精心打造奢華體驗

Crafting the Luxury Experience
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強調服務可以建立強大的組織文化,並強化員工和組織品牌之間的連結。

安吉莉亞.赫林:歡迎收看《哈佛商業評論》的The Idea。我是安吉莉亞.赫林,今天的來賓是愛馬仕美國總裁。鮑伯,非常感謝你來參加節目。

鮑伯.謝維斯:很榮幸。謝謝你。

安吉莉亞.赫林:鮑伯,愛馬仕是很強大的品牌,但顧客的期望也很高。你要如何確保顧客走進店裡時,每次都能獲得很高度的互動與個人服務?

鮑伯.謝維斯:關鍵在於公司建立的文化,對任何公司都是如此。在愛馬仕,我們擁有一種非常、非常強大的服務導向文化,以品質和工藝為重心。我們談到我們產品的品質,也致力要把這種品質擴展到整個顧客體驗裡,這表示顧客從前門走進來的那一刻,就會受到溫馨的歡迎,受到溫暖的接待,我們會盡可能提供最好的服務。

安吉莉亞.赫林:請談談你如何強化這種文化,並在員工與品牌之間建立連結。

鮑伯.謝維斯:重點在於溝通。我知道這聽起來很簡單,也很容易,但非常、非常重要。我們非常努力要做到的是,讓公司非常、非常開放和溝通良好。這要從高階主管團隊開始做起,包括他們和他們之下主管的溝通方式,然後是下面那些主管和他們所有部屬的溝通方式,但也包括我和全體公司員工溝通的方式。

我可以告訴你,我們這麼做的方法之一,就是所謂的「公司現況報告」。這是我要做的年度演講,在全美各地的公司據點都要做,回顧美國愛馬仕前一年發生的事情。接著我們會討論當年度的目標。如此一來,每個人都會有一致的想法。大家的努力方向都一致。所有人都知道公司的目標是什麼。

這種做法,我們已經和我們的團隊共同執行了很多年。這項做法非常、非常有效。這就是我們所用的方法之一,用來持續強化我們的連結,強化我們所有員工之間建立的關係。

安吉莉亞.赫林:你最近讓美國所有24家愛馬仕零售店休息,帶員工到外地開會。這麼做背後的想法是什麼?

鮑伯.謝維斯:嗯,我們稱之為「家庭團聚」。會產生這個想法,是因為我們有些人很幸運,而最幸運的是我,我有機會出差到公司所有據點,我認識公司每位員工。我會在訓練課程上聽到很多故事,比佛利山莊的員工第一次和棕櫚灘的員工碰面,或者波士頓的員工第一次認識聖地牙哥的員工。我可以看到他們的表情,我可以看到他們反應熱烈,還有他們把臉孔和名字連起來時的那種興奮。

於是我想到,這麼做不是很棒嗎?那就是讓夏威夷的所有員工,終於能認識物流中心的所有員工,還有西雅圖的所有員工,都能見到邁阿密的所有員工。這個想法有點瘋狂,但我們考慮得愈久,就愈想要去執行。我們確實執行了,那個時刻非常美好,我們讓所有人都聚在一起。由此產生的強烈連結和積極態度,真的讓人印象深刻。

安吉莉亞.赫林:我們談了一些零售店體驗。是否能談談,對於愛馬仕顧客來說,門市體驗和線上體驗的相互作用會是如何,對此你有什麼看法?

