(We say “Customer Count”- aka Register Rings, Tickets, Baskets or Checkouts)
I am always a little surprised at the number of owners and managers who DON’T track or even think about this metric. Surely just from a Return on Investment in marketing aspect it should be one to watch. Savvy operators are currently using this metric trend to see what effect the switch from traditional media marketing to social media marketing is having on the number of shoppers coming in the door.
The number of customers who volunteer to spend their precious time and money at your store is first and foremost a reaction to the company’s value proposition. It’s the public’s response to your marketing, promotions, reputation, drive-by appeal or their previous shopping experience. It’s the public’s “secret shopper” report – every day.
Just for starters, a history of customer count by the hour is very useful for team scheduling so you don’t have 5 employees gathered round the register at 8.00am, but only two out selling in the after-school rush at 4pm!
Context Is Necessary
Customer count is influenced by outside events or circumstances and any record of it must also have a note of the business conditions in that time period. If it rained heavily this week last year or there was a major ball game on TV that weekend last year, managers should know before they react to the number.
We are always cautious about comparing one day, week or even a months’ data in this metric so we look for trends in the customer count more than specifics. I’ve seen too many owners stress out on a couple of lower-than-expected days or weeks. The sky is probably not about to fall if customer count is down 10% in a specific spring. That’s why we will be building anonymous regional groups in The 5 Numbers Project so you can see if your customer Count IS 10% down when your local peers are all up. (Then there’s a reason for a ‘hmmmm’….!)
Interesting, But Now What?
If customer count is going down, it might mean a marketing challenge to recapture lost traffic or stimulate new shoppers to try your offer. In that case budgets should be geared to boosting external messages, marketing, image, exterior remodeling, building community relations and so on.
If customer count is going up, you may have a sales and merchandising challenge serving and inspiring all those extra people to spend while in your store. In this case, budgets should invest in more internal resources for improved hiring, training, buying, merchandising, silent selling and just generally helping customers spend more.
Just think, so many significant management decisions from one little number! (That’s another Hmmm….!)
Next week, we’ll tackle the third of The 5 Numbers as we gear up to open subscriptions in the Project (*T5NP) … stay tuned!