| Quick spot check! Grab a pen and paper. | | | | can see, touch, hear and smell. |
| Stand in line with your customers at the till. What | | | | Imagine... how do you want the customer to feel |
| do you see while you're waiting? Make a list. | | | | as she leaves your store? |
| Sale bins and return policy signs. Phones, debit | | | | Satisfied with her purchase. Confident that she |
| machines and tape dispensers. Pens, papers and | | | | made the right decision. Content with an efficient |
| binders. Customer holds and returns. Hangers. | | | | transaction. Happy to have met someone who |
| Notes from management to staff. | | | | understands her needs. Pleased to have made a |
| Clutter is not a selling tool. | | | | new friend. |
| What is the job of the cash wrap? Not storing | | | | Your goal is to make sure that the customer |
| supplies. Not holding equipment. | | | | leaves feeling good about her interaction with you. |
| The job of the cash wrap is to close the sale. | | | | Give her a reason to return. |
| Offer add-on merchandise. Invite guests to return. | | | | It's harder to do this if your cash desk sends a |
| The experience at the till is just as important as | | | | completely different message. |
| greeting the customer. Just as important as | | | | Be clear about the message your cash desk |
| finding out the customer's needs. Just as | | | | communicates. |
| important as helping him find solutions to his | | | | Messages are not only words and signs. |
| problem. | | | | The physical aspects of your store are the main |
| At the checkout you reinforce the identity of the | | | | way of communicating what your store is all |
| store. Strengthen the shopper's impression of a | | | | about. If you're not careful, you can inadvertently |
| positive experience. | | | | send messages you didn't intend to send. |
| At the this point in the selling process, you have | | | | Dirty counters or chipped paint communicates a |
| the opportunity to resolve concerns that the | | | | lack of attention to detail. Notes to employees |
| customer may still have. You get to reinforce a | | | | taped on the till or the wall show you're focused |
| connection with the shopper. | | | | on operations, not on the customer. An |
| An effective and efficient cash wrap zone sets | | | | unattended debit pinpad on the counter says you |
| the stage for a favorable interaction. It creates | | | | may not be careful about preventing fraud. A pile |
| positive customer expectations of the service | | | | of holds, hangers or papers shows that perhaps |
| they will receive. | | | | you're too busy to be attentive. |
| It's hard for customers to evaluate service. | | | | Think carefully about the message you want to |
| Service isn't tangible. The shopper can't touch it. | | | | send. |
| He can't measure it. | | | | You want the customer to have confidence in |
| When a customer evaluates your services, he | | | | you. To trust you. Believe you to be organized, |
| evaluates how he feels about it. And much of | | | | knowledgeable, and approachable. |
| how the customer feels about the interaction is | | | | What would your cash wrap look like if it sent |
| based on the selling environment. The things he | | | | that message? |