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Renzokuken

Currys Fives.

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Well this should not be there are plenty of opertunties within the group for traning via the PLC (product learning centre) which is very easy to use, and also via product roadshows where the staff are sent on traning courses and they get to experience products before there release etc.

 

 

Sounds like the store you are visting has got some traning issues, have you been to different members of staff? Have you had any older/more experience members of staff and have you always found the same problem etc?

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Is this the same situation with all members of staff? Have you told the management there about your experiences and you dont feel like the staff within the branch are trained to the level of expertise that you require etc?

 

Have you found this with older or more experienced members of staff aswell, can i ask is the store a Currys.Digital highstreet store or is it a Currys store on a retail park etc?

 

Regards,

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It's on a retail park and it's across the board in the shop. I don't mind waiting my turn but having to stand around with other staff available because I'm supposedly waiting on a specialist is pretty pointless when it turns out they know nothing. Anyone can read the information in front of them. When the camera specialist can't even work out how to turn on a camera I give up.

 

The upside is that I have as a result discovered the joy of independent retailers who know their stock and are happy to negotiate price.

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CM - thanks for answering my question.

 

I would have walked out as soon as ""whatever happens" was mentioned.

 

It's interesting that you say in your example that I bought the DVD. I never said I would do. What if I didn't? What if every customer was like me?

 

The problem is that you are justifying a system by using specific examples, but I cannot see any justification, given what else has been said on this forum for the system used. To be honest, it sounds like doublespeak.


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Welcome currysmgr.

 

I would comment on your posts but I'm afraid they're far too long.

 

Unfortunately I've been trying to come up with a sutable reply to what you've said for about an hour now. And I'm having alot of difficulty puting what I've seen and how I feel into words.

 

So imagine this.

 

Your a regular sales person. You come into work, and the first thing your told is:

"we had a cracking day on TV's yesterday, 50% weh for the day.. etc etc."

You then take your coat off, and are dragged through yesterdays figures, told off for only hitting a third of your KPI's. Told off about how your test shop was only 78% and how the shop needs to pull it back next period or we'll lose bonus.

You then go out on to the shop floor, start talking to a customer, he's a nice genuine bloke, who wants a TV for his mother. She only watches terestrial TV at the moment, but wants a new TV in time for the switch over. You advise him on the different brands and he decides to go for the cheap samsung 32" because his mother is elderly and won't be able to tell the difference. You explain to him the benefits of upgraded cables, but his mother isn't connecting anything to it, you show him the stands and brackets but his mother already has a stand, you also mention sky and digital services and he repeats the fact that she only watches regular TV. You explain WEH and give a full 1221 presentation, and he tells you her house insurance will cover it, you mention the premiums on his house insurance and he tells you his premium will cost him less than your WEH cover. You have a laugh with him as your finalizing the sale and he's paying on his card. He comments on how he appreciates your help and thanks you for helping him out to the car with his TV.

 

You've offered the customer everything, he's explained to you why he doesn't need it all his reasons are genuine. You've still sold him a TV, and still made the company some money.

 

Then as soon as the customer is out of ear-shot your manager, who's been watching you finish up the sale asks about it. "what did you get on that one" he asks as you jam the card reciept into the till point. To which you reply "he only wanted the TV". He then questions you about what you offered him, did you offer him a month of WEH free so he'll forget about it and keep paying. Why didn't you come and get me, we could have ganged up on him. (for those who don't work at currys. ganging up is where two sales colleagues will try and get you to take something, by backing each other up). He proceeds to drag you through fives asking if you used every room, and compares you to the best sales person in the shop. Who's a 20 year veteran who hard-sells without a concience or mercy to everyone, saying "well if she can do it, why can't you".

 

He finishes by telling you that there are other stores in the area closing down, and there are lots of experianced sales colleagues who'd like your job, and that if your in red on your KPI's it's an automatic IPI (disiplinary) with six weeks until your sacked.

 

 

Now do you think you offered bad customer service, deserving of threats and punishment?

