To illustrate what I mean, let me relate a lunch experience at a national, mid-priced US restaurant chain just last week with these observations:
1.The hostess sincerely welcomed us
2.We were offered several options on where we might prefer to sit
3.We were given the name of our server and were encouraged to ask anyone on staff for anything needed
4.Our server asked a number of questions that were likely scripted (were we familiar with their specials, were we on a time constraint, had we ever tried this or that, etc.) but also again reminded us that they operated in serving teams and that several of them would be working to make our meal enjoyable and memorable
5.The service was attentive, the food was excellent and the check was promptly delivered and handled
A major point of distinction in this experience was at our departure and this remains a major point in Statler’s Service Code. As we left the restaurant, at least three people on staff who were not part of our service team went out of their way to offer a sincere “thank you, please come again!” Their appreciation of our business had little to do with what we ordered or how much we spent.
Tuesday, August 31, 2010
Wednesday, August 25, 2010
MBWA…A Lost Term……….
This was a term used by men like Charles E. Henning, Henrich Mario, and Jim Gernhofer, all veteran hoteliers, a term that I seldom see used today with all the technology today, Manage By Walking Around. There was a time that the Hotel Manager would schedule time to walk the property. This style is works for managers who are actively engaged in the day-to-day activities of the business. This approach works well when a manager has made a commitment to spend a dedicated amount of time on the floor with the employees or in various employee offices each day.
This becomes your style; it should not be forced or just a charade. It should be learned. In effect you are being yourself walking throughout the organization looking for opportunities to make positive comments and/or receive input and feedback. This approach allows you to see everything going on, and it allows you to listen directly to the employees. It fosters a teamwork environment. It is especially effective in an organization with many management layers. The approach permits all staff direct access to the boss and frequently generates high levels of spontaneous, creative synergy while employees and the boss exchange ideas. It creates a system, and a thought process of your staff to be empowered to maximize their objective potential. There is a reason for the success of operations of Managers that do this, Here are some tips that may help you start your own program…
Do it to everyone.
Be seen by your staff
Do it as often as you can.
Try and do it everyday..Change it up…Walk at different times
Go by yourself.
MBWA is means more when you visit with employees alone, and one-on-one. It encourages more honest dialogue and speaks loudly of your personal commitment to the idea.
Don’t circumvent subordinate managers.
Some employees may take advantage of your presence to complain about a supervisor who is your subordinate. Counsel them to discuss the issue fully with their supervisor first. If you have cause to question the supervisor’s judgement, don’t indicate so to the employee, but follow up privately with the supervisor.
Ask questions.
It’s how you learn, and share experiences.
Watch and listen.
You hear more and learn more, and find more effective solutions.
Share your dreams with them.
As a Dog sled team handler used to say, "The view only changes for the lead dog." MBWA is a solid opportunity to make sure that when you lead the sled in a new direction they share your view.
Try out their work.
My Dad used to say “Don’t criticize me until you walk a mile in my shoes.” In other words you learn more by doing their job.
Bring good news.
If something good happened, share the news…
Have fun.
It makes your staff see that you are real, and care about them and their jobs.
Catch them in the act of doing something right.
Create a program and reward them for doing a good job, make a point of it..It will go a long way.
Don’t be critical.
Be supportive, Be creative,
A good program will be a great tool, and raise awareness of their work and standards.
It is a return to the basics of hospitality, Cornerstones of Service, in light of the pending NFL season, it relates to learning the basics of football..Block and Tackle. It starts with the simple things first. The rest fall into place.
This becomes your style; it should not be forced or just a charade. It should be learned. In effect you are being yourself walking throughout the organization looking for opportunities to make positive comments and/or receive input and feedback. This approach allows you to see everything going on, and it allows you to listen directly to the employees. It fosters a teamwork environment. It is especially effective in an organization with many management layers. The approach permits all staff direct access to the boss and frequently generates high levels of spontaneous, creative synergy while employees and the boss exchange ideas. It creates a system, and a thought process of your staff to be empowered to maximize their objective potential. There is a reason for the success of operations of Managers that do this, Here are some tips that may help you start your own program…
Do it to everyone.
Be seen by your staff
Do it as often as you can.
Try and do it everyday..Change it up…Walk at different times
Go by yourself.
MBWA is means more when you visit with employees alone, and one-on-one. It encourages more honest dialogue and speaks loudly of your personal commitment to the idea.
Don’t circumvent subordinate managers.
Some employees may take advantage of your presence to complain about a supervisor who is your subordinate. Counsel them to discuss the issue fully with their supervisor first. If you have cause to question the supervisor’s judgement, don’t indicate so to the employee, but follow up privately with the supervisor.
Ask questions.
It’s how you learn, and share experiences.
Watch and listen.
You hear more and learn more, and find more effective solutions.
Share your dreams with them.
As a Dog sled team handler used to say, "The view only changes for the lead dog." MBWA is a solid opportunity to make sure that when you lead the sled in a new direction they share your view.
Try out their work.
My Dad used to say “Don’t criticize me until you walk a mile in my shoes.” In other words you learn more by doing their job.
Bring good news.
If something good happened, share the news…
Have fun.
It makes your staff see that you are real, and care about them and their jobs.
Catch them in the act of doing something right.
Create a program and reward them for doing a good job, make a point of it..It will go a long way.
Don’t be critical.
Be supportive, Be creative,
A good program will be a great tool, and raise awareness of their work and standards.
It is a return to the basics of hospitality, Cornerstones of Service, in light of the pending NFL season, it relates to learning the basics of football..Block and Tackle. It starts with the simple things first. The rest fall into place.
Not your Ali Babba...
I have seen several blogs about controlling food cost, I have 40 points that we used with customers when I sold food a couple of years ago. The thing to keep in mind is that it goes hand in hand with your Menu pricing, and how much profit you are making, and are you using a Recipe Mapping or Menu Engineering along with your Cost and Profit analysis models. If you don't contact Sutter & Pine Hospitality and we would be glad to help you.
THE FORTY THIEVES OF FOOD COST
Purchasing
1. Purchasing too much.
2. Purchasing the incorrect product for the application.
3. No detailed specifications - quality, weight, types.
4. No Food Costing of menu.
5. No cost budget for purchasing.
6. No audit of invoices and payments.
Receiving
7. Theft by receiving personnel.
8. No system of credits for Iow quality, damage merchandise, or goods not received.
9. Lack of facilities and/or scales.
10. Perishable foods left out of proper storage.
Storage
11. Foods improperly placed in storage (e.g., fat; eggs; dairy products
near strong cheese, fish, etc.)
12. Storage' at wrong temperature and humidity
13. No daily inspection of stored goods.
14. Poor sanitation in dry and refrigeration storage areas.
15. Receive dates not marked on products in storeroom.
16. No physical or perpetual inventory policy.
17. Lack of single responsibility for food storage and issues.
Issuing
18. No control or record of foods issued from store room.
19. Permitting forced or automatic issues.
Preparation
20. Excessive trim of vegetable and meats.
21. No check on raw yields.
22. No use of end Products for production of low cost meals.
Production
23. Over production, over production, over production.
24. Wrong methods of cooking.
25. Cooking at incorrect temperatures.
26. Cooking of holding products for too long a period time.
27. No scheduling of foods to be processed (too early, to !ate).
28. Not using standard recipes.
29. Not cooking in small batches.
Service
30. No standard portion size.
31. No standard size utensils for serving.
32. No care of over-produced items.
33. No record of food produced and leaving production area.
34. Carelessness (spillage, waste, cold food).
Sales
35. Food taken out of building.
36. Unrecorded sales and incorrect pricing; "no Charge" or check not turned in.
37. No food popularity index or comparison of sales and inventory consumption.
38. No sales records to detect trends.
39. Poor pricing of menu items.
40. Employee meal costs – over production or unauthorized meals.
THE FORTY THIEVES OF FOOD COST
Purchasing
1. Purchasing too much.
2. Purchasing the incorrect product for the application.
3. No detailed specifications - quality, weight, types.
4. No Food Costing of menu.
5. No cost budget for purchasing.
6. No audit of invoices and payments.
Receiving
7. Theft by receiving personnel.
8. No system of credits for Iow quality, damage merchandise, or goods not received.
9. Lack of facilities and/or scales.
10. Perishable foods left out of proper storage.
Storage
11. Foods improperly placed in storage (e.g., fat; eggs; dairy products
near strong cheese, fish, etc.)
