Jack Mitchell. This book is well complemented

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Jack Mitchell

Hug your clients. Outstanding Service Practice

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use, without the written permission of the copyright owner.

Legal support of the publishing house is provided by law firm"Vegas Lex"

This book is well complemented by:

Clients for life

Carl Sewell, Paul Brown

sincere loyalty

Fred Reicheld and Rob Markey

Delivering happiness

Tony Shay

Word of mouth marketing

Andy Sernowitz

Secrets of the perfect store

Stanley Marcus

Perfect, just perfect!

I believe that the ideal business book should meet three criteria.

Second: he must - without "water"! - Give simple and practical advice.

Third: the book should contain many stories from life.

So, you really have the perfect business book in your hands! My congratulations. I read it ten years ago, when it was first published in Russia, but, unfortunately, then the book went unnoticed by our reader. And now - the second birth.

You will read many life stories that will surprise and delight you and that you will certainly want to take on board.

You will find many simple and practical tips and I hope you will apply them.

This is the main thing in reading business books.

Read - and start hugging your customers.

...

Hugging you,Igor Mann

Bill Mitchell

For being a brother, husband, father and friend.

For your courage to face real life face to face.

For your corporate leadership style.

For being my partner in bringing our parents' ideas to business.

For the pride and joy of passing the baton to our sons.

Prologue. And doesn't everyone do that?

It's funny how one single exact phrase, spoken at the right time, can lead to a real insight. Something similar happened to me.

I run the Mitchells/Richards profitable business selling high quality clothing. One day, I was invited to a conference attended by executives from the textile industry. It took place in a spa hotel in a city with the pleasant name of Kefrey. However, few of its participants actually felt carefree. Retailers were constantly criticized, and everyone was uncomfortable. Department stores were against cheap-selling companies, dot-coms were about to change the world of retail, and everyone was complaining that customer service left a lot to be desired. The topic of the discussion was in keeping with the overall gloomy mood: "The Black Hole in the Textile Industry."

But I wasn't gloomy at all. I am one of those for whom the glass is never half empty, it is always at least five-eighths full, and often its contents completely overflow. Even before all the panelists were introduced, one of the keynote speakers and organizers of the event, noting the decline in the level of service, doubted that any of the leaders present here in principle knew their main clients. He asked those who know the top 100 buyers to raise their hands. I was embarrassed to find that one raised his hand. I was even more taken aback by the fact that no one had basic and valuable information about their business. In my free time, I usually sit down at the computer and memorize the data on a hundred or a thousand of those who leave us the most money, as I once studied everything about my favorite baseball players. This is what the game is about: know your buyers.

After the panellists were introduced, each of us was given seven minutes to speak. First of all, I said that I think retail today not a black hole, but a volcano. I see it as a combination of energy, light, warmth and various benefits that can be obtained with the right approach.

I expressed surprise at the fact that my colleagues did not know even hundreds of their main clients, explaining that I myself knew a thousand. And he told how everyone at Mitchells, from the salesperson to the tailor to the courier, is customer focused and that's why we succeed. As I spoke, I was thinking of all our customers who annually spend five thousand dollars in our stores, some twenty or one hundred, and some two hundred and fifty thousand. I thought about how we greet every customer with a smile and a hello, and about two dozen employees who each sell at least a million dollars a year (which is what we expect from a newcomer in the first year of operation). Five of them boast two million sales, and one more - an unthinkable amount of three million! And this is in a city of 28,000 people! Then I talked about the complex and sometimes daring steps we take to exceed customer expectations. After exhausting my seven minutes, I returned to my seat, still full of enthusiasm, and my neighbor smiled: “Well, yes, of course, Jack. Say also that you are all hugging your customers there. I stared at him in bewilderment, “Of course. Isn't everyone doing that?"

That's when it dawned on me.

We in fact we hug them. And Not all do the same.

We are a team of huggers. Sometimes we physically hugging customers - I have seen our salespeople wrap their arms around them and dance with them in trading floor, - but more often we hug them metaphorically, giving them a lot of attention. What every business should do, but doesn't. Since then, I've started referring to our relationship with customers at Mitchells/Richards as a "hug" - first to myself, then out loud - and the name fitted like a great suit. Everything else—for example, what I call The Big Secret, Formula, and Game Day (more on that later)—flows from this simple but important principle. Hugs, in my opinion, suggest passion, and without passion and dedication, service cannot be outstanding. They say to me: “Jack, you obsessed outstanding service!”