 

No?

 

Neither do I, but I got this last weekend, and I've been in green on my KPI's for the last several months in a row.

 

 

In short, as long as we are targeted, there is no such thing as "what the customer wants". Only what the management wants.

Edited by Renzokuken
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In short, as long as we are targeted, there is no such thing as "what the customer wants". Only what the management wants.

 

100% agree with you Renzokuken and would like to hear currysmanagers thoughts. I had a situation the other week where a sales leader had been talking to a customer, found out they already had 3 of the KPIs, and passed the sale onto me to finish off and process through the till. I added WEH, by discounting the 1st month off for free, and the customer left happy. I then went to fill in the sales log that measures KPIs, with the manager watching over my shoulder. When he saw I had only attached one item, he sighed loudly right behind me and walked off in a huff. For the rest of that day I felt like crap, when I had tried my hardest.

 

The next day, I watched a different manager hover less than a metre away from a colleague listening intently, twisting his face and shaking his head when the customer explained they only wanted the item, and no attachments. It felt horrible to watch, and if I were that customer I would be wondering why I was being watched and listened to in such a manager.

 

Its high pressure selling, going completely against what most customers want when the enter a store. I believe people want honest, impartial advice, they will listen to the benfits of any products we offer and make their decision. You cant brainwash and maniulate people into wanting something they do not want, however the whole Fives scheme makes you double think, and phrase every word and sentence in a particular way to manipulate the customer - its ridiculous. I personally hope the whole thing backfires and customers turn away in droves because of this then the upper management will realise what they are doing is wrong.

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Having read all these posts, it seems that both you and the company would be better off parting company.

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As was stated previously, we work for currys.

 

And as far as parting with the company goes, there's a recession on, if we left now, the odds of us finding another stable job are slim-to-none.


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Some interesting reading down in the 'Linkbacks'

 

It would appear a lot of DSIg staff are very unhappy with 'Whateverhappens'

 

I nicked this bit from 'Bitterwallet'

 

There have been complaints about extended warranties on electronics, such as those purchased from the DSGi group under the name “Coverplan” [now rebranded as 'Whateverhappens']. While you may conclude that extended warranty coverage is necessary, in most cases it does not represent a good investment.

 

Here are five reasons why:

 

1. Legwork: If you buy a cover plan, you still must do all the legwork for getting your device repaired. In other words, if your widget breaks and you call them up, you still have to go through the adminstration hassle of scheduling in an appointment, potentially provide necessary evidence. [the old 'coverplan' policy required taking this to a service centre for repair also, but the new 'Whateverhappens' policy has repair personnel who can attend to this at your home]. The service centre has a contract for reimbursement. [Coverplan previously only got involved directly in two cases: (1) the repair takes longer than six weeks or (2) the item will have to be replaced. Currently the new policy has 21 days.]In the event of replacement, you will be provided with a “comparable” item, which may be a refurbished model and not what you would buy if you were to replace the item yourself.

 

2. ‘Loopholes’: There are enough holes in the coverage (but no more than any normal policy) that you could use it to strain tonight’s spaghetti bolognese. For example, the terms under which the service plan will replace your stolen mobile phone are narrow enough, and the exceptions brad enough, partly to protect these companies that provide such policies with eventuality, particularly when it comes to mobile phone theft.For example, theft coverage is suspended if:-You have not done all you reasonably can to prevent your product from being stolen;-You have given your product to someone else to look after;-Your product is stolen while it is out of your view or control unless:it is stolen from a motor vehicle where you or someone with your authority was with the vehicle; or you had hidden it from view in your vehicle (for example, in a locked glove compartment or boot), locked your vehicle, with all windows, sunroofs or roofs closed and used all available security systems; or you had locked your product in your home, office or room with all windows closed and used all available security systems The coverplan does not cover the following with regards to mobile phone extended warranties:- Batteries, bulbs, cables and other consumable items (items which are regularly replaced).- SIM/MMS cards.- Damage or breakdown that is due to wind or other severe weather conditions.- The cost of repairing or replacing a product which fails because anyone neglects, abuses or misuses the product.(There are many more, but these are most broad exceptions to general policies.)More importantly, the parts in bold are designed to be interpreted broadly legally. Imagine if your 2-year-old niece grabs your phone and proceeds to drool all over it to the point where it stops working. Is that neglect, abuse, or misuse? There’s a good chance that the sales representative at the POS (point-of-sale) will say “No, they’ll cover it,” while the additional coverage representative will say “Yes, it’s misuse.”