12. Storage' at wrong temperature and humidity
13. No daily inspection of stored goods.
14. Poor sanitation in dry and refrigeration storage areas.
15. Receive dates not marked on products in storeroom.
16. No physical or perpetual inventory policy.
17. Lack of single responsibility for food storage and issues.
Issuing
18. No control or record of foods issued from store room.
19. Permitting forced or automatic issues.
Preparation
20. Excessive trim of vegetable and meats.
21. No check on raw yields.
22. No use of end Products for production of low cost meals.
Production
23. Over production, over production, over production.
24. Wrong methods of cooking.
25. Cooking at incorrect temperatures.
26. Cooking of holding products for too long a period time.
27. No scheduling of foods to be processed (too early, to !ate).
28. Not using standard recipes.
29. Not cooking in small batches.
Service
30. No standard portion size.
31. No standard size utensils for serving.
32. No care of over-produced items.
33. No record of food produced and leaving production area.
34. Carelessness (spillage, waste, cold food).
Sales
35. Food taken out of building.
36. Unrecorded sales and incorrect pricing; "no Charge" or check not turned in.
37. No food popularity index or comparison of sales and inventory consumption.
38. No sales records to detect trends.
39. Poor pricing of menu items.
40. Employee meal costs – over production or unauthorized meals.
How Service Matters to your Customers
I had a unique experience the other day, and it leads to how a Customer Service loop does not work, and yet no one notices except the customer. I went to a Big Box store, and dropped off our computer tower for a free analysis, and of course that yielded no answer, so we did the $79 analysis, which according to them, the “stress” test showed that there was nothing wrong with the motherboard or the hard drive, but it was the electrical so we had that replaced, then they told us that they lost our software and it would be another $135 to reload it, we declined and did it ourselves, and I did have a discussion with the manager who stated that if it were the hard drive we would have to buy one, and they would install it for free…I called the 1-800 number and did reach a real person, they gave me the run around double speak, which resolved nothing..They also said that I’d get an email, which I never got…It goes to show Follow up and keep your customer’s happy and you’ll get more business.
Tuesday, August 24, 2010
Back to the Basics...
(Caroline has some very good informative points here...)
With so much attention on getting income up and costs down, have we lost sight of some of the basics?
Over the past few weeks I've been interviewing a number of prominent hotel professionals in my series "How to Give Your Hotel a Competitive Edge". One of the messages that kept coming up over and over was about getting the basics right. These are some of the points raised:
The Welcome
Do your guest always get greeted with a smile and made to feel special?
How well do your staff anticipate guests needs before they ask for things?
Do you give attention to detail and have any special little touches for guests?
Do you know what constitutes a good welcome for your guests? Do they like to be fussed over, or would they prefer to be left to their own devices?
When staff service a room do they routinely put everything back to the standard layout, or leave things the way guests have laid them?
The condition and cleanliness of all areas
Do you have a strict audited cleaning programme in place? And does this ensure that the bedroom and bathroom are spotlessly clean (including under the bed, on top of wardrobes, under the basin)? And when was the last time anything saw a lick of paint? Take a look with a fresh pair of eyes and check whether anything looks tired and in need of a facelift. It's a good idea to walk the customer journey at least once a week to check this out. Better still ask others to do this on a rotating cycle; different people will pick up on different things, and even if you can't address everything at once, at least you'll know where needs attention and can schedule it into your maintenance plan and budget.
And when it comes to refurbs do you go all out on one or two rooms, or do you spread your budget to the benefit of all areas? There's no one answer to this question, but think about the impact on your guests, your staff and your business as a whole. Is upgrading just one room benefiting only a very small proportion of your business, whilst other areas visible to all guests are left wanting?
The practicality
How practical are your hotel rooms? Unless you experience a night’s stay for yourself you wont be able to see what works and what doesn’t. I recently stayed in a very snazzy hotel, and it looked great, but when I met with my colleagues at breakfast we were all complaining that none of it was practical. Definitely a case of form over function on that occasion. Ask yourself these questions:
•Do I have to strip the desk or dressing table of marketing bumf before I can put anything down?
•Is there anywhere to hang the hand towel? Or hang the bath towel so it can be reused?
•Is there anywhere to put down my toiletries in the bathroom, or put my makeup down where I can reach it and still see in the mirror?
•Does the kettle lead reach the socket without having to put the kettle on the floor, and still leave free power sockets accessible if I need to plug in my laptop or phone charger?
•Does the showerhead and water pressure give a decent shower?
•Is there anywhere to hang my dressing gown – either in the bathroom or bedroom?
•Can I see myself in the mirror whilst holding the hairdryer?
•Can I sit comfortably at the desk without banging my knees, and have enough light at the desk to read by without sitting in my own shadow?
•Can I open a window without using brute force?
•Can I comfortably watch TV from the chair?
•Do I have to strip off half a dozen unnecessary pillows before I can get into bed (and make extra laundry into the bargain)?
•Do you have to get out of bed to switch out the light?
A good night's sleep
When was the last time you slept in one of your own hotel beds? Even if guests don’t make use of the hotel facilities or get up early enough for breakfast, the one thing that all your guests will expect is a good night's sleep. So check out your beds. A good quality mattress and base is key; and unless you check your beds regularly you wont know when they need replacing.
A good night's sleep will also be affected by light, noise and temperature. Do the curtains meet in the middle and cut out street lighting and the sunrise?
Is there any noise from outside such as bottle disposal from the bar, air-conditioning units, traffic, your own bar or other local bars? Or internally from lift shafts, banging pipes, neighbouring rooms. I remember one sleepless night being disturbed by music throughout the night, only to discover it was from a radio in the night manager's office in the adjoining room.
And how is the room temperature? Is the air conditioning or heating system clear to adjust without having to call reception?
Perceived value for money
All of the above, of course add to the perception of value for money, but value for money will mean different things to different people. So how well do you understand what is important to guests? Is what they receive as good as or better than what guests are expecting?
You should be constantly looking for ways to add value for guests, and particularly look for items that are low cost to you, but high perceived value to your guests. Is everything provided that would be expected at the price point your guests have paid? People's expectation of what's included at breakfast, for example, will be very different if they are paying £12.95 rather than £4.95. Do you let guests know everything that is included in their rate? And do you include everything they might expect to be included, such as free WiFi.
Value for money also means a clear and transparent cancellation policy - having to pay for something you have not used will not be seen as good value!
Consider how you compare with your competition, and if you are competing with brands and budget hotels focus on the personal touches that you can add that they can't offer.
The full interview series, strategy planner and audit checklists can be found at ‘How to Give Your Hotel a Competitive Edge‘.
Caroline Cooper is a business coach with over 25 years in business and management development. She is the founder of Zeal Coaching, specialising in working with hospitality businesses, and is author of the 'Hotel Success Handbook'. For more information on Zeal Coaching see http://www.zealcoaching.com/
With so much attention on getting income up and costs down, have we lost sight of some of the basics?
Over the past few weeks I've been interviewing a number of prominent hotel professionals in my series "How to Give Your Hotel a Competitive Edge". One of the messages that kept coming up over and over was about getting the basics right. These are some of the points raised:
The Welcome
Do your guest always get greeted with a smile and made to feel special?
How well do your staff anticipate guests needs before they ask for things?
Do you give attention to detail and have any special little touches for guests?
Do you know what constitutes a good welcome for your guests? Do they like to be fussed over, or would they prefer to be left to their own devices?
When staff service a room do they routinely put everything back to the standard layout, or leave things the way guests have laid them?
The condition and cleanliness of all areas
Do you have a strict audited cleaning programme in place? And does this ensure that the bedroom and bathroom are spotlessly clean (including under the bed, on top of wardrobes, under the basin)? And when was the last time anything saw a lick of paint? Take a look with a fresh pair of eyes and check whether anything looks tired and in need of a facelift. It's a good idea to walk the customer journey at least once a week to check this out. Better still ask others to do this on a rotating cycle; different people will pick up on different things, and even if you can't address everything at once, at least you'll know where needs attention and can schedule it into your maintenance plan and budget.
And when it comes to refurbs do you go all out on one or two rooms, or do you spread your budget to the benefit of all areas? There's no one answer to this question, but think about the impact on your guests, your staff and your business as a whole. Is upgrading just one room benefiting only a very small proportion of your business, whilst other areas visible to all guests are left wanting?
The practicality
How practical are your hotel rooms? Unless you experience a night’s stay for yourself you wont be able to see what works and what doesn’t. I recently stayed in a very snazzy hotel, and it looked great, but when I met with my colleagues at breakfast we were all complaining that none of it was practical. Definitely a case of form over function on that occasion. Ask yourself these questions:
•Do I have to strip the desk or dressing table of marketing bumf before I can put anything down?
•Is there anywhere to hang the hand towel? Or hang the bath towel so it can be reused?
•Is there anywhere to put down my toiletries in the bathroom, or put my makeup down where I can reach it and still see in the mirror?
•Does the kettle lead reach the socket without having to put the kettle on the floor, and still leave free power sockets accessible if I need to plug in my laptop or phone charger?
•Does the showerhead and water pressure give a decent shower?
•Is there anywhere to hang my dressing gown – either in the bathroom or bedroom?
•Can I see myself in the mirror whilst holding the hairdryer?
•Can I sit comfortably at the desk without banging my knees, and have enough light at the desk to read by without sitting in my own shadow?
•Can I open a window without using brute force?
•Can I comfortably watch TV from the chair?
•Do I have to strip off half a dozen unnecessary pillows before I can get into bed (and make extra laundry into the bargain)?
•Do you have to get out of bed to switch out the light?
A good night's sleep
When was the last time you slept in one of your own hotel beds? Even if guests don’t make use of the hotel facilities or get up early enough for breakfast, the one thing that all your guests will expect is a good night's sleep. So check out your beds. A good quality mattress and base is key; and unless you check your beds regularly you wont know when they need replacing.
