Sunday, May 24, 2020
Employee-Customer Relations in a Retail Store Essay
Employee-Customer Relations in a Retail Store In a department store, where customers come to shop, customer-employee relations are a key element for the stores survival.Shopping is a major part of the life of almost every person in the country.The flow of money keeps business flowing.If no one spent his or her money, Business would cease to exist.The customer comes to the store expecting to be served, and the employees are trained (or are supposed to be trained) to please the customer.Businesses exist to serve the customer, or at least thatââ¬â¢s what the common belief is.Businesses strive to please the customer.If the customer isnââ¬â¢t pleased with the store, then the customer wonââ¬â¢t spend his or her money.The customerââ¬â¢s money is theâ⬠¦show more contentâ⬠¦The floors seem dirty, because it needs to be mopped.Almost all of the registers have something wrong with them.Whether itââ¬â¢s the scanner, hand scanner, scale, or a missing produce book.Some of the register belts and scanners need to be cleane d.The buttons on the keyboards seems dirty.There are usually some ââ¬Å"left-behindsâ⬠/â⬠straysâ⬠in the bin under the scanner.Thatââ¬â¢s if the strays arenââ¬â¢t put in the garbage bin, which is located in the bin under the register, due to cashier ignorance. Usually itââ¬â¢s the same routine during a weekday.Itââ¬â¢s not busy.Not too many problems come up.There are still a few a few ââ¬Å"prized customersâ⬠(sarcasm intended) that the cashiers can do without.But when the weekend starts there is total chaos.Almost every register is open.Most of the people on the register are from the floor.At its busiest, there can be an average of five to six customers in each line.Being short of help, the supervisors are always running around, â⬠with their heads cut off,â⬠trying to solve problem with the customers, give breaks, and get change for the cashiers.A cashier might have to wait up to 15 (average maximum wait) minutes for a supervisor to reach them. 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