-Product is stale and poor quality. Claims to introduce new items more frequently than at other gift companies, but inconsequential since most items do not align with consumer and industry trends.
-Competitive companies are more strategic with their offerings by providing items that target the growing market for geographical and cultural specific products. Speaking from my personal experience, GC offers no products that appeal to this consumer demand present in states throughout the Southeast.
-No clear/specific sales goals or developmental expectations are set, by any level of management. Senior management speaks in vague, general terms of "exciting" and "innovative" products that will be released in the future.
-Management does not share the company's macro vision and strategy for any present or future time periods or address the role and responsibilities of the sales force within their plan. Do not expect any qualitative or quantifiable objectives to be addressed, for example, offerings that reflect emerging retail trends, additional product category launches, improved communication between departments, etc.
-When questions or concerns are raised regarding product, people or procedures, the favored response is to trust in decision makers because "they've been in this industry a long time." For example, when I asked why not all the letters of the alphabet were included in a new Monogram necklace collection, the answer I received was that I "shouldn't worry about that" because the company "researched" the "most popular" letters. Why, as a retailer, would I purchase this necklace collection when I can easily order a comparable set, that includes ALL letters, from another company that is the same price and quality?
-The territory sales rep role provides minimal opportunity for professional development or intellectual stimulation. Sales or product data for stores is not routinely provided or readily available, hence information that could be used to determine monthly call coverage and specific action plans in stores. Since there are limited quantifiable facts to utilize in discussions with customers, high-level selling conversations are virtually non-existent.
-Sales force is not informed of any widespread product quality issues, normally only becoming aware of issues once customers complain or ask where delayed shipments should arrive. Management, by either saying the products will be available when they're available or simply not returning requests for information, provide no time frame to tell customers when held-back products will be available, further aggravating them and embarrassing us.
-Commission structure set up so that majority of reps never see their earnings and allotted expense reimbursement amounts are laughable.
