Mastering Your Role: Store Advisor
Brand &
Culture
— Acts as an authentic Brand Ambassador.
— Understands On's heritage and mission.
— Actively embodies our Spirits and
contributes positive energy to the store
culture on a daily basis.
— Before starting your shift, mentally
commit to embodying the "Welcoming
the Customer" behavior by intentionally
focusing on your demeanor and non-
verbal cues.
— Throughout the day, actively seek
opportunities to uplift the store's energy,
for example, by offering genuine
compliments to colleagues or sharing
positive observations with customers.
— At the end of the day, reflect on specific
instances where you successfully
contributed to the store's positive energy
and how that felt, noting any impact on
others.— Dedicate specific, quiet moments during
your shift (e.g., 15 minutes before
opening, during a quiet period, or after
closing) to review On's heritage,
founding mission, and the story behind
new or key products and campaigns.
Understand the "why" behind our brand
and its offerings.
— For each product or campaign you study,
develop a narrative that links its features
to On's core values and mission. Practice
articulating this narrative aloud to a
teammate, then during customer
interactions to inspire customers and
deepen their connection to the brand.
— After a significant customer
interaction or a team moment,
approach a LSA, ASL, or SL and ask
for feedback on a specific aspect of
your brand and culture related
behavior (e.g., "How effectively did I
communicate On's values during
that last customer conversation?").
— Look for opportunities to provide
specific, positive peer feedback to
reinforce desired brand-aligned
behaviors (e.g., On’s spirits),
contributing to the overall team
culture.
— Demonstrates understanding of and
adheres to company policies and retail
SOPs.
— Consistently follows all standard
procedures for core daily operations (e.g.
opening, closing, POS transactions).
— Uses tools and resources properly to
minimize errors and asks clarifying
questions to understand operational
tasks and standards.— At the start of each shift, set a goal to
handle at least one "non-standard"
transaction type (e.g., returns,
exchanges, warranty claims, cash
transactions).
— Proactively review the company's return,
exchange, and warranty guidelines and
cashiering procedures during quiet
periods.
— If unsure, consult the relevant SOPs or
ask a Senior Store Advisor for
clarification before a customer situation
arises.
— Reflect on each complex transaction to
identify areas for improved efficiency or
adherence to policy.— Before the store opens or during quieter
moments, perform a "spot check" of a
specific FOH area, ensuring all items are
correctly aligned, products are free from
fingerprints, and the area is clutter-free.
— Identify a recurring small operational
challenge (e.g., a common POS error
code, how to find a specific item in the
back-of-house that isn't clearly labeled).
— Build out your own hypothesis of what
the resolution for this identified issue
might look like, and what tools or
resources may be needed.
— Research the solution using available
resources or by asking a Lead Store
Advisor how they would approach it.
— Compare their solution with yours and
reflect on the differences between the
solutions, and what contributed to those
differences.
Daily Operations
— Embodies the On service philosophy to
deliver and execute a consistently high-
quality premium experience for
customers.
— Provides a tailored service to identify and
match customer needs to relevant
products, clearly communicating the key
product features to provide an informed
level of service.
— Possesses foundational technical
knowledge of On's product catalog for
the season.
— Processes straightforward returns and
basic inquiries seamlessly.— Choose one or two new or core products
each week. Research their features,
advantages, and user benefits, ensuring
you possess foundational technical
knowledge of the product catalog.
— Then, practice articulating these using
the FABFA model. Start by practicing
silently, then with a teammate, and finally
with customers.
— Focus on moving beyond just stating
facts to creating a story that resonates
with the customer's needs and enhances
their experience.
— Each day, set a goal to actively use at
least one open-ended question, one
close-ended question, and one multiple-
choice question in your initial customer
interactions.
— After a customer interaction, take a
moment to repeat back to yourself the
key information the customer shared. Ask
yourself: "Did I truly understand their
needs, or did I make assumptions?".
Reflect on what other factors (e.g., store
busyness, your emotional state) may have
influenced your interactions.
— During a quiet period or before a shift,
partner with a colleague for a quick role-
play. Take turns being the "customer" and
work through a challenging request.
Service Excellence
— Drives the vision for a premium customer
journey within the store, ensuring all
team members are aligned with On’s
standard of service.
— Analyzes customer feedback and
performance metrics to continuously
refine and improve the store experience.