A good night's sleep will also be affected by light, noise and temperature. Do the curtains meet in the middle and cut out street lighting and the sunrise?
Is there any noise from outside such as bottle disposal from the bar, air-conditioning units, traffic, your own bar or other local bars? Or internally from lift shafts, banging pipes, neighbouring rooms. I remember one sleepless night being disturbed by music throughout the night, only to discover it was from a radio in the night manager's office in the adjoining room.
And how is the room temperature? Is the air conditioning or heating system clear to adjust without having to call reception?
Perceived value for money
All of the above, of course add to the perception of value for money, but value for money will mean different things to different people. So how well do you understand what is important to guests? Is what they receive as good as or better than what guests are expecting?
You should be constantly looking for ways to add value for guests, and particularly look for items that are low cost to you, but high perceived value to your guests. Is everything provided that would be expected at the price point your guests have paid? People's expectation of what's included at breakfast, for example, will be very different if they are paying £12.95 rather than £4.95. Do you let guests know everything that is included in their rate? And do you include everything they might expect to be included, such as free WiFi.
Value for money also means a clear and transparent cancellation policy - having to pay for something you have not used will not be seen as good value!
Consider how you compare with your competition, and if you are competing with brands and budget hotels focus on the personal touches that you can add that they can't offer.
The full interview series, strategy planner and audit checklists can be found at ‘How to Give Your Hotel a Competitive Edge‘.
Caroline Cooper is a business coach with over 25 years in business and management development. She is the founder of Zeal Coaching, specialising in working with hospitality businesses, and is author of the 'Hotel Success Handbook'. For more information on Zeal Coaching see http://www.zealcoaching.com/
Wednesday, August 18, 2010
There Should Be No Such Thing As "limited Service" In Hotels Or Hospitality
I studied under John in College, he was a great Instructor.
In the guides published by the American Automobile Association, there are a number of classifications for lodging types. By AAA definition, they include general descriptions of differing levels of food/beverage outlets, shops, conference/meeting facilities, ranges of recreation, entertainment options. The descriptions give an overview of size of the properties and an overview of common characteristics.
In general their range of classifications include:
•Full Service, with Resorts and Hotels in this category.
•Limited Service include Condominiums, Motor Inns, Apartments, Cottage, Motels and Bed and Breakfasts
•Moderate Service listings include Ranches, Country Inns and Lodges.
•Further sub-classifications include: Suite, extended stay, historic and classic properties.
We are certainly not trying to challenge AAA overviews, as their intent is to provide meaningful interpretations of so many kinds of options. Their guides further point out the basis of their various diamond ratings. AAA has done a commendable job trying to explain the differences to the consumer and they do so substantially in product differentiation.
A major problem comes though, in our opinion , in the phrase "limited service" versus "full service". Full service usually implies those hotels with restaurants, lounges, meeting rooms and other product amenities.
The phrase "lodge" or "bed and breakfast" implies by name alone certain things to certain travelers, yet obviously these phrases alone do not mean enough. For example, by AAA definitions, bed and breakfast establishments are "usually smaller, owner operated establishment emphasizing an "away-from-home feeling". A continental or full, hot breakfast is included.
Many ROOMS ONLY establishments also serve breakfast and many have at least smaller meeting space, ranging from suites to meeting areas, breakfast rooms, etc. They have van drivers who act as bellman. They have management team members who are outstanding hosts and hoteliers.
Former AH&LA Small Business Specialist Jerrold Boyer used to become very frustrated with managers who embraced the term "limited service." He used to remind hoteliers at educational and advisory seminars that the hospitality industry is indeed the SERVICE industry. His word of caution was that bigger did not necessarily mean better, nor did smaller automatically mean lesser.
There are many smaller, rooms-only properties that offer exceptional personalized attentiveness to their guests. It is the responsibility of the managers, owners and sales staff of those facilities to "sell" their staff and guests of the quality and extent of their service. There are many guests who might prefer smaller properties and staffs who elect to leave food operations to others.
If this industry is to continue to provide exceptional experiences for its guests and meaningful careers for its' staff, it must be attentive to its commitment to hospitality and not just "renting rooms."
“Limited service” – let's leave that image for the self-serve gas stations
In the guides published by the American Automobile Association, there are a number of classifications for lodging types. By AAA definition, they include general descriptions of differing levels of food/beverage outlets, shops, conference/meeting facilities, ranges of recreation, entertainment options. The descriptions give an overview of size of the properties and an overview of common characteristics.
In general their range of classifications include:
•Full Service, with Resorts and Hotels in this category.
•Limited Service include Condominiums, Motor Inns, Apartments, Cottage, Motels and Bed and Breakfasts
•Moderate Service listings include Ranches, Country Inns and Lodges.
•Further sub-classifications include: Suite, extended stay, historic and classic properties.
We are certainly not trying to challenge AAA overviews, as their intent is to provide meaningful interpretations of so many kinds of options. Their guides further point out the basis of their various diamond ratings. AAA has done a commendable job trying to explain the differences to the consumer and they do so substantially in product differentiation.
A major problem comes though, in our opinion , in the phrase "limited service" versus "full service". Full service usually implies those hotels with restaurants, lounges, meeting rooms and other product amenities.
The phrase "lodge" or "bed and breakfast" implies by name alone certain things to certain travelers, yet obviously these phrases alone do not mean enough. For example, by AAA definitions, bed and breakfast establishments are "usually smaller, owner operated establishment emphasizing an "away-from-home feeling". A continental or full, hot breakfast is included.
Many ROOMS ONLY establishments also serve breakfast and many have at least smaller meeting space, ranging from suites to meeting areas, breakfast rooms, etc. They have van drivers who act as bellman. They have management team members who are outstanding hosts and hoteliers.
Former AH&LA Small Business Specialist Jerrold Boyer used to become very frustrated with managers who embraced the term "limited service." He used to remind hoteliers at educational and advisory seminars that the hospitality industry is indeed the SERVICE industry. His word of caution was that bigger did not necessarily mean better, nor did smaller automatically mean lesser.
There are many smaller, rooms-only properties that offer exceptional personalized attentiveness to their guests. It is the responsibility of the managers, owners and sales staff of those facilities to "sell" their staff and guests of the quality and extent of their service. There are many guests who might prefer smaller properties and staffs who elect to leave food operations to others.
If this industry is to continue to provide exceptional experiences for its guests and meaningful careers for its' staff, it must be attentive to its commitment to hospitality and not just "renting rooms."
“Limited service” – let's leave that image for the self-serve gas stations
It's About the Service...
Service, no matter how it gets sliced it’s always about the service. I have trained staff in many different types of restaurants. From formal to diner to deli, the basics are the same.
However the other night we had relatives in town and the kids voted to go to a national chain restaurant that they like. The horror started with the beverage order, the server gets the order taken ok, however the delivery was a different story, the server places the first two drinks down and passed the rest down the table like we were at the ballpark. She didn’t even attempt to walk around the table. The kicker is that there was a Regional manager, and the GM, and later another manager joined them at the table behind us. They drank coffee and chatted and talked on the phone. The food order was also taken well, and just like the beverage order it too was passed down as if we were in a boarding house. It makes we wonder if it was just the one or if it applies to the entire company.
The server never came back, except that about 2 seconds after the food was down, she asked if everything was good. No refills, them manager never came by, as a Manager, if I saw an 8 top I always checked in on them, and thanked them. I think that is why Hotels, restaurants, independent or group, need to follow strict training guides and plans, I read lately where almost 50% of institutions have cut back on training. Maybe if they had trained the staff correctly I still would have critiqued them.
If you have a plan dig it out and review it, update it, and use it, we would be more than happy to evaluate and assist you if you need it. The service industry should be like the service, never stop training.
However the other night we had relatives in town and the kids voted to go to a national chain restaurant that they like. The horror started with the beverage order, the server gets the order taken ok, however the delivery was a different story, the server places the first two drinks down and passed the rest down the table like we were at the ballpark. She didn’t even attempt to walk around the table. The kicker is that there was a Regional manager, and the GM, and later another manager joined them at the table behind us. They drank coffee and chatted and talked on the phone. The food order was also taken well, and just like the beverage order it too was passed down as if we were in a boarding house. It makes we wonder if it was just the one or if it applies to the entire company.
The server never came back, except that about 2 seconds after the food was down, she asked if everything was good. No refills, them manager never came by, as a Manager, if I saw an 8 top I always checked in on them, and thanked them. I think that is why Hotels, restaurants, independent or group, need to follow strict training guides and plans, I read lately where almost 50% of institutions have cut back on training. Maybe if they had trained the staff correctly I still would have critiqued them.
If you have a plan dig it out and review it, update it, and use it, we would be more than happy to evaluate and assist you if you need it. The service industry should be like the service, never stop training.
Tuesday, August 17, 2010
“Break-It” Hotel Marketing…A Mental Exercise
(Nick Salerno has some great insight.)
