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Add You - Lessons from the Sky
The advent of the internet has changed the mortgage industry but a good customer service proposition is the key to achieving your business aims and ignoring this will set your business up to fail.I used to be a mortgage broker and used to spend my time developing my business via word of mouth. Then the internet came along and like everyone else, I felt that if I didn't jump on the information super highway then i would miss out on making my fortune. Now you probably know what is coming next! Time went on and I had the greatest, most whizz bang webs
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for s
Dumping takes place when a company sells goods at a lower price in the foreign market then the price it charges in its domestic market. This is an unfair trade practice which can have a distorted effect on international trade.There are two fundamental parameters used for determination of dumping, namely, the normal value and the export price. Both these elements have to be compared at the same level of trade, generally at ex-factory level, for assessment of dumping. The normal value is generally the price of the product at issue, in the ordinary co
Manage like the airlines? And what, lose a ton of money? The analogy seems odd, but once you get past the initial shock, it should make more sense. There are two different philosophies about running airlines these days: status treatment, where the more you fly, the better you're treated; and treating everyone the same.
Let's look at the two and how you can apply it to building guest and employee loyalty.
Status Treatment
Fly more frequently--thus spending more money--and you receive additional perks. Many tangible rewards are provided: better choice of seats, more bonus miles, special lines for check-in and security, ability to upgrade, and so on. Additionally, there are the intangible perks like more favorable treatment when boarding, bending the rules to keep you happy, and being placed on the top of the standby list for an earlier flight.
Who prefers this kind of treatment? The frequent flier of course! There is a direct relationship between the production they provide--and the money they spend--and the treatment they receive. Does this system anger some folks? Yes, but they're the infrequent, non-producing fliers who spend little money with the airline.
Everyone's The Same
The other school of thought is to treat everyone the same. No special perks or favors for the frequent traveler--just equal treatment.
Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.
It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for so
When used effectively, classified ads can be one of the quickest and most inexpensive ways to increase your sales. A well written classified ad can generate thousands in sales, yet could cost you pennies to write and run.Most people don’t appreciate the power of well written classified ads. They think classified ads are for selling cars, or finding jobs, and not for expanding a business. While it’s true a classified ad is a good way to achieve the above, it is also true that classified ads can be used to launch and expand multi million pound busi
Status Treatment
Fly more frequently--thus spending more money--and you receive additional perks. Many tangible rewards are provided: better choice of seats, more bonus miles, special lines for check-in and security, ability to upgrade, and so on. Additionally, there are the intangible perks like more favorable treatment when boarding, bending the rules to keep you happy, and being placed on the top of the standby list for an earlier flight.
Who prefers this kind of treatment? The frequent flier of course! There is a direct relationship between the production they provide--and the money they spend--and the treatment they receive. Does this system anger some folks? Yes, but they're the infrequent, non-producing fliers who spend little money with the airline.
Everyone's The Same
The other school of thought is to treat everyone the same. No special perks or favors for the frequent traveler--just equal treatment.
Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.
It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for s
Traditionally, the hotel used to be a place of living for some period of time, though the time changes and modifies the usual demands to the convenience and service in particular. Reflecting the downside demands presented by another year of record benefits, the lodging industry finds itself at a five-year low for customer comfort, according to the 1998 industry data of the American Customer Satisfaction Index. The only cross-industry measure of consumers' perceptions of products and services in the USA, the Customer Index rating offers that hotels need to
Who prefers this kind of treatment? The frequent flier of course! There is a direct relationship between the production they provide--and the money they spend--and the treatment they receive. Does this system anger some folks? Yes, but they're the infrequent, non-producing fliers who spend little money with the airline.
Everyone's The Same
The other school of thought is to treat everyone the same. No special perks or favors for the frequent traveler--just equal treatment.
Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.
It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for s
Being a customer advocate is only limited by our creativity and knowledge of the customer. Being a customer advocate is greatly enhanced by the fact that you are working side-by-side with other committed customer advocates who also care a great deal about this specific customer. Therefore, one challenge of being a customer advocate isn't so much to win the support of others in the organization for this customer, but more of providing them with enough information so that the commitment they have to delighting customers can be directed to that unique custo
Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.
It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for s
Marketing experts the world over have all preached at some time that the business card is a small businesses most important marketing tool. The majority of business cards handed out fail to impress and make a lasting mark on our customers. The confidence that a well-designed stylish business card can give you in any market cannot be over stated enough.Business cards use dates back hundreds of years initially as personal calling cards, and more recently as business marketing tools. Almost all forms of marketing has been transformed by the arrival
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for someone who treats the top performers better. After all, you do more of the work.
Guests feel the same way. If you're a regular, you want to be rewarded for it--and if you get treated better, you keep returning. Many people go out of their way to remain loyal to a brand in return for flier miles or points. (I've received all kinds of free golf and ski items just for renting from one car company.) Create a loyalty-building system for guests and employees. It rewards performance.
On the other hand, if as an employee you're an "infrequent performer," you'd prefer the manager who treats everyone the same. Being a frequent guest or performer in this situation nets you nothing but being another order to process or paycheck to hand out. This restaurant is just another place to eat or work.
Provide rewards and incentives for your top performers and frequent guests. Incentivize employees who are selling better than others, putting out great product with minimal waste on the line, or providing great service over the phone, at the drive-thru, or for delivery--it will drive your business and keep your good employee with you.
Treating regular guests in the same manner will create brand loyalty and drive sales.
Does it tick off some employees or guests? Yes, but it's the ones who don't produce results for you.
If you manage all your guests and all your employees the same, you'll lose the top-performing employees and guests to your competitors since they're not valued for their efforts or for the business they give you. Worst of all, these top-producing guests and employees might become loyal to your competition.
Be fair! Provide the best for the best and let the non-producers go work for your competitor. Not only will your performance and results improve by losing those folks, but maybe they'll make you look even better when they go work for the competitor
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