5 minute read

LETTER FROM AMERICA

Opening nicely…but with a load of stress. Peter Grimes, Publisher of VOWS magazine, gives us an update of how things are across the pond

Reports from stores and manufacturers across the US, and from those attending the recent Atlanta Bridal Market, confirm rather positive news about the current state of bridal apparel retail, but also reveal an increasingly stressful working environment, which many of our front line stylists are enduring.

First the positive…

• Very strong sales and full appointment books: many stores are indicating that they set all-time sales records for June and July, which were traditionally slow months, pre-Covid.

• Little push back on gown costs, with a majority of brides showing flexibility with their budgets, often choosing higher priced gowns. Their sentiment being that everything else they purchase is increasing in price, and so no surprise that the ‘one’ was a bit more costly. • Larger bridal parties are back, with five to six attendants in mix-andmatch gowns, colour-coordinated to the bride’s choice.

• Mothers of the wedding are also back, choosing to purchase their dresses from bridal boutiques with sales staff who understand their particular body issues. and that can provide the options and styles they need. Price points here are also a bit higher: $300-500 US on average.

• Brides married during the COVID era, often in civil ceremonies with very limited guests, are planning a full wedding reception/celebrations on or near their first anniversary, and often with a new gown.

• Brides spending on accessories is also on the upswing, with many

looking to complete their personal look and style with embellished headpieces, complementing jewellery, and specialty veils such as cathedral length.

• Brides are generous in their praise to and appreciation of their stylist, as indicated by the surprising amount of tips stylists receive at the purchase. This option, provided through store management software systems such as BBL and BridalLive, has in many cases doubled the hourly wage of stylists, which has helped with staff morale and retention. In some cases, store owners report that the combination of commission, hourly wage and tips can exceed $40 per hour!

• Margins are up – due partially to lower staffing overheads, stores concentrating on selling gowns off the rack, working with designers and manufacturers offering quick delivery, and to reduced last season’s buys.

Now the concerns…

Though these insights and projections about the road ahead and into 2022 look very promising, we still have significant speed bumps that could slow this recovery. Specifically: • Under-staffed and overworked sales staff whose resiliency is being affected, potentially derailing the delivery of exemplary customer service at a time it is most needed.

Though tempered somewhat by tips received from purchasing brides, not every bride purchases. There is still a real potential for burn out.

• Hiring is a major issue, as is retaining and compensating staffs, with applicants not showing up for interviews, or submitting resumés/ applications solely to continue to qualify for assistance. (This has begun to change in some areas, as assistance programmes are set to expire by late September).

• Many potential employees in this age demographic are re-evaluating where they work, how they work, and what culture they work within. Stores that effectively communicate their community position, personalised service approach, and present a compelling brand story line will be positioned well and in-tune with potential applicants’ mindsets.

• With increased store appointments and traffic, the emotional and indecisive bride has also resurfaced, often looking to keep the shopping party going by visiting multiple stores and/or booking multiple visits.

Correspondingly, average close ratios have declined.

• Long delays in receiving samples and specials, increasing freight and transportation costs and frequent price increases, have added to stress levels for store owners and stylists.

• These dramatic swings in sales, emotions and circumstances (some of which are beyond our control) can attack the resiliency that is at the core of what we (and our staffs) do best. It’s in these periods of turmoil that an action plan is needed to support and bolster… one of repeatable, easy-to-grasp skills that restore calm and focus.

Planning your approach

Though this topic deserves a deeper dive than the space available here, there are succinct tips to effectively ward off staff burnout. One approach that resonates with me is the acronym R.A.I.N... a simple, easy-to-remember, repeatable acronym:

R: Recognise what is happening A: Allow life to be just as it is I: Investigate inner experience N: Non-Identification

Recognise that a strong emotion is present and be aware, nonjudgmentally, of what is happening in your body and mind. Some suggest that naming the feeling can be helpful and grounds you in the moment and situation: “I am feeling stressed” or “I am feeling overwhelmed,” or “I am feeling very angry.” Allow means to ‘let it be as it is.’ It is the acknowledgement and acceptance of your present moment reality, not to get caught up in the emotion of the situation. As mindfulness coach Melli O’Brian explains it: “The reason this is so important is because we often have the unconscious impulse to push away, suppress or ignore difficult emotions. When we engage in an inner struggle in these ways, we unknowingly create more suffering and tension.” Investigate to understand why you’re feeling this way and to determine how turn it around for this situation,,, and the next. Non-identification is the simple realisation that no matter how intense the situation, the emotion is passing and doesn’t define who you are ,nor the outcome.

Note that in this, and in all guidance on dealing with stress and maintaining resilience, the underlying message is that how we react to stressful situations, and stress-inducing individuals defines us… not the other way around.

ROMANTICA ROMANTICA

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