I remember early in my career, freshly planted at the corporate office while traveling in the field and eager to learn and grow, I was assigned to a project at a major US retailer. Our corporate team had spent months perfecting standard operating procedures (SOPs) and procuring the right equipment. Yet, as the store visits began, the data painted a confusing picture. Some locations were receiving glowing reviews for their ease of shopping, while others were consistently flagged for issues. The discrepancy couldn’t be chalked up solely to chance.
The initial dive into customer service scores revealed an intriguing anomaly. While most metrics looked promising, the “ease of shopping” category consistently lagged in certain regions. The voice of the customer (VOC) echoed one recurring complaint: the absence of shopping carts during visits. Some store managers even confirmed that there simply weren’t enough carts available. But a deeper review of operational data showed no surge in foot traffic or a shortage of carts compared to sister stores. That’s when I knew we were looking at a problem deeper than surface numbers.
During one early morning store visit, right at opening, I observed the flow of operations closely. What I saw was unexpected: instead of using the designated merchandise conveyance equipment—racks for hanging clothing or flat carts for bulky items—employees were loading merchandise into and on top of shopping carts. This deviation from the SOP may have seemed subtle to the store employees, yet it had a significant ripple effect. It wasn’t an intentional misstep; rather, it was a case of convenience overriding established protocols. The employees had inadvertently set a process in motion that undermined the in-store shopping experience. When I returned to my laptop to review the numbers, I confirmed the customer complaints were spiking in the morning hours across nearly all the stores with opportunistic ease-of-shopping scores.
This moment was a turning point in how I view performance data. I realized that even with well-designed procedures and the right tools in place, the actual experience delivered to the customer depends on consistency and accountability to the documented processes, which can only be achieved through effective communication (and, of course, monitoring the right data). The operational misalignment had a cascading effect where the misuse of shopping carts instead of the intended conveyance tools created a false impression of a cart shortage. Customers, finding no shopping carts at the corral in the foyer or front of the store, naturally felt negatively about their shopping experience. In turn, the feedback loop in the VOC system amplified this misperception.
At xCanary, we believe in the power of integrated business strategies. This incident underscored that customer experience is not the responsibility of a single department alone. Instead, it is a companywide commitment that must permeate all departments. While Operations was responsible for drafting the SOPs and procuring the correct equipment, the Merchandising team was tasked with implementing these guidelines on the ground. The disconnect here was a communication gap—a failure to effectively and compellingly bridge the planning and execution phases.
The resolution came quickly once the issue was identified. And fortunately, the solution was virtually no cost other than the time spent relaunching the merchandise flow program, rather than needlessly purchasing hundreds of new shopping carts for stores across the country. A concerted effort was made to realign the practices on the floor with the prescribed procedures. Training was reinforced, and the right conveyance tools were being used. Almost immediately, the affected stores began to show an upward trend in customer service scores, particularly in ease-of-shopping metrics. This transformation was a vivid lesson in the importance of interdepartmental accountability.
The experience taught me several core business principles that have shaped my career. First, consistency is paramount. It doesn’t matter how well-crafted a process is if it isn’t executed uniformly. Second, effective communication between departments is the lifeblood of operational success. The breakdown wasn’t in the design of the SOP or the equipment procurement—it was in the failure of regional and store leadership to translate that design into practice. Third, a proactive, integrated approach to customer experience must span across all layers of an organization. Whether it’s Operations, Merchandising, or any other department, alignment is crucial to deliver a seamless experience. Furthermore, the lessons of this experience transcend retail; customer experience is critical in all industries and business sectors.
What struck me most was that this was not a case of misallocation of resources, but rather a misalignment of priorities. The right tools were available; the mistake was in the execution. It’s a reminder that the customer journey is built upon numerous small decisions made at every level of the company. When those decisions stray from the intended path, even slightly, they can culminate in a significantly diminished experience for the customer.
Looking back, I see this experience as a cross-section of what many businesses face. In an environment where customer expectations are continually evolving, ensuring consistency and healthy communication is not optional—it’s essential. Today, as I and my team work with clients across industries, we carry these lessons forward. At xCanary, we integrate talent services and business consulting with a firm belief in holistic, cross-disciplinary alignment. We’ve seen firsthand that when every department speaks the same language, the customer experience is not just improved—it’s transformed.
This episode remains a touchstone in my professional journey, a reminder that every component of an organization plays a critical role in shaping the customer’s perception. I find this to be truly foundational to any organization’s journey: prioritize clear communication, enforce consistency, and always consider the broader impact of operational choices on the customer experience.
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