Also in this series:
- Omnichannel: New service buzzword, same service problems
- Making the impossible possible: How to build an omnichannel strategy
- What are the technology secrets of successful omnichannel service?
- How do you tune your internal processes for omnichannel?
- How B2B brands can be omnichannel businesses too
- Five ways to create an omnichannel shopping experience
Much has been written about the changes need to execute omnichannel, but little about the need for an evolution of people.
A new type of sales person is required for the omnichannel age. They are empowered, passionate actors who provide more than an ability to close deals. They shape the experience that your customer desires and are the physical personification of your brand. They are just as important in B2B as they are in B2C retail. Whilst much has been written about the technology, marketing and C-suite changes needed to execute a winning omnichannel strategy; very little has been discussed about the need for an evolution of frontline sales people. Allow me to start the discussion and speak for the [sales] people...
Delivering the experience through people
In order to best serve customers who are happy to swap channels at a moments notice, sales and store staff need developing along five dimensions as set out in diagram 1.
Diagram 1: Omnichannel store staff and sales improvement dimensions
- Knowledge: Specific product knowledge is vital. So is an understanding of competitor products and value propositions. If the representative in front of the customer can't explain it then the customer can find out for themselves at home or via their mobile. Obviously even the best store person or sales rep isn't going to know everything. Therefore mobile and easy to access knowledge management systems are an absolute must.
- Passion: Store staff and sales reps need to be passionate about creating the brand experience. Customer experiences need to vary depending on what the customer wants. When I'm fuelling my car I want the experience to be fast and efficient. However, if I'm in the Lego store with my family I expect the experience to be engaging and memorable. Similarly, if I'm in the market for a multi-million pound CRM project, I expect the experience to be simple, professional and collaborative.
- Tools: Based on the knowledge requirements, do your reps have the right tools available to them? Can they check prices and stock availability instantly? Can they look up the price on Amazon and then make a counter offer based on the customer's profile? Can they allow the customer to purchases on the spot rather than having to join the end of a queue?
- Role: When you walk around Disney's theme parks you'll notice signs saying "Cast Members Only". Whether they're dressed as Cinderella or sweeping horse poop after the parade, each "cast" member is an actor in the visitor's experience. People who represent your brand need to understand that they're part of a broader omnichannel experience and how to fulfil their role in it.
- Measurement: Controversial as this may sound, it is unfair in the omnichannel age to measure sales people on sales alone. Particularly when there are competing digital transaction routes available. Instead, measures need to relate to efficiency, ability to create positive experiences, quality of demonstration or contribution to other channel sales.
Primarily I write about digital, innovation and marketing. This topic touches each of these points. Digital is the cause of the change. We live in an age of hyper-connected consumers. Innovation is applied through the harnessing of technology to improve the knowledge and abilities of sales reps. Finally, marketing is the matching of market expectations with the assets and capabilities of the business.
In this instance, human resources is the primary agent of change. For frontline staff to achieve the five dimensions above, HR must shape a new training, rewards and recruitment regime. Change is never easy and is complicated further by the emotional issues of reshaping job roles. It is my belief though that frontline staff will leap at the opportunity to be recognised as a crucial part of the experience.
Diagram 2: Old vs New world - the effect of omnichannel on sales people
The transition from the Old to the New world of Omnichannel (diagram 2) is not about automating or reducing frontline staff. It's about empowering them to be the best customer agents they can be through training, information and tools. It should allow them far greater flexibility, personality and creativity in their roles.
Innovate to avoid disruption
New technology increases the hazard of disruption in markets. Fact.
The technology that allows omnichannel experiences is here and is becoming ubiquitous. Harnessing this technology is the most effective way to deal with the threat of disruption. What better place to start with this adoption of technology than at the coalface where your sales reps or store staff are transacting but creating experiences.
Omnichannel should offer the customer the same experience across all channels (diagram 3). Now is the time to bring physical sales up to par with the information and price comparison offered by web-based channels.
Diagram 3: Omnichannel should offer the same experience regardless of channel choice
David Sealey is passionate about disruptive innovation through digital technologies and marketing. He works for Capgemini UK's Digital Services team designing enterprise level marketing, experience and service solutions. You can connect with David via LinkedIn and Twitter.