 

3. Profit Margins: The profit margin on extended warranties for consumer electronics is in the neighbourhood of 40 to 80%. That’s why they try to upsell it so hard to you in stores. This is also why people are likely to pay much more for these, than they are likely to recover.

 

4. Warranty overlaps: The term of coverage may overlap with the manufacturer’s warranty. If you buy a two-year extended warranty and the first year runs concurrently with the manufacturer’s warranty, you’re essentially throwing away half the cost of the extended warranty, because in that first year you’ll use the manufacturer’s warranty for repair or replacement.

 

5. Service plan vs warranty: Extended warranties are not insurance, and are not really even warranties. Extended warranties are “service plans”. A service plan is a promise to perform or pay for certain repairs or services. Besides, if you bought it with your credit card, the card may tack on an extra year to the manufacturer’s warranty. Check with your card issuer. The card’s protection may have holes, too, but at least they don’t cost you anything extra.

Edited by Mr lex
Poor piece of copy and paste ;-)

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Please don't rush, take time to read these:-

 

 

&

 

 

This is always worth referring to

 

 

 

 

 

Advice & opinions given by me are personal, are not endorsed by the Consumer Action Group or the Bank Action Group. Should you be in any doubt, you are advised to seek the opinion of a qualified professional.

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Sorry about that last post folks,For some reason the site software won't let me edit it. I'll go and see if we have 'Whateverhappens' cover for it !!!


Please help us to help you. Download the CAG tool bar for free

HERE and use the search option for all your searches. CAG earns a few pennies every time !!!

 

Please don't rush, take time to read these:-

 

 

&

 

 

This is always worth referring to

 

 

 

 

 

Advice & opinions given by me are personal, are not endorsed by the Consumer Action Group or the Bank Action Group. Should you be in any doubt, you are advised to seek the opinion of a qualified professional.

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Leave it! Says it all really.


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Edited by BSC
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So you only stay because there is nowhere else to go

 

I'd be amazed if people value your views as an 'employee' - after all your just treading water

 

How exactly did you come to that conclusion?

 

The very fact I'm "treading water" is because of what the company subjects it's staff to, and in return it's customers. If anything the fact I want out of the company makes my points even more valid.

 

If the company were some perfect and considerate body of people out to make money morally then I wouldn't have a problem, and would have no reason to want to leave, now would I?

 

And besides, nobody is forcing you to read my topic, so if you don't value my views, and by extension, some of the views of my fellow colleagues here, then why are you even reading this in the first place?!


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You have formed an opinion that is tainted by your own individual experience of this business.

 

So what is an opinion if not a view based on ones own individual experience? And why would it be tainted if not for me seeing the things I've seen within the company?

 

We've had fives explained to people on here by colleagues who are both for and against it. And most of the people who don't work for currys, aka potential customers, are outraged by some of the points. If the customers don't like it, how is it good for customers?

 

I mean yes, helping them find the right product and asking about their old one is great, I have no problem with it. But planting mental seeds in order to get them to buy extended service agreements. And having a strict set of products/services we must sell to them, is disgracefully bad customer-service.

 

Also would you mind outlining these "many steps" that are being taken to fix fives, and how your privy to such information?


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Edited by BSC
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Are you going to tell me where you work then?

 

Ok, your obviously just trying to provoke a reaction, your arguments hold no merit, and you've already said you don't value my opinions.

