#Apparel Vacancies

[cleverhottubmiracle]

Opens in new windowNow that the post-pandemic flurry of customers returning to stores has begun to cool, in-store sales growth is forecast to be around 1 to 2 percent on average across key markets in 2025, compared to the last few years of high single-digit to double-digit growth.This normalisation comes as store foot traffic is approaching pre-pandemic levels across regions. Some markets like continental Europe anticipated surpassing their pre-pandemic offline market size in 2024.However, the role of the store has evolved globally. It is estimated that almost 70 percent of retail sales today are digitally influenced, making stores more of a destination for conversion and building brand loyalty than initial discovery. 54 percent of apparel shoppers say they prefer to buy clothing in brick-and-mortar locations versus online.As store growth decelerates, retailers will need to further differentiate their store experience from the competition to convert customers in stores. While retailers have been focused on delivering digital innovations in store, in doing so they have deprioritised some of the basics that shoppers returned to stores for in the first place, such as the human side of sales.75%—  of shoppers in 2022 were likely to spend more after receiving high-quality servicemore than 20%—  of missed in-store sales were related to issues with store staff, such as poor engagement or unavailabilityStore associates are crucial in differentiating the store experienceNon-human elements of the shopping journey and store characteristics tend to be must-haves or hygienic factors. These elements drive both high satisfaction when present and dissatisfaction when not present, but do not tend to differentiate the experience or increase sales.Human interactions such as interactions with store associates tend to be key differentiators of the in-store experience. These boost shopper delight and are key drivers of conversion and loyalty, since these exchanges are only possible in stores.Human interactions are particularly important to aspirational and younger consumers. The former are up to 2x as likely to seek styling advice from staff compared to value and mid-market shoppers, and the latter are 1.5x as likely compared to shoppers over the age of 50.Solving human capital challenges is essential to retaining associates in today’s labour market Shoppers are the least satisfied with human interactions in their store experiences, scoring as much as 25 percentage points below other aspects on average, including fitting rooms and checkout transactions and store atmosphere.Satisfaction with store staff is lower in the US, UK and Germany compared to China, where shoppers are around half as satisfied.While satisfaction is low across age groups, shoppers under the age of 30 show higher net satisfaction of 43 percent compared to 32 percent for those aged 50 and above. In contrast, older shoppers tend to be more delighted by the store atmosphere.More than 60%—  of shoppers cite poorly trained or prepared staff as a cause of discontent with store experiencesIn 2023, 75 percent of global companies across industries reported operating without enough frontline employees.The labour shortage is particularly pronounced in retail. As of May 2024, there were 2.5 million more retail job vacancies than job seekers in the US. More than 44 percent of US retail workers are planning to leave their jobs within three to six months.This is also evident in the luxury sector, where some flagships in Paris reported operating with staff shortages of 20 percent in 2024. Industry leader LVMH forecasts it will need to recruit 22,000 new workers by the end of 2025, nearly two thirds being sales associates.1.2x—  retail workers are 1.2x more likely to leave their jobs than the average US employeeIn the past few years, US retail wage growth has outpaced other sectors. Since the pandemic, retail hourly wages have increased by over 20 percent vs 11 percent in the private sector.Retail pay growth in the UK continues to outpace other sectors. In August, pay was up 9 percent year on year. This was partially driven by the near 10 percent increase in the national living wage in April 2024, which impacted a significant portion of the frontline retail population.Rising workforce costs are making the industry’s high turnover more costly. Losing a single frontline retail employee can cost a retailer $2,000 to $10,000 on average. Costs tend to be higher for managerial positions and more experienced employees. Multiplied by thousands of employees across multiple years, those costs can weigh on a retailer’s bottom line.up to $10k—  the average estimated cost of losing a single retail frontline employeeUpskilling staff and investing in tech support tools will enable better customer interactions Upskilling store staff​Upskilling and training store associates is the top priority for executives aiming to improve sales and customer engagement in stores in 2025.Professional development of store associates has long been a priority for retailers, given the young and inexperienced workforce (more than 30 percent of all first jobs in the US are in retail). However, the focus on training is expected to increase in the year ahead. As staff turnover continues to rise, retailers will need to increase the speed and cost-efficiency of training. Formats like AI-powered training and micro-learning, where content is broken into small chunks, will play an increasingly important role.Training has a positive impact on employee satisfaction and retention. One large retailer that implemented college-level courses and skills certification found its employees were four times more likely to stay in their jobs.In 2024, Reiss partnered with AI-powered learning platform Thrive to boost employee development by enhancing the onboarding process, celebrating internal achievements and creating a collaborative learning environment. Meanwhile, Aritzia has a “University” programme that includes onboarding for new hires and ongoing training for existing employees. This year, it reported providing >80,000 hours of formal training.Optimising customer interactions with tech More than half of fashion executives agree that the use of digital tools to facilitate omnichannel sales will be a key priority in the year ahead.As store associates shift to focus more on customer interactions, it will be important to arm them with the tools and knowledge to meaningfully engage with customers. New customer relationship management (CRM) enabled technologies can help store associates get real-time information about the customer they are interacting with to make for a better store experience. Luxury and non-luxury brands alike have begun using technology to track engagement and connect with customers after they leave the store, while others are providing staff with data-backed, personalised customer recommendations for cross-sell and upsell opportunities in store. For example, Kering’s clienteling app, Luce, provides store associates with tailored product recommendations and personalised promotions for customers. The app has boosted the average order value by between 15 and 20 percent.Similarly, in August 2024, Target rolled out a generative AI-enabled tool called Store Companion at its >2,000 stores. The tool improves store associates' efficiency by providing live coaching and on-the-job answers to questions about processes.Employee incentives should reward customer lifetime value and reflect modern shopping habitsCreating staff incentives that prioritise customer interactions and relationship-building can increase both sales and employee satisfaction. When incentives align with the parts of work employees deem meaningful, they can feel more fulfilled and appreciated. For any sort of incentive, the key performance indicators of staff success need to reflect new ways of working. Changes might include rewarding staff based on onboarding new loyalty members or driving omnichannel sales, such as digital sales ordered in store.Revised incentives are required to reward customer lifetime value over individual transactions and better reflect modern shopping journeys. Browsing in store remains an influential channel for learning about products, yet as of 2021 only 31 percent of businesses measured the contribution of stores to digital sales, and vice versa.Among the companies revising incentives is Frasers Group, which hosts a festival for its employees every year and holds monthly peer-nominated awards for “champions” across divisions, where winners receive public recognition plus double pay for that month. This can directly impact retention rates. Dior saw a 10 percent improvement in employee retention after launching a platform where staff could earn performance-based points redeemable for tailored experiences, such as luxury spa days and wine tastings.Nordstrom associates can invite customers to receive “Style Board” emails where they can curate collections of products and still receive commission on those digital purchases. Even though it is not mandatory, the majority of employees use the feature.Store staff should be freed up to focus on customer-satisfaction drivers​Retailers are increasingly adopting data-driven approaches to staff deployment, improving both how and where staff allocate their time.​Leading retailers are capturing data on transactions and footfall, including movements within store, to make better scheduling decisions. ​Aritzia store scheduling decisions are informed on a daily and weekly basis by traffic data, shopper-to-associate ratios and sales productivity expectations.Additionally, companies are testing different approaches to understand where human capital is best deployed to drive incremental sales. For example, a US-based sportswear brand reworked its staff deployment model after learning that staff coverage of the fitting rooms was key to driving both sales and basket size through cross-selling and upselling. Faherty uses gig-style staffing during holidays and high-traffic times to support backend activities like steaming and stacking. Using the specialised gig platform Reflex, the company employs gig staffing for around 10 percent of hours per week.Streamlining manual tasks Retailers can leverage technology to automate and streamline activities such as digital task management, ordering and production planning, which can free up employee time for more customer-centric activities. For example, BJ’s Wholesale automates inventory tasks by using Simbe Robotics’ robot, Tally, which Simbe reports can reduce e-commerce fulfilment time and improve worker safety by automating tasks like manoeuvring large pallets.Although the technology is not new, unlocking the full value of radio-frequency identifiers (RFID) in store operations should continue to be a priority for retailers in the year ahead. Correct implementation of RFID across inventory-related store processes can lead to a 10 to 15 percent reduction in associated labour hours.Additionally, brands are increasingly testing customer-facing RFID use cases that make the customer experience more seamless while freeing up store associate time. Though nascent, RFID self-checkout is set to expand in the coming year; Radar, a technology company that works with major apparel retailers such as American Eagle, plans to launch its RFID-powered checkout function in 2024.Uniqlo’s self-checkout, where shoppers drop items into an RFID-enabled basket, is used in 70 to 90 percent of transactions across markets and is credited with cutting transaction times in half.Employee experience is central to customer satisfactionIn retail, there are six main factors that impact employee retention. US employees plan to leave their jobs primarily due to concerns about career development, citing limited growth opportunities. Compensation issues rank second, influenced by macroeconomic pressures. Employees passionate about the industry, however, tend to cite these factors as reasons to stay, hence investments in career development and compensation can be a “win-win” for retailers looking to reduce the high costs of staff turnover. This underscores the importance of defining a company-specific target employee profile, whether that be career brand enthusiasts, retirees looking for a store discount or part-timers seeking flexibility. Improved employee experience can make for more satisfied, tenured workforces and more satisfied customers, too. Companies with top-quartile employee experience are twice as likely to have top-quartile customer experience.Employees with high satisfaction tend to have a higher calibre of output as they typically are more tenured and make fewer errors on the job. Retail workers also value customer interactions, citing “relational” elements of the job as a key part of why they deem the work meaningful.How should executives respond to these shifts?1. Enable staff with training and tools to improve customer interactionsUpskill store personnel by arming them with the knowledge and tools needed to improve customer satisfaction and engagement. This can include training them on relationship management and product expertise, as well as providing them with tools and real-time customer analytics to improve product recommendations.2. Motivate store associates with broader incentive structuresExtend both hard and soft incentives to drive conversion and longer-term customer value, rewarding associates who drive future digital purchases in addition to immediate, in-person ones. Have corporate and in-store management champion the goals to illustrate how they are valued by the entire organisation.3. Optimise processes to refocus store personnel on high-value activitiesAutomate and digitise select manual processes, such as merchandising and returns, to rework the role of store personnel in a way that drives customer conversion. Identify where to deploy sales associates versus automated or self-service options by analysing the key turning points in conversion that will maximise return on investment.4. Retain employees with coaching and one-to-one interactionsMake changes to employee benefits to attract and retain high-quality store personnel, tailoring changes to the target employee and their motivations. In doing so, career development pathways will be essential in driving retention and brand buy-in. Leading retailers can achieve this by offering academy-style courses that fully immerse their associates.This article first appeared in The State of Fashion 2025, an in-depth report on the global fashion industry, co-published by BoF and McKinsey & Company. Source link

[norajworld]