This book is about one particular family's sales philosophy. For three generations, my family has been dressing men and women in Fairfield and Westchester counties, where many top executives live and work. Our stores are less than an hour's train ride from Grand Central in New York, but we're told that some New York stores are a world away from us. At least in terms of the care, time and attention given to each visitor. My parents started the business in 1958 by placing former store plumbing a modest assortment of three suits and offering shoppers free coffee. Mom brewed it in a home coffee pot and took the coffee pot home at the end of the day to clean it properly. They sold $50,000 worth of merchandise the first year and were thrilled.

Today we have two stores in Connecticut, Mitchells and Richards. Our turnover exceeds 65 million dollars a year. And this is in Westport, a city of only 28,000 people, and in neighboring Greenwich, whose population is twice that. Approximately every second family is our regular customers. Once we gave them a very pleasant and memorable shopping experience - a few hugs and it keeps them coming back to us again and again. We've been called one of the most successful (if not the most successful) high-end apparel business in the country and possibly the world in our weight class. Not because of our products and not because of prices (after all, you can find the same thing in other stores), but because of our attitude towards people.

I will not exaggerate if I say that it is we who are dressing corporate America. Our customers include more than five hundred senior executives, presidents and owners, as well as thousands of managers and employees of many famous companies: GE, IBM, Verizon, Coca-Cola, Pepsi, JP Morgan Chase, Gillette, Merrill Lynch, Lehman Brothers, American Skandia, Xerox and many more. We dress a lot of movie and sports stars - in other words, successful people who care about how they look. They know that clothing is an extremely powerful tool in the business world, although it doesn't "make" you who you are.

Like many, I am constantly faced with indifference. Not so long ago I went to a familiar supermarket for a turkey, but it was not there. How is this possible? What's more, the supermarket manager didn't offer help, didn't direct me to another store, and didn't even apologize. His reaction was something like this: "Well, you're out of luck." Another example: in fifteen years, my family bought a good twenty Chevrolets from a local dealer, and in all this time the seller never called to find out if the car was in order, if it was time for an update. Not a sound. After the car left the dealership, they forgot about me as a client.

Other behavior is rare and surprises every time. Years ago, I was talking to an IBM employee who was trying to sell us computers and accidentally mentioned that I needed to go to New Hampshire to see my son's sports competition. He said, “You know, I just got my pilot's license. I'll take you. They flew." Wow!

Thus began our relationship with IBM. From hugs in a small plane.

That's what we at Mitchells are aiming for - to get people to say, "Wow!" Without a doubt, our philosophy can easily be applied to selling anything: spaghetti, aircraft engines, carpets, stocks, insurance policies, and rattles. This theory of management will be relevant everywhere.

Our philosophy is built on everyday experience retail clothes. I still try to visit the trading floor every day: hanging a centimeter around my neck, looking for the right size or directing the buyer to the right department. But over time, I began to spend more and more time critically reviewing and promoting great ideas. Our sales philosophy is a family philosophy. There are nine Mitchells in our business, including my father who started it all, and each has contributed something vital. Having decided to open their own business, my parents formulated the principles that we adhere to to this day. My brother Bill gave me countless lessons on how to sell hugs. Bill is always on the trading floor, smiling and joking, he's kind of the Mitchells headwaiter. We have seven sons between us, and they also taught me something. So I'm laying out a philosophy created by the ingenuity of three generations of Mitchells.

Our motto from day one: "Becoming a customer, you become a friend forever." And so it will always be. People crave to see companies driven by personal relationships. They want to be carried. They like to be smiled at. They appreciate Thanksgiving letters. And best sellers also want to work in such companies because they are more successful, because sales based on carefully built relationships inevitably lead to high efficiency and high profitability. It is a pleasure to work in such companies. And we want it to be a pleasure to buy from us.

The most difficult thing is to establish such a relationship, and that's what hugs are for. They are what I hope to teach you.

I have confused here the big picture of business philosophy with real stories, including elements from the Mitchells chronicle, and included lists of key ideas and principles throughout the chapters for those who enjoy such lists. And because I want to hug my readers, at the end of each part I give " Tutorial hugs”, which summarizes the key ideas discussed in it. In the app, you'll find a kind of game that I call the Hug Achievement Test. Don't worry, the results won't be made public!