More than twenty years ago, I read a book about break-it marketing which, from that point on, influenced the way I view the hotel marketing process. Break-it marketing changes the way we look at everything we do. Everyone is familiar with the old saying “If it ain’t broke, don’t fix it”. This saying implies that what we are doing is working, can’t be improved, and should, therefore, be left alone.
The basic principle of break-it marketing is that no procedure or program is perfect and, sometimes, making even subtle changes can have a positive impact on sales results. Therefore, ”if it ain’t broke, break it” Frankly, I’ve never seen any program or procedure that couldn’t be improved in some way; nothing, we do, should be sacred enough to remain unchanged.
This always reminds me about one of my favorite axioms “If you always do what you’ve always done, you’ll always get what you always got”. It’s impossible to do the same things, over and over again, and expect a different outcome. Many hoteliers, seeking sales increases, ignore those things that appear to be working well, but they are constantly seeking that one new thing that will turn everything around. Often, that one new thing doesn’t exist.
“If It Ain’t Broke, Break It”
Break-it hotel marketing puts everything we do in the cross-hairs of review and analysis. Many people would be surprised to know that, some of those programs that they perceive as successful and untouchable, are actually not successful at all because they haven’t taken the time to measure or review them. The perception of success is not necessarily reality.
Nowhere is this truer than with Internet marketing. There is still considerable confusion, and many differing opinions, concerning how we measure the success or failure of website marketing programs. It all starts with a well-designed website, but even here the confusion continues.
Just having an attractive website, doesn’t make it come close to being productive without the necessary design, sales, and search-find ability elements which produce relevant visitors and sell reservations. It’s important to note that producing relevant visitors is a function of website design. So, why do so many hoteliers continue with websites without knowing whether or not these sites are actually producing business?
I’m disappointed that so few hoteliers track and measure reservations received through their website. If it ain’t broke, break it. Put reality into your perception of success.
I wish more website designers would accept the responsibility for the actual production of the sites they design. I believe that there would be far better hotel representation on the Internet. A good website designer is constantly looking to tweak and improve the performance of the websites they design. Break it, even if it appears to be working well.
A Time for Renewal
As we climb out of this recession, many hoteliers will be looking to reposition their hotels in the marketplace. It’s time to look at everything we do to drive business
If any hotel is looking for real sales improvement, I suggest that they adopt a new paradigm; “If it ain’t broke, break it”. Break-it hotel marketing begs us to constantly examine and look to improve everything we do to market our hotels; no matter how well they appear to be doing.
More than twenty years ago, I read a book about break-it marketing which, from that point on, influenced the way I view the hotel marketing process. Break-it marketing changes the way we look at everything we do. Everyone is familiar with the old saying “If it ain’t broke, don’t fix it”. This saying implies that what we are doing is working, can’t be improved, and should, therefore, be left alone.
The basic principle of break-it marketing is that no procedure or program is perfect and, sometimes, making even subtle changes can have a positive impact on sales results. Therefore, ”if it ain’t broke, break it” Frankly, I’ve never seen any program or procedure that couldn’t be improved in some way; nothing, we do, should be sacred enough to remain unchanged.
This always reminds me about one of my favorite axioms “If you always do what you’ve always done, you’ll always get what you always got”. It’s impossible to do the same things, over and over again, and expect a different outcome. Many hoteliers, seeking sales increases, ignore those things that appear to be working well, but they are constantly seeking that one new thing that will turn everything around. Often, that one new thing doesn’t exist.
“If It Ain’t Broke, Break It”
Break-it hotel marketing puts everything we do in the cross-hairs of review and analysis. Many people would be surprised to know that, some of those programs that they perceive as successful and untouchable, are actually not successful at all because they haven’t taken the time to measure or review them. The perception of success is not necessarily reality.
Nowhere is this truer than with Internet marketing. There is still considerable confusion, and many differing opinions, concerning how we measure the success or failure of website marketing programs. It all starts with a well-designed website, but even here the confusion continues.
Just having an attractive website, doesn’t make it come close to being productive without the necessary design, sales, and search-find ability elements which produce relevant visitors and sell reservations. It’s important to note that producing relevant visitors is a function of website design. So, why do so many hoteliers continue with websites without knowing whether or not these sites are actually producing business?
I’m disappointed that so few hoteliers track and measure reservations received through their website. If it ain’t broke, break it. Put reality into your perception of success.
I wish more website designers would accept the responsibility for the actual production of the sites they design. I believe that there would be far better hotel representation on the Internet. A good website designer is constantly looking to tweak and improve the performance of the websites they design. Break it, even if it appears to be working well.
A Time for Renewal
As we climb out of this recession, many hoteliers will be looking to reposition their hotels in the marketplace. It’s time to look at everything we do to drive business
If any hotel is looking for real sales improvement, I suggest that they adopt a new paradigm; “If it ain’t broke, break it”. Break-it hotel marketing begs us to constantly examine and look to improve everything we do to market our hotels; no matter how well they appear to be doing.
Thursday, August 12, 2010
One of the most comprehensive and meaningful service codes ever introduced in hospitality
(I studied under John in college, He is a great instructor.)
This series on the “high-touch” side of hospitality has prompted positive reader feedback and ideas from hoteliers and managers who have participated in some of my workshops idea
•Segment 1 underscored the need for hospitality businesses to deliver unique experience to avoid being viewed as a commodity.
•Segment 2 focused on identifying ways to encourage hotel staffs to think about the “guest experience" , whether you are an independent hotel or brand affiliated It offered concrete examples ways to avoid being seen as ordinary or a “commodity” in the critical guest service of SLEEP
•Segment 3 examined the essential topic of significant value to hotel guests everywhere: BREAKFAST.
•Segment 4 generated the most reader feedback, with general agreement that calming “an angry customer” gives hotels the chance to win loyalty be demonstrating sincere concern.
No one is proposing that we want to annoy guests, but there is agreement that a “satisfied” guest is probably not thinking a hotel is very special and that adequate stay does not automatically build loyalty or repeat visits. Hotels of today must anticipate problem areas and respond immediately when one arises. This means that hotel owners and managers must allow and insist that their staffs do whatever it takes to meet the customers’ needs and a number of individual properties, brands and chains have worked to refine their staff responsiveness to these guest annoyances.
In the last column, I promised I would share one of the most comprehensive and meaningful service codes ever introduced. An unusual and perhaps unexpected fact about this service code is that premiered almost a century ago by one of the most successful hoteliers of all time.
Elsworth Statler has been described and considered one of the most innovative and creative of hoteliers of all time. He is credited with many of the practices and construction methods that became industry standards.
It was in Buffalo in 1908 that Elsworth Statler,(born into poverty in a West Virginia mining centers), began paying real attention to details that would become trademarks of his genius. In a 300-room hotel, he was the first to provide a bathroom in each room, which had been unheard of that time. Rather than force guests that were strangers to share common baths down the hall, he modified the construction practice to build rooms “back-to-back”. This practice was then able to use common electrical conduit and plumbing shafts (later known as the Statler plumbing shaft), making the bathroom a basic part of every Statler hotel and within a decade in many of the hotels in the industry.
The Buffalo Statler introduced other innovations that evolved into standards at many hotels, including circulating ice water in every room, which was important in the pre-air conditioning heat in many cities, telephones in every room, a full size closet in every room, lights in every closet and a hook by the mirror in each bathroom that encouraged guests to reuse their towel, thereby saving laundry costs.
Statler understood success was a combination of operations and marketing. He was perceptive in paying attention to building revenues and anticipated the expansion of conventions and meetings business. Guest rooms were not decorated in a “cookie cutter” style, but were with the proper balance of colors and design so that bedspreads, draperies and rugs could be interchanged from room to room if need be.
In addition to the physical amenities he stressed and introduced, he recognized that guests had to feel appreciated. To emphasize his commitment, Statler introduced what he called the STATLER SERVICE CODE.
Statler Service Code
•It is the business of a good hotel to cater to the public. It is the avowed business of the Hotel Statler to please the public better than any other hotel in the world.
•Have everyone feel that for his money we want to give him more sincere service than he ever before received at any hotel.
•Never be perky, pungent or fresh. The guest pays your salary as well as mine. He is your immediate benefactor.
•Hotel service, that is, Hotel Statler service, means the limit of courteous, efficient attention from each particular employee to each particular guest. It is the object of the Hotel Statler to sell its guest the best service in the world.
•No employee of this hotel is allowed the privilege of arguing any point with a guest. He must adjust the matter at once to the guest's satisfaction or call his superior to adjust it. Wrangling has no place in Hotel Statler.
•In all minor discussions between Statler employees and guests the employee is dead wrong, from the guest's point of view and from ours.
•Any Statler employee who is wise and discrete enough to merit tips is wise and discrete enough to render like service whether he is tipped or not.
•Any Statler employee who fails to give service or who fails to thank the guest who gives him something falls short of Statler standards.
This series on the “high-touch” side of hospitality has prompted positive reader feedback and ideas from hoteliers and managers who have participated in some of my workshops idea
•Segment 1 underscored the need for hospitality businesses to deliver unique experience to avoid being viewed as a commodity.
