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RELEVANCE

RELEVANCE

Yesterday a Rep for a beverage company (who we’ve been a client of since day one) visited our store for the first time to introduce himself.  Unbeknownst to him, the meeting didn’t really go to plan for several reasons but the main one was a lack of RELEVANCE.

Not only did he show up unannounced with zero understanding of who we are (as a business), what we’ve purchased in the past, what we stock, who our clients might be, who the contact was for orders, but he decided it was and ideal moment to produce a crumpled, frayed, and slightly ripped brochure displaying completely irrelevant products expecting we’d be interested… A day later and I still cannot understand what he hoped to achieve?

My point is, BECOME MORE RELEVANT! Develop a better understanding of your clients’ unique needs.  Investigate their habits, interrogate their interests, and research your inventory for relevant products. Better yet, take it further by offering information to your clients and your team on relevant topics using a medium that they (personally) respond to i.e. email, text, verbal, hard copy, YouTube, podcast, book, etc.

Minimising useless noise, and becoming truly relevant as a supplier, retailer, or employer will lead to better connections, tighter relationships and increased profitability.

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I did that!

ACCOUNTABILITY.

One thing I hear a lot is, “how do I get people to take more responsibility over their role?” “Why can’t they execute a task just that little bit better..?” I always wonder if the person in question was ever properly briefed or trained.

As an owner on a quest towards building a world class company, your ability to hold people accountable for their workmanship is crucial! Yes, accountability and responsibility are linked to a list of other elements which all impact each other, such as culture, job satisfaction, training, etc but a starting point is better communication from you up front.

Think about the following tools to begin to hold people accountable for their work:

  • Purchase orders (POs) for ordering stock from suppliers. Remember to have a process to check off orders as they are delivered. I’ve experienced companies who would bring extra stock on purpose explaining that they thought you needed it. Most of the time they expect that you wont send it back which means more sales for them and increased weekly purchasing for your company. Remember to occasionally weigh the produce that you receive.  You’ll be suprised what you find.
  • Signed agreements from tradesman listing work that you require them to complete including time frame, itemised costs, and labor. Withhold 10% of the final fee until you’re happy with the workmanship.
  • Job descriptions for all employees (including casuals) listing responsibilities under major categories. This should be reviewed often and used to identify areas requiring training and development.
  • Written agreement with your accountant and/or book keeper about what information you need, when you need it and in the format that you need it. You must have the data that you need to run your business with the agility and responsiveness called for in today’s market.
  • Written agreement from your suppliers about product quality, pricing, delivery and reviews. Don’t stand for bad produce, large fluctuations in pricing without notice or poor delivery times that impact on your business. You’re the customer! If they cannot meet you’re simple requirements, find someone who can.
  • Self-accountability. As an owner, often what’s missing is someone to hold you accountable, so find a mentor, appoint a coach, or schedule meetings with key members of staff to discuss high level topics. Having people rely on you for information about the company is a sure way to hold you accountable, it costs you nothing except time and is likely to enhance other complimentary elements such as culture building and sense of ownership from employees.

It’s your job as an owner or manager to be the catalyst for change in your organisation. YOU need to be the one to take the first step towards issuing clearer details and guidelines to ensure those around you can deliver on what you expect.

 

 

 

 

 

 

 

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GOAL!

‘Tis the season for goal setting!

As we approach the beginning of another year, take a moment to reflect on your achievements throughout the one wrapping up today. Open up your goal book or think back to this time last year and self-assess how you went against your goals… Did you achieve them or have you completely forgotten what they were?

For many years I found myself with a couple of victories and a few forgotten goals each year. If this is you, don’t stress, it’s just as important to know when you’re on the wrong path and quickly change your goal or re-focus on one that is of greater importance.

For me, I usually give myself until Australia Day (late January) each year to have my goals fully resolved and a plan in place to achieve them.  The technique I use is a modified version of the SMART format (specific, measurable, attainable, relevant/realistic, time framed), however it must be ACTIONED! You must also establish a reward and punishment, and your goal must be written in the most graphic format you can.  Finally, you must detail the service you will render to achieve said goal and earn your reward.

You must get to the essence of what the goal is. Part of the problem I see with goal setting is people who say they want a particular item when in actual fact the item they desire should be the reward for achieving the goal! What I mean by this is, say for instance your goal is to ‘get fit’ (far too general btw) in 2016. I’d say that that’s the result and not the goal itself.