— Monitors after-sales metrics; partners
with stakeholders to inform and help
resolve key trends and themes.
— Reflect on the vision for your store's
premium customer journey, and what it
looks like specifically for your store,
translating the core Cloud CX steps
(Create, Lead, Offer, Unlock, Deepen)
into concrete, observable behaviors that
resonate with your team and your store's
unique context. Share this with your
team.
— Lead regular coaching sessions using the
"Cloud CX Track & Feedback" model.
Commit to coaching and documenting at
least one Advisor and one Lead Advisor
monthly, utilizing "Feedback in the
Moment" for busy periods and "Ask, Tell,
Agree" (ATA) for slower times. Ensure all
team members understand their role in
driving these metrics and are aligned
with On's premium standard of service.
— Dedicate regular time during team
huddles or specific workshops to explain
the "why" behind each Cloud CX step,
linking it to business goals, customer
expectations, and evolving store
realities. Encourage open discussion and
secure team buy-in by highlighting how
these premium behaviors contribute to
both individual performance during peak
periods, showcasing the desired level of
care and expertise.
— Establish a consistent routine for
collecting, compiling, and reviewing both
quantitative data (e.g., NPS/MSP scores,
conversion rates, IPO) and qualitative
insights from customer comments,
online reviews, and direct observations.
Ensure your team actively encourages
customers to provide feedback through
the NPS survey and online review
systems, and educate them on why this
feedback is sought and how it helps
improve the store. Actively listen to
customer feedback on products and
ensure it's compiled for review with
management and merchandise teams.
— Based on your thorough feedback
analysis, convene regular, focused
workshops with your leadership team.
For example, if comments frequently
mention long waiting times at checkout,
brainstorm solutions to streamline POS
procedures. If product knowledge is a
recurring theme, discuss targeted
training interventions.
— Develop concrete action plans with clear
ownership and timelines, ensuring
diverse perspectives are considered,
relevant stakeholders (e.g., product
merchandising, retail operations) are
involved to challenge assumptions and
gather broad input, and performance
metrics are tracked to assess the impact
of these changes. Share successes and
ongoing challenges transparently with
your entire store team during huddles or
meetings.
— Designate a consistent method for
collecting, compiling, and analyzing all
after-sales data from various sources.
This includes returns and exchanges,
warranty claims, and recurring product
issues gleaned from customer feedback,
POS reports, and customer service logs.
Regularly analyze this data (e.g., weekly
or monthly) to identify recurring patterns,
product-specific issues, or common
service pain points.
— Based on the identified after-sales
trends, proactively schedule and lead
regular meetings or communicationchannels with relevant internal
stakeholders. These stakeholders might
include product merchandising, retail
operations, and customer
service/Happiness Delivery (HD). During
these sessions, present the consolidated
after-sales trends with objective data
and specific examples, clearly informing
them of the issues. Then, collaborate to
resolve these themes by discussing
potential root causes and co-creating
actionable solutions or preventative
measures.
— Once solutions are defined with
stakeholders, work with your store team
to implement necessary in-store
preventative measures or process
adjustments. For example, if a product
consistently has a specific defect, you
might refine product education during
the "Offer" stage or improve packaging
rituals at POS. Clearly communicate
these changes and their rationale to your
entire store team, explaining how they
address the identified trends. After
implementation, track relevant metrics to
monitor the impact of these solutions.
Finally, report back to stakeholders and
your team on the effectiveness of the
implemented solutions to close the
feedback loop.
Service Excellence
Mastering Your Role: Store Lead
Brand &
Culture
— Owns a premium in-store culture aligned
with On's global vision.
— Recognises the importance of culture as
a driver of performance.
— Serves as the ultimate ambassador for
our culture within the broader Oniverse
and brings it to life within Store.
— Has a strong awareness of store morale
and engagement levels, knows when
action is required and can build robust
engagement action plans, driven by our
spirits.
— Design a simple, high-visibility program
to consistently recognize team members
who exemplify On's five spirits (e.g., a
"Spirit of the Week" award, a dedicated
notice board, or a weekly shout-out
during huddles).
— Personally lead the recognition during
team meetings, sharing specific
examples of how the recognized team
member brought a spirit to life, fostering
mutual trust and open communication.
— Regularly review team morale through
informal conversations and observations.
Use this awareness to adjust the
program or identify additional actions to
build robust engagement plans.