鮑伯.謝維斯:好的,這非常重要。我認為線上體驗為愛馬仕帶來的是,讓顧客感受到某種程度的自在。許多人第一次走進愛馬仕精品店時,都會覺得膽怯,尤其如果他們曾進去過。或者他們會不太敢提問,像是詢問價格或材質等。

我認為,客戶如果可以先上網找到某些商品,會讓他們自在得多,因為他們已經知道某條圍巾的價格,已經看過某些顏色,或檢視過特定的設計。我們時常看到人們走進來,帶著圍巾的影本,走進店裡說:「你有紅色的這款圍巾嗎?」或是「你有沒有跟這個設計很類似的圍巾,但是其他顏色或其他圖案?」

而且他們不需要問價格。這立刻讓他們覺得自在許多,然後我們就可以開始對話。這確實有助於吸引許多新客戶到我們的精品店。

安吉莉亞.赫林:你在2000年加入愛馬仕,當時只有13家店。愛馬仕非常獨特的特性,是精品店個人體驗的概念。你現在對成長的想法是什麼?因為你們現在已經成長到24家店,未來可能還會有更多間店。

鮑伯.謝維斯:是的。首先,當時有13間店,我剛上任時,就知道愛馬仕在美國市場的滲透率很低,所以我們面對很多機會。但現在,我們發展到了一個點,美國市場未來可能不會有太多新的精品店。但我們現在看待成長的方式,是看自然的成長,檢視現有的店。

我們是否要把目前很成功的精品店,搬到更好的地點,以便擴展產品種類?我們現在的成長,是來自所有不同的產品類別。所以,我們追求成長的方法,就是專注在每一種類別,不論是手表、鞋類,或男士成衣。我們要尋求能找到的每一個最後的機會。

安吉莉亞.赫林:你從1977年開始從事零售業,所以很熟悉這個概念,那就是降低價格,就能吸引更多顧客。但許多人說,這可能是錯誤的二分法。你的看法如何?

鮑伯.謝維斯:我認為重點不全然是較低的價格。我認為重點在於體驗。重點在顧客得到的體驗,不論你是銷售低價或高價商品,都是如此。我也認為,重點還是在於公司的文化。

我在皮件品牌艾廷恩安耶工作過八年。我們賣的鞋一雙五十美元。現在我工作的公司,銷售的提袋價格數千美元。對我來說,最重要的是顧客得到的體驗。如果你面對的銷售人員心情愉快、知識豐富且訓練有素,真正了解他們的產品,而且確實可以幫助你,提供你滿意的體驗,那麼價格其實並不重要。不論價格多少,如果你得到很棒的體驗,就會想回到那間店,甚至會找同樣那位店員服務。

安吉莉亞.赫林:鮑伯,這次討論很棒。非常感謝你今天受訪。

鮑伯.謝維斯:很榮幸。

(蘇偉信譯)


Emphasis on service builds a strong organizational culture and strengthens the bond between employees and the organization's brand.

Angelia Herrin: Welcome to the Idea from the HBR Channel. I’m Angelia Herrin, and with me today is Bob Chaves, president of Hermès US. Bob, thanks so much for joining us.

Bob Chaves:My pleasure. Thank you.

Angelia Herrin: Bob, Hermès is such a powerful brand, but with it come such powerful expectations. So how do you ensure that when a customer walks into a store, they get that very high level of engaged, personal service every time?

Bob Chaves:It’s really about the culture that one establishes in the company, in any company. And at Hermès, we have a very, very strong service-oriented culture, one that is geared towards quality and craftsmanship. And the quality that we talk about in our products is something that we are dedicated to extending all the way through the total customer experience, meaning that the minute somebody walks in the front door, they’re warmly welcomed, they’re warmly greeted, and they’re serviced as best as we possibly can.

Angelia Herrin: Talk a little bit about how you strengthen that culture and build that bond between the employees and the brand.

Bob Chaves:It’s really about communication. And I know this sounds so simple and so easy, but yet it’s so very, very important. And one of the things that we’ve really committed ourselves to is really having a very, very open and communicative company. And it starts with the senior management team and how they’re communicating with their directors, and then how the directors are communicating with all of their individual staff members, but also the way that I communicate with the whole company in general.

And I can tell you one of the ways that we do that is we have what I call the “State of the Company.” It’s an annual address that I do in each and every location all across the country, where we do a review of what happened at Hermès in the US from the previous year. And then we talk about our goals and objectives for the existing year. That way, everybody’s on the same wavelength. Everybody’s on the same track. Everybody knows what the goals of the company are.