Let me show you using the ‘get fit in 2016’ idea.

  1. Begin by visualising something more personal like fitting into a dress you desire or having someone comment on how good you look or achieving a physical task that was previously out of reach. This is the goal because there is so much more emotion attached to it which allows your subconscious to take control.
  2. Write down the entire scenario as if you’ve just achieved your goal. Be super specific here and spare no detail. Where, when, who was there, what did they say, what coulour was it, who high fived you, what did you smell, the weather, the sounds, etc. Make it vivid!
  3. Attach a time frame to it if you haven’t already
  4. What’s your reward? The reward would of course be being fit but you need something else like a nice dinner out or a present for yourself. Try setting more specific milestones with rewards attached such as if you hit this weight at this time then treat yourself with something little! BUT if you don’t there must be a punishment like no coffee for a week. Teach yourself self discipline!
  5. The most important step is to take planned action. You now have the end in mind so work backwards to break down the steps into each necessary chunk.
  6. Review progress regularly.

You’re probably sitting there thinking to yourself that this is a little extreme for setting each goal… I guarantee that if you set a goal this way and set one like the average person, I know which goal will prevail.  There is a reason that professional athletes manage to achieve great heights and that’s because they possess the ability to visualise a goal, set a time frame, break it down, work bloody hard to achieve it and self assess along the way. Their rewards are fame and fortune but these weren’t their goals when they set out.

Have a great New Year’s Eve!

See you in 2016.

 

 

 

 

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Not So Loyal(ty) Cards

Defining loyalty here is important.

Loyalty is an emotional attachment. If you consider whom in your life you are loyal to, it will likely be your friends and family. We are loyal to our friends and family because we have a bond with them. We may not appreciate everything that they bring to the table all the time, but we stand by them because we have that bond. This is what defines the term loyalty, however, customer loyalty is a completely different kind of loyalty. I define this as the result of consistently positive emotional experience, rational satisfaction and perceived value of an experience, which includes the product or services.

The truth is, people want to be loyal. Apparently, humans have a need to be loyal so we can get on with our lives. We can’t wonder every minute if today is the day we’ll be double-crossed by someone we trusted. We have things to do and the constant worry and defensive posturing is all-consuming. So we trust each other and build loyalty based on the amount of time that the trust isn’t broken.

Your loyal customers are your future sales and the most likely customers to buy your most profitable products and services. Loyal customers bring a great deal of value to your organization. The more loyal customers that your organization can develop, the more you can reduce your costs. They will keep ordering from you even when they probably should shop around. That’s because real loyalty in action may require sacrifice on the part of your customer, who continues to make purchases from you even though another (and possibly better) option exists. This is partially what makes real customer loyalty hard to acquire and develop.

But the real point I wanted to make here is that developing customer loyalty is not a result of your loyalty card. Customer loyalty is built over time (like a lot like relationships). That’s not to say that a loyalty program can’t serve a purpose in your organisation, just not the purpose that is inherent in their name. Loyalty is an emotional decision that cannot be forged over the use of a plastic card. Instead consumers form loyalty over a period of time based on their experiences.

But if they can’t build loyalty, loyalty cards can be a tool that companies use to foster a loyal following. Loyalty cards can give retailers and businesses insight into their consumers’ buying decisions. This insight can help companies offer targeted promotions that directly benefit the consumer. This in turn helps build the long-term relationship by providing a better customer experience. Ultimately, the customer experience that loyalty cards can help you provide will deliver you the loyal customers you seek to continue to grow and prosper as a company.

Two great examples of cards used well is Kroger in the USA and Britain’s Nectar card because of their ability to record purchasing habits of individuals and tailor clever relevant marketing to each client with incredibly successful results.

So stop stamping coffee cards and investigate systems that give you meaningful data in order to deliver useful products and services that lead to greater connections.

 

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DO THIS.

