Myer en route

MELBOURNE: While Myer is on a new course toward growth and financial prosperity it still has a long way to go to improve its customer service, the department store's chief executive has admitted.

The Newbridge Capital-owned brand has been dogged by its reputation for poor customer service, but Brookes last week outlined a series of initiates he hopes will improve the public's perception of the brand and will ultimately turn the sleeping giant around. These include a return to grass roots events such as the sponsorship of regional fashion shows, a focus on rewarding staff, a streamlined distribution process and the implementation of 80 mystery shopper visits every month.

"Customer complaints are now broken down and analysed. I can tell you how many complaints we had last week, and more specifically what they were about. We are doing more research during this process than ever before. I believe if you can measure it, then you're able to monitor it."

Market segmentation will also play a big part of the company's future marketing activity, with shoppers to be broken down into specific categories for marketing purposes, Brookes said.

The ex-Woolworths retailer, who has been in the top role at Myer since March 2006, recently announced an EBIT profit up 84 per cent from $67 million to $123 million, but he believes there is room for much greater growth, with further acquisitions on the cards.

"We've posted a good profit this year, but all we've done is get in the game. We've got a hell of a long way to go, especially when it comes to improving our customer service."

Brookes, who was speaking at the National Retail Forum in Melbourne last week, said the company overhaul was an ongoing process.

"This is not a program with a start and finish date. It's a never-ending battle to change, and the company will never be the same again."

Brookes, who has armed himself with a cache of carefully gathered consumer insights and research, admits that the traditional cookie-cutter department store approach to retailing won't win over the consumer any longer.
"Each store needs to be different depending on the local market."

And in a highly unusual move for such a big retailer, the public will be encouraged to make suggestions on the impending redesign of the company's flagship store in Bourke Street, with comments to be channelled to a dedicated website yet to be established.

By Nina Lees