2. IIHT‐ Friedman Group
Harry J. Friedman
founder & CEO
• Founded in 1980 by retail authority Harry J. Friedman, to provide retailers
with affordable ways to professionally train and manage their people to
produce more sales and deliver better customer service.
• The Friedman Group is now the largest and most sought‐after retail
consulting and training organization in the world, with thousands of retailers
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using its training and management systems everyday.
• Every Friedman Group training program contains valuable information and
techniques that are the result of working in the field every day for the past 30
techniques that are the result of working in the field every day for the past 30
years, solving problems and generating sales for our client partners.
• IIHT‐Friedman Group is a joint‐venture business, head‐quartered in
Bangalore, servicing Asia, Africa and the Middle East. We offer on‐site
Bangalore servicing Asia Africa and the Middle East We offer on site
consulting and training; customized training programs; public and private
seminars, video and audio programs, webinars, books, manuals, private
speaking engagements etc., that each year deliver millions of dollars in sales
speaking engagements etc that each ear deliver millions of dollars in sales
to retailers globally
4. Is a “retail‐only” consulting and
IIHT‐TFG training company – a thought‐
i i h h
leader in retail
Has worked with retailers of all
sizes and formats across 12
international markets for nearly
30 years.
Understands pain‐points of
retailers worldwide.
Global retail wisdom customized
to country‐unique solutions.
country unique solutions.
5. IIHT‐Friedman Group services in India
Consulting & Managed Services
Retail Open Retail Knowledge
Partnership (B2S) Training (B2B) An outsourcing model
Academy (B2C) that provides retailers
Consulting and training
A Retail Academy for
A R t il A d f Retail Resource
Retail Resource with Store‐ready
with Store ready
solutions in areas of
aspirants to take Repository (RRR) ‐ a manpower that are
retail operations; sales
customized programs knowledge anchoring First Day, First hour™
and customer service
that will equip them initiative for retail productive
for large and SME
with skills required for
with skills required for management education
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retailers
careers in retail.
6.
7. • The Friedman Group offers
consulting strategic and tactical assessment
and tactical assessment
of your retail operations
30 years of consulting &
30 years of consulting & • Helps you align your retail
Helps you align your retail
training
operations with your
All sizes & formats of organization strategy and
organization strategy and
retail
financial goals
Consultants and trainers
who are / have been
who are / have been • Develops a road‐map for your
Develops a road map for your
retailers with grass‐root organization to get to where you
understanding of the want to be
industry
• Provides a wide array of
Offices in 12 countries consulting and training solutions
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Millions of satisfied to bridge the gap to achieving
retailers
your goals.
8. Business Multi‐level Staff
Consulting &
Training (B2B) Improvement Audit evaluations
Consulting and
l d
training solutions in
areas of retail
operations; sales
and customer
g
service for large
Job Description & Organizational
and SME retailers
Documentation Design
Policy and Procedure C
P li dP d Compensation
i
Documentation Planning
Accountability
Structures and
Systems
9. Business Interviews with staff and
Improvement Audit
I t A dit management t
Store visits & mystery shopping
Two to five day interface
Two to five day interface
with the retailer Review of sales statistics; MIS
An assessment of current standards
and systems in practice
Concludes with a debriefing of IIHT‐
TFG findings
Recommendations
Custom Training content
development
10. Job Description & Each one in the system knows
Documentation
i What to do? and How to do it?
Design clear, clean and
Design clear, clean and
Helps in setting expectations
easily understandable and accountability for each
job description for your individual
d i l
store and managerial Easy to measure performance
staff
Helps in setting KRAs and
appraisal mechanisms for
incentivizing your staff.
11. Policy and Procedure We will design a comprehensive,
Documentation up‐to‐date policy and procedure
t d t li d d
manual that helps:
Is a process of
Is a process of Eliminate inconsistencies;
Eli i t i it i
scientifically
assumptions and just plain guesses
documenting
Who should do What?
