Steven Marshall en Management Consulting, Directors and Executives, beBee in English Owner • Steve Marshall & Associates, LLC 1/12/2016 · 5 min de lectura · +700

Be Careful What You Ask For...........You Might Get It

Editor's Note: Part 3 of my undercover work at a big box retailer. Read on and enjoy. As always, you can find all my blog posts from 2013 to the present on my website at

The Report Card
Now that you are all experts in retailing, especially in the Big Box marketplace arena, here is a synopsis of the report I provided to management. If you grow weary of reading at this point, I can provide you with a "spoiler alert" preview of the bottom line - the final report was not well received by management!

Now, if you are still with me, let's take the success factors I outlined last week and let you take a look at them by the grade I gave each of them.

Be Careful What You Ask For...........You Might Get It1. Store Factors - "C+" Let's face it; most big box stores are very dull in their interior accouterments. The two stores I studied, although 26 years apart in their construction, were no exception and, if anything, they were both very plain. The net result was that, if they are assuming that (a) people know what they want and (b) don't want to spend any more time than is necessary in this store, then they succeeded.

2. Service Factors - "D-" Here's where lack of employee engagement plays a significant role; I was told that annual employee surveys were done at each and every store in the chain and employee engagement always measured in the 85% range! This statistic was a big surprise to me as it ran contrary to what I experienced working there and to what Gallup Polls have found since 2000. Gallup's results show that 70% of American workers are disengaged from their work, while only 30% are fired up about what they do to make a living, and none of them work in a big box store. (The VP also quoted me a similarly high rating from the annual customer satisfaction surveys.)

I inquired about the methodology used to ascertain these remarkably positive results and was told that it was administered by the parent company through their website, and, while it was anonymous it had an incentive attached to it for employees filling it out and returning it (online). This was the same methodology used for accumulating customer satisfaction scores; in that case, it was part of every paper receipt that customers received that instructed them to go to the company website to complete a customer satisfaction survey and enter to win a cash prize.

I pointed out the two flaws in these approaches to gathering data. The first was, that, since the survey was sent to each employee by the parent company, then the issue of trust and confidentiality would be in question, and second, the cash incentive would also skew the results.

"Set the Wayback Mach