Opens in new windowNow that the post-pandemic flurry of customers returning to stores has begun to cool, in-store sales growth is forecast to be around 1 to 2 percent on average across key markets in 2025, compared to the last few years of high single-digit to double-digit growth.This normalisation comes as store foot traffic is approaching pre-pandemic levels across regions. Some markets like continental Europe anticipated surpassing their pre-pandemic offline market size in 2024.However, the role of the store has evolved globally. It is estimated that almost 70 percent of retail sales today are digitally influenced, making stores more of a destination for conversion and building brand loyalty than initial discovery. 54 percent of apparel shoppers say they prefer to buy clothing in brick-and-mortar locations versus online.As store growth decelerates, retailers will need to further differentiate their store experience from the competition to convert customers in stores. While retailers have been focused on delivering digital innovations in store, in doing so they have deprioritised some of the basics that shoppers returned to stores for in the first place, such as the human side of sales.75%—  of shoppers in 2022 were likely to spend more after receiving high-quality servicemore than 20%—  of missed in-store sales were related to issues with store staff, such as poor engagement or unavailabilityStore associates are crucial in differentiating the store experienceNon-human elements of the shopping journey and store characteristics tend to be must-haves or hygienic factors. These elements drive both high satisfaction when present and dissatisfaction when not present, but do not tend to differentiate the experience or increase sales.Human interactions such as interactions with store associates tend to be key differentiators of the in-store experience. These boost shopper delight and are key drivers of conversion and loyalty, since these exchanges are only possible in stores.Human interactions are particularly important to aspirational and younger consumers. The former are up to 2x as likely to seek styling advice from staff compared to value and mid-market shoppers, and the latter are 1.5x as likely compared to shoppers over the age of 50.Solving human capital challenges is essential to retaining associates in today’s labour market Shoppers are the least satisfied with human interactions in their store experiences, scoring as much as 25 percentage points below other aspects on average, including fitting rooms and checkout transactions and store atmosphere.Satisfaction with store staff is lower in the US, UK and Germany compared to China, where shoppers are around half as satisfied.While satisfaction is low across age groups, shoppers under the age of 30 show higher net satisfaction of 43 percent compared to 32 percent for those aged 50 and above. In contrast, older shoppers tend to be more delighted by the store atmosphere.More than 60%—  of shoppers cite poorly trained or prepared staff as a cause of discontent with store experiencesIn 2023, 75 percent of global companies across industries reported operating without enough frontline employees.The labour shortage is particularly pronounced in retail. As of May 2024, there were 2.5 million more retail job vacancies than job seekers in the US. More than 44 percent of US retail workers are planning to leave their jobs within three to six months.This is also evident in the luxury sector, where some flagships in Paris reported operating with staff shortages of 20 percent in 2024. Industry leader LVMH forecasts it will need to recruit 22,000 new workers by the end of 2025, nearly two thirds being sales associates.1.2x—  retail workers are 1.2x more likely to leave their jobs than the average US employeeIn the past few years, US retail wage growth has outpaced other sectors. Since the pandemic, retail hourly wages have increased by over 20 percent vs 11 percent in the private sector.Retail pay growth in the UK continues to outpace other sectors. In August, pay was up 9 percent year on year. This was partially driven by the near 10 percent increase in the national living wage in April 2024, which impacted a significant portion of the frontline retail population.Rising workforce costs are making the industry’s high turnover more costly. Losing a single frontline retail employee can cost a retailer $2,000 to $10,000 on average. Costs tend to be higher for managerial positions and more experienced employees. Multiplied by thousands of employees across multiple years, those costs can weigh on a retailer’s bottom line.up to $10k—  the average estimated cost of losing a single retail frontline employeeUpskilling staff and investing in tech support tools will enable better customer interactions Upskilling store staff​Upskilling and training store associates is the top priority for executives aiming to improve sales and customer engagement in stores in 2025.Professional development of store associates has long been a priority for retailers, given the young and inexperienced workforce (more than 30 percent of all first jobs in the US are in retail). However, the focus on training is expected to increase in the year ahead. As staff turnover continues to rise, retailers will need to increase the speed and cost-efficiency of training. Formats like AI-powered training and micro-learning, where content is broken into small chunks, will play an increasingly important role.Training has a positive impact on employee satisfaction and retention. One large retailer that implemented college-level courses and skills certification found its employees were four times more likely to stay in their jobs.In 2024, Reiss partnered with AI-powered learning platform Thrive to boost employee development by enhancing the onboarding process, celebrating internal achievements and creating a collaborative learning environment. Meanwhile, Aritzia has a “University” programme that includes onboarding for new hires and ongoing training for existing employees. This year, it reported providing >80,000 hours of formal training.Optimising customer interactions with tech More than half of fashion executives agree that the use of digital tools to facilitate omnichannel sales will be a key priority in the year ahead.As store associates shift to focus more on customer interactions, it will be important to arm them with the tools and knowledge to meaningfully engage with customers. New customer relationship management (CRM) enabled technologies can help store associates get real-time information about the customer they are interacting with to make for a better store experience. Luxury and non-luxury brands alike have begun using technology to track engagement and connect with customers after they leave the store, while others are providing staff with data-backed, personalised customer recommendations for cross-sell and upsell opportunities in store. For example, Kering’s clienteling app, Luce, provides store associates with tailored product recommendations and personalised promotions for customers. The app has boosted the average order value by between 15 and 20 percent.Similarly, in August 2024, Target rolled out a generative AI-enabled tool called Store Companion at its >2,000 stores. The tool improves store associates' efficiency by providing live coaching and on-the-job answers to questions about processes.Employee incentives should reward customer lifetime value and reflect modern shopping habitsCreating staff incentives that prioritise customer interactions and relationship-building can increase both sales and employee satisfaction. When incentives align with the parts of work employees deem meaningful, they can feel more fulfilled and appreciated. For any sort of incentive, the key performance indicators of staff success need to reflect new ways of working. Changes might include rewarding staff based on onboarding new loyalty members or driving omnichannel sales, such as digital sales ordered in store.Revised incentives are required to reward customer lifetime value over individual transactions and better reflect modern shopping journeys. Browsing in store remains an influential channel for learning about products, yet as of 2021 only 31 percent of businesses measured the contribution of stores to digital sales, and vice versa.Among the companies revising incentives is Frasers Group, which hosts a festival for its employees every year and holds monthly peer-nominated awards for “champions” across divisions, where winners receive public recognition plus double pay for that month. This can directly impact retention rates. Dior saw a 10 percent improvement in employee retention after launching a platform where staff could earn performance-based points redeemable for tailored experiences, such as luxury spa days and wine tastings.Nordstrom associates can invite customers to receive “Style Board” emails where they can curate collections of products and still receive commission on those digital purchases. Even though it is not mandatory, the majority of employees use the feature.Store staff should be freed up to focus on customer-satisfaction drivers​Retailers are increasingly adopting data-driven approaches to staff deployment, improving both how and where staff allocate their time.​Leading retailers are capturing data on transactions and footfall, including movements within store, to make better scheduling decisions. ​Aritzia store scheduling decisions are informed on a daily and weekly basis by traffic data, shopper-to-associate ratios and sales productivity expectations.Additionally, companies are testing different approaches to understand where human capital is best deployed to drive incremental sales. For example, a US-based sportswear brand reworked its staff deployment model after learning that staff coverage of the fitting rooms was key to driving both sales and basket size through cross-selling and upselling. Faherty uses gig-style staffing during holidays and high-traffic times to support backend activities like steaming and stacking. Using the specialised gig platform Reflex, the company employs gig staffing for around 10 percent of hours per week.Streamlining manual tasks Retailers can leverage technology to automate and streamline activities such as digital task management, ordering and production planning, which can free up employee time for more customer-centric activities. For example, BJ’s Wholesale automates inventory tasks by using Simbe Robotics’ robot, Tally, which Simbe reports can reduce e-commerce fulfilment time and improve worker safety by automating tasks like manoeuvring large pallets.Although the technology is not new, unlocking the full value of radio-frequency identifiers (RFID) in store operations should continue to be a priority for retailers in the year ahead. Correct implementation of RFID across inventory-related store processes can lead to a 10 to 15 percent reduction in associated labour hours.Additionally, brands are increasingly testing customer-facing RFID use cases that make the customer experience more seamless while freeing up store associate time. Though nascent, RFID self-checkout is set to expand in the coming year; Radar, a technology company that works with major apparel retailers such as American Eagle, plans to launch its RFID-powered checkout function in 2024.Uniqlo’s self-checkout, where shoppers drop items into an RFID-enabled basket, is used in 70 to 90 percent of transactions across markets and is credited with cutting transaction times in half.Employee experience is central to customer satisfactionIn retail, there are six main factors that impact employee retention. US employees plan to leave their jobs primarily due to concerns about career development, citing limited growth opportunities. Compensation issues rank second, influenced by macroeconomic pressures. Employees passionate about the industry, however, tend to cite these factors as reasons to stay, hence investments in career development and compensation can be a “win-win” for retailers looking to reduce the high costs of staff turnover. This underscores the importance of defining a company-specific target employee profile, whether that be career brand enthusiasts, retirees looking for a store discount or part-timers seeking flexibility. Improved employee experience can make for more satisfied, tenured workforces and more satisfied customers, too. Companies with top-quartile employee experience are twice as likely to have top-quartile customer experience.Employees with high satisfaction tend to have a higher calibre of output as they typically are more tenured and make fewer errors on the job. Retail workers also value customer interactions, citing “relational” elements of the job as a key part of why they deem the work meaningful.How should executives respond to these shifts?1. Enable staff with training and tools to improve customer interactionsUpskill store personnel by arming them with the knowledge and tools needed to improve customer satisfaction and engagement. This can include training them on relationship management and product expertise, as well as providing them with tools and real-time customer analytics to improve product recommendations.2. Motivate store associates with broader incentive structuresExtend both hard and soft incentives to drive conversion and longer-term customer value, rewarding associates who drive future digital purchases in addition to immediate, in-person ones. Have corporate and in-store management champion the goals to illustrate how they are valued by the entire organisation.3. Optimise processes to refocus store personnel on high-value activitiesAutomate and digitise select manual processes, such as merchandising and returns, to rework the role of store personnel in a way that drives customer conversion. Identify where to deploy sales associates versus automated or self-service options by analysing the key turning points in conversion that will maximise return on investment.4. Retain employees with coaching and one-to-one interactionsMake changes to employee benefits to attract and retain high-quality store personnel, tailoring changes to the target employee and their motivations. In doing so, career development pathways will be essential in driving retention and brand buy-in. Leading retailers can achieve this by offering academy-style courses that fully immerse their associates.This article first appeared in The State of Fashion 2025, an in-depth report on the global fashion industry, co-published by BoF and McKinsey & Company. Source link

[ellajme0]