I am really very lucky with my family and business. I love telling stories and sharing experiences, and I especially love talking about what I know best, which is sales. And about hugs. So let's finally learn how to hug.

Part one

Basic hug course

Inspired Service Principles

Creating a culture of hugs

Is not it, emergencies always appear at the most inopportune moment? That's exactly what happened with the navy blue cashmere coat. On a cold February afternoon, when my brother was on a business trip and I was in a publicity meeting, Mitchells got a call. Our client, a top corporate executive whose office was nearby, was in dire need of a navy blue cashmere coat. He was going to New York for important meeting and, looking into the closet, found that his sons had borrowed all his outer clothes. He actually dressed lightly, but the forecast was cold and heavy snow, and he had to walk pretty much in New York. The request was passed on to me. I called the store and it turned out that the navy blue cashmere coats in the required size 52 were sold, but there was one light gray one left. I asked Dominique Condoleo, our head tailor, to prepare a gray coat, as well as some suits, jackets and accessories. I am a salesman to the core, and if you really need to sell a coat, why not offer something else along with it.

One of our suppliers was in Philadelphia and the other was in Rochester. Both of them had navy blue cashmere coats in stock, and both promised to have them delivered to the store by morning. After talking to them, I called the client's secretary and said that Dominic and I were going to them. We dragged bags of clothes to the third floor of the office.

The client jumped up from the table:

- Where is my coat?

I calmly opened the package and threw my coat over his shoulders.

Jack, it's grey.

He decided that either I was not listening carefully or I was colorblind, and conveyed this to me in unprintable terms.

“I know,” I nodded calmly. We have sold all the blue coats. Two more will arrive tomorrow.

- I can not wait! he cried. “Now I’ll find out if it’s possible to use the company’s helicopter. Where are they being taken from?

“Don't worry,” I said. “There is time until tomorrow. I will come to you in New York.

At that moment, the news from the stock market was broadcast on TV, the shares of his company went up, and he became noticeably better. I took a moment to move on to the suits, jackets and shirts I had brought over. As I expected, he chose a few things, but did not forget about the coat. Someone was waiting for him in the waiting room, we began to dress, and then it dawned on me: I have just a navy blue cashmere coat from Hickey-Freeman size 52. There were hugs on the stage. I said:

- Try this on.

The coat fit perfectly. He just jumped for joy. I continued:

“You know what, we'll lend you my coat for a couple of days.

He liked this idea:

“Wow, Mitchells is also a leasing company, just like us!

Two days later we brought him a new coat. You may think that I put in too much effort to please the client - literally took off the last shirt. We always do this, even with those who buy from us for the first time.

This is what we call the "basic hug course".

For the past forty-five years, my family has gone to great lengths to provide the best possible customer service. We use the term to cuddle to describe our unique sales culture, and in the first part of the book, I will take you on a personalized tour of the world of the Mitchell hugs. I see the hug as a way to make an employee a member of the team to build long-term loyal customer relationships with enthusiasm. This is what marketing gurus call relationship marketing. Enthusiasm comes when you believe in something wholeheartedly. You could say that I am enthusiastic about enthusiasm.

The hug implies the ability of a company employee to get so close to the client that he becomes more important than everything else. Over time, a unique personal and professional relationship develops between them: loyalty built on trust. In our case, sales that fill customers' closets with clothes that suit them and like them.

Through such relationships, customers become our friends. I'm not suggesting that each of them begins to confide their deepest secrets to us and that we will invite anyone to come with us on vacation (although some actually become so close). talking "friend", we mean a person who trusts us and enjoys our company. The difference is that we get to know our customers better than we traditionally do, and they get to know us better. It's all thanks to hugs.

For the culture of hugs to work, everyone in the company must embrace it: from me to buyers, tailors, credit managers and delivery workers. In a culture of hugging, hugging and selling all, and not just the people who are owed commissions. This is the most important rule. Such a culture is not easy to establish, but I am sure that the game is worth the candle.

Of course, this also affects finances. Our financial director tells us monthly cash flows, turnover and other indicators that demonstrate that the system is working.

Try it yourself. Try today. Smile and hug someone. And see if your buyer (or your daughter, or your assistant) responds in kind.

New conditions in the business world

Why is hugging culture so important? The retail industry and the business world as a whole have undergone a fundamental shift in thinking and behavior over the past decade that calls for the need for cuddling. In particular, I noticed three major changes that successful companies take into account.