Install progressive discipline and
Install progressive discipline and
When? make everyone accountable for
Why?
Why?
their own actions.
How? & Can be easily communicated and
Where?
Where?
uniformly implemented across
geographies
in a retail store.
Helps in quick indoctrination of
new hires
12. Accountability Our proprietary system creates a
Structures and
Structures and highly accountable sales floor.
highly accountable sales floor
Systems The performance indicators for
Your store s
Your store’s each individual is extensively
each individual is extensively
performance is only as
tracked in ways that go far
good as the sum of the
f f ll h
performances of all the beyond traditional retail sales
beyond traditional retail sales
individuals working on tracking systems.
the floor. We help you identify the why:
We help you identify the why:
When someone is not Why your cumulative and
contributing what they individual sales numbers are
should; do you know what they are; and more
why?
importantly, what you and your
managers can do to improve
them.
13. Multi‐level Staff We can assist you in using your
evaluations
l i existing evaluation criteria; help
i i l i i i h l
you improve it; or create a new
Do you have established
Do you have established criteria based on your unique
criteria based on your unique
performance
structure and operational culture.
benchmarks for
h h
everyone on the shop‐ We will help you set and analyze
We will help you set and analyze
floor? management‐level benchmarks for
Does it offer an
Does it offer an categories such as quit‐to‐fire
categories such as quit‐to‐fire
objective platform for employment ratios; percentage of
analysis and evaluation
fully trained staff; as well as
fully trained staff; as well as
of each one’s
performance? universal evaluation criteria, such as
adherence to company and store
p y
standards and achieving sales
goals
14. Organizational IIHT‐TFG can perform a business
Design
D i “Check‐up” to assess your
“Ch k ”
current organization structure
Is your organizational
Is your organizational
structure supporting or
and map it to your company
d i
defeating a high‐ vision and mission.
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performance, sales‐ Provide you a road‐map of how
driven culture?
the organization has to scale up
Do people wear many
Do people wear many
hats; hold many to get to where you want to be?
responsibilities and Help you with goal‐setting as
py g g
often end up applying
quick fixes to keep the
part of your regular strategic
operation running?
operation running? p
planning exercise.
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15. Compensation It is not always a matter of
Planning
Pl i having to pay more—but
having to pay more but
understanding how to most
Does your compensation
Does your compensation strongly correlate rewards with
strongly correlate rewards with
planning allow you to desired behaviors.
attract and retain the
b l ?
best people? After all the best compensation
After all, the best compensation
Are you able to maintain
plans directly reward the
a strong sales driven
a strong sales‐driven p f
performance of each individual
culture? while also being fair and just to
the rest of the team.
We use our extensive experience
to ensure changes you make in
this highly sensitive area deliver
the results your desire.
16.
17. Set learning objectives and
training identify the most appropriate
identify the most appropriate
format for training ‐ instructor‐
Designed to build a staff
Designed to build a staff led; class room; on the job;
led; class‐room; on‐the‐job;
of motivated, willing mentoring etc.
and highly skilled team
b h d li
members that deliver Develop courseware; learning
courseware; learning
sales growth. aids; media production; online
development etc., to ensure a
p ,
robust and complete training
product.
Create practice opportunities to
ensure skills are retained long
after the training program is
completed.
18. Sales Training Product Knowledge Zonal and Regional
Training
T i i Management
Management
Training
Gold Star Selling™
Gold Star Selling™ Cashiering &
Cashiering & Online Learning
Online Learning
Customer Service Solutions
Training
Project Gold Star™ Store Operations Blended learning
Training Solutions
Team Selling™ Store Self Track™
Management Proprietary
Training Training
Satisfying Difficult
Satisfying Difficult
Customers™
19. Sales Training Systematic approach to
completing a sale
l i l
Semi custom or tailored
Semi‐custom or tailored
Ensures salespeople have the
programs for: right tools and know when to use
New Employee them to turn ‘shoppers’ into
Certification ‘buyers’
Sales Training Reduced training time of new‐
Advanced Sales Training hires
Personal Trade
Dramatically reduce attrition
Product Knowledge
P d tK l d
Customer Service Formal and uniform system of
Professional Sales
Professional Sales training across all geographies
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Certification Programs More conversions & increased
Team Sellingg average ticket sizes.