Opens in new windowNow that the post-pandemic flurry of customers returning to stores has begun to cool, in-store sales growth is forecast to be around 1 to 2 percent on average across key markets in 2025, compared to the last few years of high single-digit to double-digit growth.This normalisation comes as store foot traffic is approaching pre-pandemic levels across regions. Some markets like continental Europe anticipated surpassing their pre-pandemic offline market size in 2024.However, the role of the store has evolved globally. It is estimated that almost 70 percent of retail sales today are digitally influenced, making stores more of a destination for conversion and building brand loyalty than initial discovery. 54 percent of apparel shoppers say they prefer to buy clothing in brick-and-mortar locations versus online.As store growth decelerates, retailers will need to further differentiate their store experience from the competition to convert customers in stores. While retailers have been focused on delivering digital innovations in store, in doing so they have deprioritised some of the basics that shoppers returned to stores for in the first place, such as the human side of sales.75%—  of shoppers in 2022 were likely to spend more after receiving high-quality servicemore than 20%—  of missed in-store sales were related to issues with store staff, such as poor engagement or unavailabilityStore associates are crucial in differentiating the store experienceNon-human elements of the shopping journey and store characteristics tend to be must-haves or hygienic factors. These elements drive both high satisfaction when present and dissatisfaction when not present, but do not tend to differentiate the experience or increase sales.Human interactions such as interactions with store associates tend to be key differentiators of the in-store experience. These boost shopper delight and are key drivers of conversion and loyalty, since these exchanges are only possible in stores.Human interactions are particularly important to aspirational and younger consumers. The former are up to 2x as likely to seek styling advice from staff compared to value and mid-market shoppers, and the latter are 1.5x as likely compared to shoppers over the age of 50.Solving human capital challenges is essential to retaining associates in today’s labour market Shoppers are the least satisfied with human interactions in their store experiences, scoring as much as 25 percentage points below other aspects on average, including fitting rooms and checkout transactions and store atmosphere.Satisfaction with store staff is lower in the US, UK and Germany compared to China, where shoppers are around half as satisfied.While satisfaction is low across age groups, shoppers under the age of 30 show higher net satisfaction of 43 percent compared to 32 percent for those aged 50 and above. In contrast, older shoppers tend to be more delighted by the store atmosphere.More than 60%—  of shoppers cite poorly trained or prepared staff as a cause of discontent with store experiencesIn 2023, 75 percent of global companies across industries reported operating without enough frontline employees.The labour shortage is particularly pronounced in retail. As of May 2024, there were 2.5 million more retail job vacancies than job seekers in the US. More than 44 percent of US retail workers are planning to leave their jobs within three to six months.This is also evident in the luxury sector, where some flagships in Paris reported operating with staff shortages of 20 percent in 2024. Industry leader LVMH forecasts it will need to recruit 22,000 new workers by the end of 2025, nearly two thirds being sales associates.1.2x—  retail workers are 1.2x more likely to leave their jobs than the average US employeeIn the past few years, US retail wage growth has outpaced other sectors. Since the pandemic, retail hourly wages have increased by over 20 percent vs 11 percent in the private sector.Retail pay growth in the UK continues to outpace other sectors. In August, pay was up 9 percent year on year. This was partially driven by the near 10 percent increase in the national living wage in April 2024, which impacted a significant portion of the frontline retail population.Rising workforce costs are making the industry’s high turnover more costly. Losing a single frontline retail employee can cost a retailer $2,000 to $10,000 on average. Costs tend to be higher for managerial positions and more experienced employees. Multiplied by thousands of employees across multiple years, those costs can weigh on a retailer’s bottom line.up to $10k—  the average estimated cost of losing a single retail frontline employeeUpskilling staff and investing in tech support tools will enable better customer interactions Upskilling store staff​Upskilling and training store associates is the top priority for executives aiming to improve sales and customer engagement in stores in 2025.Professional development of store associates has long been a priority for retailers, given the young and inexperienced workforce (more than 30 percent of all first jobs in the US are in retail). However, the focus on training is expected to increase in the year ahead. As staff turnover continues to rise, retailers will need to increase the speed and cost-efficiency of training. Formats like AI-powered training and micro-learning, where content is broken into small chunks, will play an increasingly important role.Training has a positive impact on employee satisfaction and retention. One large retailer that implemented college-level courses and skills certification found its employees were four times more likely to stay in their jobs.In 2024, Reiss partnered with AI-powered learning platform Thrive to boost employee development by enhancing the onboarding process, celebrating internal achievements and creating a collaborative learning environment. Meanwhile, Aritzia has a “University” programme that includes onboarding for new hires and ongoing training for existing employees. This year, it reported providing >80,000 hours of formal training.Optimising customer interactions with tech More than half of fashion executives agree that the use of digital tools to facilitate omnichannel sales will be a key priority in the year ahead.As store associates shift to focus more on customer interactions, it will be important to arm them with the tools and knowledge to meaningfully engage with customers. New customer relationship management (CRM) enabled technologies can help store associates get real-time information about the customer they are interacting with to make for a better store experience. Luxury and non-luxury brands alike have begun using technology to track engagement and connect with customers after they leave the store, while others are providing staff with data-backed, personalised customer recommendations for cross-sell and upsell opportunities in store. For example, Kering’s clienteling app, Luce, provides store associates with tailored product recommendations and personalised promotions for customers. The app has boosted the average order value by between 15 and 20 percent.Similarly, in August 2024, Target rolled out a generative AI-enabled tool called Store Companion at its >2,000 stores. The tool improves store associates' efficiency by providing live coaching and on-the-job answers to questions about processes.Employee incentives should reward customer lifetime value and reflect modern shopping habitsCreating staff incentives that prioritise customer interactions and relationship-building can increase both sales and employee satisfaction. When incentives align with the parts of work employees deem meaningful, they can feel more fulfilled and appreciated. For any sort of incentive, the key performance indicators of staff success need to reflect new ways of working. Changes might include rewarding staff based on onboarding new loyalty members or driving omnichannel sales, such as digital sales ordered in store.Revised incentives are required to reward customer lifetime value over individual transactions and better reflect modern shopping journeys. Browsing in store remains an influential channel for learning about products, yet as of 2021 only 31 percent of businesses measured the contribution of stores to digital sales, and vice versa.Among the companies revising incentives is Frasers Group, which hosts a festival for its employees every year and holds monthly peer-nominated awards for “champions” across divisions, where winners receive public recognition plus double pay for that month. This can directly impact retention rates. Dior saw a 10 percent improvement in employee retention after launching a platform where staff could earn performance-based points redeemable for tailored experiences, such as luxury spa days and wine tastings.Nordstrom associates can invite customers to receive “Style Board” emails where they can curate collections of products and still receive commission on those digital purchases. Even though it is not mandatory, the majority of employees use the feature.Store staff should be freed up to focus on customer-satisfaction drivers​Retailers are increasingly adopting data-driven approaches to staff deployment, improving both how and where staff allocate their time.​Leading retailers are capturing data on transactions and footfall, including movements within store, to make better scheduling decisions. ​Aritzia store scheduling decisions are informed on a daily and weekly basis by traffic data, shopper-to-associate ratios and sales productivity expectations.Additionally, companies are testing different approaches to understand where human capital is best deployed to drive incremental sales. For example, a US-based sportswear brand reworked its staff deployment model after learning that staff coverage of the fitting rooms was key to driving both sales and basket size through cross-selling and upselling. Faherty uses gig-style staffing during holidays and high-traffic times to support backend activities like steaming and stacking. Using the specialised gig platform Reflex, the company employs gig staffing for around 10 percent of hours per week.Streamlining manual tasks Retailers can leverage technology to automate and streamline activities such as digital task management, ordering and production planning, which can free up employee time for more customer-centric activities. For example, BJ’s Wholesale automates inventory tasks by using Simbe Robotics’ robot, Tally, which Simbe reports can reduce e-commerce fulfilment time and improve worker safety by automating tasks like manoeuvring large pallets.Although the technology is not new, unlocking the full value of radio-frequency identifiers (RFID) in store operations should continue to be a priority for retailers in the year ahead. Correct implementation of RFID across inventory-related store processes can lead to a 10 to 15 percent reduction in associated labour hours.Additionally, brands are increasingly testing customer-facing RFID use cases that make the customer experience more seamless while freeing up store associate time. Though nascent, RFID self-checkout is set to expand in the coming year; Radar, a technology company that works with major apparel retailers such as American Eagle, plans to launch its RFID-powered checkout function in 2024.Uniqlo’s self-checkout, where shoppers drop items into an RFID-enabled basket, is used in 70 to 90 percent of transactions across markets and is credited with cutting transaction times in half.Employee experience is central to customer satisfactionIn retail, there are six main factors that impact employee retention. US employees plan to leave their jobs primarily due to concerns about career development, citing limited growth opportunities. Compensation issues rank second, influenced by macroeconomic pressures. Employees passionate about the industry, however, tend to cite these factors as reasons to stay, hence investments in career development and compensation can be a “win-win” for retailers looking to reduce the high costs of staff turnover. This underscores the importance of defining a company-specific target employee profile, whether that be career brand enthusiasts, retirees looking for a store discount or part-timers seeking flexibility. Improved employee experience can make for more satisfied, tenured workforces and more satisfied customers, too. Companies with top-quartile employee experience are twice as likely to have top-quartile customer experience.Employees with high satisfaction tend to have a higher calibre of output as they typically are more tenured and make fewer errors on the job. Retail workers also value customer interactions, citing “relational” elements of the job as a key part of why they deem the work meaningful.How should executives respond to these shifts?1. Enable staff with training and tools to improve customer interactionsUpskill store personnel by arming them with the knowledge and tools needed to improve customer satisfaction and engagement. This can include training them on relationship management and product expertise, as well as providing them with tools and real-time customer analytics to improve product recommendations.2. Motivate store associates with broader incentive structuresExtend both hard and soft incentives to drive conversion and longer-term customer value, rewarding associates who drive future digital purchases in addition to immediate, in-person ones. Have corporate and in-store management champion the goals to illustrate how they are valued by the entire organisation.3. Optimise processes to refocus store personnel on high-value activitiesAutomate and digitise select manual processes, such as merchandising and returns, to rework the role of store personnel in a way that drives customer conversion. Identify where to deploy sales associates versus automated or self-service options by analysing the key turning points in conversion that will maximise return on investment.4. Retain employees with coaching and one-to-one interactionsMake changes to employee benefits to attract and retain high-quality store personnel, tailoring changes to the target employee and their motivations. In doing so, career development pathways will be essential in driving retention and brand buy-in. Leading retailers can achieve this by offering academy-style courses that fully immerse their associates.This article first appeared in The State of Fashion 2025, an in-depth report on the global fashion industry, co-published by BoF and McKinsey & Company. Source link

[chilimili212]

