This boutique is one of the competitive sets we shop on behalf of our clients, with several recurring themes in ultra-luxury facilities facing clients (and lessons for others).
To set the stage, the atelier specializes in men’s and women’s clothing, and bought a men’s suit for an average ticket price of around $9,000. Generally, clients established in this market will have tickets ranging from around $12,000 to $22,000 per visit.
Our appointment lasts for over an hour and the boutique has the second highest stock selection globally, so it is considered a flagship and has resources accordingly.
I will not share 22 metric scores or full detailed findings. Only a few samples of some interesting themes.
good:
The sales associates offered a warm greeting – spreading an intimidating environment and setting an elegant and charming tone for our appointments. Product knowledge was impeccable. Given the inventory range, the detailed knowledge of all the elements was impressive. The guidance during the appointment exceeded expectations. We introduced other items that are expected to be other items during fitting and generally needed. Our sales associates were totally submissive – presenting the product with exemplary attention to every detail of grooming and product presentation. He provided an ambitious and inspirational model of how to wear these beautiful pieces.
Insufficient:
We use little or no names during bookings. This is a huge, endemic mistake we see everywhere all the time. (Inserts rant): I hear from the leader that this is “required” and “everyone does it consistently.” I never see this happening in reality, at any price. I guarantee that those people who think “my team is doing very well” aren’t – they don’t. I come to the mystery shop on one of my recent average Tuesdays. There is no brand storytelling. This is a brand with many stories that can be conveyed that we were able to make this appointment truly appealing and interesting and that we were able to convey that we had deepened our connections. The appointment was efficient, but not of character. There is no client storytelling. We didn’t use any important details we provided about ourselves. These were politely recognized, but there was almost no interest and activation. The drink presentation was poor (remember the price range and reservation period). Glassware, trays and napkins were bland and uninspired. I asked about the champagne brand and was told, “Whatever the company sends us.” My glasses were never refilled. My colleagues didn’t exercise any further. They brought the wrong size many times and made fun of it every time. Our departure felt peaceful and inactive – as they all disappointed. There were no immediate follow-ups or expected customers. There were no moments of any kind that made us feel particularly important, and the extreme focus on the product felt like a thinly veiled push of sales.
We share this commentary as it is a common sample that is always seen in “luxury” and “ultra dairy” environments, from hospitality to Concierge Medical, Aviation, Retail and more.
Leaders say they are “exceptional” – and then there’s a big reality gap from there. This is one appointment, but multiply this over every appointment and think about the reputation of the mediocre brand they create!
My last words – none of the inadequate experiences, they are all poor choices of personal choices by the team, directly reflecting the discipline, coaching, leadership and standards of the brand. Option. make. . difference.
Antonia Ja Hock- to follow
President & Founder | Designing an Addictive and Scalable Customer Experience | CX Auditor | Luxury Innovator | Former Head of the Ritz-Carlton Leadership Center