...

response → Active participation

The first big change is the transition from being reactive to being proactive. Until the early 1980s, shop assistants waited for people to come into stores and then responded, "How can I help you?" We did the same. But it doesn't work anymore. Now you need to take measures that will ensure the influx of buyers. In other words, you need to initiate the sales process, not just complete it.

...

Deals → Relations

Many years ago, interaction with a buyer began with a deal and ended with a deal. Let's say a person bought three suits, six white shirts, and a pair of ties, striped and solid. No complaints have been received. It was considered a good sale. You didn't know and didn't want to know what exactly he was going to do with those suits and shirts.

Today it is not enough just to sell. You need to ask what exactly he is going to use the three new suits for, and then determine what type of suit, what fabric, color and model will suit him. We are often much more knowledgeable about what to wear in a given setting to look and feel great. If your buyer travels a lot, you will advise him on the fabric with the right composition so that the clothes do not end up hopelessly wrinkled in suitcases. You need to listen carefully to understand his needs, and this means building personal relations.

"How can I help you?" became “Do you need this outfit for work or for a special occasion?”. The key to this transition is as you are now thinking about your customers.

...

Standard "magic list" → Customer-Oriented Services

There is also a third change. Companies used to have what I call a "magic list": a range of small extras that served as an incentive to buy: free parking, free fitting, free coffee, and flexible return policies. Any business could make its own list. We have it too. All this is important, but not enough. You need to get to know each customer better and offer Additional services that are important to him.

I call it customer-specific services. Some may want to buy something in your non-working hours because they work late or hate crowds. So open a store for them at night. Another extraordinary example. Looks stupid but works great. In summer, every Saturday next to the store, we distribute hot dogs. Including kosher hot dogs for Jewish customers. And for our regular customer Carol, who has high cholesterol, we order turkey hot dogs and call them "Carol dogs." Carol Dog is an example of customer focus. It's all about the willingness to do something beyond the standard list.

AT hotel business the standard list of services provides you with three, four or five stars. But have you ever stayed in a four-star hotel that you liked more than other five-star hotels? For sure. So, you remember this hotel because you were “hugged” there. Perhaps the waitress remembered your favorite tea or coffee and served it for breakfast without you asking. magic list not so important. Important service with enthusiasm and embrace.

From Satisfied Customers to Extremely Satisfied

If you apply all the changes, then turn your satisfied buyers in extremely satisfied. You have gone from meeting expectations to exceeding expectations. The day I served Carol her first carol dog, she hugged me back and kissed me on the cheek with feeling. Wonderful feeling.

Simply satisfied customers are no longer enough to thrive in a business. They are not particularly loyal to you and will leave you at the first opportunity. Only Extremely Satisfied Customers Are Extremely Loyal. (We will return to this in the last chapter.)

Jack Mitchell

Hug your clients. Outstanding Service Practice

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

This book is well complemented by:

Clients for life

Carl Sewell, Paul Brown

sincere loyalty

Fred Reicheld and Rob Markey

Delivering happiness

Tony Shay

Word of mouth marketing

Andy Sernowitz

Secrets of the perfect store

Stanley Marcus

Perfect, just perfect!

I believe that the ideal business book should meet three criteria.

Second: he must - without "water"! - Give simple and practical advice.

Third: the book should contain many stories from life.

You will read many life stories that will surprise and delight you and that you will certainly want to take on board.

You will find many simple and practical tips and I hope you will apply them.

This is the main thing in reading business books.

Read - and start hugging your customers.

Hugging you,

Igor Mann

Bill Mitchell

For being a brother, husband, father and friend.

For your courage to face real life face to face.

For your corporate leadership style.

For being my partner in bringing our parents' ideas to business.

For the pride and joy of passing the baton to our sons.

Prologue. And doesn't everyone do that?

It's funny how one single exact phrase, spoken at the right time, can lead to a real insight. Something similar happened to me.

I run Mitchells/Richards, a profitable upscale clothing business. One day, I was invited to a conference attended by executives from the textile industry. It took place in a spa hotel in a city with the pleasant name of Kefrey. However, few of its participants actually felt carefree. Retailers were constantly criticized, and everyone was uncomfortable. Department stores were against cheap-selling companies, dot-coms were about to change the world of retail, and everyone was complaining that customer service left a lot to be desired. The topic of the discussion was in keeping with the overall gloomy mood: "The Black Hole in the Textile Industry."