Opens in new windowNow that the post-pandemic flurry of customers returning to stores has begun to cool, in-store sales growth is forecast to be around 1 to 2 percent on average across key markets in 2025, compared to the last few years of high single-digit to double-digit growth.This normalisation comes as store foot traffic is approaching pre-pandemic levels across regions. Some markets like continental Europe anticipated surpassing their pre-pandemic offline market size in 2024.However, the role of the store has evolved globally. It is estimated that almost 70 percent of retail sales today are digitally influenced, making stores more of a destination for conversion and building brand loyalty than initial discovery. 54 percent of apparel shoppers say they prefer to buy clothing in brick-and-mortar locations versus online.As store growth decelerates, retailers will need to further differentiate their store experience from the competition to convert customers in stores. While retailers have been focused on delivering digital innovations in store, in doing so they have deprioritised some of the basics that shoppers returned to stores for in the first place, such as the human side of sales.75%—  of shoppers in 2022 were likely to spend more after receiving high-quality servicemore than 20%—  of missed in-store sales were related to issues with store staff, such as poor engagement or unavailabilityStore associates are crucial in differentiating the store experienceNon-human elements of the shopping journey and store characteristics tend to be must-haves or hygienic factors. These elements drive both high satisfaction when present and dissatisfaction when not present, but do not tend to differentiate the experience or increase sales.Human interactions such as interactions with store associates tend to be key differentiators of the in-store experience. These boost shopper delight and are key drivers of conversion and loyalty, since these exchanges are only possible in stores.Human interactions are particularly important to aspirational and younger consumers. The former are up to 2x as likely to seek styling advice from staff compared to value and mid-market shoppers, and the latter are 1.5x as likely compared to shoppers over the age of 50.Solving human capital challenges is essential to retaining associates in today’s labour market Shoppers are the least satisfied with human interactions in their store experiences, scoring as much as 25 percentage points below other aspects on average, including fitting rooms and checkout transactions and store atmosphere.Satisfaction with store staff is lower in the US, UK and Germany compared to China, where shoppers are around half as satisfied.While satisfaction is low across age groups, shoppers under the age of 30 show higher net satisfaction of 43 percent compared to 32 percent for those aged 50 and above. In contrast, older shoppers tend to be more delighted by the store atmosphere.More than 60%—  of shoppers cite poorly trained or prepared staff as a cause of discontent with store experiencesIn 2023, 75 percent of global companies across industries reported operating without enough frontline employees.The labour shortage is particularly pronounced in retail. As of May 2024, there were 2.5 million more retail job vacancies than job seekers in the US. More than 44 percent of US retail workers are planning to leave their jobs within three to six months.This is also evident in the luxury sector, where some flagships in Paris reported operating with staff shortages of 20 percent in 2024. Industry leader LVMH forecasts it will need to recruit 22,000 new workers by the end of 2025, nearly two thirds being sales associates.1.2x—  retail workers are 1.2x more likely to leave their jobs than the average US employeeIn the past few years, US retail wage growth has outpaced other sectors. Since the pandemic, retail hourly wages have increased by over 20 percent vs 11 percent in the private sector.Retail pay growth in the UK continues to outpace other sectors. In August, pay was up 9 percent year on year. This was partially driven by the near 10 percent increase in the national living wage in April 2024, which impacted a significant portion of the frontline retail population.Rising workforce costs are making the industry’s high turnover more costly. Losing a single frontline retail employee can cost a retailer $2,000 to $10,000 on average. Costs tend to be higher for managerial positions and more experienced employees. Multiplied by thousands of employees across multiple years, those costs can weigh on a retailer’s bottom line.up to $10k—  the average estimated cost of losing a single retail frontline employeeUpskilling staff and investing in tech support tools will enable better customer interactions Upskilling store staff​Upskilling and training store associates is the top priority for executives aiming to improve sales and customer engagement in stores in 2025.Professional development of store associates has long been a priority for retailers, given the young and inexperienced workforce (more than 30 percent of all first jobs in the US are in retail). However, the focus on training is expected to increase in the year ahead. As staff turnover continues to rise, retailers will need to increase the speed and cost-efficiency of training. Formats like AI-powered training and micro-learning, where content is broken into small chunks, will play an increasingly important role.Training has a positive impact on employee satisfaction and retention. One large retailer that implemented college-level courses and skills certification found its employees were four times more likely to stay in their jobs.In 2024, Reiss partnered with AI-powered learning platform Thrive to boost employee development by enhancing the onboarding process, celebrating internal achievements and creating a collaborative learning environment. Meanwhile, Aritzia has a “University” programme that includes onboarding for new hires and ongoing training for existing employees. This year, it reported providing >80,000 hours of formal training.Optimising customer interactions with tech More than half of fashion executives agree that the use of digital tools to facilitate omnichannel sales will be a key priority in the year ahead.As store associates shift to focus more on customer interactions, it will be important to arm them with the tools and knowledge to meaningfully engage with customers. New customer relationship management (CRM) enabled technologies can help store associates get real-time information about the customer they are interacting with to make for a better store experience. Luxury and non-luxury brands alike have begun using technology to track engagement and connect with customers after they leave the store, while others are providing staff with data-backed, personalised customer recommendations for cross-sell and upsell opportunities in store. For example, Kering’s clienteling app, Luce, provides store associates with tailored product recommendations and personalised promotions for customers. The app has boosted the average order value by between 15 and 20 percent.Similarly, in August 2024, Target rolled out a generative AI-enabled tool called Store Companion at its >2,000 stores. The tool improves store associates' efficiency by providing live coaching and on-the-job answers to questions about processes.Employee incentives should reward customer lifetime value and reflect modern shopping habitsCreating staff incentives that prioritise customer interactions and relationship-building can increase both sales and employee satisfaction. When incentives align with the parts of work employees deem meaningful, they can feel more fulfilled and appreciated. For any sort of incentive, the key performance indicators of staff success need to reflect new ways of working. Changes might include rewarding staff based on onboarding new loyalty members or driving omnichannel sales, such as digital sales ordered in store.Revised incentives are required to reward customer lifetime value over individual transactions and better reflect modern shopping journeys. Browsing in store remains an influential channel for learning about products, yet as of 2021 only 31 percent of businesses measured the contribution of stores to digital sales, and vice versa.Among the companies revising incentives is Frasers Group, which hosts a festival for its employees every year and holds monthly peer-nominated awards for “champions” across divisions, where winners receive public recognition plus double pay for that month. This can directly impact retention rates. Dior saw a 10 percent improvement in employee retention after launching a platform where staff could earn performance-based points redeemable for tailored experiences, such as luxury spa days and wine tastings.Nordstrom associates can invite customers to receive “Style Board” emails where they can curate collections of products and still receive commission on those digital purchases. Even though it is not mandatory, the majority of employees use the feature.Store staff should be freed up to focus on customer-satisfaction drivers​Retailers are increasingly adopting data-driven approaches to staff deployment, improving both how and where staff allocate their time.​Leading retailers are capturing data on transactions and footfall, including movements within store, to make better scheduling decisions. ​Aritzia store scheduling decisions are informed on a daily and weekly basis by traffic data, shopper-to-associate ratios and sales productivity expectations.Additionally, companies are testing different approaches to understand where human capital is best deployed to drive incremental sales. For example, a US-based sportswear brand reworked its staff deployment model after learning that staff coverage of the fitting rooms was key to driving both sales and basket size through cross-selling and upselling. Faherty uses gig-style staffing during holidays and high-traffic times to support backend activities like steaming and stacking. Using the specialised gig platform Reflex, the company employs gig staffing for around 10 percent of hours per week.Streamlining manual tasks Retailers can leverage technology to automate and streamline activities such as digital task management, ordering and production planning, which can free up employee time for more customer-centric activities. For example, BJ’s Wholesale automates inventory tasks by using Simbe Robotics’ robot, Tally, which Simbe reports can reduce e-commerce fulfilment time and improve worker safety by automating tasks like manoeuvring large pallets.Although the technology is not new, unlocking the full value of radio-frequency identifiers (RFID) in store operations should continue to be a priority for retailers in the year ahead. Correct implementation of RFID across inventory-related store processes can lead to a 10 to 15 percent reduction in associated labour hours.Additionally, brands are increasingly testing customer-facing RFID use cases that make the customer experience more seamless while freeing up store associate time. Though nascent, RFID self-checkout is set to expand in the coming year; Radar, a technology company that works with major apparel retailers such as American Eagle, plans to launch its RFID-powered checkout function in 2024.Uniqlo’s self-checkout, where shoppers drop items into an RFID-enabled basket, is used in 70 to 90 percent of transactions across markets and is credited with cutting transaction times in half.Employee experience is central to customer satisfactionIn retail, there are six main factors that impact employee retention. US employees plan to leave their jobs primarily due to concerns about career development, citing limited growth opportunities. Compensation issues rank second, influenced by macroeconomic pressures. Employees passionate about the industry, however, tend to cite these factors as reasons to stay, hence investments in career development and compensation can be a “win-win” for retailers looking to reduce the high costs of staff turnover. This underscores the importance of defining a company-specific target employee profile, whether that be career brand enthusiasts, retirees looking for a store discount or part-timers seeking flexibility. Improved employee experience can make for more satisfied, tenured workforces and more satisfied customers, too. Companies with top-quartile employee experience are twice as likely to have top-quartile customer experience.Employees with high satisfaction tend to have a higher calibre of output as they typically are more tenured and make fewer errors on the job. Retail workers also value customer interactions, citing “relational” elements of the job as a key part of why they deem the work meaningful.How should executives respond to these shifts?1. Enable staff with training and tools to improve customer interactionsUpskill store personnel by arming them with the knowledge and tools needed to improve customer satisfaction and engagement. This can include training them on relationship management and product expertise, as well as providing them with tools and real-time customer analytics to improve product recommendations.2. Motivate store associates with broader incentive structuresExtend both hard and soft incentives to drive conversion and longer-term customer value, rewarding associates who drive future digital purchases in addition to immediate, in-person ones. Have corporate and in-store management champion the goals to illustrate how they are valued by the entire organisation.3. Optimise processes to refocus store personnel on high-value activitiesAutomate and digitise select manual processes, such as merchandising and returns, to rework the role of store personnel in a way that drives customer conversion. Identify where to deploy sales associates versus automated or self-service options by analysing the key turning points in conversion that will maximise return on investment.4. Retain employees with coaching and one-to-one interactionsMake changes to employee benefits to attract and retain high-quality store personnel, tailoring changes to the target employee and their motivations. In doing so, career development pathways will be essential in driving retention and brand buy-in. Leading retailers can achieve this by offering academy-style courses that fully immerse their associates.This article first appeared in The State of Fashion 2025, an in-depth report on the global fashion industry, co-published by BoF and McKinsey & Company. Source link

[oliviajoyice21]

