The Fun Factor, for Change

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Here at TCCBI, we have found that in order for change to be embraced and thus successfully implemented it needs to be EXPLAINED and communicated CLEARLY to all involved and/or AFFECTED by it. 

In a retail environment for instance where a pleasant and welcoming atmosphere is a must in order to maintain customer loyalty, we found the fun factor to be the most effective ingredient in communicating and thus implementing corporate change. Specifically when humour is factored into the implementation of new policy or program, staff is more likely to receive, understand and embrace the desired improvement, which of course, directly impact how customers interpret their experience in the store.
 
As with everything, the Fun Factor must be implemented in moderation so as not to sacrifice productivity.  An example of a program that strikes this balance well is The Personal Shopping Day Program (PSDP), a program Mr. Alfadili implemented while working with the Hudson’s Bay Company (Hbc).  The PSDP was created to increase employees’ product knowledge, productivity and to personalize and deepen their relationships with Hbc customers.

To increase their product knowledge, a fashion show would be organized on the sales floor as so to attract as much attention from customers as possible.  Participating sales associates would model their favorite outfit on the runway and share with the audience the various features of the outfit and why they should consider adding it to their wardrobes.  It was clear from the associates’ performances that they were having fun and that fun created great energy throughout the store.  The result?  Sales were almost always higher on the days when a PSDP fashion show was on.  

Key to the program’s success was the fact that these fashion shows were organized, hosted, and executed by the sales associates themselves.  This empowered them to make decisions and to solve problems and brought some of the more shy associates out of their shells, making them engaged and more understanding of thier duties. Associates were also encouraged to include new arrivals and Hbc-exclusive brands wherever possible.

The Fun Factor went beyond the fashion shows as well.  A panel of judges (American Idol style) attended each show and selected a winner for best performance. Winners were presented with considerable discounts on the products they modeled in, movie tickets and other Hbc’s products and incentives. Sales associates from throughout the store were encouraged to attend these shows to support their teammates.  In large part due to the Fun Factor, many associates attended these shows on their breaks and some even came in on their days off to attend. A large portion of them expressed real interest in joining the fashion team even though they were from other departments. This exciting byproduct of the program boosted teamwork amongst associates tremendously and fostered a healthier work environment for everyone.

In addition to the fashion shows, participating associates were required to learn about every single product available to customers in their assigned departments so that most (if not all) customer questions and concerns could be addressed on the spot.  Then, they progressed through a series of training modules and graduated as Personal Shopping Consultants.  They were then able to book individual appointments with customers for uninterrupted shopping support.  The relationships that developed between associates and customers due to the increased quality and quantity of time spent together brought fun into the sales process as well. 
 

In summary, the Fun Factor is a powerful way to introduce a new program or policy and increases the likelihood that staff will embrace whatever change a company is looking to make.