After the panellists were introduced, each of us was given seven minutes to speak. First of all, I said that I consider retail today not a black hole, but a volcano. I see it as a combination of energy, light, warmth and various benefits that can be obtained with the right approach.

That's when it dawned on me.

We in fact we hug them. And Not all do the same.

We are a team of huggers. Sometimes we physically hug customers - I've seen our salespeople wrap their arms around them and dance with them on the sales floor - but more often we hug them metaphorically, giving them a lot of attention. What every business should do, but doesn't. Since then, I've started referring to our relationship with customers at Mitchells/Richards as a "hug" - first to myself, then out loud - and the name fitted like a great suit. Everything else—for example, what I call The Big Secret, Formula, and Game Day (more on that later)—flows from this simple but important principle. Hugs, in my opinion, suggest passion, and without passion and dedication, service cannot be outstanding. They say to me: “Jack, you obsessed outstanding service!”

This book is about one particular family's sales philosophy. For three generations, my family has been dressing men and women in Fairfield and Westchester counties, where many top executives live and work. Our stores are less than an hour's train ride from Grand Central in New York, but we're told that some New York stores are a world away from us. At least in terms of the care, time and attention given to each visitor. My parents started the business in 1958, stocking a modest assortment of three suits in a former plumbing store and offering free coffee to shoppers. Mom brewed it in a home coffee pot and took the coffee pot home at the end of the day to clean it properly. They sold $50,000 worth of merchandise the first year and were thrilled.

Jack Mitchell

Hug your clients. Outstanding Service Practice

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

This book is well complemented by:

Clients for life

Carl Sewell, Paul Brown

sincere loyalty

Fred Reicheld and Rob Markey

Delivering happiness

Tony Shay

Word of mouth marketing

Andy Sernowitz

Secrets of the perfect store

Stanley Marcus

Perfect, just perfect!

I believe that the ideal business book should meet three criteria.

Second: he must - without "water"! - Give simple and practical advice.

Third: the book should contain many stories from life.

You will read many life stories that will surprise and delight you and that you will certainly want to take on board.

You will find many simple and practical tips and I hope you will apply them.

This is the main thing in reading business books.

Read - and start hugging your customers.

Hugging you,Igor Mann

Bill Mitchell

For being a brother, husband, father and friend.

For your courage to face real life face to face.

For your corporate leadership style.

For being my partner in bringing our parents' ideas to business.

For the pride and joy of passing the baton to our sons.

Prologue. And doesn't everyone do that?

It's funny how one single exact phrase, spoken at the right time, can lead to a real insight. Something similar happened to me.

That's when it dawned on me.

We in fact we hug them. And Not all do the same.

This book is about one particular family's sales philosophy. For three generations, my family has been dressing men and women in Fairfield and Westchester counties, where many top executives live and work. Our stores are less than an hour's train ride from Grand Central in New York, but we're told that some New York stores are a world away from us. At least in terms of the care, time and attention given to each visitor. My parents started the business in 1958, stocking a modest assortment of three suits in a former plumbing store and offering free coffee to shoppers. Mom brewed it in a home coffee pot and took the coffee pot home at the end of the day to clean it properly. They sold $50,000 worth of merchandise the first year and were thrilled.

I will not exaggerate if I say that it is we who are dressing corporate America. Among our customers are more than five hundred senior executives, presidents and owners, as well as thousands of managers and ordinary employees of many well-known companies: GE, IBM, Verizon, Coca-Cola, Pepsi, JP Morgan Chase, Gillette, Merrill Lynch, Lehman Brothers, American Skandia , Xerox and many others. We dress a lot of movie and sports stars - in other words, successful people who care about how they look. They know that clothing is an extremely powerful tool in the business world, although it doesn't "make" you who you are.

Published with permission from Hyperion.

Published in Russian for the first time.

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

This book is well complemented by:

Dream company

Kevin Cruz and Rudy Karsan

Delivering happiness

Tony Shay

Leave your mark

Blake Mykosky

Zappos Rules

Joseph Michelli

Hug your clients

Jack Mitchell

To all 234 wonderful people, their spouses and families.

To all those who have worked with us since mom and dad opened the store doors half a century ago.

Thank you from the bottom of my heart.

Everyone wants to be appreciated

This shocked me. I'll say more, it hit me on the spot. Although something similar in my memory happened more than once.

Not so long ago, an amazing woman came to one of our stores to get a job. Prior to that, she sold shirts and ties for several years in a large store in New York and was a real star there. She worked hard and hard, never complained, and always stayed overtime. The customers adored her. She earned very well and often received various bonuses, also very generous.