Opens in new windowNow that the post-pandemic flurry of customers returning to stores has begun to cool, in-store sales growth is forecast to be around 1 to 2 percent on average across key markets in 2025, compared to the last few years of high single-digit to double-digit growth.This normalisation comes as store foot traffic is approaching pre-pandemic levels across regions. Some markets like continental Europe anticipated surpassing their pre-pandemic offline market size in 2024.However, the role of the store has evolved globally. It is estimated that almost 70 percent of retail sales today are digitally influenced, making stores more of a destination for conversion and building brand loyalty than initial discovery. 54 percent of apparel shoppers say they prefer to buy clothing in brick-and-mortar locations versus online.As store growth decelerates, retailers will need to further differentiate their store experience from the competition to convert customers in stores. While retailers have been focused on delivering digital innovations in store, in doing so they have deprioritised some of the basics that shoppers returned to stores for in the first place, such as the human side of sales.75%—  of shoppers in 2022 were likely to spend more after receiving high-quality servicemore than 20%—  of missed in-store sales were related to issues with store staff, such as poor engagement or unavailabilityStore associates are crucial in differentiating the store experienceNon-human elements of the shopping journey and store characteristics tend to be must-haves or hygienic factors. These elements drive both high satisfaction when present and dissatisfaction when not present, but do not tend to differentiate the experience or increase sales.Human interactions such as interactions with store associates tend to be key differentiators of the in-store experience. These boost shopper delight and are key drivers of conversion and loyalty, since these exchanges are only possible in stores.Human interactions are particularly important to aspirational and younger consumers. The former are up to 2x as likely to seek styling advice from staff compared to value and mid-market shoppers, and the latter are 1.5x as likely compared to shoppers over the age of 50.Solving human capital challenges is essential to retaining associates in today’s labour market Shoppers are the least satisfied with human interactions in their store experiences, scoring as much as 25 percentage points below other aspects on average, including fitting rooms and checkout transactions and store atmosphere.Satisfaction with store staff is lower in the US, UK and Germany compared to China, where shoppers are around half as satisfied.While satisfaction is low across age groups, shoppers under the age of 30 show higher net satisfaction of 43 percent compared to 32 percent for those aged 50 and above. In contrast, older shoppers tend to be more delighted by the store atmosphere.More than 60%—  of shoppers cite poorly trained or prepared staff as a cause of discontent with store experiencesIn 2023, 75 percent of global companies across industries reported operating without enough frontline employees.The labour shortage is particularly pronounced in retail. As of May 2024, there were 2.5 million more retail job vacancies than job seekers in the US. More than 44 percent of US retail workers are planning to leave their jobs within three to six months.This is also evident in the luxury sector, where some flagships in Paris reported operating with staff shortages of 20 percent in 2024. Industry leader LVMH forecasts it will need to recruit 22,000 new workers by the end of 2025, nearly two thirds being sales associates.1.2x—  retail workers are 1.2x more likely to leave their jobs than the average US employeeIn the past few years, US retail wage growth has outpaced other sectors. Since the pandemic, retail hourly wages have increased by over 20 percent vs 11 percent in the private sector.Retail pay growth in the UK continues to outpace other sectors. In August, pay was up 9 percent year on year. This was partially driven by the near 10 percent increase in the national living wage in April 2024, which impacted a significant portion of the frontline retail population.Rising workforce costs are making the industry’s high turnover more costly. Losing a single frontline retail employee can cost a retailer $2,000 to $10,000 on average. Costs tend to be higher for managerial positions and more experienced employees. Multiplied by thousands of employees across multiple years, those costs can weigh on a retailer’s bottom line.up to $10k—  the average estimated cost of losing a single retail frontline employeeUpskilling staff and investing in tech support tools will enable better customer interactions Upskilling store staff​Upskilling and training store associates is the top priority for executives aiming to improve sales and customer engagement in stores in 2025.Professional development of store associates has long been a priority for retailers, given the young and inexperienced workforce (more than 30 percent of all first jobs in the US are in retail). However, the focus on training is expected to increase in the year ahead. As staff turnover continues to rise, retailers will need to increase the speed and cost-efficiency of training. Formats like AI-powered training and micro-learning, where content is broken into small chunks, will play an increasingly important role.Training has a positive impact on employee satisfaction and retention. One large retailer that implemented college-level courses and skills certification found its employees were four times more likely to stay in their jobs.In 2024, Reiss partnered with AI-powered learning platform Thrive to boost employee development by enhancing the onboarding process, celebrating internal achievements and creating a collaborative learning environment. Meanwhile, Aritzia has a “University” programme that includes onboarding for new hires and ongoing training for existing employees. This year, it reported providing >80,000 hours of formal training.Optimising customer interactions with tech More than half of fashion executives agree that the use of digital tools to facilitate omnichannel sales will be a key priority in the year ahead.As store associates shift to focus more on customer interactions, it will be important to arm them with the tools and knowledge to meaningfully engage with customers. New customer relationship management (CRM) enabled technologies can help store associates get real-time information about the customer they are interacting with to make for a better store experience. Luxury and non-luxury brands alike have begun using technology to track engagement and connect with customers after they leave the store, while others are providing staff with data-backed, personalised customer recommendations for cross-sell and upsell opportunities in store. For example, Kering’s clienteling app, Luce, provides store associates with tailored product recommendations and personalised promotions for customers. The app has boosted the average order value by between 15 and 20 percent.Similarly, in August 2024, Target rolled out a generative AI-enabled tool called Store Companion at its >2,000 stores. The tool improves store associates' efficiency by providing live coaching and on-the-job answers to questions about processes.Employee incentives should reward customer lifetime value and reflect modern shopping habitsCreating staff incentives that prioritise customer interactions and relationship-building can increase both sales and employee satisfaction. When incentives align with the parts of work employees deem meaningful, they can feel more fulfilled and appreciated. For any sort of incentive, the key performance indicators of staff success need to reflect new ways of working. Changes might include rewarding staff based on onboarding new loyalty members or driving omnichannel sales, such as digital sales ordered in store.Revised incentives are required to reward customer lifetime value over individual transactions and better reflect modern shopping journeys. Browsing in store remains an influential channel for learning about products, yet as of 2021 only 31 percent of businesses measured the contribution of stores to digital sales, and vice versa.Among the companies revising incentives is Frasers Group, which hosts a festival for its employees every year and holds monthly peer-nominated awards for “champions” across divisions, where winners receive public recognition plus double pay for that month. This can directly impact retention rates. Dior saw a 10 percent improvement in employee retention after launching a platform where staff could earn performance-based points redeemable for tailored experiences, such as luxury spa days and wine tastings.Nordstrom associates can invite customers to receive “Style Board” emails where they can curate collections of products and still receive commission on those digital purchases. Even though it is not mandatory, the majority of employees use the feature.Store staff should be freed up to focus on customer-satisfaction drivers​Retailers are increasingly adopting data-driven approaches to staff deployment, improving both how and where staff allocate their time.​Leading retailers are capturing data on transactions and footfall, including movements within store, to make better scheduling decisions. ​Aritzia store scheduling decisions are informed on a daily and weekly basis by traffic data, shopper-to-associate ratios and sales productivity expectations.Additionally, companies are testing different approaches to understand where human capital is best deployed to drive incremental sales. For example, a US-based sportswear brand reworked its staff deployment model after learning that staff coverage of the fitting rooms was key to driving both sales and basket size through cross-selling and upselling. Faherty uses gig-style staffing during holidays and high-traffic times to support backend activities like steaming and stacking. Using the specialised gig platform Reflex, the company employs gig staffing for around 10 percent of hours per week.Streamlining manual tasks Retailers can leverage technology to automate and streamline activities such as digital task management, ordering and production planning, which can free up employee time for more customer-centric activities. For example, BJ’s Wholesale automates inventory tasks by using Simbe Robotics’ robot, Tally, which Simbe reports can reduce e-commerce fulfilment time and improve worker safety by automating tasks like manoeuvring large pallets.Although the technology is not new, unlocking the full value of radio-frequency identifiers (RFID) in store operations should continue to be a priority for retailers in the year ahead. Correct implementation of RFID across inventory-related store processes can lead to a 10 to 15 percent reduction in associated labour hours.Additionally, brands are increasingly testing customer-facing RFID use cases that make the customer experience more seamless while freeing up store associate time. Though nascent, RFID self-checkout is set to expand in the coming year; Radar, a technology company that works with major apparel retailers such as American Eagle, plans to launch its RFID-powered checkout function in 2024.Uniqlo’s self-checkout, where shoppers drop items into an RFID-enabled basket, is used in 70 to 90 percent of transactions across markets and is credited with cutting transaction times in half.Employee experience is central to customer satisfactionIn retail, there are six main factors that impact employee retention. US employees plan to leave their jobs primarily due to concerns about career development, citing limited growth opportunities. Compensation issues rank second, influenced by macroeconomic pressures. Employees passionate about the industry, however, tend to cite these factors as reasons to stay, hence investments in career development and compensation can be a “win-win” for retailers looking to reduce the high costs of staff turnover. This underscores the importance of defining a company-specific target employee profile, whether that be career brand enthusiasts, retirees looking for a store discount or part-timers seeking flexibility. Improved employee experience can make for more satisfied, tenured workforces and more satisfied customers, too. Companies with top-quartile employee experience are twice as likely to have top-quartile customer experience.Employees with high satisfaction tend to have a higher calibre of output as they typically are more tenured and make fewer errors on the job. Retail workers also value customer interactions, citing “relational” elements of the job as a key part of why they deem the work meaningful.How should executives respond to these shifts?1. Enable staff with training and tools to improve customer interactionsUpskill store personnel by arming them with the knowledge and tools needed to improve customer satisfaction and engagement. This can include training them on relationship management and product expertise, as well as providing them with tools and real-time customer analytics to improve product recommendations.2. Motivate store associates with broader incentive structuresExtend both hard and soft incentives to drive conversion and longer-term customer value, rewarding associates who drive future digital purchases in addition to immediate, in-person ones. Have corporate and in-store management champion the goals to illustrate how they are valued by the entire organisation.3. Optimise processes to refocus store personnel on high-value activitiesAutomate and digitise select manual processes, such as merchandising and returns, to rework the role of store personnel in a way that drives customer conversion. Identify where to deploy sales associates versus automated or self-service options by analysing the key turning points in conversion that will maximise return on investment.4. Retain employees with coaching and one-to-one interactionsMake changes to employee benefits to attract and retain high-quality store personnel, tailoring changes to the target employee and their motivations. In doing so, career development pathways will be essential in driving retention and brand buy-in. Leading retailers can achieve this by offering academy-style courses that fully immerse their associates.This article first appeared in The State of Fashion 2025, an in-depth report on the global fashion industry, co-published by BoF and McKinsey & Company. Source link

[hiimanshiiitsolutions]

Free Job Alert Vacancy in Akola, Maharashtra

If you are on the lookout for exciting career opportunities in Akola, Maharashtra, you are in the right place! The job market in Akola is brimming with diverse openings across various industries, catering to professionals and job seekers of all levels. In this blog, we delve into the details of free job alerts in Akola, helping you uncover your dream opportunity without the hassle of scouring multiple platforms. Whether you’re a fresher or an experienced professional, there’s something for everyone in this bustling city.

Why Akola is Emerging as a Job Hub

Akola, known as the “Cotton City” of Maharashtra, is not just a major agricultural hub but also a growing center for commerce, education, and healthcare. With its rapid urbanization and economic development, Akola has seen a rise in job vacancies in government sectors, private companies, and entrepreneurial ventures. This development has opened doors for numerous opportunities across industries such as education, healthcare, retail, manufacturing, and IT-enabled services.

How to Access Free Job Alerts in Akola

One of the best ways to stay updated on job vacancies in Akola is through free job alerts. These alerts provide timely notifications about job openings tailored to your qualifications and preferences. Here’s how you can access these alerts:

Online Job Portals: Platforms like Naukri, Indeed, and Monster have dedicated sections for jobs in Akola. Registering on these portals with your resume allows you to receive alerts for relevant vacancies.

Government Websites: Keep an eye on the official websites of the Maharashtra Public Service Commission (MPSC) and other state government departments for public sector job openings in Akola.

Mobile Apps: Several mobile applications, such as Apna and WorkIndia, offer real-time updates on local job vacancies. These apps often feature part-time, full-time, and freelance opportunities.

Social Media Groups: Join Facebook groups, WhatsApp communities, and LinkedIn forums specific to job alerts in Akola. These platforms can provide leads on both formal and informal opportunities.

Local Newspapers: The classifieds section of newspapers like Lokmat and Sakal often feature job openings in Akola, including walk-in interviews and urgent hiring announcements.

Key Sectors Offering Job Opportunities in Akola

Here’s a closer look at some of the sectors generating employment in Akola:

Agriculture and Agro-based Industries

Given Akola’s prominence in cotton and soybean production, agriculture remains a significant employer. Roles in this sector range from farm management to quality control in agro-processing units.

Healthcare

With a growing number of hospitals, clinics, and diagnostic centers, healthcare professionals like doctors, nurses, technicians, and administrative staff are in high demand.

Education

Akola is home to numerous schools, colleges, and coaching institutes. There’s a steady demand for teachers, lecturers, and administrative personnel in this sector.

Retail and Sales

The retail sector, including supermarkets, apparel stores, and electronic shops, offers numerous job openings for sales executives, store managers, and customer service representatives.

IT and BPO

The IT and BPO industries are gradually making their presence felt in Akola. Jobs in this sector include data entry, customer support, and IT support roles.

Banking and Finance

Banks, insurance companies, and microfinance institutions are actively hiring for roles such as loan officers, customer relationship managers, and accountants.

Tips to Maximize Your Job Search in Akola

Tailor Your Resume: Ensure your resume highlights your skills and experiences relevant to the job you are applying for. A well-structured resume can make a strong impression on employers.

Leverage Networking: Building a professional network is crucial. Attend local career fairs, seminars, and workshops to connect with potential employers.

Enhance Your Skills: Enroll in skill development programs to boost your employability. Online courses and certifications in areas like digital marketing, finance, or IT can give you an edge.

Stay Consistent: Regularly check job portals, apps, and social media for updates. Setting aside dedicated time for job hunting ensures you don’t miss any opportunities.

Prepare for Interviews: Practice commonly asked interview questions and research the company or organization you’re applying to. Confidence and preparation are key to acing interviews.

Benefits of Free Job Alerts

Free job alerts are a game-changer for job seekers in Akola. Here’s why:

Convenience: Receive updates directly on your phone or email without spending hours searching.

Customization: Alerts can be tailored to your preferences, ensuring you only get notified about relevant openings.

Timeliness: Be among the first to apply for new vacancies, increasing your chances of selection.

Cost-Effective: As the name suggests, free job alerts don’t cost you a dime, making them an ideal solution for job seekers on a budget.

Final Thoughts

Finding the right job in Akola doesn’t have to be a daunting task. With the abundance of free job alerts and a growing pool of opportunities, landing your dream role is well within reach. Stay proactive, keep enhancing your skills, and leverage the resources available to you. Remember, every application is a step closer to your goal. The vibrant job market in Akola is waiting for you—seize the opportunities and embark on a fulfilling career journey today!

