Article
Survey: Quality care
Restaurants rely on customer service to increase profits and consumer satisfaction.
July 30, 2007 by Valerie Killifer — senior editor, NetWorld Alliance
Customer service is known as the provision of service to customers before, during and after a purchase. Its importance typically varies by product, industry and customer, and until recently was a core corporate value recognized by retail establishments large and small.
However, consumers are seeing a shift in how restaurant operations view customer service, now considered critical to the overall guest experience.
"If the experience is good, then people will come back and invest in your restaurant," said Steve LaMastra, chief operating officer and president of Atlanta-based Raving Brands.
Part of that experience, other than fantastic food, now includes an emphasis on customer/employee interaction and personalization.
"As we move forward, the industry will be more focused on customer care," LaMastra said. "In terms of food and offerings, you have to have those as entry points ... (But customer service) has never been an area of focus that it should be, although there are exceptions."
Employee driven
Some restaurant chains, such as San Diego-based Pat & Oscar's, say customer care has always been an important part of their brand. Pat & Oscar's CEO John Wright said there are five proven drivers to guest satisfaction: taste of food; personality/friendliness of staff; timeliness of food deliveries; accuracy of orders; and restaurant atmosphere.
"We think turnover is the real enemy," he said. "We have a maniacal focus on service; it's what we're all about."
According to a recent Fast Casual survey, 68 percent of respondents say trained staff is the most critcal component of providing quality customer service. And 55 percent say an improved guest experience is the most critical quality to customer care.
Pat & Oscar's puts potential employees through a series of group interviews before candidates are selected for a job. The group interview is followed by other group-oriented tasks to see how each candidate operates in a group setting.
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The chain also hosts team-building exercises throughout the year.
Aaron Allen, founder and CEO of Florida-based Quantified Marketing Group, said companies look for employees to become band ambassadors, not just another face behind the counter. He also said consumers seek a higher level of sophistication when dining out. Three of their top requirements, he said, are food, service and atmosphere.
Allen used the Starbuck's barista training program as an example of chains using employees to influence the customer experience.
"Everybody can claim that they're better, but how do you back that up?" he said.
SURVEY SAYS . . . Listed below are a few key findings from our Fast Casual customer-service survey. Compare how your customer-care program measures up. 1. How would you rate your current customer service? Good 48.8% Average 26.8% Great 19.5% Off the chart 4.9% 2. Select all methods available to your customers for registering a complaint. E-mail address 53.7% Web form 41.5% Live operator 39.0% Comment card 34.1% Voice mail 26.8% Other 22.0% (letter, shoppers, corp. phone, store mgr., etc.) No vehicle available 17.1% 3. What percentage of your guests files a complaint? 1-3% 65.9% 3-5% 14.6% Not tracking 14.6% Greater than 5% 4.9% 4. How often do you conduct customer surveys? Do not conduct surveys 58.5% Annually 17.1% Monthly 9.8% Weekly 7.3% Other 4.9% Quarterly 2.4% 5. Do you have a customer service improvement program outlined in your management plan? No 51.2% Yes 31.7% In development 17.1% 6. What percentage of your annual budget is dedicated to customer-service improvement programs? 1-3% 92.7% 3-5% 4.9% Greater than 5% 2.4% * This survey is based on the responses of 44 fast-casual restaurant executives. |
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