Luxe retailer takes pride in its people

As a chill-out spot goes, the new lounge at DFS Galleria Singapore takes some beating with its makeover counters, posh fittings and attentive staff.

The 2,500 sq ft facility in Scotts Road has become a favoured place for members of the luxury travel retailer's loyalty programme.

They sometimes drop by to freshen up or get a re-fit at the brightly lit make-up room before dinner.

But mostly, it's a place where customers can rest their feet after some serious shopping, enjoy some refreshments - provided free - check their mail, and get help with restaurant bookings or transport if needed.

DFS sells brand-name beauty products and luxury goods like handbags, watches and jewellery.

The brands it carries include Burberry, Estee Lauder and Gucci.

Previously, the store had a very small lounge but it seemed a no-brainer to expand it to offer customers the sort of plush experience the DFS Group - headquartered in Hong Kong and Singapore and owned by LVMH and co-founder Robert Miller - prides itself on.

Customers who spend at least $75,000 at the store get invites to exclusive events where they may find something very rare like certain watches.

On the retail floor, however, the luxe experience is available to every customer, even if they were to buy just a lipstick, says Ms Jade Macaulay, learning and development manager at DFS Venture Singapore.

Its managing director for Singapore, Australia and New Zealand, Mr Craig McKenna, adds: "It's difficult in retail to find a true competitive edge. Our one big differentiating point is people.

"Competition is enormous. But that's retail, you get pushed, you get better."

Which is why DFS spent over $1 million to start its "Apprentice to Master" luxury service programme in 2010 to drive culture change. It worked with a consultant to craft the content of the employee training programme.

"We've always had service training but nothing as sophisticated as this," says Mr McKenna.

All employees have to go through two facets of the new training while selected staff go for the third facet where they get in-depth guidance in topics such as emotional intelligence.

"What we are doing is to teach them about themselves. If you understand your own temperament, then you can understand the temperament of the customer," says Ms Macaulay.

It's a far cry from what they used to teach, such as greeting customers within a certain time.

"It's getting away from profiling customers and treating them as a homogenous crowd," says Mr McKenna.

Most of the customers at DFS are on holiday and therefore have a story to tell, he says.

"Through the stories, you will find out what they need. Is it a present, a particular item that they have read about? You need to establish a relationship before you can help them."

Ms Clara Mou, product sales manager at DFS Venture Singapore, said the new training programme opened her eyes to service.

"To me, good service was greeting people and having product knowledge. But I realised there is a lot more to it, that good service is something you customise.

"I learnt about myself, my shopping style... that a good sales staff is someone who can talk to me about the brands, about celebrity endorsements.

"But another person may not like small talk."

Sometimes, it's also about going the extra mile. Customer Arunasalam Patmanathan had lost his passport at the DFS store in Changi Airport. Staffer Jessie Chan reassured him and said she would view the CCTV to see if anyone had taken it by mistake.

Ms Chan then went through the receipts and found the other customer who had done just that and connected the two.

"The brands (at DFS) are everywhere but you will come back to DFS because of the experience," says Mr McKenna.

"Frequently, it could be the relationship with a sales associate, or a group of associates."

DFS, with a staff strength of 972, has a low turnover rate: 46 per cent of its sales associates have been with the company for more than a decade.

Mr McKenna adds: "We are more concerned with measuring the experience. We do extensive mystery shopper audits every quarter."

To further create the luxe experience, DFS has a beauty concierge counter where customers can get a mini facial or makeover using the products that they are interested in, but without the need to buy, says consumer marketing manager Zann Ng.

It also installed a mobile point-of-sale system at its luxury watch section late last year so customers do not need to pay at the counter.

"Every year, we talk to our staff to see how they are perceived by the company, how are they valued as staff. If people are happy, there is a higher chance of them delivering the service," says Mr McKenna.

"The sales are the end result."

joyceteo@sph.com.sg

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