[jobsthe24]

Latest Fresher Job Vacancies in Delhi NCR

Job Opportunities for Fresh Graduates: Navigating the Entry-Level Tech and Sales Landscape in 2025 The present job market presents exciting opportunities for fresh graduates in multiple fields, but there is a strong emphasis on technology, sales, and customer support. Here is a comprehensive guide to help you get started in your professional journey. Software Engineering Opportunities Software Engineer Trainee Positions Fresh graduates can look for promising entry-level software engineering positions at several major companies: Hawkins Cookers Limited Immediate software engineer trainee openings Ideal platform for technical skill building Learning opportunities in a formal corporate setup Chegg India Private Limited The company specializes in creating innovative learning platforms Seeking fresh graduates with a good base in technical knowledge Opportunities for professional growth in educational technology WinZo A growing tech firm with a vibrant work culture Scope for professional growth on the fast track Looking for fresh graduates who have an enthusiasm for technology Key Skills for Software Engineer Trainees To be successful in these positions, recent graduates should aim at: Sound programming skills Problem-solving skills Knowledge of multiple programming languages Readiness to learn and adapt Sales and Business Development Sales Executive Jobs There are great sales opportunities in different sectors: Masai Exciting sales executive positions Focus on apparel retail and marketing Excellent opportunity for graduates with great communication skills Key Skills for Sales Jobs Excellent communication skills Results-driven approach Relationship building and client maintenance Flexibility and perseverance Customer Support Jobs Telecalling and Support Roles Companies like Kaam24 are actively recruiting for customer support positions: Domestic telecalling opportunities Entry-level positions for fresh graduates Potential for skill development in customer interaction Emerging Companies Offering Opportunities Several innovative companies are providing immediate openings for fresh graduates: Snowebs Software Technologies Walkover Web Solutions Cloud Wireless Technologies Nuevas Technologies Seajin Technology Strategies for Fresh Graduates Maximizing Job Search Success Skill Development Continuously upgrade technical and soft skills Pursue online certifications Build a strong portfolio Networking Leverage professional networking platforms Attend industry events and webinars Connect with alumni and professionals Tailored Applications Customize resume for each application Highlight relevant skills and projects Demonstrate enthusiasm and potential Salary and Growth Potential While entry-level salaries vary, fresh graduates can expect competitive compensation packages with opportunities for rapid growth. Companies are increasingly investing in training programs to develop young talent. Conclusion There are a lot of opportunities in the job market in 2025 for fresh graduates in the domains of technology, sales, and customer support. Focusing on skill development, keeping up a proactive approach, and targeting the right companies will enable young professionals to launch their careers successfully.

[sudheervanguri]

Aizant Bioanalytical walk in drive for fresher & experienced Aizant Drug Research Solutions Pvt Ltd, a renowned name in the pharmaceutical industry, is inviting applications for multiple positions in their Bioanalytical Department. This is a fantastic opportunity for both freshers and experienced professionals to join a leading organization in Hyderabad, Telangana. The open positions include Trainee, Junior Scientist, Scientist, and Senior Scientist roles. Candidates with the required qualifications and experience, particularly those proficient with LC-MS/MS or ICPMS, are encouraged to apply. About Aizant Drug Research Solutions Aizant Drug Research Solutions Pvt Ltd is a certified Great Place to Work, offering an excellent work environment for professionals in the pharmaceutical industry. With a commitment to innovation and excellence, Aizant is dedicated to providing top-notch drug research solutions. Job Positions and Eligibility Criteria Trainee - Freshers: Qualifications: B.Tech in BioTech, Biochem, B.Pharm, or M.Pharm / M.Sc. Experience: Freshers are welcome. Key Skills: Basic understanding of bioanalytical techniques. Junior Scientist / Scientist: Qualifications: B.Tech in BioTech, Biochem, B.Pharm, or M.Pharm / M.Sc. Experience: 1 to 5 years of experience in the field. Key Skills: Proficiency with LC-MS/MS or ICPMS. Senior Scientist: Qualifications: B.Tech in BioTech, Biochem, B.Pharm, or M.Pharm / M.Sc. Experience: 5 to 8 years of experience in the field. Key Skills: Advanced expertise with LC-MS/MS or ICPMS. Vacancy Information Aizant Drug is offering multiple vacancies across these roles, providing an excellent career growth opportunity for aspiring bioanalytical professionals. Location Details The positions are based in Hyderabad, Telangana, at the following address: Aizant Drug Research Solutions Pvt Ltd, Sy. No. 172 & 173, Quthbullapur Mandal, Apparel Park Rd, Dulapally, Hyderabad, Telangana 500100. Walk-In Interview Details Interested candidates can attend the walk-in interview on Date: Thursday, 11th July 2024, from 09 AM to 01 PM Venue: Aizant Drug Research Solutions Pvt Ltd, Sy. No. 172 & 173, Quthbullapur Mandal, Apparel Park Rd, Dulapally, Hyderabad, Telangana 500100. Application Process To apply for these positions, candidates are required to bring their updated resumes, relevant academic certificates, and experience letters (if applicable) to the walk-in interview. [caption id="attachment_57327" align="aligncenter" width="930"] Aizant Drugs Research Solutions Recruitment Notification[/caption]

[blogspud-jobs]

Job Vacancies: 1. Sample Fabric Manag...

[canadajobbank]

Hiring now: Retail store supervisor

[gmtsjobs]

DMM Apparels Job in a Buying House | Garments Job

DMM Apparels Job in a Buying House | Garments Job DMM Garments Job for a Reputed Buying House in Bangladesh.

#hiring #apparel #garmentsjob #garments #jobs #dmm #dmmjobs #bangladesh #marketingmanagement #merchandisingmanger # #jobvacancy #management #sourcing #buyinghouse #liaison #trading #careers #sourcingagent #india #jobseekers #jobopening #hr #recruiting #gmts #textiles #jobalert #opportunity #marketingmanagement #fashion #job #merchandising #merchandiser #merchant #apparelindustry #dhaka #hiringnow #hiringandpromotions #jobopportunities #vacancy #careeropportunity #jobsnearme #jobsforyou #marketing #merchandisers #merchandisingjobs #jobhunt #hiringnow #gmtsjobs #linkedin #instagram #money #facebook #jobposting #jobsearch #manufacturer #manufacturing #marketingjobs #bdjobs #everyone #careersopportunity #careeropportunities #opportunities #jobsearch #rmg #rmgbd

Subscribe to us: https://gmtsjobs.blogspot.com/ Facebook page: https://www.facebook.com/gmtsjob Facebook Group: https://www.facebook.com/groups/gmtsjob LinkedIn Page: https://www.linkedin.com/company/gmts-jobs LinkedIn Group: https://www.linkedin.com/groups/Gmts_Jobs Twitter: https://twitter.com/GmtsJobs Instagram: https://www.instagram.com/gmtsjobs/ WhatsApp Group: https://chat.whatsapp.com/GmtsJobs Telegram Group: https://t.me/gmtsjobs Telegram Channel: https://t.me/gmts_jobs Pinterest: https://www.pinterest.com/gmtsjobs/ Quora: https://gmtsjobs.quora.com/ Reddit: https://www.reddit.com/user/GmtsJobs Medium: https://gmtsjobs.medium.com/

NB: THIS IS A COLLECTED JOB CIRCULAR. THIS PLATFORM WILL NOT TAKE ANY RESPONSIBILITY IF YOU TRANSACT ANY MONEY FOR THIS JOB POST.

Post Tags: dmm full form, dmm meaning, apparels, haria apparels share price, sp apparels share price, biba apparels, xyxx apparels, sp apparels share, sp apparels, fakir apparels ltd, interstoff apparels ltd, glory textile & apparels ltd, renaissance apparels ltd, square apparels ltd, intimate apparels ltd, tarasima apparels ltd, apparels village limited, buying house in bangladesh, buying house, buying house job, buying house in uttara, bangladesh vs india, redmi note 11 price in bangladesh, realme c35 price in bangladesh, vivo y21 price in bangladesh, india vs bangladesh, redmi note 10 price in bangladesh, bangladesh vs england, bangladesh vs ireland, management meaning in bengali, high salary job in bangladesh, high salary jobs in india, bd jobs, Careers Opportunity, Careers opportunity in bd, career opportunities in Bangladesh, everyone, garments job, gmtsjobs, gms jobs, mt manager, merchandising manager, marketing management, management, what is management, buying house in bangladesh, india, bangladesh,

[anthonybialy]

Sticking with What Doesn’t Work

The only thing worse than the aggravation of change is sticking with what sucks.  Good turmoil rids ourselves of bad circumstances.  Adjusting to a new lifestyle is worthwhile if changing a rut of a routine means undoing what liberals inflicted.  Moving is a pain and totally justified if your new residence contains a pinball lounge and tiki bar.

Suddenly getting to buy health insurance from anywhere is an ideal version of proper radical change.  Having our most dreadful government involved in healing us creates steadiness in the same sense Oceania avoided major mapping disruptions.  Those kind guys truly knew how to let the populace realize government knew best.

Jobs going obsolete creates trouble for workers who’ve been told they must update skills for the present century.  Aside from hurt feelings about being lumped in with phones that have hinges, the uncertainty related to forced career changes creates fright.  But tumult caused by progress is the only way to move past serfdom.  Tractors mean far fewer job opportunities for the outdoorsy, but it seems food is still being grown while former farmhands made redundant seem to have located new career paths.

Worth is a matter to be hashed out between private parties, which is why Democrats loathe it.  A worker assigned to dig a hole then fill it back in is engaged in hard work may not necessarily be valuable.  Firing the person responsible for getting the ground back to level would create unemployment.  But liberated funds could be used to hire someone productive or buy something desired from another company.  Demands for an alleged living wage are popular amongst people who never thought of doing something people would want to pay handsomely.

Putting the right people out of work only sounds cruel if you’ve never paid staff to be unproductive.  It doesn’t work for the Cleveland Browns or anyone else.  Saved funds from dropping payroll’s dead weight can be used on productive quarterbacks or licensed apparel.

Start by not complying with continued employment of compliance specialists who ensure pretend alignment with capricious rules.  Beleaguered industries are weighed down by whole offices dedicated to tracking if there are enough hires by particular races and genders, which is as bigoted as it sounds.  Diversity officers should be uniformly unemployed.

There is not not nearly enough firing of useless employees we’re compelled to pay.  Liberated IRS agents would have to begin careers that actually contribute.  For now, federal parasites re perversely considered successful for leaching away even more assets.  The Bizarro approach to life doesn’t make it more pleasant on this particular DC Comics Earth.  Try meeting the needs of consumers while profiting by opening a Dairy Queen franchise.

A flat tax would create empty buildings in the capital.  But vacancies in Washington would fill them elsewhere, even if that means full employment in living rooms.  Productivity is to be discouraged for those who drag down others.  The IRS wastefully uses office space that should be abandoned.  Converting levy dungeons into the sort of office that meets customer needs or a laser tag arena would benefit those suddenly less victimized by the state’s piracy.  As for innocent responders to sick governmental incentives, tax preparers would feel lonely in their offices following instituting a flat rate.  But they can put their capacity for crunching numbers to good use instead of coping with villainy.

Fans of brutal bossiness want you to settle into depressing familiarity.  Keeping the Berlin Wall up would’ve prevented a lot of worry about where to dine and how to get cable.  The ultimate expression of political control remains a model for Democrats who rue the lack of a symbol of caring for citizens who refuse to appreciate it.

As for a modern tyranny holding ground, a divided Korea gives the spurious sense of stability.  The border has been in the same spot for quite some time, which hasn’t worked out for the colder peninsula portion.  Lots of landmines keep the status steady in the most ominous way.  Fans of mandated community lament change because they think the wrong side won the Cold War.

If constancy of awfulness at least buffered from surprises, know that’s gone, as well.  Trying unwieldy federal intervention yet again means we’re getting neither constancy nor comfort.  Unappreciative subjects benefiting from Joe Biden’s kindly wisdom can’t afford vehicles to drive to the supermarkets to peruse groceries we can’t afford, either.  Aspiring shoppers would be unlikely to have enough luck to find an outpost that sells more than empty shelves.

Upheaval downward is this very forward era’s defining feature.  Life uncannily got mean as soon as Biden got everything he vaguely remembers wanting.  Cruelty uncannily unleashed itself just as he tried to have an awesome presidency.  As a result of mean fate’s utterly random timing, Americans cope with a dynamic situation in the least appealing way.  Not having reliability is the worst during worsening conditions.  This somehow isn’t as bad as it’ll get.