 

So do us a favor and go troll someone elses topic please.


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Well, I've worked as a sales advisor at my local Currys for a few months now, and my experiences are mixed. I appreciate how Fives can actually be helpful in terms of helping to structure a customer journey so that it becomes less muddled with all the different services you are offering (offer being the important word) the customer but like some of the posters here, I resent being forced to use mindgames (and "planting the seed" is a mindgame, one I refuse to use) to get a sale, and being punished for "not doing enough" regardless of whether I've managed to put WeH or Essentials onto a product.

 

I'm sympathetic to the fact that managers have their own managers applying pressure to them, but I fail to see how being endlessly interrogated by the store manager about why I didn't hit this or that and being made to feel crap is beneficial to morale and meant to encourage us to do better. By contrast, the Deputy Store Manager is a very decent bloke who implements Fives etc to me and my colleagues in a much more realistic, sympathetic manner, and is well aware that "a spoonful of sugar helps the medicine go down easier", i.e. giving feedback about where we could do better whilst at the same congratulating us on what we have achieved. CurryMngr, judging by your post it sounds like you have found a decent mix and know how to treat your staff, of whom I'm very jealous!

 

Anyway, long story short I've worked in retail for several years, love talking to customers and helping them find the right product - after all, politeness and helpfulness are basic human attributes we all possess, right? - but frankly I've never experienced this kind of bullying in a workplace to achieve certain results. Nothing is ever enough. I'm not saying I'm a perfect salesperson, by any means - I could do much better in some aspects, and am striving to improve - but I don't like the way that, as pointed out before somewhere, talk amongst colleagues and managers has become entirely targets-driven, as opposed to customer service-driven.

 

Anyway, reading back I realise I'm mainly complaining about my individual manager, as opposed to the company's policies as a whole, so apologies if it just sounds like I've having a moan as opposed to offering anything constructive. Like the topic starter, I'm looking for work elsewhere whilst biding my time at Currys. Not to say I don't give it my best when I'm there - believe me I do, and the main reason I'm looking elsewhere is about hours rather than the work itself - but frankly the pressure we're put under for minimum wage and a measly bonus is intolerable. Wish me luck.

 

Oh, and to echo what someone else said - you are having a laugh if you really think it's as easy as "if you don't like it, just quit" in this day and age. Believe me, the temptation to go on the dole and get my rent covered by benefits is a tempting one, but I'd rather not if I can help it. It is tempting though.

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Rothko-fan

 

It seems that you have a wise head on those shoulders. It saddens me that your experience has been tarnished by a manager that clearly doesn't understand the best way to drive performance.

 

With regard to your concerns over seeding, is it any different to advertising?

 

It's not there to force someone to buy something, but to make the customer aware that there could be something to buy.

 

It also makes it easier for a lot of colleagues that do find the discussion arround services difficult to introduce to a customer.

 

It seems to me that many colleagues seem to think this is some form of Jedi mind trick and much of that could be down to their coach in Fives.

It's very easy to blame the problems on bad store management, I'd agree that the store management are part of the problem, but would we have this problem if the managers weren't being pressured so much?

 

Yes it's different to advertising, advertising places a product or service in front of the customer and makes it attractive selling the product on it's own merits. Seeding keeps the product away from the customer and leaves them wondering about it until the last minute, when they're put on the spot as to whether they should buy it or not. Obviously it's not there to force the customer to buy something, but aren't all these techniques designed to leave as little chance of them not buying it as possible? I mean if not please explain how they can predict a 50% strike rate on TV's for example?

 

I agree it makes it easier for some colleagues to enter into a discussion with customers, but I also think it makes them nothing more than a machine. I had to develop my own way of talking to people, and so did several of my colleagues. Giving the rookies a sales technique on a plate makes them all more or less robots, I mean imagine a shop full of rookies using fives. Using the same, or very similar phrases in the same order as each other. I know I wouldn't be in that shop for five minutes before walking out and going into comet.