— Schedule a recurring 15-minute culture
check-in during a weekly team meeting.
Introduce a topic related to one of On's
spirits or a current store challenge (e.g.,
how to embody the feedback culture, or
how resilience helps overcome daily
obstacles).
— Create a safe space for open discussion,
encouraging team members to share
their perspectives and experiences.
Actively listen to gauge morale and
engagement levels, understanding when
action is required to address concerns or
foster a more supportive environment.
— Synthesize key takeaways and
communicate any actionable steps to
continuously refine and bring the On
culture to life within your store.
— Regularly share insights from brand
updates or company communications
that articulate On's global vision and
mission. Translate these into tangible
examples of how your team's daily work
contributes to this larger purpose.
— During daily huddles, encourage team
members to share their own "why" – what
personally connects them to On's vision
and how they feel they serve as an
ambassador for the brand.
— Actively seek feedback on how well the
team understands and connects with the
brand narrative, adjusting your
communication strategy to ensure it
consistently resonates and drives
engagement
— Drives the store's overall commercial
performance and KPI's, creating and
executing plans to maximize selling
opportunities and grow the business.
— Responsibly manages the store's key
resources – the team, the schedule, and
the inventory – to create the best
possible business outcomes.
— Analyzes performance data to
understand what is driving the store's
success and where there are
opportunities to improve.
— At the start of your shift or during a daily
huddle, review the previous day's or
week's key performance indicators (KPIs)
such as conversion rate, average order
value (AOV), or items per order (IPO).
This aligns with your role in analyzing
performance data to understand success
drivers.
— Identify one specific KPI that presents
the biggest opportunity for improvement
for the day or week. Based on this,
collaboratively develop specific,
actionable strategies with your team to
positively impact this KPI. This
demonstrates creating and executing
plans to maximize selling opportunities.
— Ensure the team understands their
individual and collective roles in
executing the plan. During and after the
shift, track progress and debrief with
your team on the effectiveness of the
implemented strategies, similar to how
Lin Xiao uses data-driven decision-
making and rigorously executes plans to
achieve sales targets.
— Identify one existing operational process
in your store that is inefficient, resource-
intensive, or impacting customer
experience or KPIs. This could be related
to fitting room management, back-of-
house (BOH) flow, or cashier operations.
This addresses analyzing data to find
improvement opportunities.
— Engage your Associate Store Lead (ASL)
and key Lead Advisors (LAs) to gather
their input and perspectives on the
current process and potential
improvements. Work with them to
redesign the process to be more efficient
and effective, leveraging their direct
experience and Shan Wu's approach to
improving execution quality and
efficiency through rules and tools.
— Pilot the new process with a small team,
collect feedback, and measure its impact
on key metrics (e.g., reduced waiting
times, improved inventory accuracy,
increased team efficiency). This
showcases your ability to manage key
resources and improve business
outcomes.
— Anticipate an upcoming period of high
traffic, a major product launch, or a
planned store event. Based on historical
data and forecasts, develop a detailed
plan for responsibly managing your key
resources (team members, their
schedules, and specific inventory needs)
to ensure optimal coverage and
productivity. Alphonse Rispoli and
Vivienne Wang both optimized
scheduling based on forecasts and
managed staff efficiently for peak times.
— Identify potential challenges or
unexpected scenarios during this period
(e.g., unexpected staff absence, system
issues, higher-than-anticipated customer
flow) and develop a contingency plan.
This plan should outline alternative
resource deployments, communication
protocols, and decision-making
frameworks to effectively respond to
changes. Gabe Esparza's focus on
proactive decisions to mitigate risks
aligns with this.
— Communicate this plan clearly to your
leadership team and the broader store
team, ensuring everyone understands
their roles and the strategic rationale
behind the resource allocation. Conduct
a post-event review to assess the plan's
effectiveness and refine it for future use.
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Daily Operations
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— Acts as a helpful and welcoming host
during in-store events and run clubs.— At the start of your shift, identify one
upcoming community event. Spend a few
minutes reviewing its key details,
benefits, and how to register.
— Throughout the day, set a personal goal
to mention this event to at least five
customers. When a customer shows
interest, practice walking them through
the registration process on their phone
or tablet, providing clear and concise
instructions.
— Reflect on which phrases or approaches
were most effective in encouraging
participation and digital engagement.