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20. Gold Star Selling™ Customers today are more
informed than they were a few
informed than they were a few
years back.
They may know as much or even
They may know as much or even
more about a product than your
salespeople
salespeople.
Customers demand information
relevant to their needs, wants
relevant to their needs wants
and desires, from professionals
they can trust
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This 8‐step proprietary program
imparts highly effective tools to
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enhance shopping experience
and win customers for life.
21. Project Gold Star™ Shifts business focus from being operations‐
oriented to being high performance sales
oriented to being high‐performance sales‐
oriented.
Imparts recruiting, interviewing and hiring
Provides a blueprint for
Provides a blueprint for techniques to help attract and retain the right
techniques to help attract and retain the right
developing a high‐ people ‐ increased employee motivation, pride
performance Retail and professionalism.
O i i
Organization Provides an organized system for training new
and existing staff.
Key metrices simplify analyzing store
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performance.
Detailed sales statistics makes each staff
member accountable ‐ helps identify coaching
member accountable helps identify coaching
needs.
Establish non‐negotiable standards of
behavior; increase discipline, improve
customer service.
Increase sales dramatically.
Increase sales dramatically.
22. Team Selling™ Salespeople may give up too
quickly to resistance from
to resistance from
customers
How many customers
How many customers They may not see the actual
They may not see the actual
have walked out of your opportunity for making a sale when
store empty‐handed, they encounter
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even though there was a /
resistance/hesitation
way to satisfy them by
Or just don’t make a connect with
selling something to
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them?
the customer not because of the
th t tb f th
salesperson but because of the
customer s prejudice
customer’s prejudice
Should all this cause you to lose
sales?
Is there a way to sell to every
customer, as a team?
23. Satisfying Difficult It’s better to adopt a positive
Customers™
C ™ attitude towards difficult customers
towards difficult customers
You can still sell them something
Difficult customers are a Although you wish some of your
Although you wish some of your
fact of life for every
retailer… difficult customers had never
stepped into your store…they are
pp y y
They may have a
better than having NO customers at
genuine unaddressed all
problem Never mind who’s wrong – A
dissatisfied customer is a potential
They may just be venting
They may just be venting threat to your business.
threat to your business
their frustration Get your salespeople to handle
these extremely delicate situations
these extremely delicate situations
They may simply be and be successful in service‐
unreasonable
recovery
24. Product Knowledge Ensures thorough, consistent and
Training professional training on your
professional training on your
products.
Product knowledge is
Product knowledge is How to translate product features
How to translate product features
the key to gaining into benefits and make emotional
customer’s trust connections that cause customers
to buy.
Brings a product to life Show salespeople “how and why”
and help salespeople to
and help salespeople to they should use product knowledge
th h ld d tk l d
develop an emotional to express instead of to impress
connect with the
Avoid the five reasons that keep
the five reasons that keep
merchandise
new hires and veterans from
effectively using their product
ff y g p
knowledge
25. Cashiering & New Employee Orientation &
Customer Service
Customer Service Training
T i i
Training
Helps assess customers
Helps assess customers’
How to overcome “No thanks,
expectations of service I’m just looking”
and exceed them. Handling Difficult Customers
g ff
Helps create pleasurable
Loss Prevention
customer experience
customer experience Building Customer Loyalty
Building Customer Loyalty
and build long‐lasting
relationships.
