Simple: evolve the individual Associate-scale capability into a company and brand capability that can be wielded more systematically.

We bet that Stores Knowing Customers, and being able to provide differentiated experiences in realtime, is offline’s strongest capability for fencing prices, promotions, and personnel time, expertise, and service delivery. Without the ability to allocate in favor of targeted customers, the squeakier wheels will draw attention to themselves regardless of how relatively profitable each may or may not be (… not to suggest that Divas are promiscuous).

We bet that technology is more important to success that is refresher-training Associates. The capability for differentiating the offline channel can also be projected into online/omnichannel operations. Operating so to prioritize resources on targeted shoppers might seem closer to strategies for brand building and positioning than those for product push, and it is. The intent is to specifically weight in favor of, for example, fashion forward and knowledgeable customers who lead other shoppers into relationship behaviors while letting tire kickers fend for themselves whenever the floor gets busy.

So “what to do” is “build an ability to discriminate in-store”. Technology and quantitative modelling are important parts of the “how”.

Steven is exactly right, it isn’t a matter of black or white. Customer profitability and attractiveness is a gradient. Changing business conditions make it essential to adjust where to draw the line in deciding whom to address when an Associate says “are you being served?”.

Thanks for nothing Ron.