The role of a store manager or associate doesn’t happen in a vacuum. Yes, their roles are changing as most retailers try to shift to a true omnichannel model and add tech-based service enhancements. And roles are also changing as stores broaden the merchandise categories they offer.

But the store experience is still driven by headquarters initiatives, from merchandising to brand management to product development. So the basic premise — there is no “silver bullet” — is right. It’s about getting all of the elements of the retail mix in sync with each other, and targeted toward shoppers who find that mix most relevant to their needs.

Clearly Ray is brilliant. Nothing to add, no silver bullets. Retail takes hard work to know what shoppers will pay money for, how to craft a branded shopping experience and get them to pay you enough so you can pull enough money out and grow the business.

There was a time when store managers were held in high esteem and associates were valued. Today, it seems that many retail executives are indeed looking for a silver bullet – and in some cases a high capacity clip full of silver bullets that they randomly spray across the organization.

Store managers and associates are not devices that can be programmatically directed. In an effort to deliver greater “productivity” and a better “store experience” it seems that the store manager is being marginalized — they are being directed by apps, alerts and systems that drive their staffing decisions, merchandising decisions and even daily tasks. Retailers should realize that store managers and front-line personnel play a key role in their success. Store managers need to be able to use data and tools to make decisions and run the store without being lorded over by an app alert that tells them it’s time to clean the toilet.

The top two comments here (by Min-Jee and Bob) say it all: the value created for (and extracted from) most customers has got to exceed the value invested in them. And yes, it’s hard work to figure that out and do it consistently.

But it also takes a lot of discipline: don’t “give in” to a particular customer just because they make a lot of noise, or because of some old-fashioned notion that they’ll suddenly become a great customer after you satisfy them.

The key takeaway here is that value creation happens at the *customer* level, not the *transaction* level. It’s about CLV developed over time, not revenue collected at a particular moment. Doing that is hard, but it starts with a very different mindset than most retailers (and store managers) currently utilize.

Plain old lead bullets — I love that. Actually knowing who the customer is. Executing to their preferences better than the competition. Assortment planning, flow and seasonal conversion, risk mitigation, and what I call probability merchandising. Brand promise and product first. Path to purchase second.

It could not be said better, “it’s time to reinvent the store. I’m not referring to shop renovations, touch-screen kiosks or the vague notion of experiences, which often take the form of champagne and cheese Fridays…You won’t find any silver bullets.” Those who REINVENT the store in a way so that it is unrecognizable from today’s are going to be the winners.

How many times have we written about Target’s and others’ next new initiative that is going to change everything? Target, in particular, is the silver bullet king and will suffer in the long run.

Right on, Ray! The overall concept of reinventing the store may come from corporate, but the in-store experience comes from the people who work there. Retail store managers and associates are often as overlooked as the fixtures that house the product. But they, in fact, are the personality of the store; they create the in-store experience. Respect for the front line just might be that silver bullet so many retailers are looking for. You can’t create the perfect in-store experience sitting behind a desk.

Physical stores will survive, but those that will thrive will train and continuously re-train their staff to connect with shoppers of the moment. If the current shoppers research products online, then the staff needs to know their product portfolio better than the staff of the past. This is just one example of the continuous evolution of staff capabilities that is required in this fast-changing retail world.

We tell all our clients that there are no silver bullets in retail. Retail is detail and really is the cumulative impact of many details. This is true for the manager and store associate roles.

There is no silver bullet for the training that both groups need. There are lots of issues that need to be addressed in their training. Also, it’s not a training issue but the company’s perception of the value that they bring a store’s success has to change.

The time has arrived when meetings to pump up associate involvement efforts and insist that the management get involved with associates is not enough. In our highly competitive markets, the store must be shaken up at least monthly to look differently. So shaken that customers start commenting on and asking when “these new” items came in. And because the store is frequently shaken, they go on a new and refreshing treasure hunt — every visit. And the associates get excited. Staleness comes from the same layouts and same looks presented all the time.

Looking at the lead bullets that show it is going to take to not just win the battle but to win the war. I’ll start with the right team.

1. Systems and processes to hire the right people at all levels in the organization.
2. Training, training, and more training.
3. Reward and recognition for true performance.
4. A fun place to work.

The “silver bullet” mentality is a useful way to think about business innovation in retail. I have used the “bolt-on” metaphor in the past to make a similar point. A new app, or process, or policy seldom succeeds in transforming business performance on its own when addressed in isolation.

Beneficial change — especially in the physical retail environment — requires a systematic approach that engages the people on the front lines. Provide tools and support that enable their success, and most employees will embrace new methods and project their satisfaction toward customers.

This is an enduring principle of customer service which is no less relevant in the present era of digitally-mediated experiences.

Technology has changed consumer behavior and expectations. “Always on” consumers and tech savvy companies can build enduring relationships, but all it takes is one poorly trained employee to ruin that relationship.

All consumer facing employees, and especially managers, need to be beyond familiar with the company’s apps, e-commerce site, and store policies. Also it is critical that customer-service take a bigger role in the training of retail employees or they become a nuisance to educated consumers instead of a positive aspect of the experience.

It takes a lot of lead bullets to fix things, but one negative consumer experience can easily become the silver bullet that destroys the consumer-retailer relationship.

There are no silver bullets, as Ray points out. Just as you shouldn’t deploy new technology in the store for the sake of technology, it all comes down to meeting your customers’ needs! Retailers that get that right will succeed.