There’s no question that offering value-added services around to in-store consumer electronics purchases is a great way to boost your bottom line and increase revenues. On-demand installation services are no exception to this rule. They provide useful addition for the customer, improving their perception of your brand, while adding little in the way of overhead costs. Additionally, as customers’ service requirements grow and change, they become more accustomed to the preferential treatment value-added services give them. There’s really no way to lose.
But there is one problem: as any retailer knows, getting employees on board can be an additional challenge. It’s hard to figure out ways to bring your employees into the fold and to make them see the value-added services for what they really are. We’ve assembled some tips to help you on your way.
Get them fully on board
The most important way that an employee can be involved in the sale of value-added services is by truly believing in their value. If they themselves see why someone would buy something, they’re much more likely to recommend it to a customer. So take some time to explain the concept behind offering the on-demand tech support—what does it give to the business? What does it give to the customer?
In the case of Mila, one concrete benefit any employee of an electronics retailer will be able to appreciate is the help to the customer. Remember: technology is complicated, and a lot of people don’t feel comfortable around it. If customers have access to help setting up and installing their new tech, they’re much more likely to give up and return it, or worse, come to the store and complain. For the customers who do end up coming back to the store, employees now have a service they can sell to the customer to help them keep the tech they already bought. It’s a win-win.
Get them on board—again
OK, this paragraph might feel a bit meta, but repetition is important. Repetition is important. Make use of every chance you get to remind your employees about the new value-added service. It’s always surprising to realize how often “non-compliance” can be reduced to employees being wrapped up in habit and simply forgetting about new store initiatives. That’s why repetition is important.
Let them try it
Of course, it’s tough to convincingly recommend something if you haven’t experienced it yourself. That’s why one of the best ways to get employees on board with a value-added service is to let them try it. So why not give away some vouchers for the on-demand tech service? Let your employees schedule a repair or installation of some new tech and let them feel the product benefits personally.
Even if there are a few people who don’t take advantage of it, the benefits can still spread to them as well. After a few people have utilized their vouchers, invite employees to another quick meeting and let those people talk candidly about their experiences with the service. This way, you quickly bring everyone on board.
Make it fun
If your shop has multiple locations, you can always try some friendly competition to liven things up. Perhaps different branches compete to see who can sell the most on-demand crowd service packages in a given month, or perhaps it’s a recurring monthly competition. Obviously, it’s better if you give real prizes—a pizza party, gift certificates, merchandise, or an employee outing are all options.
If your store is large enough, you can even have intra-store competitions between different teams of employees. The point is making it interactive and letting your employees feel that they have a stake in the success of the initiative.
Incentivize, incentivize, incentivize!
Of course, the best way to make your employees feel like they have a stake in the success of your promotion is by actually giving them a stake in the success of the promotion. That’s right: if there’s one way to involve your employees, it’s putting money on the line. Specifically, yours. You can organize this any way you desire. One way would be to make it a monthly competition within the store, with the employee who sells the most promotional packages being eligible for a bonus on their salary.
But more effective would be abandoning the winner-takes-all contest model and going for a staged approach, where the bonus is related directly to the number of packages an employee sells. It doesn’t need to be complicated: even something as simple as giving them a commission on on-demand service packages sold can be enough, and it’s a lot easier for everyone to understand.
But one of the most important benefits of this approach goes beyond your bottom line. Sure, it’s the best way to sell more units of your value-added services. But more important than that is what it communicates to your employees: you value them, you value their work, and you value their contribution to your company. When employees feel valued and appreciated, they are willing to work and participate in other promotional services that you might need them to become involved in.
Get them involved—and keep them involved
Without employee participation, it’s impossible to sell value-added services. Bringing your employees on board can make or break a successful initiative, so it’s best to do it right. We’ve assembled some ideas about how you can really get employees really thinking about your initiatives and figuring out the best way to fulfil them.