-mortar survival is the human need for human interaction.  We like crowds.  Need proof?  Watch the lines of people outside department stores on Black Friday or outside an Apple store before the launch of a new product. 

Shopping is also physiological.  "Our brains love shopping.  In fact, when it's good, retail is essentially a legalized form of crack. No joke.  Our neurological response to a great shopping experience is virtually identical to the one produced by crack cocaine - because they're both reliable producers of a chemical called dopamine," writes Stephens. You don't get a jolt of dopamine buying on Amazon or any online etailers. 

Physical stores have a distinct competitive advantage over online shopping by having the ability to deliver custom experiences.  Decorative plumbing and hardware showrooms can deliver compelling customer experiences through working displays, demonstrations and the ability to surprise and delight by introducing products and applications that your customers could never have encountered regardless of how much time they spent on Houzz or any other website. 

Want to learn the secrets to making your showroom deliver jolts of dopamine to your customers?  Plan to hear Doug Stephens at the DPHA Annual Conference and Product Showcase, October 12-15, at the Sheraton Wild Horse Pass Resort, Chandler, AZ. 

Click here to reserve for the Conference.