When you think of good customer service—particularly the barriers to it—two factors generally come to mind: timing and wording. Imagine walking into a store that sells soap and bodywash products and immediately being bombarded with, “May I help you?” “Looking for anything today?” or the dreaded, “Just so you know, we have a deal going on today. Buy any of those two items on those shelves (motions to left side of store) and get one free.” It’s overwhelming and frankly a bit of a turnoff. You don’t have to be an introvert to feel an urge to run out of the store. What’s off there is mostly timing.

In an alternate scenario, imagine that you’re looking through items and checking prices, clearly doing more than simply walking around for a visual survey of products. You’re engaged, sending those nonverbal cues that you’re a bona fide, potential customer, not just a random passerby biding your time as you wait for your family member or friend in the store nearby.

As you hold up an item to check the price, a clerk notices you and says, “That item is really popular because the scent lasts for a long time but isn’t too overpowering. Do you have any questions?” Well now, that’s a lot more specific—and less intrusive—than someone jumping on you the moment you set foot in the store. It also displays some social prowess (waiting to see if you’re interested in the product) and some confidence in the product (not leaping at the opportunity as if they’re afraid you’ll leave in 10 seconds).

It’s true that certain phrases may sound more warm and helpful. They may set the right tone for those walking in the door. But you can use warm, helpful language that’s also specific and well-timed to increase the odds of being more than just a nuisance. Remember, it’s also a matter of properly investing time, energy, and resources.

Back when I was a poor college student I worked several jobs in both grocery and clothing retail, getting money and shifts where I could. I quickly learned the strategies that worked, and they didn’t require a lot of fluff or extroversion. People appreciated being noticed and helped more than they appreciated simply being approached. In fact, at Trader Joe’s, one person was specifically designated to walk around for an hour or two and just make sure people were finding everything all right. (We could help with anything other than finding the stuffed monkey; we could only hint at its whereabouts.) I’d consider this a great approach. Be available but not suffocating.

On the other hand, working in clothing stores was a mixed bag (no pun intended). Different managers believed different things about customer service. Some put you near the entrance and made it clear that no one should get past you without a big old welcome, and a reminder of the sales that day. But despite the occasional store where policy required you to practically wave products in front of customers’ faces, the one common thread was that customers who looked like they needed help should get it. However, the longer you took to fix any problem—by redirecting or getting the manager—the more likely customers would perceive the help as... less than helpful. Thus, a streamlined, strategic approach was anything but impersonal. It made them like you—and doing business with you—much more than if you’d treated the interaction like a checklist.

But going back to the actual number of people on the sales floor, there was a clear correlation between a less crowded but still fully staffed store and a positive perception of the service received. Customers felt supported, unbothered, and able to make their purchases without paying a “social anxiety tax.”

Think about it: Would you rather hire a bunch of salespeople to make sure that each customer gets ambushed—I mean, “greeted”—at the door, or just hire a few to stock shelves, help out during busy times at the register, and keep an eye out for customers who seem genuinely interested? And how about the time wasted saying, “Hi! Can I help you?” to every single pair of sneakers that set foot on your linoleum? It’s not a good look, and not a great investment.

There are even stores that have invested in totes and baskets that relay a customer’s shopping preference, such as the Sephora method, where color-coded baskets save employees time and customers anxiety. Customers simply choose whether they want to be approached or left alone and communicate that via the color of their shopping basket. This takes away some of the guesswork on the customer service end, allowing everyone a more pleasant experience, as well as—you guessed it—streamlining the process.

So the lesson is this: Instead of spending money on extra greeters, manage your time, money, energy, and staff with a more strategic approach. Make an effort to train staff to recognize an interested customer, analyze the stage they’re at, and move in to help them make a purchase. Your customers will thank you, and your employees will, too.