Short case Giordano With a vision that explicitly states its ambition to be 'the best and the biggest world brand in apparel retailing', Giordano is setting its sights high. Yet it is the company that changed the rules of clothes retailing in the fast- growing markets around Hong Kong, China, Malaysia and Singapore, so industry experts take its ambitions seriously. Before Giordano, up-market shops sold high-quality products and gave good service. Cheaper clothes were piled high and sold by sales assistants more concerned with taking the cash than smiling at customers. Jimmy Lai, founder and Chief Executive of Giordano Holdings, changed all that. He saw that unpredictable quality and low levels of service offered an opportunity in the casual clothes market. Why could not value and service, together with low prices, generate better profits? His methods were radical. Overnight he raised the wages of his salespeople by between 30 and 40 per cent, all employees were told they would receive at least 60 hours of training a year and new staff would be allocated a 'big brother' or 'big sister' from among experienced staff to help them develop their service quality skills. Even more startling by the standards of his competitors, Mr Lai brought in a 'no-questions-asked exchange policy irrespective of how long ago the GIORDANO GIORDANO garment had been purchased. Staff were trained to talk to customers and seek their opinion on products and the type of service they would like. This information would be immediately fed back to the company's designers for incorporation into their new products. How Giordano achieved the highest sales per square metre of almost any retailer in the region and its founding operations principles are summarized in its 'QKISS' list. Quality - do things right. Knowledge-update experience and share knowledge. Innovation - think 'outside the box'. Simplicity-less is more. Service - exceed customers' expectations.