Developing Japan’s Sales Associates Who Delight Customers Most

「On the operating front, we strengthened the activities of the VMD and Service Improvement Committee, comprising store representatives and area managers, with the aim of improving customer satisfaction. In addition to promoting the sharing and rollout of successful examples through internal tools, we worked to raise overall customer service capabilities and service quality by setting monthly recommended products, continuing to distribute training videos on product knowledge and coordination, and improving motivation through the incentive program for high-performing staff.」

「We also worked to improve customer service standards by sharing the knowledge of high-performing staff and distributing training videos on new products.」

「We also worked to improve customer service standards by sharing the knowledge of high-performing staff and distributing training videos on new products.」

「We formed teams of staff with strong customer-service skills and reviewed the customer-service manual.」

「In addition to measures such as strengthening the operation of the Style Coordinator system, we held internal briefings on policies and products to improve employees' understanding of company-wide policies, share product knowledge and raise motivation.」

「In sales, the company distributed videos of sales techniques used by staff with strong customer-service skills to all stores, seeking to improve customer-service standards. In addition, strengthening the operation of the Style Coordinator program, which began in May, raised the rate of sales of coordinated sets, and average customer spend at existing stores exceeded the previous year.」

「In sales, the company worked to improve customer service by enhancing the Style Coordinator Points program and distributing customer-service videos featuring top performers in outfit coordination sales.」

「In sales, to raise the standard of the in-store sales structure, the company produced videos centered on a series of customer-service techniques demonstrated by advanced order-suit sales staff and set programs according to individual results. As a result, sales volume in the fourth quarter exceeded the previous year, among other achievements.」

「In sales, to raise the standard of the in-store sales structure, the company focused on staff training, including the development of video programs tailored to individual sales skills based on order-suit sales results.」

「In sales, to promote an “OMO environment” (Online Merges with Offline) in which customers can use physical stores and e-commerce seamlessly, the company distributed training videos to all stores featuring the progress of the fully remodeled タカキューイオンモール橿原店 and successful examples from stores with high OMO sales ratios, and focused on improving in-store customer service and strengthening combined sales with e-commerce.」

「In addition, to raise the level of the store sales system, we developed an educational video program based on customer feedback and a video program for new employees to learn store operations.」

「To raise the level of store sales operations, we developed a video education program based on feedback from customers and introduced a more interactive communication tool with headquarters.」

「On the sales side, to strengthen made-to-order suit sales, we worked to improve store staff capabilities by having them study sales techniques and domestic tailoring processes through in-house educational videos.」

「On the sales side, to respond to changing consumer needs, we distributed educational videos on customer service methods for selling made-to-order suits and monthly priority products for office casual wear, working to strengthen store displays and sales capabilities. We also distributed programs tailored to store needs and sought to share successful examples.」

「To further strengthen sales capabilities, we evolved the store training videos, which had focused mainly on customer-service and sales know-how, into the “Education Channel,” a video tool enhanced with content on omnichannel sales using e-commerce and programs for managers, among other topics, and focused on improving the overall capabilities of stores.」

「To further strengthen sales capabilities, we evolved the store training videos, which had focused mainly on customer-service and sales know-how, into the “Education Channel,” a video tool enhanced with content on omnichannel sales using e-commerce and programs for managers, among other topics, and focused on improving the overall capabilities of stores.」

「To further strengthen sales capabilities, we evolved the store-oriented training videos previously focused on customer service and sales know-how into an “Education Channel,” a comprehensive video tool covering omnichannel sales using e-commerce, programs for managers and other content, and focused on improving the overall capabilities of stores.」

「We continued training through the video education program to cultivate knowledge and awareness as fashion professionals, and also provided e-learning that employees could take at home during temporary store closures.」

「To strengthen frontline sales capabilities, in customer service we continued to provide video-based training to acquire product knowledge and improve customer-service skills, with the aim of developing “sales staff who delight customers more than anyone else in Japan.”」

「We continued to provide video-based training to acquire product knowledge and improve customer-service skills.」

「We continued to provide video-based training to acquire product knowledge and improve customer-service skills.」

「In sales, we continued to provide video-based training to improve product knowledge and customer-service skills.」

「On the sales side, with the aim of developing sales staff who provide customers with the most satisfying service in Japan, we have enhanced the frontline training system by regularly distributing “Talent University,” a program designed to improve customer service skills, to all stores in addition to “Product University,” a video education program for acquiring product knowledge.」

「With the aim of developing “sales staff who delight customers more than anyone else in Japan,” we are enhancing our frontline training structure by regularly distributing “Product University,” a video education program for acquiring product knowledge, and “People University,” a program for improving customer-service skills, to all stores.」

「On the sales side, with the aim of developing sales staff who provide customers with the most satisfying service in Japan, we enhanced the frontline training system by regularly distributing “Talent University,” a program designed to improve customer service skills, to all stores in addition to “Product University,” a video education program for acquiring product knowledge.」

「In sales, to develop “sales staff who delight customers more than anyone else in Japan,” we held a nationwide role-playing competition and distributed videos of the top performers’ customer service to all stores, seeking to improve customer-service skills among all staff, including part-time employees. We also launched “Product University,” an educational program using product-explanation videos, with the aim of raising product knowledge across the company.」

「In sales, to develop “sales staff who delight customers more than anyone else in Japan,” we held a nationwide role-playing competition and shared videos at all stores, using them to improve customer-service training for all staff, including part-time employees. We also created and used videos explaining product features under the “Product University” program, sought to raise sales knowledge across the company, and enhanced the training structure by subdividing store staff into more levels and establishing appropriate programs for each.」

「On the sales side, to develop sales staff who provide customers with the most satisfying service in Japan, we held role-playing competitions nationwide, streamed videos of the events to tablet devices at all stores, and used them for customer service training. We also streamed explanatory videos on the features of each product to improve sales knowledge.」

「On the sales side, as part of a customer service reform, we held role-playing competitions to develop sales staff who provide customers with the most satisfying service in Japan, while also enhancing training for part-time employees to improve customer service skills.」

「Implementing systematic customer-service training and incorporating it into the personnel system to develop “sales staff who delight customers more than anyone else in Japan”」