Predictability can be one of the most overrated virtues.  Knowing an unwieldy tax burden does not make relinquishing cash to be incinerated by doltish planners any more satisfying.  Ghastly public schools, insurance, and retirement plans are all based on the notion that a government that can’t keep trains on rails can map the route life itself.  The only thing worse is if the number is made even more burdensome.  Sleep calmly knowing that getting a worthless education won’t lead to health or a happy retirement.

Dealing with chaos that comes with a lack of alleged guarantees is far better than learning how empty a lockbox issued by the Social Security Administration can be.  Spend a little time shopping to overcome losing assurances from the sort of government where Biden can be head of state.  Or keep thinking that the lack of options will finally bring down prices.  We don’t know what’s going to go badly next.  Everything is going well otherwise.  Try to at least enjoy the lack of relief provided by useless promises.

[klefashiontechnology]

k.l.e society's nijalingappa college, Top fashion technology and apparel institute in Bangalore

The K.L.E Society's Nijalingappa College, Department of Fashion and Apparel Design as a single centre is exceptional in the range of art, design, media & communication disciplines it encompasses. This focus on a group of related subjects has given us advantages in resources, reputation & range

[saltykidsweets79-blog]

Garment Job Vacancies

[nothingunrealistic]

39, tayston

39. “I can’t do this on my own.”

“I’m just saying, every startup there is going to be handing out T-shirts with the company logo.” Winston gets out of the Uber, pulling backpack straps over his shoulders. “MIT kids walk into the career fair expecting that. Won’t make us stand out from the competition.” 

“Then we’ll just have to stand out on the strength of our ideas and the size of our returns.” Taylor slides across the back row of seats to get out as well. The convenience of exiting from the driver’s side hardly justifies the risk of stepping right into the bike lane. “And most of whatever we give away, no matter how unique, is likely to end up in a landfill.”

“You want help with your bags?” the Uber driver calls through the open door, looking back over one shoulder.

“No, thank you.” Winston’s already popped the trunk to unload his suitcase, still swathed in a BOS baggage tag; Taylor taps in a five-star rating for the driver before joining him.

“If there’s any shirts left over, I’m calling dibs on one. And the sticky notes.”

“We can split the sticky notes.”

Taylor lowers their suitcase to the pavement and shuts the trunk lid; the driver returns their nod in the rearview mirror before pulling away from the curb. They step onto the sidewalk to stand beside Winston, who’s scanning the building from cupola to cornerstone with skepticism, particularly the neon signs reading HOTEL and RESTAURANT over twin French doors. “Taylor, I trust you, but I’m really not trusting that this is a boutique hotel when they’ve decided to pair the red-brick-and-dormers look with signage in fucking Papyrus.”

“I can’t explain the signs,” Taylor says, “but the building is a renovated Victorian firehouse.”

“That’s ironic, because their font choice is making me want to set the place on fire.”

A flash flood of students in MIT apparel, all talking and some likely drunk already, pours forth from the restaurant doors, barely parting around Taylor and Winston as they go. When the surge has subsided, Winston’s grimacing, fingers flexing around the handle of his suitcase. “Don’t hire any of them, please.”

“No promises,” Taylor says, though they’d noted the few students who’d jostled them most aggressively.

Compared to its façade, the hotel’s lobby is impressively coherent. The furniture is antique, the decor vintage Americana, with a few glimpses of the building’s past — fire buckets hang on the wall behind the front desk, set some feet back from a RECEPTION sign in a tasteful serif.

The front desk clerk glances up at their arrival, looking the two of them over, then addresses Winston. “Hello, welcome to the Kendall Hotel. Do you have a reservation?”

Taylor blinks. Winston’s expression reflects their own bafflement. “Uh, I don’t have a reservation, but —”

“Well, we don’t have any vacancies,” the clerk says. “I can recommend another hotel nearby.” He looks down again and starts typing on an unseen but unmistakably clicking keyboard. Winston casts Taylor a despairing look before staring back at the clerk, jaw working like he wants to speak but can’t fit the words together. “There’s a Holiday Inn Express about two miles away —”

This is an absurd waste of their time. “It’s my reservation, not his,” Taylor cuts in. “The name is Mason, Taylor.” 

The clerk types in their name, and promptly takes up their mantle of confusion. “A… luxury suite, for two nights.”

“That’s correct.”

“I’ll, uh, need your ID and credit card, please.”

Taylor hands over both. The clerk swipes their card, then slides it and their ID back across the counter, followed by a keycard envelope. “Here are your keys, room 311. Elevator’s just around the corner that way, enjoy your stay. And I’m very sorry for the mix-up —”

“Thank you,” Taylor says curtly, scooping everything up from the counter. They offer a jerk of the head to catch Winston’s eye before turning and crossing the lobby, half-listening for suitcase wheels clicking on the tile behind them.

Only when they’ve arrived at the elevator and pressed the call button — and Winston’s caught up to them — do they notice that he’s gone, and stayed, quiet. They can’t quite discern whether he’s avoiding talking to them in particular or struggling to talk at all. It’s something they’ve observed in him before, a kind of latency between thought and speech. Normally, they wait to let him compile his thoughts, discouraging other people from interrupting before he says his piece; now, though, they’ve done the interrupting, and left him speechless.

The elevator dings, and they step in. Taylor waits until the doors have closed on them to say, “I hope I didn’t embarrass you.”

They don’t expect an immediate reply, and they don’t get one — not until they’ve arrived at the third floor, the elevator bell ringing insistently, does Winston respond. “Figured if anything, I embarrassed you.”

“No, not at all.” A family with a luggage cart waits in the hall; Taylor vacates the elevator and steers past them, trying to ignore the curious stares of their two young children. “It was that employee’s mistake, not yours. Anyone could have been caught off-guard.”

“Didn’t catch you, though. Nothing does. You’re, you know… steady.”

Taylor does not know. “Am I?”

“Yeah. Pretty much always.” They turn a corner, Taylor glancing at the room numbers as they go. “Interpersonal interactions go smoother when you’re there to back me up.” 305, 307, 309… “It’s not like I can’t do this on my own, but you being with me is. Comforting, I guess.”

Taylor nearly drops the keycard they’re trying to remove from its envelope. No one has ever called them anything remotely close to comforting. “Most people don’t think so.”

“What do most people think, then?”

“That I’m scary, apparently.” Taylor swipes the keycard through the lock. “I intimidate them.”

Winston laughs, as if it’s a joke. “Who thinks that?”

“Mafee.” It had stung the most coming from him. “The headhunter that Axe paid off. Nearly every analyst at Axe Capital. And now a hotel front desk clerk whose name I don’t even know.”

They’ve waited too long to open the door; the green light’s gone out. Another swipe, and this time Taylor turns the handle immediately.

“Obviously they don’t know you, either. Any of them.”

[purkinje-effect]

The Anatomy of Melancholy, (20)77: Caught Up in the Moment

Table of Contents. Third Instar, Chapter 8. Go to Previous. Go to Next. TWs: Food/meat, implied digestive trouble, unapologetic medical fetishization, brief grievous memory association, smoking. Seventy-seven is a sentimental number for me.

“...[C]lothes do not merely make the man, the clothes are the man; that without them he is a cipher, a vacancy, a nobody, a nothing.” -- Mark Twain’s “Czar’s Soliloquy”

Likes, reblogs, comments, and follows all mean a great deal to me! You can do so here and/or on AO3, if you'd like.

_________________

‘Choly and Angel walked next door to rejoin Sticks in the junk vendor’s stall. He found it peculiar, that trash did not comprise a majority of the dealer’s wares, despite the store’s categorization as a junk vendor. Much of it had been restored or repaired in some capacity, if not marginally more presentable polished or cleaned up some. A distant, crooked smile tugged at him, delighted by his ability to identify the most mundane of ancient things which had not graced his sight in some time. Ceramic figurine egg timer. Cake breaker. Dusting bellows. Pewter powder box. No, perhaps the entire mall could be called a large scale antiques dealer of sorts--with a healthy mix of contemporary crafts for sale as well, of course.

While ‘Choly had taken Liam’s suggestion to try some local fashion choices for something more compatible with the cervical collar, Sticks had decided to test his suggestion this type of merchant might yield their hunt better results. Sticks hadn’t wanted to wait around while ‘Choly clothing shopped, no matter how brief the errand with their appointment at the Gate City Clinic at eleven. When he found him, Sticks had just given up digging in a bin of various sacks.

The ghoul eyed him with pleasant surprise, hands stiff in his pockets.

“Didn’t expect you to be done first. Take it from your good spirits you found stuff you’re happy with.” He squinted at the new garments ‘Choly wore. “...I know you wear it well, but Ant lace? I thought we were pinching caps here.”

‘Choly smiled. First the cervical collar and a genuine direction to procuring the rest, and now brand new clothing. He now wore a collarless mesh chemisette, over his corset but tucked under the edge of the cervical collar, with a ribbon tie in the back and to either side. The corset still peeked out under the cropped hem. Atop this he’d put his cardigan back on. Draped around his neck was the article with which Sticks had exception: a long Irish lace shawl, with its tails drawn into a loose knot in the front. Several hundred dollars lighter for it, his heart felt even lighter still. In his day went the phrase, the clothes make the man, but it persisted even now that new clothes could do wonders.

“Up until now,” he finally replied, “all my clothes have either been prewar salvage or military issue. But now, I own some clothes handmade this year. I need to stop feeling like the relic I am. To stop feeling like I’m still stuck in 2077. I’d imagine it’s well enough time to finally celebrate something.”

“I figured last night was a to-do, but I guess you’ve earned something fancy. Appearances sure matter a lot to you.”

“Have to make up for my personality somehow, don’t I?” He shrugged off his own glib self-deprecation. “Before we get going, did you want to try something new, too? The apparel clerk was incredibly helpful.”

Sticks’s attention fell elsewhere as they walked out of the junk vendor’s stall.

“Mm, no offense, but I prefer the way duds used to be made.”

“That’s fair. The display windows of the boutiques that specialize in prewar fashion have caught my attention every time we pass them. Right now, though, I feel more like trying to blend in a bit. To feel present.”

Something about yesterday’s conversation with Liam had ‘Choly’s mind abuzz with a confusion he nearly welcomed. His interaction with the apparel clerk repeated in his mind. With the utter unisex nature of garments, he couldn’t not ask her, with some trepidation, And how might a man go about wearing this one? And this? She’d let him into the fitting room stall so she could show him, making adjustments once he reemerged with the new clothes on his person. He smiled into himself as he mounted Angel.

“The clerk showed me how Laners wear things. I thought I could tell at a glance that wealth and status were demonstrated with wearing as many individual garments as possible, with wearing as much of a given fabric as possible, with the greatest intricacy to a fabric possible. But it’s more complicated than that? Really, it shocks me that you wouldn’t take a shine to this kind of place. She lamented that my orthotic corset has no detail work, and is made from such an uninteresting fabric. All function, with none of the form, she says. Clothing here is designed to show off the undergarments! Socks included, for example--hence all the golf trousers.” His eyes wilded, focused on nothing, as he reared up on his grip on Angel’s car-door handles. “I can’t imagine literally airing my unmentionables to the whole neighborhood, no matter what I paid for them.”

“...What’s that supposed to mean? Me not taking a shine to Ant.”

“Your... interest in corsets,” fumbled from him.

“Tch! Believe it or not, I don’t blow my top every time I see one.” He twisted taking exception to it into flirtation, and smirked up at ‘Choly. “Depends a lot on who’s wearing it.”

‘Choly crinkled his nose to hide his flustering.

“--Well! Hopefully we’ll find more to outfit me with. I know you didn’t find anything at the one merchant, but there’s dozens of vendors here with junk for sale. Which, speaking of leather scraps... You know, I’ve been noticing lots of leather and fur here, too. I know the Clark sisters dress the Laners’ kills, but I haven’t noticed anyplace that’s been permitted leather tools. It’s been driving my curiosity wild. Everyplace with clothes has had sturdy fur-lined leather overcoats for sale.” He waved a declaration through the air one-handed, before returning to an even grip. “A must-have for any body with business out-doors. Sufficient winterized rad-resistant gear and all that.”

