ELECTRONIC HOUSE CALL - November 2, 2007

I am back in road warrior mode. Las Vegas on Tuesday and Wednesday, the red-eye to St. Louis Wednesday night, back home on Saturday then off to Jacksonville on Monday morning for three days. After that there is just the Birthday Bash and my hard work for the year is pretty much done ... at least the traveling part.

In other news of significance, I celebrated another birthday yesterday. No trips to exotic locales this year (although I suppose that depends on how you feel about St. Louis!) Still, it is a time to pause and reflect.

I DON'T WANT TO HEAR IT - PART 2
Are You The Solution ... Or the Problem?

Last week I shared a horror story about an extremely negative staff member that Margene and I encountered at an otherwise spectacular conference center in the San Francisco Bay area. As is the usual reaction to one of my rants, several of you wrote to take me to task, the consensus being that "Laura" wasn't responsible for her conduct since it was the failures of management that created the situation she was reacting to.

I noted in the original rant that hotel management certainly had responsibility for setting up a meltdown situation, but I still contend that ultimately people are responsible for their actions ... and the consequences of those actions. The part that bothers me is her apparent belief that because management was not supporting her, she was somehow justified in behaving anyway she wanted to. That is a dangerous attitude in a place of hospitality.

It doesn't make Laura guilty of being a bad person -- we all get caught up in our own thinking from time to time. However, it does make her guilty of using poor judgment by focusing on what she couldn't do vs. doing what she could and ignoring the danger of putting her own needs above those of the guests.

Another person in the same situation might not have felt that the sky was falling, just that they were going to have a challenging night ahead. Thinking this way, they would have devised a plan to make it work for the guests in spite of the circumstances. Certainly the question of her poor decisions must be raised and discussed to help her understand her responsibility as a member of the staff.

Were I the GM, I would do my best to help her see how her own thinking actually determines the world she lives in. At the same time, I would have a serious session with my F&B Manager regarding his responsibility to anticipate and plan for peak periods, his sensitivity (or lack of same) to the working environment in his department and his coaching skills.

My overall mission would be to fix the system, not to make anyone a scapegoat. By staying focused on where the system broke down rather than personal lapses, you make it safe for people to point out problems and discuss fixes without fear of reaction or reprisal.

WHAT'S WRONG WITH THIS PICTURE? - PART 2
Crafting Promotions That Work

Last week I talked about the need for a clear offer that is a good value and with a logical reason for making it. This week I will continue my dissection of this promo piece with three more observations on what is missing and how it might be improved. Use these points as a checklist to evaluate -- and hopefully improve – your own promotions.

The Offer Should Include a Premium
My basic rule is that you never reduce the cost of your basic products. This is why I think that premiums work much better than discounts in the long run, especially for restaurants. Discounts can be like a drug -- once you get hooked it is almost impossible to break the habit. For example, the pizza industry has educated the public not to buy a pizza without a coupon. They all hate it, but feel that if they stop, their competition will overwhelm them. A premium is a value-added free gift to someone who comes in or who makes a purchase. One retailer I know found that adding a premium increased his response rate by 30%.

There Should Be a Reason for Immediate Action
This means a clear expiration date, limited availability or a bonus for fast response.These all work well in creating a sense of urgency on the consumer's part. The idea is to trigger action while they have your piece in their hands. If it goes into "the pile," it will never again see the light of day.

There Should Be a Strong, Clear, Direct Call to Action
Tell the person exactly what you want him to do. Do you want him to pick up the phone and call? Go to a website? Come in to the restaurant or sign up for a special event? When? What will happen when they do? Don't assume that they will figure it out on their own -- they won't be willing to do that much thinking.

When we finally finish with the autopsy of this piece, I'll give you my suggestions on how I would re-write it to really kick butt! Oh yeah, and I'll also declare a winner in our little marketing contest.

DO YOU WANT WINE WITH THAT?
What Are You Pretending Not to Know?

Margene and I went out to dinner on Wednesday night (as I was passing through the Seattle airport between flights!) It was as close as we were going to get to a birthday dinner this year and we had to make due with what we could. The restaurant had been around for 30 years and was a classic in the Northwest.

I couldn't believe that they didn't give us a wine list when we were seated. Now that may just be my inclination to always order wine with a restaurant meal, but if these people really want to sell wine, why not just assume the sale and leave a wine list with every newly-seated party?

