My neighborhood Kroger is about to complete a months-long (and very disruptive) renovation. When it’s finished, though, it will be a much-improved store, with roomier departments, more self-checkout lanes, expansive bakery and prepared-food sections, with better lighting and upgraded aisle signage.
Of course, most shoppers won’t notice the lighting, signage and higher-end materials. They’ll just feel they’re in a nicer, more inviting store. That’s the thing about store design. We scour the details, but in the best instances they’re invisible to shoppers. Shoppers just need to feel better.
And Kroger shoppers will, if they can get past the sighing and eye-rolling of the store’s very own employees. “Hey, the store is looking really nice,” I said to one. “Yeah?” she shrugged. “It feels like a big mess to me.”
For months, I’ve overheard Kroger employees complain to customers about the confusion, noise, disruption, relocations, expansions, contractions, how long it was all taking.
Across the street, my neighborhood Target just finished its own months-long renovation. Unlike Kroger, it closed its doors for the duration. When it reopened, it was brighter, more modern, more pleasant. Tell a Target associate how nice the store is and you’ll get an entirely different reaction. “It is beautiful, isn’t it?” one enthused. “We’re very proud of it.”
Maybe it’s because Target closed during the renovation and Kroger didn’t. So maybe the Target associates didn’t have to answer endless questions about “where are the cosmetics now?” and “when will all this be finished?” Or maybe Target just educated its associates better.
VMSD interviews store designers and planners all the time about their extensive efforts to create the best possible shopping experience. Does any retail executive ever consider how all that investment can be undermined by the negative vibes from the store’s own employees? Does anyone consider a training program so store employees can put the best possible face on change – for themselves as well as for their customers? A better workplace just has to make them feel better, too. All kinds of productivity studies reinforce that point.
My neighborhood Walmart is about to renovate. Tape is already closing off part of the parking lot. “Looks like a renovation,” I said to the woman checking out my purchases. “Yeah,” she said, her eyes rolling in her head. “I’m dreading it.” “Well,” I said, “in the end, the store will be nicer.” “Maybe,” she shrugged.
Yeah, maybe. Maybe Walmart ought to close during the renovation and give its employees a break. Or maybe it ought simply to train them on how to make shoppers, and themselves, appreciate the change.