As a Brand Ambassador Manager, one of your key responsibilities is to nurture strong relationships with each of your stores and their management teams. Below are the tools and resources available to support your success.
- Know Your Key Store Players: Familiarize yourself with the DSM, DPSSM, SM, SASM, ASM, and DS, including their names, emails, and phone numbers (if they’re comfortable sharing). Additionally, identify any major lead generators in the store and key personnel in departments like bath, kitchen, appliances, plumbing, flooring, and millwork.
- Plan Regular Store Visits: Aim to visit each of your stores at least once per quarter and log these visits in your workbooks. For struggling stores, plan more frequent visits to provide additional support. Each visit should be intentional and well-planned.
- Understand Store Performance: Before visiting, review the store’s leads and sales data from the previous year and compare it to their current performance. Update all leads and sales figures monthly in your workbooks for quick reference.
- Set Sales Goals: The goal is for every store to achieve a minimum of $120,000 in annual sales, which qualifies as a low-volume store. To reach this target, stores should aim to generate 10-12 leads per month. Discuss these goals with the SASM and/or SM, focusing on how to support their lead generation efforts.
- Leverage Brand Ambassadors (BAs): Encourage BAs to set up a table in the store weekly to engage customers and generate leads. The goal is for each BA to produce 3-4 leads per store per month. While this may seem small, it adds up to over 36 additional leads annually per store, significantly contributing to their success.
- Ask the Right Questions: Go beyond the numbers and ask stores key questions to better understand how you can help:
- When are they hiring the most?
- When does foot traffic pick up and drop off throughout the year?
- What are the patterns of foot traffic during the day, weekends, and evenings?
- Are there any upcoming events in the store that Re-Bath can participate in?
- Where is the Re-Bath display located? Is it in an optimal spot, or can it be relocated to a better location?
- Who in the store is a strong supporter of Re-Bath, and who might need more convincing?
- If the store caters heavily to contractors or DIYers, how can we better reach those customer segments?
- Understand the Store’s Unique Needs: Take the time to truly understand each store’s team, goals, and challenges. This insight will help you think creatively and develop tailored strategies to help them succeed and increase their buy-in to the program.
*Set up a meeting with Kyrsten Bowen to help fine-tune your store strategy.
kyrsten.bowen@rebathcorp.com
Tools provided to help foster the partnership.
We want to help you succeed, which is why we’ve provided you with valuable tools to strengthen relationships with your stores.
Printable Manager Playbook – The Manager Playbook is designed for managers to share with key players in stores as you introduce yourself to new or existing team members. It covers our six services, what we don’t do, the benefits of Re-Bath, and, most importantly, what we can offer them!
From scheduling PKs and having BAs in stores to coordinating our Re-Bath trailers, the playbook ensures stores know what to ask for when we say, “How can we support you?” Without providing ideas, their response will often be, “I can’t think of anything right now.” Let’s set them up for success!
You can also provide your contact information on the back so they know exactly who to reach out to!
Cha-Ching Checks are now an excellent way to engage the entire store team. While many associates do enter leads into the system, they’re often left in the dark about what happens next. Some associates may even believe we’re too expensive and never close sales—when, in reality, their store might have generated over $400,000 in bathroom remodeling sales!
That’s where our Re-Bath Cha-Ching Checks come in. For every sale a store makes, we fill out the date, store number, total sales amount, and, when possible, the associate’s name or ID—or even better, our Brand Ambassador’s name!
Each week, you send shout-out emails to store managers about these sales, but now we can make it more personal. Bring these checks to the stores during your visits and encourage managers to display them in the training room for everyone to see. You can also provide a stack of Cha-Ching Checks to your BAs and have them to fill them out for their stores, since they visit weekly.
Re-Bath Look Book PDF – We now provide physical look books for your BAs to use at their tables, along with a PDF version for store management to print. This allows areas like flooring and kitchen design—where customers often spend time discussing Re-Bath—to have a tangible resource for reference.
Store associates may not always have the same confidence we do when it comes to selling Re-Bath. By providing high-quality visual aids, we can help boost their confidence and improve their ability to represent our brand effectively.
The look books cost approximately $50 each, and you can use them as an incentive by offering a physical look book as a gift to stores that achieve a certain sales milestone.
Feel free to share the PDF below with management teams so they can print as many as they like!
How to Handle Store Level Concerns Brought to You.
Protocol for Addressing Concerns PDF.
Weekly, Monthly, and Quarterly expectations.
Your role will require visiting your stores once a week, ideally on Tuesdays. To support this, KPI meetings and other commitments will intentionally not be scheduled on Tuesdays.
The goal is to aim for two PKs scheduled every Tuesday. This could mean visiting stores to conduct the scheduled PKs or stopping by multiple locations to meet with management and encourage them to schedule a PK. Over the course of a quarter, you should ensure that you’ve visited every store in your territory at least once.
Additionally, each week, you’ll want to send store shout-out emails to your DSMs, SMs, and SASMs, celebrating another Re-Bath sale we’ve made for their store!
Typical Schedule.
Your schedule should look something like this:
- Sunday: Off
- Monday: Admin Day
- Tuesday: Store Visits
- Wednesday, Thursday, Friday: A mix of monthly KPI meetings, one-on-ones with your team in the field, work-from-home days for admin tasks (emails, creating BA calendars, end-of-day reports, pulling leads and sales reports, trailer scheduling, trainings, team meetings), and any additional fieldwork in stores.
- Saturday : Off
This part of the schedule is flexible and up to you! Some weeks may require more admin time at home or in the office, while others may allow for more time spent in stores. Adapt as needed to balance your responsibilities effectively.
(If you prefer to work Tuesday-Saturday you can choose to do so.)
Brand Ambassador Manager PKs.
Your PKs should stand out from what your BAs are doing in the stores. These are specialty spotlight PKs that are scheduled in advance with the store. Here are some key reminders to ensure your PKs are effective:
Low-Performing Stores
- Encourage them to schedule PKs with you monthly until their numbers improve.
- Consider varying the times and days of your PKs to reach more store staff.
Good-Performing Stores
- Encourage them to schedule PKs quarterly at a minimum.
Scheduling Tips
- Always approach scheduling with intention. Don’t ask if they want a PK—provide your next available dates and times to lock it in. We need to push stores to schedule; waiting on them will result in missed opportunities.
- Be flexible and suggest alternatives, such as morning huddles, afternoon shifts, or other times that work for their team.
- As a manager, bring the more expensive HD and Lowe’s branded ducks to hand out during your PKs, and always have PK cards readily available.
- Before leaving a PK, schedule the next one on the spot to avoid backtracking later.
Key Players & Organization
- When scheduling a PK, ask for 1-2 key players to be informed about the session.
- Request to be added to their schedule, send an Outlook invite, and schedule a reminder the day before.
- Always have a backup plan in case no one is available for the PK when you arrive. Stores often overbook or the organizer may not be present that day. Prevent this issue with better organization and proactive communication.
Consistency & Flair
While we encourage you to bring your own flair to your PKs, it’s important to stay consistent with the core message we’re reinforcing alongside the BAs’ smaller-scale PKs. Use the provided script below and practice to ensure your delivery is polished and impactful.
With these strategies, your PKs will be more effective, organized, and engaging!
Monarch National Accounts 