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Hello,

 

Sorry for bumping an older thread. I was hoping to put some input in.

 

I am a sales colleague at Currys. I would like to put my views accross on the stores, there practises, and how its run.

 

Fives

What is fives? As already described, it is a method of communication between sales advisor and customer, to produce the following.

 

  • Sales Advisor and Customer rapport.
  • A good customer experiance

And most importantly, to maximise revenues.

 

A lot of people on here say that FIVES is just to maximise profit. It is. You may have noticed, that Curry's have lost millions this year. CPR (Combined Profitability) is there to take the lowest profit areas of the store and maximise there earnings. If Curry's did not implement a scheme like this, in which high margin product's are sold alongside low margin (example: A television with a HDMI cable) then Curry's would continue to lose more. Would any body really like to see Curry's close? A company that is one, if not THE biggest UK home appliance supplier. A company that would be sorely missed.

 

Fives has today been officially changed. "What brings you in to the store today?" has now been abolished. Any open question is now a suitable engagement.

 

"Are you a whatever happens customer?"

This is put in to plant the seed. Whatever Happens is the highest earning service Curry's sell. PC World will shortly be changing there current cover (PC Protection) to Whatever Happens too. By us asking you this question, we can create a picture of what to provide you with.

 

 

  • We now know wether you are part of our product cover plan. We now know wether to introduce you to Whatever Happens, or allow you to continue shopping, safe with the knowledge that you are aware of our services.
  • We can now find out what your previous experiance with the WEH was. If it was a bad experiance, no good sales colleague will force it back on you. Our "Strike Rate" target is only 20%-25%. That is a VERY small percentage. At least 10%-20% of customers already want product protection.
  • We can introduce you to what the best service is, to provide you with protection, wether this is a WEH or manufacturers warranty.

 

What is a good sales colleague?

I am confident to say I am a good, if not very good sales colleague. I have a target of £10,000+ a week. I reguarly acheive this, and put in good CPR results. I have constantly returning customers, who come back only to see me. I love my job. I love technology, and I spend a lot of time learning about the products I sell. I am trusted with my customers.

 

I would go as far as to say, I have never forced a sale. I will give you an example of maximising profit, without pressure sales.

 

Scenario One

A customer is looking at a laptop, and seeks advice from myself. I like to share my personality. I am open and honest with them, and explain the product to them. I show them cheaper and more expensive products, and let them make a educated decision on there purchase. I will introduce them to all of our products and services.

 

"Have you considered how you will protect yourself against online threats, such as viruses and malicious websites?"

 

The customer often responds with:

 

"Yes. I have AVG"

 

At this point, I will simply talk to the customer.

 

"Ah, AVG. A brilliant program, especially as its free! However, you might want to consider Norton 360. Rather than just an anti-virus, it is an entire internet security suite."

 

I will then explain the perfomance benefits, the updates and answer any questions they need answered. I will then go on to say

 

"Would you like to take the Norton 360 with this product, or would you like to keep AVG instead?"

 

 

I think this is a perfectly fair and non pressure method of selling. I don't think any good customer advisor need's to use pressure tactics.

 

If you want a brilliant service, I would recommend the following.

 

  • Go into your local store. Have a look around, especially with thing's you have a good knowledge on.
  • Speak to a few advisors. See which one's you bond with, and which ones are giving you honest information, which you will know straight away as you already have knowledge yourself.
  • When you have built a rapport, take there name. Come back and see them. You will then know exactly who you are dealing with, and they will want to be of service to you.

I love my job at Currys, and I am greatful to have brilliant colleagues and a fantastic non-pressure management scheme. I am sad to see so many people have had a bad experiance with Curry's, but I believe that all stores take the following into account before customers.

 

MONEY

 

No company can run without it. They will do there best to provide you with a BRILLIANT service, but the figures are what keep's business alive.

 

Thank you for reading, and I look forward to all your comments :)

 

Anonymous

Sales Colleague

17 Years Old

RC32

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