26. Store Operations Standardize your rules to maintain
consistency and order
consistency and order
Training
T i i
Develop a system for documenting
Does your store have a
Does your store have a
and easily updating your policies
and procedures
d d
well documented
procedure manual End random decision making and
d ili ll i i i
detailing all activities spur‐of‐the‐moment policies
spur of the moment policies
from store opening to Eliminate the "no one ever told me
store closing?
g that" excuse
Guarantee that all new hires are
properly trained and held
Does your store policies accountable
and procedures foster
smooth store Enhanced comprehension and
operations?
ability to perform operational tasks,
whether CSA level or store
manager
27. Store Management Replace ‘Fire‐fighting’ with
Training active Management
active ‘Management’
Develop managers to motivate,
train and coach salespeople on
train and coach salespeople on
all aspects of the store.
Helps objectively evaluate and
Helps objectively evaluate and
hold each individual & store
accountable for its performance
for its performance
Instill the discipline necessary to
uphold company standards
uphold company standards
Provide managers at every level
an action plan to deliver sales
an action plan to deliver sales
Organizational increases
values
28. Zonal and Regional Imparts effective tools and
Management
Management techniques to your Zonal and
h i Z l d
Training Regional managers for:
Are your Zonal and
Are your Zonal and
Regional managers Multiple Store Supervision
playing ‘company Strategic & Tactical Planning
li ffi ’
compliance officers’
instead of motivating
Model Store
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your teams to become a Time Management
g
high‐performance sales Resource allocation ‐ manpower
organization?
Planning
Leadership Skills
29. Online Learning Trainees can learn and review
Solutions
S l i lessons at their own pace at store
l h i
locations.
For training needs that:
For training needs that:
are real‐time critical Online learning comes with
robust & challenging series of
spread over diverse retention and skill development
geographies testing situations.
Role plays, simulations, optional
eliminate down‐time of
endings and other exciting
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store‐staff
t t ff
interactions make learning both
exciting & oriented to real‐world
g
environment.
30. Blended learning Online learning may not be
Solutions
S l i appropriate for all situations.
i f ll i i
Blends online learning
Blends online learning
We can deliver a blended training
with conventional program seamlessly across online
training methodologies and hands‐on modes.
Reduces Total Cost of Ownership
Shrinks Time
Uniform delivery across
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geographies
31. Self Track™ Self Track™ learning uses
Proprietary Training
Proprietary Training “Checksheets” ‐ a structured
Checksheets ‐ a structured
system that checks comprehension
Different people learn at
Different people learn at y pp y g
and ability to apply learnings to
different paces and have situations “Checkouts”.
different levels of Each checkout requires successful
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comprehension completion of exercises, essays, role
plays, demonstrations or other
Students tend to
Students tend to feedback methods, before students
feedback methods before students
memorize what they are allowed to move on to the next
need to know to pass a step.
p
test/evaluation. An acceptable level of
comprehension is in‐built into this
Learning is usually not system to ensure that learning is
retained beyond the test sequential and well founded.
32. Managed Services Just share your store expansion
plans with us and let us get you
plans with us and let us get you
the right people – fully trained
A unique solution for
A unique solution for Working on your specifications,
Working on your specifications
retailers of all formats to
we bring our unique Hire, Train
source First‐day, First
h ™ d i ff
hour™ productive staff; and Deploy (HTD) model to
and Deploy (HTD) model to
fully trained in the highly supply you store manpower
rewarding TFG systems.
g y across India; fully trained in all
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required skills to be First Day,
First hour™ productive.
TFG will train them on:
Soft skills; etiquette, language etc.
Managed Services
An outsourcing Company values; policies & procedures.
Company values; policies & procedures
model that provides
retailers with Store‐ Product knowledge; selling & customer service
ready manpower
…Unique to your store brand
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33. Thank you
Yatish Chandrasekhar Abhijeet Singh
Abhijeet Singh
Vice‐president Business Manager
yatish.chandrasekhar@iihtfriedman.com abhijeet.singh@iihtfriedman.com
+91‐9945546746 +91‐9740031858
IIHT‐ Friedman Group
# 54 | 4th Floor | Sri Lakshmi Complex,
St. Mark's Road | Bangalore‐560 001 |
India
+91‐80‐41367755 | f: +91‐80‐41367711