•Segment 2 focused on identifying ways to encourage hotel staffs to think about the “guest experience" , whether you are an independent hotel or brand affiliated It offered concrete examples ways to avoid being seen as ordinary or a “commodity” in the critical guest service of SLEEP
•Segment 3 examined the essential topic of significant value to hotel guests everywhere: BREAKFAST.
•Segment 4 generated the most reader feedback, with general agreement that calming “an angry customer” gives hotels the chance to win loyalty be demonstrating sincere concern.
No one is proposing that we want to annoy guests, but there is agreement that a “satisfied” guest is probably not thinking a hotel is very special and that adequate stay does not automatically build loyalty or repeat visits. Hotels of today must anticipate problem areas and respond immediately when one arises. This means that hotel owners and managers must allow and insist that their staffs do whatever it takes to meet the customers’ needs and a number of individual properties, brands and chains have worked to refine their staff responsiveness to these guest annoyances.
In the last column, I promised I would share one of the most comprehensive and meaningful service codes ever introduced. An unusual and perhaps unexpected fact about this service code is that premiered almost a century ago by one of the most successful hoteliers of all time.
Elsworth Statler has been described and considered one of the most innovative and creative of hoteliers of all time. He is credited with many of the practices and construction methods that became industry standards.
It was in Buffalo in 1908 that Elsworth Statler,(born into poverty in a West Virginia mining centers), began paying real attention to details that would become trademarks of his genius. In a 300-room hotel, he was the first to provide a bathroom in each room, which had been unheard of that time. Rather than force guests that were strangers to share common baths down the hall, he modified the construction practice to build rooms “back-to-back”. This practice was then able to use common electrical conduit and plumbing shafts (later known as the Statler plumbing shaft), making the bathroom a basic part of every Statler hotel and within a decade in many of the hotels in the industry.
The Buffalo Statler introduced other innovations that evolved into standards at many hotels, including circulating ice water in every room, which was important in the pre-air conditioning heat in many cities, telephones in every room, a full size closet in every room, lights in every closet and a hook by the mirror in each bathroom that encouraged guests to reuse their towel, thereby saving laundry costs.
Statler understood success was a combination of operations and marketing. He was perceptive in paying attention to building revenues and anticipated the expansion of conventions and meetings business. Guest rooms were not decorated in a “cookie cutter” style, but were with the proper balance of colors and design so that bedspreads, draperies and rugs could be interchanged from room to room if need be.
In addition to the physical amenities he stressed and introduced, he recognized that guests had to feel appreciated. To emphasize his commitment, Statler introduced what he called the STATLER SERVICE CODE.
Statler Service Code
•It is the business of a good hotel to cater to the public. It is the avowed business of the Hotel Statler to please the public better than any other hotel in the world.
•Have everyone feel that for his money we want to give him more sincere service than he ever before received at any hotel.
•Never be perky, pungent or fresh. The guest pays your salary as well as mine. He is your immediate benefactor.
•Hotel service, that is, Hotel Statler service, means the limit of courteous, efficient attention from each particular employee to each particular guest. It is the object of the Hotel Statler to sell its guest the best service in the world.
•No employee of this hotel is allowed the privilege of arguing any point with a guest. He must adjust the matter at once to the guest's satisfaction or call his superior to adjust it. Wrangling has no place in Hotel Statler.
•In all minor discussions between Statler employees and guests the employee is dead wrong, from the guest's point of view and from ours.
•Any Statler employee who is wise and discrete enough to merit tips is wise and discrete enough to render like service whether he is tipped or not.
•Any Statler employee who fails to give service or who fails to thank the guest who gives him something falls short of Statler standards.
Tuesday, August 10, 2010
New Industry White Paper Reveals Methodologies to Measure the Effectiveness of a Managed Hotel Program
The National Business Travel Association (NBTA) today offered a preview of its new white paper, Making Cents of Your Preferred Hotel Program: Methodologies for Measuring the Effectiveness of a Managed Hotel Program. This how-to guide for demonstrating the value of a managed hotel program to key stakeholders will be made available to NBTA members and attendees of the 2010 NBTA International Convention & Exposition in Houston, August 8-11.
The new white paper provides readers with an overview of the methodologies used to validate savings resulting from the Hotel Request for Proposal (RFP) as well as those used to measure and communicate program value throughout the year. These methodologies serve as a guideline to assist travel managers in designing and implementing hotel metrics within their companies.
The paper focuses on six RFP methodologies to begin quantifying savings resulting from the hotel RFP process, which include:
1.Measurement of Common Hotels/Year-over-Year
2.Initial Bid Rate vs. Final Accepted Rate
3.Average Negotiated Rate Benchmarked Against Industry
4.Measurement of New Preferred Hotels
5.Comparison Measurements
6.Amenity Savings and Overall Program Value
The paper also stresses the importance of establishing a set of metrics that will indicate whether a given hotel program is performing as designed -- to optimize savings and value by monitoring compliance, discount utilization and savings on an ongoing basis. Five methodologies are highlighted to determine this, including:
1.Average Negotiated Rates vs. Average Booked Rates at Preferred Hotels
2.Average Negotiated Rates vs. Average Booked Rates at Non-Preferred Hotels
3.Gap Analysis of Compliance to Preferred Hotel Program
4.Savings/Loss Impact of Market Tier Shift
5.Average Negotiated Rate vs. Best Available Rate – Captured at Point of Sale
NBTA Hotel Committee Co-Chair Laurie Kazimer said, “Although there are many elements of a successfully managed hotel program, clear communication of the value of one’s program to one’s stakeholders is an important piece. Tailoring methodologies to meet the needs of one’s audience allows for better communication of the overall value of the process from start to finish, not only during the RFP process but throughout the year.”
The new white paper provides readers with an overview of the methodologies used to validate savings resulting from the Hotel Request for Proposal (RFP) as well as those used to measure and communicate program value throughout the year. These methodologies serve as a guideline to assist travel managers in designing and implementing hotel metrics within their companies.
The paper focuses on six RFP methodologies to begin quantifying savings resulting from the hotel RFP process, which include:
1.Measurement of Common Hotels/Year-over-Year
2.Initial Bid Rate vs. Final Accepted Rate
3.Average Negotiated Rate Benchmarked Against Industry
4.Measurement of New Preferred Hotels
5.Comparison Measurements
6.Amenity Savings and Overall Program Value
The paper also stresses the importance of establishing a set of metrics that will indicate whether a given hotel program is performing as designed -- to optimize savings and value by monitoring compliance, discount utilization and savings on an ongoing basis. Five methodologies are highlighted to determine this, including:
1.Average Negotiated Rates vs. Average Booked Rates at Preferred Hotels
2.Average Negotiated Rates vs. Average Booked Rates at Non-Preferred Hotels
3.Gap Analysis of Compliance to Preferred Hotel Program
4.Savings/Loss Impact of Market Tier Shift
5.Average Negotiated Rate vs. Best Available Rate – Captured at Point of Sale
NBTA Hotel Committee Co-Chair Laurie Kazimer said, “Although there are many elements of a successfully managed hotel program, clear communication of the value of one’s program to one’s stakeholders is an important piece. Tailoring methodologies to meet the needs of one’s audience allows for better communication of the overall value of the process from start to finish, not only during the RFP process but throughout the year.”
Friday, August 6, 2010
Breakfast Best Practices on Engaging the “high-touch” side of our business #3 |
(Again, I studied under John , he was a great instructor.)
Keys to Success Hospitality Tip
The full title of this series is Engaging the "high-touch" side of our business by instilling passion in our people and reader comments and feedback on the first two segments has been positive. Segment 1 emphasized the authentic requirement for hospitality businesses to provide a unique experience or face the probable penalty of being viewed as a commodity.
Segment 2 defined in some detail the experience of today, whether you are an independent hotel or brand affiliated. It also focused on identifying ways to encourage hotel general managers and their staffs to think about the "guest experience" and offered concrete examples from workshop attendees' ideas on ways to avoid being seen as ordinary or a "commodity" in the area every guest experiences, regardless of hotel location, room rate or level of service: SLEEPING. Practical ideas addressing all five of the human senses were shared.
This segment examines another area that I have written on previously and that is of considerable significance to hotel guests everywhere: BREAKFAST1. I am recapping feedback and suggestions from hoteliers and restaurant managers who participated in some of my workshops.
FULL SERVICE HOTELS
•The competition from the Rooms Only Hotels in your marketplace is increasing and many of the mid scale chains provide complimentary breakfast. Providing an exceptional breakfast offering that makes potential guests decide to select your property is important.
•Breakfast is a chance to shine, as more guests and salespeople are viewing breakfast as an ideal time to "do" business, as well as the guests who are looking to start their day on a positive note. Hotel restaurants are frequently busier at breakfast than at other meals, unless your hotel is an upscale property with a high demand for business lunches. Shouldn't your sales team show a restaurant that appears to be well used and popular?
•Time spent at breakfast is viewed by many as more useful than other meals, because all participants view this as a time for productive business for all parties. There is less likely to be quite as much warm-up banter, as everyone wants to get down to business.
•Breakfast at full service restaurants remains a best value, when compared to other meals. In challenging economies, this can be a deciding factor for hotel selection.