INSTILL, UPHOLD AND ACT ON THESE INSTEAD OF FOCUSING ON SEQUENCE OF SERVICE THIS TIME YOU TRAIN SOMEONE…

  1. ON TIME (it’s about respect)
  2. WARMTH – Look after people from the minute they arrive at the door or phone your business to make a booking. Have their needs in mind. Map out their kick arse dining experience and take care of everything for them. GO BEYOND THEIR EXPECTATIONS. Be genuine in your approach. Inject warmth into your tone, body language, presentation and conversation.
  3. BE ATTENTIVE – Pay attention to the small things. That’s how you achieve industry excellence. Welcome them, remember names, ask questions about them, manage their table well, AGAIN GO BEYOND THEIR EXPECTATIONS.
  4. CLEAN – Run a very clean workplace. Seek out the grit and clean it up. Train yourself to look around, look through, look behind, look up, look down, and clean up small things each day to better manage an establishment.
  5. ATTENTION TO DETAIL – It needs its own point… Think about it. It applies to everything we’re talking about.
  6. WELL-PRESENTED – Think about what this means to you? Who is the most well-groomed person you know? Why? How? I bet you they look after themselves mentally and physically, they wear well-tailored clothes, are fresh-faced, happy, hair done, positive, etc. I bet they are this way in every facet of their life. Let’s talk about your mood as a Supervisor or Manager… It’s so easy to be in a terrible mood… It happens almost instantly and can last the entire day if you let it. Learn to take the higher and more intelligent road. The more difficult but more respected path.
  7. RESPONSIBILITY – What can you take responsibility over in your role within a company? What can anyone take responsibility over without resistance from Management? What about introducing yourself to your guests? Knowing the menu, drinks, what’s in the food, where it’s from, where to find the information you don’t have, what elements you’re putting on the table, where you clients are up to during their night…. What else?
  8. WHY – If someone asked you why you work where you do, you’d better know! You’re at the top of your game so don’t just shrug your shoulders and say ‘because’.
  9. SALES – Let’s be honest – People buy people. This ideas can be applied to anything in life. Persuading someone to do something, selling yourself at an interview or getting a client buy anything you suggest. Each of you have the ability to connect on a human level with anyone that walks in the doors. You must learn to match other peoples expressions, body language, tone, etc to win them over in an instant. It’s really obvious why it’s important to ensure you develop a team of great (non-cheesy) sales people.
  10. EXPERIENCE AND THEATRE – Your clients can get everything you offer down the street at the ‘other’ restaurant; cheaper prices, better food (in their opinion), a newer fit out, more extensive wines list, etc. So your role or your point of difference now becomes about offering the performance (or human) component through service, menu, and presentation techniques. Have some fun with it! Think of your workplace as your stage to get away from any BS going on in your life and use it as an escape. A way to be creative, reconnect with the world who is here to have fun, who doesn’t care what happened at home and just wants to drink wine and relax… enjoy it while you’re there. Theatre, performance and experience is gaining momentum as one of the largest emerging sectors of our industry. Look at how the travel industry is changing to offer more unique experiences or how concerts are now spread over days or weeks to offer more of a unique experience…

How should the hospitality and retail industry respond?

The success of your company relies on you creating not just good experiences for your clients but etching your bloody initials into their subconscious by delivering remarkable and personal experiences each and every time they visit. That’s why you were hired.

 

 

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WHO?

WHO?  The first question a start-up should ask

A while back I watched an interesting YouTube clip from Simon Sinek about the idea of an organisation first knowing its ‘why’. I certainly didn’t have mine at the ready before I watched this video and my growth was limited by focusing on the what and how far more than the why.

It makes complete sense for an established organisation to not only know their ‘why’, but also to have it at the forefront of their mind on a daily basis. The ‘why’ should be known by every employee, every client, and any future customer that interacts with your brand. The why is what moves people to action.

But, when we look at start-ups, I believe we need to start with a different question, WHO?

Determining who our ultimate client is sets the foundations for just about every step of the journey you’re about to embark on.  Your ideal client values X level of quality, looks for X in a fit-out, lives in X suburbs, likes X atmosphere/music, will pay X price for my product, is frustrated by X, believes X about their (and my) world, likes to eat/drink X, wants to hear from X in X format, etc, etc.

You can see how starting with who your client is will lead to loads of great questions.  On your journey towards answering these questions your branding will take shape, your marketing plan will have a vision, your menu will develop, your recruitment strategy will come together, your financial plan will become clear, your location will become evident, and so on.

Good Luck!

 

 

 

 

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THINK.

 

What happened to people’s ability to think?

Managers and leaders need to shift their attention away from detailed sequence of service documents and standard operating procedures and more towards teaching the younger generation how to think again. How to be resourceful. How to communicate!

