Braga Wear operates a chain of luxury men’s clothing retail stores across the United States. It has been aggressively opening locations in new markets but has had a challenge in finding sales associates with the right fit and skill set.
Its flagship store in Toronto opened six months ago and sales budgets have not been met. The strategy for the flagship store is to sell high ticket items such as suits, formal wear, shoes and designer label items but analysis has shown high turnover in lower priced items. This store is important as it is the first in Toronto. Opening was hastened: Braga Wear’s President insisted that the store be opened before Toronto Fashion Week. As a result, the store opening was on an accelerated path … such as, finalizing sales strategy and budget, merchandising mix, the operations, and HR related activities.
The pool of sales associate candidates was large; everyone in local retail had heard about the luxury brand and its success in the United States. Jason, the store manager was recruited from Havana Wear, a fast fashion retailer. He has a successful track record of hiring high performing sales associates and took many of his Havana Wear team with him to Braga Wear. Again, because of tight timelines, there wasn’t enough time to conduct any training prior to the opening.
Turnover during the first year was low as the associates were obsessed with the mystique of the brand and its local potential. On her market visit, Jennie, the HR VP, visited the flagship store to meet the team. “It’s just been non-stop since the pre-opening,” Jason told her catching his breath, “We’ve been so busy getting the store ready and pushing sales that I haven’t even had a chance to attend corporate orientation yet.”
During a small group meeting with sales associates, Jennie wanted to learn about the latest fashion trends in Canada and what were the best selling items. Everyone avoided eye contact and mumbled various answers half-heartedly. “Surely the customers in your client books should be able to give you some data?” She asked. Jennie sighed at the confused looks she got from the group.
Upon her return to Braga Wear Corporate office, Jennie was asked to summarize her thoughts to senior management in a Digital Report presentation.
After reading and reviewing Chapter 3 (8th ed.), on the Needs Analysis Process, answer the following questions in details using a Digital Report format:
1. WHAT – Discuss the performance issues at Braga Wear (REMEMBER: Do not summarize any solutions at this stage). There are 3 lenses to conduct a needs analysis: Organization, Task, and Person (refer to Needs Analysis Process, Figure 3.1, 8th ed.). (a) Analyze the performance issues of Braga Wear from these 3 perspectives. (b) Determine which one(s) are the main focus or gap (this will help you plan for solutions (in part 3).
2. WHY – Determine the root cause(s) of Braga Wear’s performance issues. Use the Barrier to Effective Performance Table (Human, Technical, Information, Structural – Table 3.2 in 8th ed.) to determine the most relevant issues to this case?
3. SOLUTIONS – Diagnose the performance issues with solutions related to the root cause(s) identified above. In your prescription, make specific recommendations to the Toronto flagship store.
4. If a training objective is a statement of what trainees are expected to be able to do after a training program, a) provide 1 (one) training objective you would consider presenting in a training program for employees at Braga Wear? b) What content would you include in a training program for the employees at Braga Wear?
Sample Answer
Sample Answer
Digital Report: Analysis and Solutions for Braga Wear’s Performance Issues
Executive Summary
This digital report aims to analyze the performance issues at Braga Wear, a luxury men’s clothing retailer, specifically focusing on their flagship store in Toronto. By examining the organization, task, and person lenses of the needs analysis process, we have identified key performance gaps. The root causes of these issues have been determined using the Barrier to Effective Performance Table. Based on these findings, we have developed specific solutions and recommendations to address the performance issues and improve the store’s sales performance.
1. Performance Issues at Braga Wear
a) Analysis from Organization, Task, and Person Perspectives
Organization Perspective:
Sales budgets at the flagship store in Toronto have not been met.
High turnover in lower-priced items indicates a challenge in achieving desired sales targets.
Task Perspective:
The sales strategy and merchandising mix may not align with the local market demands and trends in Toronto.
Lack of training and corporate orientation for the store manager and sales associates.
Person Perspective:
Insufficient knowledge of the latest fashion trends and best-selling items in the Canadian market.
Confusion and lack of data from client books suggest inadequate customer information gathering.
b) Main Focus or Gap
Based on the analysis, the main focus or gap at Braga Wear is in the task perspective. The sales strategy, merchandising mix, and lack of training are contributing factors to the underperformance of the flagship store in Toronto.
2. Root Causes of Performance Issues
After referring to the Barrier to Effective Performance Table, the following root causes are relevant to Braga Wear’s performance issues:
Human Barrier: Lack of training and orientation for the store manager and sales associates.
Information Barrier: Insufficient knowledge of fashion trends and customer preferences in the Canadian market.
3. Solutions for Braga Wear’s Performance Issues
To address the root causes identified above, the following solutions are recommended for Braga Wear’s flagship store in Toronto:
Provide Training and Orientation:
Conduct comprehensive training programs for both the store manager and sales associates to enhance their skills and knowledge.
Include modules on customer service, product knowledge, fashion trends in Canada, and effective selling techniques.
Market Research and Analysis:
Conduct market research to understand the local fashion preferences and trends in Toronto.
Utilize customer surveys, focus groups, and data analytics to gather insights on best-selling items and customer preferences.
Refine Sales Strategy and Merchandising Mix:
Based on market research findings, adjust the sales strategy and product offerings to meet the demands of the Toronto market.
Ensure that high ticket items such as suits, formal wear, shoes, and designer label items align with local preferences.
4. Training Objective and Content for Braga Wear Employees
a) Training Objective: Enhance Product Knowledge and Selling Techniques
Trainees will be able to effectively communicate product features, benefits, and differentiators to customers while utilizing persuasive selling techniques.
b) Content for Training Program:
Overview of Braga Wear’s product offerings and brand ethos.
Detailed product knowledge sessions covering various categories such as suits, formal wear, shoes, and designer label items.
Role-playing exercises to practice effective selling techniques and handling customer objections.
Customer service training to develop skills in building rapport, active listening, and personalized recommendations.
Conclusion
By addressing the performance issues at Braga Wear’s flagship store in Toronto through comprehensive training programs, market research, and refining their sales strategy, the company can overcome challenges related to sales targets and turnover. Focusing on enhancing product knowledge, selling techniques, and understanding local market trends will enable Braga Wear to improve its sales performance and establish a successful presence in Toronto’s luxury men’s clothing market.