ROOMS ONLY HOTELS
1.Many rooms' only properties offer very attractive continental breakfasts. Managers and sales team can impress potential clients with a breakfast presentation that will be part of their guests' stay.
2.While many brands have clear guidelines, extra efforts in breakfast offerings have demonstrated returns for operators and satisfaction for guests.
3.Remember that McDonalds', Wendy's, Subway and many other fast food restaurants recognized the value of breakfast in the last 5 to 15 years and turned formerly closed hours into periods of substantial profitability by meeting the needs of people who were looking for a quick, perceived value option for breakfast. For many family restaurants such as Denny's or International House of Pancakes, breakfast remains their highest and most profitable volume period.
Participants who shared these observations also commented on several other high touch points in both full service and rooms only properties:
1.Breakfast is the ideal time to interact with guests. General Managers can learn a great deal about the guest experience by chatting with guests and active listening.
2.Sales staff can make excellent contacts at breakfast.
3.Menus and food offerings should change, either with the season or by some other plan. Regular guests appreciate the basics, but also value some variety. Rotating decorations that complement food specials does not need cost a great deal, and the variety can motivate the staff as well.
4.The next segment of this blog topic will share best practices on staff responsiveness to a guest's concern or complaint, which can decide a guest's satisfaction and loyalty.
Keys to Success Hospitality Tip
The full title of this series is Engaging the "high-touch" side of our business by instilling passion in our people and reader comments and feedback on the first two segments has been positive. Segment 1 emphasized the authentic requirement for hospitality businesses to provide a unique experience or face the probable penalty of being viewed as a commodity.
Segment 2 defined in some detail the experience of today, whether you are an independent hotel or brand affiliated. It also focused on identifying ways to encourage hotel general managers and their staffs to think about the "guest experience" and offered concrete examples from workshop attendees' ideas on ways to avoid being seen as ordinary or a "commodity" in the area every guest experiences, regardless of hotel location, room rate or level of service: SLEEPING. Practical ideas addressing all five of the human senses were shared.
This segment examines another area that I have written on previously and that is of considerable significance to hotel guests everywhere: BREAKFAST1. I am recapping feedback and suggestions from hoteliers and restaurant managers who participated in some of my workshops.
FULL SERVICE HOTELS
•The competition from the Rooms Only Hotels in your marketplace is increasing and many of the mid scale chains provide complimentary breakfast. Providing an exceptional breakfast offering that makes potential guests decide to select your property is important.
•Breakfast is a chance to shine, as more guests and salespeople are viewing breakfast as an ideal time to "do" business, as well as the guests who are looking to start their day on a positive note. Hotel restaurants are frequently busier at breakfast than at other meals, unless your hotel is an upscale property with a high demand for business lunches. Shouldn't your sales team show a restaurant that appears to be well used and popular?
•Time spent at breakfast is viewed by many as more useful than other meals, because all participants view this as a time for productive business for all parties. There is less likely to be quite as much warm-up banter, as everyone wants to get down to business.
•Breakfast at full service restaurants remains a best value, when compared to other meals. In challenging economies, this can be a deciding factor for hotel selection.
ROOMS ONLY HOTELS
1.Many rooms' only properties offer very attractive continental breakfasts. Managers and sales team can impress potential clients with a breakfast presentation that will be part of their guests' stay.
2.While many brands have clear guidelines, extra efforts in breakfast offerings have demonstrated returns for operators and satisfaction for guests.
3.Remember that McDonalds', Wendy's, Subway and many other fast food restaurants recognized the value of breakfast in the last 5 to 15 years and turned formerly closed hours into periods of substantial profitability by meeting the needs of people who were looking for a quick, perceived value option for breakfast. For many family restaurants such as Denny's or International House of Pancakes, breakfast remains their highest and most profitable volume period.
Participants who shared these observations also commented on several other high touch points in both full service and rooms only properties:
1.Breakfast is the ideal time to interact with guests. General Managers can learn a great deal about the guest experience by chatting with guests and active listening.
2.Sales staff can make excellent contacts at breakfast.
3.Menus and food offerings should change, either with the season or by some other plan. Regular guests appreciate the basics, but also value some variety. Rotating decorations that complement food specials does not need cost a great deal, and the variety can motivate the staff as well.
4.The next segment of this blog topic will share best practices on staff responsiveness to a guest's concern or complaint, which can decide a guest's satisfaction and loyalty.
Thursday, August 5, 2010
Are Your Waitstaff Sales People Or Order Takers...???
ARE YOUR WAITSTAFF SALES PEOPLEOR ORDER TAKERS
Do you know the difference between an order taker & a sales person?
Generally about 25% in added sales….
Ten Tips for Increasing Sales & Customer Satisfaction
1) The Greeting & Spill Drinks – "Hi, my name is Rick and I'll be your server tonight." Is not what I want to here as your guest — Talk to me — engage me — Ask me how I'm doing — Ask if I've been here before — Thank me for coming - anything to engage me & make me glad that I chose your restaurant!
2) The Beverage Order & Tips – DON'T ask — what would you like to drink — Offer me a beverage — Would you like a cocktail or a glass of wine while you check out the menu — If I ask for water — don't say sure — DO Ask "will that be flat or sparkling"! (This is one of my personal favourites — more opportunities missed here than anywhere else...)
3) The Appetizer – After bringing my beverage — DON'T ask if we are ready to order — offer me a specific appetizer or starter — if I hesitate, offer something that we can share…
4) What's Good Here? – never say EVERYTHING — give me a couple of real suggestions — what is your favourite? What is the Chef featuring tonight? What did your last table rave about?
5) "How's Everything?" – DON'T ever ask this when checking back on food - Be specific — Is your steak cooked to your liking? Does anyone need more sauce? Have you tasted the chicken yet? Don't forget to mention to save room for dessert — "the chocolate cake here is to die for…"
6) Drink Refills – This is the easiest sale of all — and quite often overlooked — Be alert — don't miss the opportunity to refill our drinks — Don't make me chase you for it.
7) After Dessert & – thank me for coming — invite me back — and DON'T ask me if I need change — if you have done your job well — you will get a tip — a good one if you have earned it!
8) In General – Know your restaurant — It goes without saying that all wait staff should have an intimate knowledge of the food & beverage menu — In addition Always ensure that everyone knows - what time do you open & close, how long have you been established, how do I make a reservation, do you offer group menus or packages, when was it remodelled last — All the little things that create a positive impact on curious customers.
9) Pre Shift Meetings – Never, Never begin any shift without a pre-shift floor staff meeting — everyone needs to know what is happening — what are the specials, what do they look like — what are they served with — what beverage or wine should be suggested with them — Coaching is critical — Always & Continuously!
10) Training, Training, Training – It never "just happens" It must be a conscious effort on the part of management & ownership — It must be intentional — focused - & repetitive, as necessary -
When guest \ server interaction improves - everyone wins — customers feel appreciated, they return more often, sales increase, tips increase, staff turnover decreases…
We have all heard the old adage about the cost of training;
What happens if I spend all that money training someone and then they leave?
What happens if you don't train them and they stay?
You decide...
Do you know the difference between an order taker & a sales person?
Generally about 25% in added sales….
Ten Tips for Increasing Sales & Customer Satisfaction
1) The Greeting & Spill Drinks – "Hi, my name is Rick and I'll be your server tonight." Is not what I want to here as your guest — Talk to me — engage me — Ask me how I'm doing — Ask if I've been here before — Thank me for coming - anything to engage me & make me glad that I chose your restaurant!
2) The Beverage Order & Tips – DON'T ask — what would you like to drink — Offer me a beverage — Would you like a cocktail or a glass of wine while you check out the menu — If I ask for water — don't say sure — DO Ask "will that be flat or sparkling"! (This is one of my personal favourites — more opportunities missed here than anywhere else...)
3) The Appetizer – After bringing my beverage — DON'T ask if we are ready to order — offer me a specific appetizer or starter — if I hesitate, offer something that we can share…
4) What's Good Here? – never say EVERYTHING — give me a couple of real suggestions — what is your favourite? What is the Chef featuring tonight? What did your last table rave about?
5) "How's Everything?" – DON'T ever ask this when checking back on food - Be specific — Is your steak cooked to your liking? Does anyone need more sauce? Have you tasted the chicken yet? Don't forget to mention to save room for dessert — "the chocolate cake here is to die for…"
6) Drink Refills – This is the easiest sale of all — and quite often overlooked — Be alert — don't miss the opportunity to refill our drinks — Don't make me chase you for it.
7) After Dessert & – thank me for coming — invite me back — and DON'T ask me if I need change — if you have done your job well — you will get a tip — a good one if you have earned it!
8) In General – Know your restaurant — It goes without saying that all wait staff should have an intimate knowledge of the food & beverage menu — In addition Always ensure that everyone knows - what time do you open & close, how long have you been established, how do I make a reservation, do you offer group menus or packages, when was it remodelled last — All the little things that create a positive impact on curious customers.
9) Pre Shift Meetings – Never, Never begin any shift without a pre-shift floor staff meeting — everyone needs to know what is happening — what are the specials, what do they look like — what are they served with — what beverage or wine should be suggested with them — Coaching is critical — Always & Continuously!