— Research and curate a personal list of
five to ten local spots within a reasonable
distance of the store that align with On's
brand values and the interests of the
store's customer base. These can be
local places to move (running, classes,
hiking, etc.), places to nourish
(restaurant, bar or cafe), places to
recover (spa, yoga, massage, etc.), or
local 'must see' attractions.
— Think about specific customer profiles
(e.g., a runner looking for new routes, a
visitor seeking local experiences) and
how these recommendations could
enrich their experience.
— Practice integrating these suggestions
naturally into customer conversations.
— Before an upcoming community event,
approach the event coordinator and offer
your assistance for specific tasks like
setting up the check-in desk, organizing
event materials, or preparing
water/snacks.
— During the event, take initiative to warmly
greet arriving guests, answer their
questions, and engage them in
conversation, ensuring a welcoming
atmosphere.
— Post-event, offer to help with pack-down
or gathering initial feedback from
participants, to capture timely feedback
on issues or wins observed during the
event.
Community & Customer Engagement
— Follows all VM guidelines with precision
to place products, fold apparel, and set
up displays exactly as directed.
— Keeps all displays and fixtures in their
assigned area looking clean, full, and
perfectly organized at all times.
— Helps the team execute new campaign
directives and floor sets efficiently and
according to the plan.— Create a small, mental checklist for your
assigned area, including checking for
cleanliness, product alignment, fullness,
and overall organization of displays and
fixtures.
— Throughout your shift, regularly ask
yourself: "Are all products in this display
aligned correctly?". "Is the apparel folded
neatly and fully stocked?". "Are the fitting
rooms spotless and ready for use, with
only branded hangers?".
— Immediately correct any deviations from
the "flawless store presentation"
standard to contribute to a premium
store environment.
— Note any recurring deviations and reflect
on whether there may be a preventative
solution.— Engage with the store's VM guidelines
beyond simply following instructions.
Seek to understand the "how" and "why"
behind each directive. When new
campaign directives or floor sets are
announced, volunteer to assist in their
implementation. Ask, "How can I best
help prepare for this change? What tools
or products will be needed?".
Visual Merchandising
Stock Management
— Correctly receives new product and
keeps the sales floor stocked up for
customers.
— Keeps the stockroom clean and tidy so
products are safe and easy to find.
— Knows how to handle product transfers,
returns, and damaged items according to
the rules.
— Helps the team with stock takes and
assists in figuring out small inventory
errors.— At the start of each shift, review the sales
data from the previous day and check on
expected incoming shipments.
— Identify which product categories or
display areas on the sales floor are likely
to need replenishment based on sales or
expected deliveries. Offer to help receive
incoming stock or take responsibility for
refilling a particular display.
— Consider which products need to be
brought out before they are requested by
customers or teammates. Regularly ask
yourself: "Is this display full? Are popular
sizes readily available? Are new products
correctly integrated onto the floor?"— During quieter periods, dedicate 10-15
minutes to focusing on one small section
of the stockroom (e.g., a single shelf, a
specific bin for accessories, or a return
area). Critically assess its current state:
"Are all items clearly labeled? Is every
product in its designated spot? Could
this area be organized more logically to
make items easier to find for myself and
others?"
— Based on this assessment, recommend
one small improvement to a leader, such
as re-labeling a shelf, re-folding
misplaced items, or tidying a cluttered
corner. Once given the ok, implement the
change and share it with teammates.
— Review the Standard Operating
Procedures (SOPs) for product
transfers, customer returns, and
handling damaged goods.
— During the week, volunteer for at least
one of these tasks, even if it's outside
your normal routine. As you perform
the task, focus on strict adherence to
the documented steps. When
assisting with stock takes or daily
counts, pay close attention to any
discrepancies.
— Instead of just reporting an error, try
to identify why it might have occurred
(e.g., misplacement, incorrect scan,
human error).
— Works well with teammates in their
immediate area on assigned tasks.
— Assists teammates in other areas of the
store (eg- stockroom) when asked.
— Shares information about stock levels or
customer requests when prompted.— During complex customer interactions or
when a customer's journey requires
involvement from another team member
(e.g., fetching a specific size from back-
of-house, following up on an order),
before your teammate takes over, pause
and think: "What does my teammate
need to know to continue this interaction
seamlessly or fulfill this request
efficiently?".
— Make a conscious effort to repeat back
what was shared to confirm all that was
discussed with the customer, then relay
that information to your colleague.
