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