10) Training, Training, Training – It never "just happens" It must be a conscious effort on the part of management & ownership — It must be intentional — focused - & repetitive, as necessary -
When guest \ server interaction improves - everyone wins — customers feel appreciated, they return more often, sales increase, tips increase, staff turnover decreases…
We have all heard the old adage about the cost of training;
What happens if I spend all that money training someone and then they leave?
What happens if you don't train them and they stay?
You decide...
Tuesday, August 3, 2010
Share Best Practices on Engaging the “high-touch” side of our business #2
(I studied under John, he was a great instructor)
Keys to Success Hospitality Tip
The full title of the previous blog reinforced the emphasis of this series: Engaging the "high-touch" side of our business by instilling passion in our people and I appreciate reader response and feedback. Segment 1 introduced an understanding of a genuine need for the hospitality industry to provide a unique experience or face the potential consequences of our hotel, restaurant, retail service or attraction being viewed as very ordinary or in other words, a commodity.
This second segment of the series further defines the experience of today, whether you are an independent hotel or brand affiliated. In segment one, I shared some insights from Tennessee hotelier Johnny Walker of Nashville. He has been actively engaged in the hospitality industry for more than 35 years and is one of the region's most experienced tour operators. As a hotel owner/operator with numerous brands, he offered a number of ideas he felt were important for hotel managers today, including the message that "every room rental/stay must be viewed as an experience"
In a number of interactive workshops over the past two years, I have focused on identifying ways to encourage hotel general managers and their staffs to think about the "guest experience" and how we might build that commitment of "high touch" into the mindset of every employee for every guest.
Recognizing the danger of becoming a "Commodity", and seeking specific ways to avoid becoming ordinary, I focused on three areas in these workshops and am pleased to share some best practices from managers and owners of both branded and independent properties.
The first topic discussed is one that every guest experiences, regardless of hotel location, room rate or level of service: SLEEPING
These workshops were held across North America and participants had wonderful ideas and best practices of how to make the "sleeping" experience positive, memorable and unique. The best ideas I heard included addressing all five of the human senses
1.Sight -- the guest room and the bed must be inviting. This means neatly prepared beds, using pillows as décor and a sense of freshness to the eye as one enters the room.
2.Smell -- the fragrance discussion in hospitality is not new. We all likely have fond memories of entering a bakery or a certain restaurant, yet too many hotels do not address this sensation. Care must be taken in cleaning products used, and there are packaged scents available that can be subtly present in the guest room, which enhances the overnight experience of sleep.
3.Sound -- Rooms must be reasonably constructed or designed to block out street noise or external sound, as well as addressing the sounds of ice machines and elevators. Suggestions by attendees included ways to identify and then deal with those noises. A number of properties today include a CD player (with brand or hotel provided CDs) and/or a higher quality radio that offers additional calming effects conducive for sleeping
4.Taste -- the general manager's reception, fresh popcorn in the lobby, homemade cookies or other treats can be positive interactions for guests as they retire to their rooms. These can reinforce situations they have at home, and therefore find positive when traveling.
5.Touch -- as in #1 Sight above, the guest room and bedding must be inviting. Well maintained, comfortable bed coverings with quality linens complete the five senses for a guest who is on the road every week or for those who travel only on vacations.
Participants who shared these observations also commented that the entire housekeeping and front office teams must be part of understanding that delivery of a good's night's sleep means each member of the staff contributing their own personal touches, smiles and appreciation of the individual guest staying at their hotel.
Keys to Success Hospitality Tip
The full title of the previous blog reinforced the emphasis of this series: Engaging the "high-touch" side of our business by instilling passion in our people and I appreciate reader response and feedback. Segment 1 introduced an understanding of a genuine need for the hospitality industry to provide a unique experience or face the potential consequences of our hotel, restaurant, retail service or attraction being viewed as very ordinary or in other words, a commodity.
This second segment of the series further defines the experience of today, whether you are an independent hotel or brand affiliated. In segment one, I shared some insights from Tennessee hotelier Johnny Walker of Nashville. He has been actively engaged in the hospitality industry for more than 35 years and is one of the region's most experienced tour operators. As a hotel owner/operator with numerous brands, he offered a number of ideas he felt were important for hotel managers today, including the message that "every room rental/stay must be viewed as an experience"
In a number of interactive workshops over the past two years, I have focused on identifying ways to encourage hotel general managers and their staffs to think about the "guest experience" and how we might build that commitment of "high touch" into the mindset of every employee for every guest.
Recognizing the danger of becoming a "Commodity", and seeking specific ways to avoid becoming ordinary, I focused on three areas in these workshops and am pleased to share some best practices from managers and owners of both branded and independent properties.
The first topic discussed is one that every guest experiences, regardless of hotel location, room rate or level of service: SLEEPING
These workshops were held across North America and participants had wonderful ideas and best practices of how to make the "sleeping" experience positive, memorable and unique. The best ideas I heard included addressing all five of the human senses
1.Sight -- the guest room and the bed must be inviting. This means neatly prepared beds, using pillows as décor and a sense of freshness to the eye as one enters the room.
2.Smell -- the fragrance discussion in hospitality is not new. We all likely have fond memories of entering a bakery or a certain restaurant, yet too many hotels do not address this sensation. Care must be taken in cleaning products used, and there are packaged scents available that can be subtly present in the guest room, which enhances the overnight experience of sleep.
3.Sound -- Rooms must be reasonably constructed or designed to block out street noise or external sound, as well as addressing the sounds of ice machines and elevators. Suggestions by attendees included ways to identify and then deal with those noises. A number of properties today include a CD player (with brand or hotel provided CDs) and/or a higher quality radio that offers additional calming effects conducive for sleeping
4.Taste -- the general manager's reception, fresh popcorn in the lobby, homemade cookies or other treats can be positive interactions for guests as they retire to their rooms. These can reinforce situations they have at home, and therefore find positive when traveling.
5.Touch -- as in #1 Sight above, the guest room and bedding must be inviting. Well maintained, comfortable bed coverings with quality linens complete the five senses for a guest who is on the road every week or for those who travel only on vacations.
Participants who shared these observations also commented that the entire housekeeping and front office teams must be part of understanding that delivery of a good's night's sleep means each member of the staff contributing their own personal touches, smiles and appreciation of the individual guest staying at their hotel.
Cutting the cost of training
Caroline Cooper writes some factual points that I take to hert...there can never be enough training...
I read the other day that nearly 50% of hospitality businesses have cut back on their staff training during the recession. If a football team, or a cricket team or a golfer dropped their level of performance, would they stop training? Of course not, they'd do the opposite.
So why is it so many businesses (not just hotels or hospitality businesses) seem to think that when business performance drops off it is a time to cut back on investing in their people?.
There might be any number of 'excuses'.
•Well, what if I invest in their training and then they decide to leave.
But what if you don’t invest in their training and they decide to stay?
•We've had to cut back on staff, so I can't afford the time to release anyone.
So how then are they going to learn to do two jobs instead of one without any training?
•I can't afford the investment.
How wisely are you spending your investment? When was the last time you sat down and reviewed with a team member what they learnt and what they are doing differently as a result of any training they have had.
And how does your investment in training compare with your investment in kitchen equipment or bedroom refurbishments?
Rather than cut back on training, aim to get better value for money from your investment of time and money.
Firstly, we need to recognise that every line manager too has a role in training; that it's not all down to formal courses or the training department (if you are lucky enough to have one), or external training providers. This starts with an accurate identification of the (training) need. Simply because someone is not able to perform a particular task to standard doesn't always equate to a training need; so many businesses just throw money away by nominating people from programs that with the best will in the world would never resolve the problem. And assuming it is a training need, how well is the individual briefed beforehand so that they have a clear picture of what it is they should be taking away from the training?
When the training is conducted by a third party i.e. someone other than the line manager, we need to be aware that in order for new found skills or knowledge to be transferred to the workplace individuals might then need further coaching and/or support from their line manager.
Secondly the business as a whole needs to recognise the role that line managers have in the training and development of their staff. This means that the bottom-up approach will seldom be effective. Even if the junior ranks are trained, without the backing, guidance, support and coaching from those above them it will be an uphill struggle for them to implement their training.
Formal training, as well as eating up training budgets is often not as effective as on job training, not least due to the inherent logistical problems, particularly with the shift patterns operated in so many hospitality businesses. But in order for on job training to take place the people who do need training or coaching are those line managers, mentors, buddies, and coaches who will be implementing this. Giving them the skills and confidence first can make not only for a more cost-effective way to train but provides excellent development for those involved in delivering or supporting the training.
Recognise good learning opportunities. When business is tough people will often be exposed to new situations and therefore developing new skills and gaining valuable new experience. However to make best use of this as a development tool, it is important to take some time out to review what people have learnt, and where else they can apply this to enhance their own performance in other areas, or to the benefit of the business as a whole. This again needs input and guidance from managers to capitalise on this experience.
