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NATIONAL RETAIL · IN-STORE EXPERIENCE

Total Wine & More

Customer service without the customer service representative.

Most wine customers are novices who need real help choosing. Hiring enough people to give it was never going to scale.

CLIENT
Total Wine & More
SECTOR
National retail, wine and spirits
ENGAGEMENT
In-store customer experience
SERVICES
Strategy, content, in-store technology
THE CHALLENGE

Total Wine & More is a national chain built on an enormous selection of wines, craft beers, and spirits. That selection is the draw, and it’s also the problem. Most people shopping for wine are novices. Faced with a wall of several hundred bottles, they need real guidance to choose well. Without it, they default to whatever they recognise, or they leave.

The obvious fix was more staff on the floor. It didn’t survive contact with the numbers. Knowledgeable wine staff is expensive, takes a long time to train to a useful standard, and turns over quickly enough that the training never fully pays back. Multiply that across a national footprint, and the cost of solving the problem the obvious way exceeded what the problem cost.

The expertise needed to be available at the moment the customer was deciding.

THE APPROACH
01

Put the expertise on the shelf, not on the payroll

Inexpensive iPad kiosks, placed through the store where the decisions actually happen. Cheap enough to deploy at scale, and they don’t need retraining every time someone quits.

02

Answer the questions people were already asking

The kiosks carried what a good floor associate would have told them:

  • Wine recommendations based on what the customer was cooking
  • Downloadable educational content on wine regions
  • Where a given product sat within the store
  • Featured selections a browsing customer would otherwise walk past
03

Manage it centrally, let stores adapt

Content was controlled both by corporate and by individual stores. Head office kept information consistent and current across the chain; stores kept it relevant to their own inventory and local customers. Neither model works alone at national scale.

THE OUTCOME

The clearest evidence came from what Total Wine did next. The kiosk programme was extended to bring craft beer into the same experience, a category with the same problem, where customers face a large, unfamiliar selection and need help navigating it. Retailers don’t widen the scope of something that isn’t working.

The chain got knowledgeable customer service across a national footprint without hiring, training, and replacing the staff that would otherwise have been required to deliver it. The cost stayed fixed while the coverage scaled, which is the whole argument for solving a service problem with a system rather than with headcount.

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