And it’s something that we’ve shared with our team for years and years now. And it’s very, very effective. So that really was one of the ways that we continue to strengthen our bond and to strengthen the relationships that are developed amongst all of our employees.

Angelia Herrin: You recently closed all 24 Hermès stores in the US and took the employees on offsite. What was your thinking behind that?

Bob Chaves:Well, we called it a “family reunion.” The idea was born because some of us are fortunate—and I, being the most fortunate that I get to travel to every location, I know every employee in the company. And I would hear stories at a training session that somebody from Beverly Hills met somebody from Palm Beach for the first time, or somebody from Boston met somebody from San Diego for the first time. And I could see in their faces, I could see their animation and their excitement about actually putting a face to a name.

And I thought, wouldn’t it be wonderful if all of the people from Hawaii could finally meet all of the people from logistics center, and all the people from Seattle could meet all the people from Miami? It was a little bit of a crazy idea, but the more we thought about it, the more we were committed to making it happen. And we did, and it was a wonderful moment for us to bring everybody together. And the bonding and the motivation that have resulted from that has just been astounding.

Angelia Herrin: We’ve talked a little bit about the store experience. Can you tell us about how you think about how the store experience interacts with the online experience for an Hermès customer?

Bob Chaves:Well, it’s very much—I think what online does for Hermès is it gives people a comfort level. Many, many people are intimidated by walking into an Hermès boutique for the first time, especially if they’ve been in. Or they’re intimidated about asking a question like a price or about a material.

And I think when a client can go online and discover something initially, it gives them a much bigger comfort factor about already knowing what the price of a scarf is, already looking at some of the colors, or looking at a particular design. And so many times we see people walk in with copies of a scarf, and they could walk in and say, “Do you have this scarf in red?’ Or “Do you have a design that’s very similar to this in another color or another pattern?”

And they don’t have to ask the price. So it immediately gives them a much greater comfort level, and then we can begin the dialogue. And it really does help bring in a lot of new clients to our boutiques.

Angelia Herrin: You joined Hermès in 2000 and there were only 13 stores at that time. And the very special nature of Hermès is an idea of sort of a boutique personal experience. So how have you thought about growth as you have grown to now have 24 stores, and probably more are in the offing?

Bob Chaves:Yes. Well, first of all, at 13 stores, when I started, I knew that Hermès was very under-penetrated in the US market, so there were a lot of opportunities that were in front of us. But today, we’re reaching a point where there probably won’t be that many more new boutiques in the US market. But the way we look at growth now is to look at organic growth, to look at the existing shops.

Do we take a very successful boutique right now and move to a larger location so that we can expand our assortment? And our growth now is coming from all of the different product categories. So that’s how we look to exploit growth is just focus on every category, whether it’s watches, or shoes, or men's ready-to-wear. So, looking for every last opportunity that we can find.

Angelia Herrin: You’ve been in retail since 1977, so you’re familiar with this idea that you lower prices and get more customers. But a lot of people say that that could be a false dichotomy. Where do you come down?

Bob Chaves:I don’t think it’s all about lower prices. I think it’s just about the experience. It’s about the experience that a customer has, whether you’re selling low-price goods or high-price goods. And I also think it’s again, I go back to this culture of a company.

I worked at Etienne Aigner for eight years. We sold shoes for $50 a pair. Today, I work for a company that sells handbags that are thousand of dollars. To me, it’s all about the experience that the client has. If you’re in front of a happy, knowledgeable, well-trained salesperson who really knows their product and really can help you and will give you a satisfying experience, it really doesn’t matter what the price is. Whatever the price is, if you have a great experience, you’re wanna come back to that particular store, and even to that particular person.

Angelia Herrin: Bob, this has been a great discussion. Thanks so much for joining us today.

Bob Chaves:My pleasure.



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