Finally, to make best use of training budgets (I'm making a rash assumption that you do actually have a budget for training) businesses must measure the return on what they have already spent. No business in their right mind would continue investing in an area of training unless it was paying dividends, but how many businesses make the effort to measure how effective training has been? In its simplest terms this is asking the question 'Did the training (or coaching or mentoring) achieve what we set out to do?'
So if businesses are serious about looking to save money on their training, maybe they should first think about the most cost-effective way of delivering it and ensuring they are gaining value and a return on that investment.
I read the other day that nearly 50% of hospitality businesses have cut back on their staff training during the recession. If a football team, or a cricket team or a golfer dropped their level of performance, would they stop training? Of course not, they'd do the opposite.
So why is it so many businesses (not just hotels or hospitality businesses) seem to think that when business performance drops off it is a time to cut back on investing in their people?.
There might be any number of 'excuses'.
•Well, what if I invest in their training and then they decide to leave.
But what if you don’t invest in their training and they decide to stay?
•We've had to cut back on staff, so I can't afford the time to release anyone.
So how then are they going to learn to do two jobs instead of one without any training?
•I can't afford the investment.
How wisely are you spending your investment? When was the last time you sat down and reviewed with a team member what they learnt and what they are doing differently as a result of any training they have had.
And how does your investment in training compare with your investment in kitchen equipment or bedroom refurbishments?
Rather than cut back on training, aim to get better value for money from your investment of time and money.
Firstly, we need to recognise that every line manager too has a role in training; that it's not all down to formal courses or the training department (if you are lucky enough to have one), or external training providers. This starts with an accurate identification of the (training) need. Simply because someone is not able to perform a particular task to standard doesn't always equate to a training need; so many businesses just throw money away by nominating people from programs that with the best will in the world would never resolve the problem. And assuming it is a training need, how well is the individual briefed beforehand so that they have a clear picture of what it is they should be taking away from the training?
When the training is conducted by a third party i.e. someone other than the line manager, we need to be aware that in order for new found skills or knowledge to be transferred to the workplace individuals might then need further coaching and/or support from their line manager.
Secondly the business as a whole needs to recognise the role that line managers have in the training and development of their staff. This means that the bottom-up approach will seldom be effective. Even if the junior ranks are trained, without the backing, guidance, support and coaching from those above them it will be an uphill struggle for them to implement their training.
Formal training, as well as eating up training budgets is often not as effective as on job training, not least due to the inherent logistical problems, particularly with the shift patterns operated in so many hospitality businesses. But in order for on job training to take place the people who do need training or coaching are those line managers, mentors, buddies, and coaches who will be implementing this. Giving them the skills and confidence first can make not only for a more cost-effective way to train but provides excellent development for those involved in delivering or supporting the training.
Recognise good learning opportunities. When business is tough people will often be exposed to new situations and therefore developing new skills and gaining valuable new experience. However to make best use of this as a development tool, it is important to take some time out to review what people have learnt, and where else they can apply this to enhance their own performance in other areas, or to the benefit of the business as a whole. This again needs input and guidance from managers to capitalise on this experience.
Finally, to make best use of training budgets (I'm making a rash assumption that you do actually have a budget for training) businesses must measure the return on what they have already spent. No business in their right mind would continue investing in an area of training unless it was paying dividends, but how many businesses make the effort to measure how effective training has been? In its simplest terms this is asking the question 'Did the training (or coaching or mentoring) achieve what we set out to do?'
So if businesses are serious about looking to save money on their training, maybe they should first think about the most cost-effective way of delivering it and ensuring they are gaining value and a return on that investment.
Rethinking the Rating Game
(Nick Salerno writes some good insight..)
Getting Back In The Game
I've read several articles lately which discuss rate building post recession. At least one of those articles, provided suggestions which are completely opposite of acceptable revenue management principles. So, before you blindly follow some of those suggestions, consider committing to revenue management. My sense is that there is still considerable confusion, among independent hotels and some sales advisors, about the actual implementation of RM.
For hoteliers, who reduced their rates during the recession, revenue management should play a significant role in their rate recovery. These hotels are in for a real struggle in their effort to recapture profitable rates. This effort will be greatly enhanced if they adopt basic rate development principles and use revenue management.
Revenue management is based upon the general doctrine of supply and demand. Applied to our industry; available rates should increase, as room demand increases. I believe that this concept is misunderstood by some people; it refers only to rates which are made available for sale and should not be confused with actually "raising" rates. Setting rates should be a matter of setting a range of rates, high to low. As demand increases, lower rates are closed for sale.
Setting Rates Is An Art…Not Science
With revenue management, we are using past history, reservations on-hand, local area demand generators, and anticipated new reservation pick-up to calculate room demand for specific dates in the future. It is this analysis process which helps us to determine the proper range of rates to be set.
But, rates should never be set in a vacuum; they should only be set after considering the market factors above and after you determine your hotel's ranking in the marketplace. Please note that the quality of your hotel's facilities and services should only be considered in relationship to your competition set. You'll be quickly disappointed if your rates are much too high or too low for your hotel's position in the marketplace.
Don't be left behind in this process. People, who don't know your hotel, will judge its value by your rates; rates that are too low or too high, as compared to your competition, will have a negative impact on sales. If travelers selected hotels by rate alone, the hotel with the lowest rates would be full all the time and we know that's not happening.
Your hotel's recovery will depend upon your ability to re-brand your hotel in the marketplace. A great tool, to begin this process, is a detailed SWOT competition analysis. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. This tool will help you to define your hotel's ranking as compared to your competition set.
This SWOT analysis is not simply a "brick and mortar" comparison. Some factors to consider are, management and sales ability, services offered, location, TripAdvisor comments, etc.
Determine Your Competition Set
Determining your hotel's competition can be a tricky proposition. It is best to do this by market segment. Some hotels may be very competitive for transient business, but are not competitive for leisure business and so on.
One market segment, which is often neglected, is online travel. This requires some time and dedication. Analyze what your competition is offering as far as location, facilities, services, and amenities and, just as important, how they present them online. Does your website compete with your selected online competition?
I can't think of a better tool to help analyze your competition set than the STR Report by Smith Travel Research. If you are fortunate enough to have a report for your area, it's a great tool since the numbers are "real". There is no better way to determine progress than to compare it against your competition and not simply your budget.
Be Thorough
I'm sure you got the idea that setting and managing rates and inventory is a big job, but, done properly, you can do nothing better to prepare your hotel for post recession business.
Getting Back In The Game
I've read several articles lately which discuss rate building post recession. At least one of those articles, provided suggestions which are completely opposite of acceptable revenue management principles. So, before you blindly follow some of those suggestions, consider committing to revenue management. My sense is that there is still considerable confusion, among independent hotels and some sales advisors, about the actual implementation of RM.
For hoteliers, who reduced their rates during the recession, revenue management should play a significant role in their rate recovery. These hotels are in for a real struggle in their effort to recapture profitable rates. This effort will be greatly enhanced if they adopt basic rate development principles and use revenue management.
Revenue management is based upon the general doctrine of supply and demand. Applied to our industry; available rates should increase, as room demand increases. I believe that this concept is misunderstood by some people; it refers only to rates which are made available for sale and should not be confused with actually "raising" rates. Setting rates should be a matter of setting a range of rates, high to low. As demand increases, lower rates are closed for sale.
Setting Rates Is An Art…Not Science
With revenue management, we are using past history, reservations on-hand, local area demand generators, and anticipated new reservation pick-up to calculate room demand for specific dates in the future. It is this analysis process which helps us to determine the proper range of rates to be set.
But, rates should never be set in a vacuum; they should only be set after considering the market factors above and after you determine your hotel's ranking in the marketplace. Please note that the quality of your hotel's facilities and services should only be considered in relationship to your competition set. You'll be quickly disappointed if your rates are much too high or too low for your hotel's position in the marketplace.
Don't be left behind in this process. People, who don't know your hotel, will judge its value by your rates; rates that are too low or too high, as compared to your competition, will have a negative impact on sales. If travelers selected hotels by rate alone, the hotel with the lowest rates would be full all the time and we know that's not happening.
Your hotel's recovery will depend upon your ability to re-brand your hotel in the marketplace. A great tool, to begin this process, is a detailed SWOT competition analysis. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. This tool will help you to define your hotel's ranking as compared to your competition set.
This SWOT analysis is not simply a "brick and mortar" comparison. Some factors to consider are, management and sales ability, services offered, location, TripAdvisor comments, etc.
Determine Your Competition Set
Determining your hotel's competition can be a tricky proposition. It is best to do this by market segment. Some hotels may be very competitive for transient business, but are not competitive for leisure business and so on.
One market segment, which is often neglected, is online travel. This requires some time and dedication. Analyze what your competition is offering as far as location, facilities, services, and amenities and, just as important, how they present them online. Does your website compete with your selected online competition?
I can't think of a better tool to help analyze your competition set than the STR Report by Smith Travel Research. If you are fortunate enough to have a report for your area, it's a great tool since the numbers are "real". There is no better way to determine progress than to compare it against your competition and not simply your budget.
Be Thorough
I'm sure you got the idea that setting and managing rates and inventory is a big job, but, done properly, you can do nothing better to prepare your hotel for post recession business.
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