— You can also mentally rehearse key
details to share for a powerful hand off to
another team member and a smooth
customer experience.
— During quieter periods, take a few
minutes to scan your immediate work
area and adjacent spaces. Ask yourself:
"Where might a colleague need an extra
pair of hands in the next 5-10 minutes if
they get busy?" or "Which operational
task, if done now, would prevent a small
problem for a teammate later?".
— For instance, if you notice the fitting
rooms are accumulating items, take the
initiative to clear the area of empty
hangers, returned apparel, and clutter
without being asked. Other examples
include replenishing sales floor displays,
or assisting with basic stockroom
organization.
— At least once per shift, identify one piece
of critical information you've gathered
(e.g., a specific shoe size that's
consistently selling out, a new product
feature customers are asking about, an
observation about how a display affects
sales).
— Share this with a relevant teammate or
leader, either verbally or through an
agreed-upon internal communication
method (e.g., a quick note in a team chat,
a brief mention in a huddle).
Collaboration
— Is aware of their strengths and has blind
spots regarding their development areas.
— Is open to learning new things when
directed rather than proactively seeking
new knowledge.
— Understands feedback and is learning
how to consistently apply it in their daily
work.— At the end of each week, dedicate 10-15
minutes to reflect on 2-3 specific
customer interactions or operational
tasks you handled. For each, consciously
identify not only "what went well" and
"what could have gone better," but also
critically ask yourself: "What did I not
notice or consider at the time that, in
hindsight, was a missed opportunity, a
potential misunderstanding, or a
personal blind spot?". Record these
reflections in a brief personal journal
(digital or physical).
— Move beyond simply acknowledging
existing strengths and weaknesses to
proactively uncovering previously
unrecognized areas for development. For
instance, you might realize you
consistently miss opportunities to cross
-sell accessories, even if you felt you
handled the main product sale well.
— Identify one specific product,
technology, or operational procedure
each week that you want to master in
more detail. This could be a complex
product feature like the Dual Density
Helion™ Foam in a Cloudmonster 2, or a
less frequently used operational task like
handling a specific type of store transfer.
— During quieter periods, actively seek out
and review internal resources such as
SOPs, product knowledge guides, or
training modules related to your chosen
topic.
— If questions arise, approach a Senior
Store Advisor or Lead Store Advisor,
articulating what you've learned and
asking specific clarifying questions
about its nuances or practical
application.
— After receiving any form of feedback
from a manager or peer (e.g., on your
service behaviors, product explanation,
or an operational task), immediately
choose one specific, actionable piece of
feedback and commit to intentionally
applying it in your next 2-3 relevant
customer interactions or tasks.
— If the feedback was ambiguous, or if
you're unsure how to implement it
effectively, ask clarifying questions to the
person who provided it.
— Before the relevant interaction or task,
mentally rehearse how you will
incorporate the feedback.
— Afterward, reflect on whether you
successfully applied it and what the
outcome was.
Learning Agility
In-Store Training
— Actively participates in all training
sessions and puts their new skills into
practice on the sales floor.
— Proactively seeks out product
knowledge and asks questions to
improve their customer service skills.
— Is open to feedback and uses it to
improve their performance.
— Select one new product or one specific
On technology each week and conduct a
deep dive into its features, advantages,
and benefits. Read all available product
materials and brand stories for your
chosen item.
— Then, practice articulating these points
using storytelling techniques. Identify a
teammate and offer to "teach" them
about the product or technology,
explaining its unique aspects and how it
aligns with On's brand mission.
— Ask for their feedback on your
explanation.
— After participating in any formal training
session (e.g., on a specific Cloud CX 2.0
service standard or an Elevated Try-On
Ritual), choose one newly learned skill or
behavior that you will apply during your
next few customer interactions.
— Before engaging with a customer,
mentally rehearse how you will
implement the new skill.
— Following the interaction, approach a
teammate (ideally a Senior Store Advisor
or Lead Store Advisor) and ask for
feedback on your execution of that
particular skill, rather than just general
performance. For example, "I just tried to
incorporate more open-ended questions
like we discussed in the CX training; how
do you think that went in that last
interaction?"
— Identify a Senior Store Advisor or Lead
Store Advisor who consistently excels
in a specific area you want to develop
(e.g., handling complex returns,
efficiently managing the POS system,
delivering product education to a
difficult customer, or embodying a
particular service behavior).
