Test the organisation's response to in-store customer experience under conditions that are less than ideal.
Building Strategies to Improve the Customer Experience in Physical Stores
A senior-level treatment of in-store customer experience, focused on what changes outcomes.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Discounting solves a problem in in-store customer experience today and creates a larger one next quarter. Most disappointing results in the practice within marketing and commercial practice trace back to an audience defined too broadly. It is written for people who have to make this area of marketing and commercial practice work with the resources they already have. It concentrates on the parts of in-store customer experience that determine outcomes and treats the rest proportionately. Mature organisations treat this aspect of marketing and commercial practice as a standing capability rather than a project that finishes. The result is the confidence to make and defend decisions about the wider marketing and commercial practice agenda under scrutiny. Most organisations already have a policy on in-store customer experience; far fewer can show it working. Sessions alternate between guided analysis of this area of marketing and commercial practice and supervised application. The final module sets out how progress on the marketing and commercial practice discipline will be evidenced six months later.
Expected Learning Outcomes
Protect the brand while pursuing short-term targets in in-store customer experience.
Measure customer lifetime value arising from in-store customer experience, not first-order revenue.
Communicate the purpose of in-store customer experience to those who have to comply with it.
Set measurable objectives for in-store customer experience tied to revenue rather than reach.
Build the content that moves a buyer through in-store customer experience rather than merely informing them.
Verify that improvements to in-store customer experience have held six months after they were introduced.
Who Should Attend
Retail and channel managers executing in-store customer experience in the field.
Marketing managers responsible for in-store customer experience.
Newly appointed managers taking on in-store customer experience for the first time.
Agency and consultancy staff supporting clients on in-store customer experience.
Commercial analysts measuring performance of in-store customer experience.
Coordinators responsible for keeping records and documentation of in-store customer experience current.
Course Modules
In-store customer experience: positioning and the honest claim
2 sessions · 8 pointsSession 1Comparing in-store customer experience with recognised practice
- Build the competence framework that supports in-store customer experience.
- Check that in-store customer experience still works when volumes rise unexpectedly.
- Benchmark the organisation's in-store customer experience against comparable operations.
- Review whether short-term tactics on in-store customer experience are damaging the brand.
Session 2What has to be agreed before work on in-store customer experience starts
- Prepare the response for the most likely failure in in-store customer experience.
- Define qualification criteria that disqualify quickly in in-store customer experience.
- Rank the weaknesses in in-store customer experience by consequence rather than by ease of fixing.
- Review whether in-store customer experience is aligned with the objectives of the commercial team.
In-store customer experience: the customer journey and decision points
2 sessions · 8 pointsSession 1Protecting the brand while hitting targets on in-store customer experience
- Agree the smallest change to in-store customer experience that would be visibly useful.
- Assign responsibility for keeping documentation of in-store customer experience current.
- Write the positioning claim for in-store customer experience and test whether a competitor could say it too.
- Choose the next segment for in-store customer experience and state why it is next.
Session 2Where the buyer actually decides on in-store customer experience
- Set objectives for in-store customer experience in revenue terms with a timeframe.
- Draft the minimum viable go-to-market plan for in-store customer experience.
- Select channels for in-store customer experience based on evidence, then cut the rest.
- Document the sales process for in-store customer experience so a new joiner can follow it.
In-store customer experience: retention, loyalty and lifetime value
2 sessions · 8 pointsSession 1Choosing channels for in-store customer experience on evidence
- Distinguish symptoms from causes when in-store customer experience underperforms.
- Compare cost of acquisition against value in in-store customer experience.
- Set the discount authority for in-store customer experience and require justification.
- Remove steps in in-store customer experience that add effort without adding assurance.
Session 2Defining the audience for in-store customer experience narrowly enough to matter
- Agree what will be standardised in in-store customer experience and what will not.
- Agree the attribution model for in-store customer experience and state its known limits.
- Structure pricing for in-store customer experience against perceived value.
- Build the content that answers the buyer's real question about in-store customer experience.
In-store customer experience: pricing, value and discount control
2 sessions · 8 pointsSession 1The handover between marketing and sales in in-store customer experience
- Record what was learned when in-store customer experience did not go as planned.
- Anticipate the objections in-store customer experience will raise and prepare the answers.
- Establish who is informed, consulted and accountable in in-store customer experience.
- Reduce the variation in how in-store customer experience is carried out between teams.
Session 2Testing in-store customer experience before relying on it
- Map the decision journey for in-store customer experience and mark where the choice is actually made.
- Measure lifetime value from in-store customer experience, not just first purchase.
- Script the three most common objections in in-store customer experience and the responses.
- Build the report on in-store customer experience that answers whether to spend more or less.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
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