How To Handle Complaints – Promptly And Tactfully

Let’s face it, no one likes to receive complaints, but in any business, such as running a restaurant, you are bound to receive them occasionally.

These occasional complaints could be about the quality of your food, temperature of dish, or something else. You might receive even complaints about your staff not serving your customers fast enough or giving them the wrong item. Although it is easy to get caught up in the complaint itself and feel frustrated, you really need to look at complaints on a positive side.

You see, complaints tell you how to improve your service plus it shows that your customers value you as a manager and believe that you genuinely care and would pay heed to their complaints. So, don’t become defensive. Instead, take proactive action and improve your service. In this article, we’ll tell you what to do when you receive a complaint.

1. First off, you must keep in mind is that an attitude of indifference is not going to help your business succeed. According to current research, customers cease conducing business with certain entities because: · 68% feel as if they are being treated in an indifferent manner. · 14% feel as if they are dissatisfied with the product. · 9% feel as if they can receive better service elsewhere.

Therefore, when you receive a complaint, remain calm and truly listen to your customer. Be patient and encourage them to openly and honestly discuss their feelings. Try to understand what the problem is and then profusely apologize to your customer and ask what you can do to rectify the situation.

2. Second, do not argue with the customer, even if you feel that they are wrong. Just solve the problem as soon as you can. In most of the cases, you will see that prompt action diffuses the problem and the customer feels appreciated. However, if you believe that the guest is wrong, give the impression that they’re right and move on. This single act will ensure loyal and continuing patronage to your restaurant.

3. Third, do everything within your power to turn things around. If you do not effectively handle complaints, you are inviting bad publicity. Most restaurants receive their clients from word of mouth publicity and therefore, it is to your advantage to do all that you can to rectify the situation. For instance, you might consider giving the customer a complimentary dish or a free meal, as a matter of good faith.

3. Fourth, after the customer is satisfied, thank him/her for bringing the problem to your attention and conclude that you truly appreciate their business.

4. Lastly, ensure that you have such a written policy for your employees to follow. Institute a reward system for employees who do a commendable job. This will encourage them and help alleviate complaints as they’ll be encouraged to provide excellent customer service.

In conclusion, managing complaints is a serious business.

To keep your regular customers from pursuing your competition, train your frontline customer service personnel in effectively handling complaints and do your best to keep your customers satisfied. After all, like Business guru Fred Reichheld cleverly explains, “It is not how satisfied you keep your customers, its how many satisfied customers you keep that makes the difference.”

So, keep those customers satisfied.

Training Employees For Your Chandler, AZ Restaurant: What Works And What Doesn’t

When you’re hiring a new employee, you’re taking into consideration their experience and their knowledge in order to create a worker that provides excellent customer service. But if you don’t train them to do their job, you’re not giving yourself or them the best opportunity to do so.

It all starts with the hiring of a new employee. Even before they are offered the job, you’ll want to exude the overall company attitude and direction. You want to show a potential employee how they will be expected to act as well as what they will need to care about when they are working.

But once they are hired, you’ll want to continue this process. If you’re the one doing the training, the best way to give them all of the information that they need is twofold: one, you need to be a positive example for them, and two, you need to take the time to listen to their questions.

Many restaurants in Chandler, AZ will have an established training system or book that their employees will need to go over throughout their training. It is imperative that the person doing the training be familiar with the contents and be able to explain any difficult concepts in full detail. In order to do this, it’s best that the trainer have an additional employee on hand to cover their workload.

All of the trainer’s attention should be on the new employee and making sure that they learn everything. Go through the book or manual together and talk about the concepts inside. If there are tests that need to be given, be sure that you talk about the topics that might be on the quiz during that section in order to be sure that the trainee has learned what they need to know.

Often time, you will have a trainee that doesn’t seem to ask a lot of questions or be interested in the training itself. In these cases, it’s best to let the trainee guide the training. To do this, you should make sure that you are asking them a lot of questions in order to get them involved in what they need to know. This might start with having them read the manual on their own and then asking them questions or having them repeat the information.

The real purpose is to have both the trainee and the trainer feel confident that the information has been passed on.

What doesn’t work when you are training is to let the trainee read the book on their own without any supervision from anyone. While you might be pressed for time and short staffed, sub-standard training will not be to anyone’s benefit. You need to be able to devote your attention to this new employee so that they feel like they are important and that the information they are learning is also important.

And the training duty shouldn’t be passed over to anyone that is now knowledgeable about training and the company. Keep training to the management as well as certified trainers. This leads to better training and better learning for everyone involved.

Restaurant Management: When Jargon Masks Poor Management Skills

COGS calculation, F&B, location-based leisure facility (LBL), prime cost, EP price, inventory turn formula, yield percentage, budget variance, average inventory value…

It’s the technical jargon of the modern-day restaurant kitchen operation.

But the overuse of jargon in the restaurant business can stand in the way of communication, and can needlessly obscure what are, in reality, basic, simple and logical methods of running a successful business.

Worse yet, an ability to sling jargon is often mistaken as a proficiency to manage- It sounds technical, complex, authoritative, so it’s too easy to make the mistake that the person using them understands more than the mere meaning of the words.

Here’s a case in point. A GM and KM huddle over the prime cost and cost of goods sold (COGS) reports the KM has submitted. The GM would like to know why the COGS are consistently running at a higher percentage than the industry standard for their market niche. Despite a healthy and consistent sales growth quarter after quarter, he wants more dollars to drop to the bottom line- and, confident in the evidence before him, he points to a high food cost percentage as a likely target.

The managers submit their recommendations to the owner. Dazzled by the fancy charts, and all the acronyms, the owner decides the evidence speaks for itself: Cut food costs by dialing the quality back a bit- Less spring greens, more iceberg in the salads, reduce the weight of the meat portions, drop some scratch sauces and replace them with canned, replace fresh with frozen.

Was this the right choice? Maybe. Then again, maybe the higher food cost is what’s driving the volume increase. Maybe a smaller profit percentage of a larger gross is preferable to a higher percentage of a low gross. Or maybe the high food cost signals a lack of expertise among the kitchen staff, poor vigilance over suppliers, lax labeling and rotation practices, etc., etc.

The point is, the inexperienced management team mistakenly concluded that the authoritative-sounding technical jargon, formulas and calculations furnished the answer, when it really only provided clues.

It’s tempting to dismiss such jargon as merely existing to help insecure restaurant professionals feel self-important. After all, these terms generally describe restaurant management techniques that predate the lingo by many decades. The reality, though, is that it’s a language adopted for the simple reason that restaurant chains needed to define terms and calculation formulas for large-scale training purposes- It’s hard to teach something if you don’t have a name for it.

And that’s exactly where it’s value lies. It provides specific labels for very specific, time-honored methods and techniques, and a shorthand for discussing these methods and techniques among those who know the language. It makes reports clean and simple, so the important elements of the reports- The actual content- can be more easily grasped.

But it should never be allowed to get in the way of communicating vital information, and it should never be mistaken for the constant vigilance, diligence, leadership and decision making of successful management.