ELECTRONIC HOUSE CALL - September 23, 2005

Time flies. It seems like I just got home and I am about to be gone again -- a presentation in Portland, Oregon on Monday, a conference in Northern Washington until Friday and another conference in Vancouver, BC on the weekend. At least I won't have to fly to any of these.

VACANT VERBIAGE
My comment last week about presuming the tip brought this comment from Terreeia Rauffman in Canada:

"I always notice (at least here in Canada) that when you leave cash, the server invariable asks "Did you want change?" This makes me crazy as a customer and a manager. The assumption is there again - 'this is my tip' or 'did you tip me?'. Not only do I think them presumptuous -- or worse, untrained -- but they also appear to be too lazy to want to come back to the table."

A Note from the Doc:
"Do you want change?" is a poisonous phrase. I learned that years ago when my Dad would give me money to buy something or other. I quickly learned to ALWAYS bring the change back ... without asking!

WHOS RUNNING THE JOINT?
I have been appalled at some of the behavior I see from (alleged) service staff, not only in restaurants but in businesses of all sorts. From surly "greetings" to downright nastiness, there appears to a general lack of service consciousness out there ... but that is not my point.

It got me wondering: why would an owner or manager, who allegedly should know better, allow such behavior to exist in his/her business? I suspect that perhaps it is related to the difficulty in finding staff. Could it be that people are putting up with such destructive behavior because they are afraid that if they fire these misfits, there will be nobody to replace them? Have they effectively allowed the inmates to run the asylum because they are scared of what will happen if they exert some authority and direction?

My point is that if you do not run your business, someone else will ... and they will probably run it into the ground! There is no "reason" compelling enough to entrust your most valuable asset -- the goodwill and trust of your guests -- to untrained, uncaring staff members.

If your crew doesn't know what to do or how to do it, train them. If they are not suited for the job they are in, find another one where they can shine. If they are not right for your business at all, free up their futures! But you cannot accept less than what you know is right or you are not a manager, merely a babysitter for a terminally-ill enterprise.

I appreciate that the job market is tight, but so what? If you have been guilty of accepting substandard performance because of fear that there will be nobody available to work if you fire the slackers, it is time to rear up on your hind legs and take your business back ... while you still have a business!

Of course, if you can truly say that none of this applies to you, then you stand to inherit all the patronage from the folks who still don't get it!

FINALLY: A SOLUTION TO BOTTOM LINE BLUES
I am excited to introduce you to a restaurant sales- building clinic that can actually double your take- home cash. Let me explain briefly ...

Many restaurant marketing seminars are essentially a compilation of good ideas. That is OK as far as it goes ... but do you attend a seminar to get a list of good ideas ... or are you really more interested having in the increased profit those ideas can bring you?

Good Ideas Don't Change Anything

You have probably collected enough "good ideas" to hold you for the rest of your career. The problem is that all the good ideas in the world will not put a penny on your bottom line. It is only when an idea gets properly implemented that more money flows into your pocket.

For the independent operator, the only justifiable reason to invest time and money to attend a marketing seminar is to see an increase sales in and, in turn, the bottom line profit. It will take more than a list of good ideas to make that happen.

You Measure Success in Dollars

If you are ready to start working smarter and (finally!) start making more money, marketing guru Joel Cohen and I invite you to attend our annual Birthday Bash -- an exciting restaurant marketing clinic that is totally unlike anything we have ever offered before ... because the focus and the format is all about implementation.

I would love to explain how this new format program will be radically different from anything you have attended before and what you have to gain by joining us for our annual Birthday Bash in Las Vegas this November, but this is not the place to go into it.

Click here to find out what we have in mind ... and how you can get a $600 gift by taking advantage of our birthday celebration. But do it now. There is a deadline on the deal.

THE SEPTEMBER SURVEY
Gas prices are now about $1 a gallon more than they were last year at this time. Where will it end ... and what does it mean for your business?

Some economists suggest that every one-cent increase in the price of gas takes $1.5 billion out of the country's disposable income, surely an ominous statistic for the restaurant industry. The media is talking about a reduction in discretionary spending on such things as restaurant meals as prices continue to climb.

This month we look at the impact of rising gasoline prices and how you are addressing the issue. I will provide a compilation of all the responses to everyone who contributes to this project ... as long as you provide an e-mail address.

Click here to add your thoughts to the September survey.

THE PERPETUAL QUESTION
 What did you learn from your staff today?

I learned one of my crew members is on a championship hockey team. It cost his family $1300 to play last year because the team needed all new equipment. They are not good at understanding how to raise money.

They lost their home ice time due to lack of funds. They do not participate in the "national beg-athon" tactic, thank Heaven! We will now be supplying pizzas for their once a month meal after practice at a rink quite a ways away so their money can go for ice time at the area rink instead of paying for food. We will also be putting a fundraiser together with them focused on take 'n bake pizzas.

Last night this young man was so greatful he has told me he has two very sharp girls who play hockey who also want to work here. I told him to bring them tomorrow; I'd hire them on the spot on his recommendation. -- Ann Reichle, Angelina's Pizza, Olmstead Falls, OH

Learning to listen to your staff -- and being intensely interested in what you hear -- will deepen the respect you have for each other. That will show up in the form of increased productivity, lower turnover, a more positive working climate fewer on-the-job emergencies. Never doubt that the most critical skill you can develop as a manager is your ability to truly listen.

I will continue to collect your answers to this important question ... and you can add comments as often as you want. Just click on the link below and contribute your insights for the common good (and your own as well!)

What did YOU learn from YOUR staff today?

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