Target, the retail giant, is doubling down on in-store experience with a new initiative designed to boost customer engagement.
The “10-4” programme sets clear expectations for how employees should interact with shoppers — but not everyone is convinced it’s the right approach.
As reported by USA TODAY, under the new policy if a shopper comes within ten feet of a Target employee, staff are expected to “smile, make eye contact, wave, and use friendly, approachable and welcoming body language.” When customers move within four feet, employees should “personally greet the guest, smile and initiate a warm, helpful interaction.”
A Smile by Design
At first glance, the 10-4 rule might sound like an over-engineered attempt to codify basic human behaviour. Do employees really need instructions on how to smile? And what happens if a customer lingers awkwardly at five feet — do staff keep waving? The instinctive reaction, as some have noted, is to “fear for the future of humanity.”
Yet, when examined through a CX lens, Target’s move makes sense. Poor customer service is consistently linked to lost sales and declining brand loyalty. Most shoppers would prefer a scripted show of friendliness to a genuine display of indifference. Setting clear behavioural standards can help ensure a consistent experience across thousands of stores.
Not a First in Retail
Target isn’t breaking new ground here. Walmart has long operated a similar ten-foot rule, encouraging employees to greet anyone who comes within that distance. In hospitality, the “15-5” rule is common practice — employees smile when guests are within 15 feet and say “hello” at five. These invisible boundaries form what some call the “zone of hospitality,” the service industry’s equivalent of sovereign airspace. Enter it, and you’ll be acknowledged — whether you like it or not.
Context Is Everything
As with most CX policies, execution matters more than intent. Some interpretations of the 10-4 rule have already raised eyebrows. Does it apply through glass? How about to customers standing behind employees? Taken literally, the policy could lead to awkward or robotic encounters — “like a grinning doner kebab,” as one observer put it.
Even when applied sensibly, initiatives like 10-4 can backfire in three key ways.
First, customers differ in how much engagement they want. While few people enjoy rudeness, not everyone appreciates constant interaction. As one critic notes, “One way to make customers feel special is to cater to their preferences. Those preferences may include not having to wave when they are trying to shop.”
Second, overemphasising every interaction as a “moment of truth” risks distracting staff from other tasks that matter — like stocking shelves or fulfilling online orders. Without enough capacity, time spent greeting every customer could translate into operational inefficiencies.
Finally, there’s the employee experience. Research consistently shows that autonomy drives job satisfaction. Overly prescriptive rules — such as instructing staff exactly when and how to smile — can make workers feel micromanaged and demotivated.
The CX Balancing Act
Target’s intentions are undoubtedly good. The company wants to create a warmer, more welcoming in-store environment. But as with any CX initiative, success will depend on balance.
Great customer experience can’t be scripted. It’s built on empathy, empowerment, and authenticity — qualities that no distance-based policy can fully capture.