We asked her a reasonable question: why does she want to leave New York and join our team in Connecticut?

The answer was very simple.

None of the employees and management of that company has ever personal, human level did not let her know that she was appreciated. Even after she sold a million dollars worth of goods in a year - and this, I note, is a lot of shirts and ties - no one, not a single person came up to her and said: “Wow! Wow! You are just super!"

Not! Never.

Maybe her boss sent her a bouquet of flowers as a thank you?

Yes, not a single stunted daisy!

That was what made her uncomfortable. Because of this attitude, she began to feel like her job was… well, just a job.

This woman's story reaffirmed a simple truth I've always known: everyone wants to be appreciated!

For three generations, our family has owned a business selling men's and women's clothing luxury, and now I lead it. We have three stores located in and around New York. I am grateful to fate that I and the team of wonderful people who work with me have the opportunity every day to personally communicate on the trading floor with hundreds of customers who visit our store. I wrote a book about how my family and our employees put their heart and soul into building a business that is based on creating personal human relationships that exceed all customer expectations. I believe that many companies only talk about how they care about their customers, but don't really know how to show it. And I decided to tell readers how we take care of our employees with the help of the culture of hugs created in the company.

You can hug in different ways. You can actually put a person in a strong, bear hug. But we most often use this word as a metaphor. We consider a hug to be any positive or positive action, gesture, or expression of affection (through action or words) that makes the relationship more personal and makes the person think, “Wow, they really care about me!”

Hugging culture is an incredibly powerful way of thinking. I remember when my kids were teenagers they took me to see Star Wars. To this day, I can’t tell Luke Skywalker from Darth Vader, but I remember how one of the characters in the picture said the phrase “May the Force be with you.” I was struck by the idea of Power, and I began to perceive hugs and hug culture as a kind of Power.

I had absolutely no idea how readers would react to my book Hug Your Customers. Imagine my astonishment when a huge number of companies, from auto repair shops Midas to online store Payless ShoeSource, from sporting goods manufacturer Nike to financial giant Morgan Stanley, as well as a wide variety of companies from Denver, Kansas City, Las Vegas, London, Stockholm, Rima and even, imagine, from Tallinn, Estonia, invited me to speak to their employees, because the basic principles outlined in the book, which guide us in our Mitchells / Richards clothing stores, seemed to them significant and interesting. In 2005, our company acquired a third Marshs store on Long Island, where we also successfully introduced our corporate culture hugs.

I was struck by another fact: readers wanted to know more.

At companies ranging from Starbucks to small grocery stores, people have repeatedly asked me the same question: “How do you hire employees and how do you motivate them to keep them productive and efficient?”

I answered that we “hug our employees” and therefore we have people who work efficiently and productively, and also remain loyal to our company for 35 and even 45 years. And these employees don't even want to retire!

Every day I receive a lot of letters from e-mail. Every day on board the plane big stores, in banks and in real estate offices, ordinary, caring and hardworking people come up to me and say: “It seems to me that such concepts as loyalty and dedication to work have disappeared. The work is no longer what it used to be.”

Servicing our customers at the highest level and an individual approach to each is one of the main tasks of our family. We have been embracing our customers and employees since 1958, that is, since my parents Norma and Ed Mitchell founded their first store. We have never forgotten that the highest level of service can only be provided when you treat your own employees well and fairly. Customer service The highest level does not just appear out of a vacuum - only great people can provide great personalized service!

We deliberately call our employees "colleagues", "comrades" and "partners". Why? Because we value them so much that we do not want to use words that have a somewhat derogatory connotation, such as "employee", "staff", and in no case such as "employee" or "servant". We really like to call our employees “hugs” because they are the ones who literally and figuratively hug our customers.

If the employees are very happy, then the customers are also very satisfied. Research results convincingly prove this in theory, and the success of our stores confirms it in practice. However, you will agree that quite often, when buying clothes (or, say, an accordion), you encounter dissatisfied sellers. Often you see people irritated and sullen. They themselves are treated badly, so they themselves treat you, their customers, not the most in the best way. And sometimes, even worse, they simply do not notice you and do not provide any help!

Jack Mitchell. This book is well complemented

response → Active participation

Deals → Relations

Standard "magic list" → Customer-Oriented Services

From Satisfied Customers to Extremely Satisfied

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