Article

Boston Market taps employees to focus on guest experience

Boston Market leaders collaborated with managers, employees to develop a new Guest Service Excellence program aimed at lifting AUVs from $1.3 million to $1.5 million by 2016.

Boston Market leaders collaborated with managers, employees to develop a new Guest Service Excellence program aimed at lifting AUVs from $1.3 million to $1.5 million by 2016.

September 17, 2014 by Brenda Rick Smith — Editor, Networld Media Group

Boston Market is doubling down on guest experience in its quest to drive AUVs up to $1.5 million by 2016.

Boston Market is rolling out a nationwide Guest Service Excellence Program, which focuses on enhancing the guest experience in all 460 Boston Market domestic stores. The program follows on the heels of the chain's "America's Kitchen Table" program, which included upgrades to the customer experience such as real plates and silverware, the addition of dining room ambassadors and carving stations visible to customers, among other changes.

Boston Market CEO George Michel

The new emphasis on guest service is "an evolution of our journey," according to CEO George Michel. "We started over three years ago implementing America's Kitchen Table in all our restaurants. We've had great success, great sales results."

Results include a 28-percent bump in same-store sales. AUVs now sit at around $1.3 million, up from $1 million in 2010. Michel hopes to push it to $1.5 million by 2016.

"The main reason behind our success over the past three years has been the employees and how they have been engaged with our customers," said Michel.

Michel leaned into that success by collaborating with Boston Market managers and employees to create, test and implement the Guest Service Excellence program.

"We believe in engaging our employees," he said. "Our employees have been phenomenal in sharing their ideas."

Michel first presented the basic ideas and architecture for the program to a focus group made up of managers and employees. After analyzing their feedback, a test was implemented in the Phoenix market, followed by Philadelphia.

The result was Boston Market's Guest Service Excellence program emphasizing five pillars: friendliness, taste and temperature of food, efficient speed of service, table touches and problem resolution.

Using a third-party evaluation tool, Michel hopes to sees improvement of 6 percent in each area over the next six months, and an additional 4 percent in the six months that follow.

Friendliness

Managers will prioritize friendly personalities in the hiring and screening process, according to Michel. Front counter employees are encouraged to greet customers with their name, such as "Hi, I'm George, and I'm here to take care of you today."

Michel isn't worried about slowing down speed at the counter, and neither are the employees that brought him the idea.

"It only takes two seconds," said Michel. "They believe that interaction makes a difference. It's similar to how you would treat a guest in your home."

It also fits with Boston Market's desire to be a "homestyle meal replacement," said Michel.

Taste and Temperature of Food

Employees will focus on keeping food on the line stirred so heat is distributed evenly and foods are served at optimal temperature.

Boston Market is also considering equipment upgrades that will hold food at higher temperatures.

Efficient Speed of Service

Boston Market has reconfigured the food preparation area in about 12 restaurants across the country, moving the carving station and side order preparation area to the front. The reconfiguration makes it possible for team members to work more closely together and communicate better, said Michel.

"We've seen an increase in throughput of about 15 percent," said Michel. "One restaurant went from 105 to 129 transactions per hour."

All new restaurants built will include the new operating system, and Boston Market will identify additional units where the system can be implemented for the greatest impact, Michel said.

Table Touches

Boston Market added guest ambassadors to bus tables and engage customers starting in 2010.

"That's what has led to our increase in same-store sales, the fact that we are providing this service," said Michel.

Problem Resolution

Employees are trained to resolve guest complaints using the acronym BLAST:

• Believe the guest
• Listen attentively
• Apologize and be emphathetic
• Satisfy and solve the problem
• Thank the customer

"At the end of the day, the customer is always right," said Michel.

Service Excellence Challenge

Boston Market plans to fly seven employees, one from each of its regions – to Denver in October to compete in its "Service Excellence Challenge."

The employees will be rated on their professional appearance, product knowledge, service process, speed and problem resolutions skills through written tests and on-site evaluation at a Denver-area Boston Market.

Michel hopes the challenge will be a rewarding, engaging experience for the participants.

"Engaging with our employees is very important," he said. "They are the ones who have made us successful."

About Brenda Rick Smith

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Brenda has more than 20 years of experience as a marketing and public relations professional. She invested most of her career telling the story of entrepreneurial non-profit organizations, particularly through social media.

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