{"id":16140,"date":"2025-10-26T08:20:20","date_gmt":"2025-10-26T08:20:20","guid":{"rendered":"https:\/\/dmsretail.com\/RetailNews\/harry-rosen-holt-renfrew-and-the-service-crisis-in-luxury-retail\/"},"modified":"2025-10-26T08:20:20","modified_gmt":"2025-10-26T08:20:20","slug":"harry-rosen-holt-renfrew-and-the-service-crisis-in-luxury-retail","status":"publish","type":"post","link":"https:\/\/dmsretail.com\/RetailNews\/harry-rosen-holt-renfrew-and-the-service-crisis-in-luxury-retail\/","title":{"rendered":"Harry Rosen, Holt Renfrew, and the Service Crisis in Luxury Retail"},"content":{"rendered":"

\"Retail<\/a><\/p>
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It took me 45 minutes and a $60 Uber to get to Harry Rosen in Toronto<\/strong>. I expected to walk out with something great…\u00a0<\/p>\n

Instead, I walked out with nothing<\/em>.<\/p>\n

I even filmed a short video after I was there because I want you to see what shoppers go through today in stores that once represented the best of luxury retail. (Correction, they have three, not five floors..)<\/p>\n

No one tries to give bad service in retail.<\/strong> But somewhere between good intentions and the sales floor, the engagement that built these brands has gone silent.<\/p>\n

\"Rosen<\/p>\n

A Great Start That Went Nowhere<\/strong><\/h2>\n

As soon as I walked in, a friendly guy stationed near the entrance – almost like a bellman – looked up and said, “Good morning.”<\/em><\/p>\n

Perfect. That’s all I needed. I’d been noticed. I felt welcomed.<\/p>\n

I fully expected that same attention to continue as I explored the rest of the store \u2014 after all, this was Harry Rosen. But it didn’t. Not on the second floor, not in any of the designer sections. Hugo Boss, Tom Ford, you name it – beautiful product, no connection.<\/p>\n

\"IMG_0268-back-right\"<\/strong><\/p>\n

This is merchandising excellence-shirts displayed with accessories in cubbies that pull your eye from waist to ceiling. They put substantial thought into this.<\/em><\/p>\n

And as I made my way back around the floor, I spotted something that finally resonated: a Patrick Assaf\u00a0jacket<\/span> I hadn’t noticed before. It stood out because nothing else had. I thought, This could be the one.<\/em><\/p>\n

I was ready to buy – if only someone had been ready to help.<\/p>\n

The Manager’s Excuse<\/strong><\/span><\/p>\n

No one approached. No one asked what I was looking for. No one offered a fitting room.<\/p>\n

I started helping myself, trying things on in front of a mirror, waiting for someone to show interest. The longer I stood there, the more ridiculous it felt.<\/p>\n

At one point, a well-dressed guy walked by. I thought, Yeah, he probably shops here.<\/em><\/p>\n

It never occurred to me he was the manager.<\/p>\n

Finally, I’d had enough. I left the merchandise and was almost out the door when I asked the young man if I could speak to the manager.\u00a0<\/p>\n

When I mentioned the lack of service from several people on the floor, he said,”Oh, those are our visual merchandisers.”<\/p>\n

I said,”I don’t care. They could’ve said hello or gotten someone else.” There were several salespeople who traversed the salesfloor without saying anything either.\u00a0<\/p>\n

That moment told me everything I needed to know.<\/p>\n

When neither your visual team or salespeople can’t even acknowledge a customer, you don’t have a staffing problem – you have a leadership problem.<\/span> It means the people on the floor don’t feel accountable for the customer experience.<\/p>\n

Then he said, “You caught us with our pants down.”<\/em><\/p>\n

No. I caught you not caring<\/em>.<\/p>\n

This Isn’t Coming From a Random Shopper<\/strong><\/h3>\n

Here’s the part that matters.<\/p>\n

During the pandemic, I made daily videos highlighting great retail brands – one of those was Harry Rosen<\/strong>.<\/p>\n

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