— Ask if you can shadow them for a few
minutes while they perform that
specific task or handle an interaction.
— After the situation, engage them in a
brief conversation, asking them to
"deconstruct" their process. Focus on
questions like, "What were you thinking
when you chose to say/do X?" or "How
did you anticipate that customer's next
question?" to deepen your
understanding of why they do things,
not just how.
— Takes on assigned tasks, rarely looking
beyond them to see the bigger picture or
next steps.
— Persists through simple setbacks and is
learning to navigate more significant
obstacles.
— Is accountable for their own work but
avoids holding others accountable for
their parts.
— For 2-3 routine daily tasks you perform
(e.g., replenishing a display, organizing a
section of the sales floor, handling a
basic customer inquiry), ask yourself:
"What is the ultimate goal or 'why' behind
this task?" and "What is the next logical
step that will occur because of my
completed task, and how can I facilitate
it?".
— For instance, after hanging apparel for a
display, consider that its purpose is not
just neatness but to attract customers
and enable easy try-on. Your next thought
could be to ensure nearby fitting rooms
are spotless and well-stocked,
anticipating the customer's journey.
— Before starting a task that has previously
presented minor challenges or that you
anticipate might be difficult (e.g., finding
a specific, commonly misplaced item in
the stockroom, preparing a complex VM
setup, or handling a recurring customer
query), ask yourself: "What could
potentially go wrong here, or what
obstacles might arise?"
— Then, think of 1-2 specific solutions or
alternative resources to overcome these
anticipated challenges before they
materialize. For example, if you know a
particular product is often hard to locate
in the stockroom, proactively check its
usual spots or ask a Senior Store Advisor
for its location before a customer asks
for it.
— Identify one small, shared task or
commitment during your shift that
requires collaboration with a teammate
(e.g., shared zone responsibility, a
collaborative replenishment task, or an
information handover).
— Once your part is completed, initiate a
brief, positive check-in. For example, say,
"I've finished replenishing the running
shoe wall; is everything good on your
side for the apparel, or do you need a
quick hand?" or "Just wanted to make
sure you got that customer information I
sent over about the return. Let me know
if you need anything else!".
Results Focus
Problem Solving
— Is effective at analyzing simple data and
is learning to navigate more ambiguous
or contradictory information.
— Applies familiar solutions from past
problems without analyzing the current
situation's uniqueness.
— Seeks input from others, favouring ideas
that confirm their own initial view.
— After an interaction with a customer who
presented a common problem or asked a
frequent question (e.g., "Which shoe is
best for walking?", "Can I return this
without a receipt?", "My shoes are
squeaking."), pause and identify 1-2
unique aspects of this specific
customer's needs, preferences, or
circumstances. For example, consider
their specific lifestyle, prior experience
with On products, or even their body
language and emotional cues.
— Mentally review: "What made this
situation slightly different from the
'standard' problem?" "Did I ask enough
clarifying questions (using open-ended,
close-ended, and multiple-choice
questions) to truly understand their
unique needs, rather than making
assumptions?" "How did I adapt my
solution (or how could I have adapted it)
to be more personalized, rather than just
providing a generic answer?"
— Once you’ve trained yourself to look
beyond the surface and provide
personalized solutions, practice pausing
and identifying 1-2 unique aspects of the
customer who presented a common
problem or asked a frequent question
while you are serving them (rather than
only reflecting afterward).
— Each day, identify one small, seemingly
simple operational data point or
observation that has an element of
ambiguity or contradiction. Examples
include: a product that sold surprisingly
well or poorly during a shift without an
obvious reason.
— Form an initial hypothesis for why that
might be the case and an idea for a
solution. Looking for underlying causes
and multiple possibilities. For instance, if
a product sold unexpectedly well, don't
just assume "it's popular"; consider if a
specific team member promoted it, if it
was moved to a high-traffic spot, or if it
was part of a larger outfit
recommendation.
— Approach two different teammates
separately. Present the observation
without immediately sharing your own
solution or bias. Ask them open-ended
questions like: "How would you boost the
sales of this product?" or "What factors
might impact the popularity of a
product?"
— Actively observe their responses and
suggestions, particularly if they differ
from yours. Afterward, compare their
advice to your initial idea and reflect on
any ambiguous or contradictory
information, moving beyond simple data
analysis.