Burlöv Shopping Center (operated by Newsec)

  • Client: Burlöv Shopping Center
  • Implementation: 2017
  • Our role: CX Analysis & Evaluation
  • Website: http://www.burlovcenter.se

Our Role: Evaluate the current level of customer service/experience across all tenants in the Center, compare to industry standards and trends in the market place and deliver a report outlining recommendations for improvement for management to implement. The input from the analysis was used for the development of the new concept for the Center.

SITUATION:

Management of the Center highlighted the need for a greater effort of importance to be given to the areas of customer service/experience from all the tenants due to the increased pressure from competitors and the increased usage of internet shopping. As the Center at the time did not have an omni-channel strategy it was of greater importance to focus on the off line experience for the visitors in the Center.

ACTION:-

A detailed Mystery Shopping Evaluation was conducted across the entire portfolio of tenants in the Center, with a focus on the evaluation being done with the ‘eyes’ of a customer. Areas of particular interest were:

  1. General Service Standards (approaching, acknowledging, sales techniques, processing sales, returns or exchanges and in general the human interaction between customer and sales person).
  2. Visual Merchandising Standards (look, feel and tone of store, neatness and tidiness, communication through visual displays and signage, customer flow, maximising hot spots, use of A-zones, maximisation of front windows as a show case).
  3. Working with technology – How has the operator incorporated technology into their concept (i.e. – electronic signage boards, wifi in-store, staff using ipads as part of selling tool, virtual dressing rooms, robotics/automation, social media, etc).
  4. Concept Standards (Is the concept unique to the retail mix? Does the concept follow a ‘red thread’ regarding consistency throughout the customer journey? Does the concept deliver what it communicates?)

OUTCOME:

Management of the Center are working actively with each tenant to identify areas of on-going improvement and to use their strengths as ‘good examples’ for the other tenants to use as a ‘key role models’ for inspiration and reference. Both staff and management are ‘walking the talk’ around service issues on a daily basis and lifting the bar across the entire Center to develop a consistent level that customers will receive irrespective of where they are shopping. Service will be used as a component to distinguish Burlöv from their competitors in the surrounding suburbs and inspire those who prefer to shop on the internet to  come physically to the Center and get a better overall experience.

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