If the guests don't want wine, they can just set the list aside .... but if they do want a bottle, they won't have to ask and cause the server to make another trip. Besides, the very presence of the list may trigger a wine-buying decision.

Oh, and just in case you are thinking that your market just doesn't order wine ... whose fault is that? What have you done to educate them, to make your wine list user-friendly, to de-mystify wine and help them discover how it enhances a great meal? It is your business ... and your check average. Do The Work!

THE NOVEMBER SURVEY
The Price of Loyalty

A few years ago, guest loyalty programs were a new idea and one that I strongly endorsed. What I liked is that they reward the behavior that an operator wants to encourage -- repeat business.

Is that still the case? Have loyalty programs lost their advantage now that they are more common? Do they still work? Do they generate more money than they cost?

Our last survey of the year takes another look at loyalty programs -- who has them, how they are structured and how they are working.

As usual, I will send copies of the survey results to everyone who participates. In the meantime, you can download copies of all past EHC surveys -- including the massive WOW Ideas collections.

Add your thoughts to this month's survey.

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

I ask you this question every week ... and I often pose this question to operators in my seminars. It is a reminder that if you don't have a fresh answer to this question every day, you are not listening. If you are not listening, you are not learning. If you are not learning, you are not growing. If you are not growing, you are dying!

Awhile ago I asked this question of the people who attended one of my seminars and received a reply that might offer a few insights.

He wrote: "I learned several things:"

1) One of my newer but weaker staff is great at suggesting side salads as an add-on at lunch time. I gave her a pat on the back and told her to keep up the good work.

2) I asked my bartender how things were going. She said many of the staff were not following opening and closing duty lists on the patio and she finds this very frustrating. I told her I understood and that I appreciated her feedback.

I will ask some of the other staff the same question in the next few days. I have a feeling that if I ask if they feel the duties were being done right or not, the work will improve on its own -- just due to my interest. The best thing is, no discipline is needed to make this happen.

3) I found out a new dishwasher I have teaches developmentally challenged kids how to skate.

4) I asked one of my servers why she was a little off and learned she was very hung over. I thanked her for doing her best and asked if she felt a little silly for punishing herself and her guests with inferior service.

5) I had a chat with another staff member about gardening and kid's camps (she has two children). I told her I'd bring some info about a camp I was enrolling my son in. Thanks for the reminder. I will try to learn more tomorrow.

I responded: Great news! It's amazing what you can learn if you listen. Amazing what you can get done when you don't try to do it all!

Grant wrote back: It is amazing what you can learn when you really listen and it is also amazing what you can see when you actually "watch." We often find ourselves caught up in the dynamics of this business and forget what our true roles are.

My partner Roy and I used to kid each other that we were the highest paid busboys in the city! Not that there is anything wrong in helping out when you are truly needed. The trick is NOT helping out when you are NOT needed. This is something I always knew, but now am finally putting in to practice.

I think my staff appreciates my feedback and communication more than my running food for them -- especially when they don't need it! -- Grant Webb, East Side Mario's, Ottawa, Canada

Never doubt that the most important (and profitable!) skill you can develop is your ability -- and your willingness -- to truly listen.

What did you learn from YOUR staff today?

I will continue to collect your answers to this important question until they put me in the ground. Just click on the link above and contribute your insights for the common good ... and your own as well!

LIGHTEN UP!
The Noble Experiment Continues

Here is the weekly report on my personal project to lighten up:

Goal: -50 Last Week: -2 Total: -12

A week on the road should be a good test of my resolve. Let's see what the scale reads next week.

A growing number of folks have joined me in this audacious venture. I applaud their courage in "going public." Do you have a goal regarding your weight? Do you have the guts to put yourself on record? We all seem to get better results when there is someone or something to hold us accountable.

Mary Jo Beniger -- Goal: -25 Last Week: 0 Total: -11
Cindy Casady -- Goal: -30 Last Week: ? Total: -9 (no report)
Tom Combs -- Goal: -65 Last Week: ? Total -12 (no report)
Chris Corrigan -- Goal: -25 Last Week: ? Total: -4 (no report)
Trice Micheals -- Goal: -50 Last Week: ? Total -5 (no report)
Steve Ulrey -- Goal: -12 Last Week: ? Total: -2 (no report)
Bill Breslo -- Goal: +5 Last Week: ? Total: +2 (no report)

If you are interested in how it's going for us, scroll down to the bottom of the EHC each week and check out the progress. If you could care less, don't!


© 2007 Restaurant Doctor