| Scene 1. A quick-serve restaurant,
| |
| | Here's how.Shift communication: Spend 30
|
| Anywhere, USA.
| |
| | seconds per employee prior to and after
|
| Cashier (no eye contact with guest): For
| |
| | each shift. Let them practice on
|
| here or to go?
| |
| | you--versus the guest--and review their
|
| Guest: Here. I'll have a Burger Deal #1.
| |
| | shift numbers, their best highlights, and
|
| [Wow. What a nice greeting.]
| |
| | opportunities they have.Guarantee
|
| Cashier: Okay. What kind of drink?
| |
| | message: On table tents, counter mats,
|
| Guest: Diet cola. [Why don't they just
| |
| | register toppers, or buttons/stickers on
|
| let me do this myself? The cashier isn't
| |
| | the cashier, allow the guest to manage
|
| doing anything but pressing buttons.]
| |
| | the employee while you are not around.
|
| Cashier: Want dessert?
| |
| | (See "The Training Manual" in the March
|
| Guest: No thanks. [I don't even know
| |
| | 2003 issue of QSR for more
|
| what they serve for dessert.]
| |
| | details.)First-timer identification: Add
|
| Cashier: $4.29
| |
| | a button on the register for "first-time
|
| Guest: Thanks. [For letting me give you
| |
| | guests." The cashier can find out if the
|
| my money.]Scene 2. A quick-serve
| |
| | guest is a first-time visitor to your
|
| restaurant, Anywhere, USA.
| |
| | concept, press the button, and it prints
|
| Cashier (smiling and looking guest in
| |
| | on the ticket. The kitchen can ensure
|
| the eye): Welcome! Have you ever been
| |
| | it's outstanding and the manager can stop
|
| here before?
| |
| | by their table if they are dining in. It
|
| Guest: Every week!
| |
| | really creates a wow!Grow your skills: If
|
| Cashier (pointing to a countertop mat):
| |
| | you don't know what you don't know, you
|
| Thanks for coming back! So you know about
| |
| | can't be an effective leader. Constantly
|
| our new Deluxe special?
| |
| | learn something new and teach it to your
|
| Guest: No, I don't. I'll try one of
| |
| | staff. A few books every manager should
|
| those.
| |
| | read:First, Break All the Rules, by
|
| Cashier: The meals come in two
| |
| | Marcus Buckingham. Challenges the norms
|
| sizes--regular and value-sized. Which do
| |
| | and teaches you how to move your
|
| you prefer?
| |
| | leadership style significantly
|
| Guest: I'll try the value-sized.
| |
| | forward.MYOB, by Jim Sullivan. Plenty of
|
| Cashier: Great choice! We get lots of
| |
| | easy-to-implement ideas (and laughs) for
|
| compliments on it! Your total is $4.99.
| |
| | any restaurant.Customer Satisfaction is
|
| Have a great meal and let me know if you
| |
| | Worthless, Customer Loyalty is Priceless,
|
| need anything else.
| |
| | by Jeffrey Gitomer. Clearly illustrates
|
| Guest: I will!In Scene 1, the cashier
| |
| | the point outlined in the scenes above.
|
| offers service, which leads to a
| |
| | Okay is not okay.Service That Sells,
|
| satisfied guest. That's okay. But in
| |
| | Pencom Publishing. Full of selling
|
| Scene 2, the cashier offers hospitality,
| |
| | ideas.Send Flowers to the Living!
|
| which leads to a loyal guest. That's
| |
| | Rewards, Contests and Incentives to Build
|
| better.All too often, we are guilty of
| |
| | Employee Loyalty, by TJ Schier. If you
|
| forcing our cashiers to follow a series
| |
| | want the employee to treat the guest
|
| of service steps in an effort to
| |
| | better, you need to treat the employee
|
| standardize our delivery system. To that
| |
| | better. This book has plenty of
|
| end, we simply process people through a
| |
| | restaurant examples.Reading articles and
|
| line. As guests, if we wanted that, we
| |
| | books or watching videos is a start but
|
| could simply have a terminal where we
| |
| | cannot replace practice and repetition.
|
| enter our own order. That idea would be
| |
| | It starts with you, then your managers
|
| as successful as the failed full-serve
| |
| | and employees. Watching Tiger Woods gives
|
| restaurants where you had to cook your
| |
| | us motivation but doesn't make us a
|
| own steak!As Bruce Tulgan, founder of
| |
| | better golfer without practice and
|
| Rainmaker Thinking, says, "Do you want
| |
| | dedication. Begin moving the hospitality
|
| your spouse satisfied or loyal?"
| |
| | needle and see your sales increase!T.J.
|
| Therefore, our cashiers need to stop
| |
| | Schier is service professional,
|
| acting like service robots and start
| |
| | consultant and speaker with over 20 years
|
| providing a better experience. The
| |
| | experience in operations and training.
|
| scenarios above take the same amount of
| |
| | Founder and president of Incentivize
|
| time for the guest but provide a totally
| |
| | Solutions and podTraining, T.J. has
|
| different tone for their meal. Consistent
| |
| | helped numerous clients enhance their
|
| performance at this level will enhance
| |
| | service and training programs and spoken
|
| the benefit for the guest, distance
| |
| | to tens of thousands of managers,
|
| yourself from the competitors, and drive
| |
| | franchisees and operators in various
|
| frequency--the only true way to build
| |
| | fields. Visit for more info motivating
|
| long-term sales.Guests want value. As you
| |
| | today's employees, training today's
|
| know, value equals the benefit received
| |
| | generation and delivering outstanding
|
| divided by the money spent. How can any
| |
| | guest service; or a unique new system
|
| other type of restaurant provide a better
| |
| | and the foundation of 'i-learning' -
|
| value for the dollar than a quick-serve
| |
| | using the device of today's generation,
|
| with a fairly low check average? All it
| |
| | the iPod - to train your workforce.
|
| takes is moving the benefit to the guest.
| |
| |
|
