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Bonuses should be tied to customer value

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Susie Wilson Finishing School
Susie Wilson Finishing School

Susie Wilson realized that tying employee bonuses solely to sales targets did not align with the values of Antoinette Champagne salon. She decided to instead tie bonuses to providing excellent customer service and ensuring guests' needs are met. This new approach evaluates employees based on problem-solving skills, understanding guests, and demonstration of the salon's core values of service excellence, transparency, respect, and integrity rather than products sold. While this change may not seem radical, it sets the salon apart by shifting the focus from sales numbers to truly serving guests. Susie Wilson believes this approach has become a core strength for the business and its employees.

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www.susiewilson.co www.susiewilson.co Bonuses should be tied to customer value, not sales targets. By Susie Wilson. Why would you eliminate sales targets as a way to evaluate, motivate, and reward your sale staff? The link between the bonus pay to our salon professionals and the numbers of retail products sold for a particular service. It is, after all, a well-established incentive plan. At Antoinette Champagne salon we have a very special responsibility to our guests they depend on us to do more, feel better, and look amazing. It is the responsibility and the critical importance of trust in our relationships that means we are judged to a higher standard than many other industries. I have seen the good that our industry does and transforming the lives and confidence in people. But I have also heard complaints that our incentive systems and not focused on the interest of the guest. We are, of course, concerned that some see perceived conflicts of interest in the way we run our business, particularly related to incentive plans for our salon professionals and the financial links we have with product companies we buy from. General Manager Susie Wilson realised that "how" we do our job is just as important as what we do. Ultimately every leader knows that you get the behaviour you reward. At Antoinette Champagne salon I decided that the bonus incentives for our salon professionals should be tied to the value we bring in ensuring that guests are appropriately treated in "service excellence". The service for excellence focus is a core value for us, along with transparency, respect, and integrity. So instead of specific products sold, I began to reward our salon team for the guest focus, understanding of their guest, problem-solving, and level of scientific knowledge as measured by tests and other assessments. This approach may not seem like radical thinking, but when we change our focus away from numbers of products sold to guests well served, it sets us on a different path that, thus far, we walk alone. As a service industry business, I watch the sales numbers and I'm concerned if they dip. But our value metrics are important to our long-term growth, and we hope they will help restore trust in the hairdressing industry. Our employees must recognise that this change will align you our stylists with our values and brand Antoinette champagne. Susie Wilson had to identify new metrics to evaluate aspects of the employee performance such as problem-solving, business acumen, and demonstration of our values. I believe this new way of thinking has become core strength for us.
www.susiewilson.co That's why we are now working to extend that practice and several countries around the world as a brand grows. That's no small commitment, but my experience of the past several years has strengthened my belief that this is the right path for our company as well as the guests we serve, where-ever they live in the world. Renewing focus on our values by reshaping employee incentives is helping us to do more to help our guests we are not the only industry that needs to better meet society's expectations. Every one of us and the service world must look at our business through the eyes of our customer/ guests and nimbly respond to their changing expectations. Susie Wilson Creator and Visionary Antoinette Champagne Salon.

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Bonuses should be tied to customer value

  • 1. www.susiewilson.co www.susiewilson.co Bonuses should be tied to customer value, not sales targets. By Susie Wilson. Why would you eliminate sales targets as a way to evaluate, motivate, and reward your sale staff? The link between the bonus pay to our salon professionals and the numbers of retail products sold for a particular service. It is, after all, a well-established incentive plan. At Antoinette Champagne salon we have a very special responsibility to our guests they depend on us to do more, feel better, and look amazing. It is the responsibility and the critical importance of trust in our relationships that means we are judged to a higher standard than many other industries. I have seen the good that our industry does and transforming the lives and confidence in people. But I have also heard complaints that our incentive systems and not focused on the interest of the guest. We are, of course, concerned that some see perceived conflicts of interest in the way we run our business, particularly related to incentive plans for our salon professionals and the financial links we have with product companies we buy from. General Manager Susie Wilson realised that "how" we do our job is just as important as what we do. Ultimately every leader knows that you get the behaviour you reward. At Antoinette Champagne salon I decided that the bonus incentives for our salon professionals should be tied to the value we bring in ensuring that guests are appropriately treated in "service excellence". The service for excellence focus is a core value for us, along with transparency, respect, and integrity. So instead of specific products sold, I began to reward our salon team for the guest focus, understanding of their guest, problem-solving, and level of scientific knowledge as measured by tests and other assessments. This approach may not seem like radical thinking, but when we change our focus away from numbers of products sold to guests well served, it sets us on a different path that, thus far, we walk alone. As a service industry business, I watch the sales numbers and I'm concerned if they dip. But our value metrics are important to our long-term growth, and we hope they will help restore trust in the hairdressing industry. Our employees must recognise that this change will align you our stylists with our values and brand Antoinette champagne. Susie Wilson had to identify new metrics to evaluate aspects of the employee performance such as problem-solving, business acumen, and demonstration of our values. I believe this new way of thinking has become core strength for us.
  • 2. www.susiewilson.co That's why we are now working to extend that practice and several countries around the world as a brand grows. That's no small commitment, but my experience of the past several years has strengthened my belief that this is the right path for our company as well as the guests we serve, where-ever they live in the world. Renewing focus on our values by reshaping employee incentives is helping us to do more to help our guests we are not the only industry that needs to better meet society's expectations. Every one of us and the service world must look at our business through the eyes of our customer/ guests and nimbly respond to their changing expectations. Susie Wilson Creator and Visionary Antoinette Champagne Salon.