“You really must be feeling better, to be so chatty. God bless that neck thing.” Sticks chuckled, warmed. “By curiosity, I’m assuming you’re asking where they get it all. You’re right, if you think the Furriers had anything to do with it. Well, had. No idea how Ant will react to the Unfolded. They used to caravan up here every so often, with the Riverhawk. They’d trade leather, fur, salvaged prewar fabric bolts, dressed meat. The Laners never much liked them, but the commerce was too good to turn ‘em shy. I traveled with them up here a few times, but even the times I’ve come up here on my own I’ve never really taken a shine to living here.”

“Fuck-me-in-the-mouth, I hope they don’t show up here.”

The last thing any of them needed was a continuation of what had transpired in Lowell. Surely, they hadn’t been followed.

“Gen’s got all their hands too full to bother with trade route upkeep, I imagine.”

“...You don’t suppose my coat lining came from here, do you?”

It took some time to grasp what ‘Choly was on about.

“That Franken-monster of a thing Bones gave you? I guess so, maybe. Both cities had a lot of textiles. There’s no telling where she got it.”

They entered the Gate City Clinic and sat in the mostly empty waiting area. One of the other medics noticed them and approached.

“Do you need help with something?”

“We’re waiting for Liam,” ‘Choly said.

“He’s about to take his lunch soon. You’ll be waiting at least an hour, if you’re intent to see him and not one of the other staff. What brings you in?”

“Just on time.” Sticks winked. “We’re waiting for his lunch hour. We’re here on business. Not doctor stuff.”

The medic shrugged and walked off to a desk to contend with some papers.

Liam walked up shortly after, this time in a velvet-trimmed sheer mesh shirt, and golf pants again. His deep eyes brightened in an otherwise indifferent face.

“You’re awfully stuffed up. You know that right?” His cigarette bobbed limply as he spoke. “But this, it’s an improvement. Really, I don’t get the preoccupation with salvaged prewar clothes. Most of it’s garbage these days. Deteriorating, stained, doesn’t breathe...”

“It only wears out if not properly cared for,” Angel said.

They couldn’t tell if Liam’s silence came more on account of his consideration of the Mister Handy’s comment, or more of their speechlessness that it had sassed a prospective business partner they’d only met the night before.

“Anyway.” Liam lipped at his smoke, then walked away. He wagged his head for them to follow him to the back. “I’m taking lunch now. Allow me to give you a tour of the place.”

The Gate City Clinic, the best ‘Choly could tell, utilized the original shop’s two offices for an office and storage space. He presumed the stock room at one end of the hall made up Liam and Orqueida’s living quarters, though Liam didn’t show them. He took them finally to the kitchen at the opposite end of the hall, once a break room. The makings of a rudimentary chemistry setup occupied a small kitchen hutch.

“Neither of us cooks,” Liam said, “but we also prefer to eat in privacy. Orqueida got us food before she headed to the Inn for the day. Have you eaten?”

“We haven’t!” Sticks eyed the sizable sack on the table. “You shouldn’t have. Thank you.”

“Orqueida insisted. You’re welcome, though.”

‘Choly’s mouth watered at the lingering aroma of hot pickled meat. He swallowed and did his best not to frown.

“...I appreciate it, but no thanks.”

“Oh,” Angel worried, “breakfast must be disagreeing with you already.”

“You’re out of your smoothies.” Sticks gave him an assertive glare. “Eat with us.”

Sooner than argue, ‘Choly took it upon himself to scrutinize the hot plate and various glassware Liam had collected.

Liam smushed his cigarette in the ashtray on the kitchen table, then produced from the oiled canvas sack beside it a series of lidded tins, ranging from bread box to tea tin, but mostly an average of them. Much like the sewing kits of yesteryear, ‘Choly knew better than to think Liam intended to serve them two hundred year old butter cookies.

“I thought the food court didn’t include the dishes,” ‘Choly said.

“They charge you for not having your own. But we can sell back the tins.” Liam shrugged. He opened the tin in his hand then, to demonstrate some shredded juicy pale stuff, only to glance down with a disappointed frown and replace the lid. “Ugh, sauerkraut. ...Breaks even if we clean it before returning it. You have tins, you find tins, you sell them to the food court.”

Sticks helped him remove the lids to reveal shaved corned brahmin, toasted bread slices, sauerkraut, thin fragments of a rindy cheese, a pepper tin of some sort of sauce, and what resembled pickled garlic cloves or mozzarella balls. The not-gold lighting blanched any visual appeal the foods may have had, but the savory piquant aromas more than made up for it. Liam produced utensils from a counter drawer and set them down on a clean dishrag.

“At least she didn’t forget the morsels.” Liam sighed as he popped one of the globules in his mouth, then one more. He held the tin out to the two of them. Sticks took two. ‘Choly picked up a fork to take just the one, almost uncertain they could be stabbed without breaking. “Digestive issues? Really, we should make time to sit and discuss all this. Maybe I could help.”

‘Choly watched the two men cobbling together sandwiches to either side of the table. He stuck the morsel in his mouth. Coated in a tart oil, its flesh had a firm bite but still a tenderness. Chewing on it for some time, it dawned on him these were some sort of mushroom.

“What would help... is more... Stimpaks.” As ‘Choly said it, his voice garbled into a self-conscious hush. “I’ve got everything else.”

Liam sat to dig in, his befuddlement on his sunken brow.

“I don’t figure you’ll be able to get started today. We’re just talking things over. Knowing the equipment you’ve got at your disposal should help draft what to send your ‘acquisition expert’ on errands for.” He unfolded a piece of paper from his shirt pocket one-handed and gave it to Sticks, who was much more nettled by the whole thing than he let on. “I’ve got a few things I’ll pay you for as well. Provided it wasn’t some fancy way of saying you’re a scavver, it should be a cakewalk.”

“The hell do you need so much-- You know what. Don’t worry about it, and I won’t, either.”

“You deal with him, so I don’t have to. I pay very well for it.”

Stress snagged up in ‘Choly’s throat.

“You mentioned last night that you’re looking for first aid basics. You traded a cervical brace for my handful of Addictol and Med-X.” His voice cracked. “What-- about Stimpaks?”

Liam sat up, and set down his hand on the table, still holding his sandwich in it. He scowled at his food instead of his guests.

“Stimpaks aren’t the end all for first aid. I really don’t have much use for them. A medic once had to know how to work without them, in the chance they ran out on the battlefield. I got my training in similar circumstances. I do rarely have them, but as far as I know, making them is a lost prewar science--”

“--But why not use advanced tools, where available?” ‘Choly reeled back the accidental sarcastic shock, clasping his chin. “Do you not see many severe injuries here?”

“We’re a cautious bunch. Most of what I oversee is illness, not injury. While I can handle injuries when they happen, I’m definitely grateful it’s not my job. It means the Lane’s safe.”

‘Choly steadied himself a bit by beginning to craft his own serving.

“What... if I told you that I knew how to make them?”

“I’d tell you not to bother.”

The chemist’s ears rang. He dropped it for now.

Over the next few days, ‘Choly got to work on chems, Sticks went on Liam and ‘Choly’s errands, and Angel assisted Liam in the clinic where he’d permit. He disliked that a majority of his trouble amounted to isolating the alkaloid salts from pounds of dried Hubflower petals, but he reminded himself that he was synthesizing Med-X with it. At least it came easily for him. He even got plucky and decided he’d throw something together with his stash of dried melon blossoms, to test his theory its compounds could steady one’s alertness. For the time being, he stifled the compulsion to up the level of difficulty and complexity, and did not propose anything off Liam’s work order more grandiose than an herbal remedy. They all had to prove their reliability to Liam, and sprawling out his efforts when his lab equipment was one step above kitchenware was the opposite of a sound idea. Besides, the man had requested medicine and nothing more.

One afternoon, Sticks burst into the kitchen. He flung down a mess of something in the tile floor with a semi-muffled clatter, only to dash back out with a huge grin. ‘Choly eyed the pile breathlessly from where he sat at work. Recognizing the same canvas and leather he had around his neck, he did his best to make sure the soaking pale purple-blue petals didn’t over-process.

Sticks stomped back in some time later, dragging along an exhausted Liam.

“These are the legs right?” He had the catalogue open, pointing at it eagerly. “Right???”

“It appears so. But I can’t tell from this jumbled mess, if it’s complete.”

“Then let’s see! ‘Choly! Stop messing with that smelly junk and let us at your legs.”

“You’re lucky the start you gave me didn’t make me break something. I was handling acid. ...I don’t have to remove my pants, do I?”

“I’d rather you didn’t.” Amending the snark, Liam added, “We can see how they fit over the trousers first.”

Sticks chuckled, wringing his hands.

With some effort, Liam pieced together the components, eyeing the catalogue for reference. Each segment was reinforced with metal boning and fastened shut on the outer parts with busks and fan lacing for ease. Sticks had the luck that the waistband which secured each hip hinge had come attached to one of the legs. Otherwise, he probably wouldn’t have known the piece was necessary.

“Aren’t you glad you turned me loose to go hunting on my own?” the ghoul delighted. “It’s funny. I remember fewer merchants being okay with anything less than cold hard cash. I’ve been getting run ragged obtaining the right stuff for the right people. But it’s all a drop in the bucket for you, Mindy.”

“Two pieces in one week. Three, if you count each separate leg. In tact. Yes, of course I’m amazed.“

Having followed Liam and Sticks back in, Angel entered to supervise.

Liam lowered himself into the floor and chewed at his cigarette filter while he worked at getting one of ‘Choly’s legs slipped into the thing. ‘Choly did his best to balance, and let out an anxious laugh when Sticks all to eagerly joined Liam in the floor to mirror the effort with ‘Choly’s other leg.

“Gotta practice,” Sticks insisted with a crooked grin, despite meeting no protest.

The two helped ‘Choly stand, so he could fasten the waistband. Liam gestured where the circular hinges needed to align, and the two steadied the leg pieces at the height needed to achieve this, so that the padded belt could be adjusted accordingly. Once they got him into the device, he took a few testing steps. His heart fluttered. Unsurprisingly, they gave a great deal of protest with each step.

“I brought a tool kit with me,” Sticks offered. “We can adjust how tight the hinges are, to stop all that squeaking and creaking. I’m sure I can find some oil, too.”

“Forget how they sound.” Liam put out his cigarette. “Do they help?”

‘Choly kept testing them out, pacing slowly and deliberately from one end of the kitchen to the other. He couldn’t help but snivel and smile with awe.

“I feel like a toy soldier... but that isn’t necessarily a negative. My hips are lined up to where I don’t have to think so hard about the steps I take. I do think they could stand a little tightening up, but the alignment’s still good despite being as old and beat up as I am.”

“The oldest thing in this room is probably the ghoul--” Liam elbowed Sticks beside him, “--but the braces come in a close second.”

‘Choly turned, deadpan.

“I’m older than he is.”

“By seven years or so, if memory serves,” Angel said. “Twenty-eighth of November, 2034.”

Liam’s humor didn’t falter, though he stood with a vague discerning squint. ‘Choly ambled over to the table to sit with a grunt.

“If I can bum a smoke and sit back down, I’ll explain why I might be one of your weirder patients.”

He himself sat backward in the metal diner chair wordlessly. He produced his pack of Clipper Ships from his rolled sleeve, tapped out two cigarettes to place in his lips, and lit them. And he offered one across the kitchen table between genteel thumb and forefinger, his eyes bright with eager skepticism.

____________

Fun facts: Russian dressing (often substituted with Thousand Island) is credited to have been created in Nashua, NH, by one James E. Colburn.

Go to Next »»»