What happened to this ability? Has school beaten it out of them?

So often I see young waiters and waitresses walk straight by a potential customer standing in the doorway without the slightest acknowledgement that they’re there. Or they’re busing plates to a table without noticing that there is insufficient cutlery on the table or sugar for the coffee is missing or the table needs more water or a guest’s wine may nee to be refreshed… Let alone multi-tasking on the way there to touch more tables, see more clients, notice more details…

What you need to be teaching younger staff is how to think of what’s missing from a scenario, what’s essential to ensure guest satisfaction, what could make this table’s night, what could give them the edge to excel in their role.

What would happen if you threw out sequence of service documents and began a new approach. Develop scenarios that are so visual that they cannot forget them, do role playing, offer individual training instead of group sessions, change the briefing format. MOVE IN A DIFFERENT DIRECTION to engage with young employees and get them to THINK!

The goal here is to have a team that is detailed, responsive, warm, genuine, and thoughtful. One that can approach a customer or an entire section and deliver the same level of quality but in their own unique way… Not like a robot.

Only then will your clients receive remarkable service.

 

 

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V.M.

Visual Merchandising Step 1.

Too often I approach a cafe or retail establishment only to see a collection of dead flies smooshed between outdated event posters, hairs in the sticky tape holding it to the window or a nice collection of electrical cords and double adapters (on double adapters) stuffed in the front window or entrance way.

Unsightly entrances, shopfronts or waiting areas often give a client a terrible first impression about your business.  Are one of those flies in my food? What does the kitchen look like? I wonder if they clean this place? I hope they take more care with my coffee…

Here is a simple bit of advice that doesn’t cost a thing and doesn’t require a marketing degree. Take photographs of the customer arrival, departure, waiting and purchasing areas of the business.  Include POS shelves and retail areas.  Ask yourself and your managers if what you see is the best use of that valuable space?  Is it clean enough? What if you removed half of everything there? Could you still function OK?  Is there room for clever storage of those items nearby?

What else could you put there to increase sales or better communicate the story of your business? Do all of those free postcards need to be there or can you have more relevant material on hand for your clients?

When all else fails, a nice fresh bunch of flowers shows that you care about your customers and your business.

Ask someone who isn’t in your venue each day to help you because chances are you’ve seen that same thing everyday for the last year and hadn’t thought about it not being there.

A fresh perspective here might be all you need.

 

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Have a good one…

The key word here is sincerity…

When someone says “how was everything”, I don’t think they mean it. Just like when someone says “have a nice day” or worse, “have a good one”. I think they’re just saying it as a kind of mundane, generic form of politeness. Forced nicety to sound interested in how your experience was in the establishment or bid you farewell. Said out of habit, not sincerity. To me it’s just thoughtless and also meaningless. I mean, half the time they’re looking the other direction when they say it!

I think it’s mostly used because they don’t know what else to say, don’t care, or have been trained to say it.

But think about it, do they mean how was everything that day? That that conversation, that meal, that time I waited at the door to be served, that time I wished someone asked me for another drink? What do they mean “have a good one”? Have a good what?

Boring and insincere typically has a way of permeating everything else in a company too. The stuffiness of your business card, the boringness of your branding, the laziness of the sales conversation, or the lack of attention to detail.

The next word is ‘differentiation’.

Here are some golden opportunities to be creatively sincere and different:

  • At a fast-paced coffee counter or bar
  • The minute a customer walks in the door
  • When a customer pays for something
  • When a customer is about to order at a restaurant
  • When a customer is sent an invoice
  • When you deliver a product to a customer
  • When you take a phone call
  • When a customer is leaving your venue

These are a handful of ideas to have some fun, be different and change the conversation.

What about you… How sincere are you?

Here are a few things you can do tomorrow. For free. Without anyone’s permission.

  • Ask specifically how something was on their order and be ready to respond, accept feedback or appreciation.
  • Enjoy the rest of this glorious morning Vs have a nice day.
  • Say thank you for joining us this evening, look them in the eye and bloody mean it!
  • Smile. Lots. But not in a creepy way.
  • Squat down next to a table as you take an order. Get on the same level as people.
  • Be nice to someones child.
  • Hold the door open for someone as they leave.

Ultimately, be more sincere and change your approach.

Have a good one.

 

 

 

 

 

 

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