No Such Thing As A Bad Location

When we look at busy restaurants, we immediately say to ourselves that they picked a great location.  There most certainly are great sites out there, but I have seen great restaurants succeed in even a poor location.  If you have a great location, your chances of success are higher but your chances to put out a mediocre experience also increases.  A good location can make a mediocre operation look good just as a poor location can make a mediocre operation look bad.  The amazing thing to see is when a great operation can take a poor location and turn it into a huge success.  Last week we discussed how productivity was one leading indicator of a restaurants success.  Today I want to look at a few more factors.

  • One thing that can help make this reality is to have a passion brand.  Restaurants that offer exceptional food and service create loyal, raving fans.  These fans will go to the ends of the earth to tell everyone they can about your business.  In poor locations this type of engagement can lead to incredible success.  At the same time, if you do not go above and beyond to create and appreciate these loyal, raving fans they will stop going out of their way to support your company.  We see this a lot when a new store opens to enormous success, and then they never reach that level of achievement in the future.  I believe that if you are running a tip top operation and building your fan base that by the third year your sales should be able to exceed your first year’s sales.  Ask each manager to fill out a paper with 20 guest names and details, see how many struggle and see how many list 30.
  • Another key ingredient in building your fan base is to be entrenched in the local community.  Spend as much time as you can building long term ROI with as many people in the area as you can.  Take the opportunity to donate whenever possible.  My current goal as an owner is to spend at least 5 hours per month marketing my company in the community.  This can be as simple as wearing your company polo and always having some coupons to hand out to people that you meet.  You would be amazed how times per day I am stopped by someone when they see my Culver’s shirt to talk to me about our store.  Talk about a passion brand!  This should even be a standard practice among your management team. Every manager should spend at least one hour per week working in the dining room.  This is the best way to start to create those long term relationships needed to succeed.
  • Present and engaged.  These are the two words describe a successful restaurant.  You have to have a present and engaged owner and management team to be successful.  The people that spend the most time at the business need to be the face of the company.  They are the ones that will set the standards, when the owner & managers are present and engaged the details matter.  The details are what separate the good from the great.  It was a quote by Jon Taffer, the host of bar rescue that summed it up in one sentence.  “There are no such things as poor locations; there are merely bad owners, operators & managers.”  One comment that I tell every new restaurant team is that we should be able to look back at the end of the year and say that we did everything we possibly could to retain every guest that visited our restaurant.


Lagniappe is a French Creole term that I learned quite a few years back while living in the Southeast.  It means a small gift given with a purchase.  The original use that I can think of when I was young was when a bank would give away a free toaster for anyone that opened up a new account.  Today, of course, we see all kinds of gifts offered with a purchase in a variety of businesses.  This term also goes hand in hand with the Law of Value that was discussed a couple of weeks back in the Go-Giver blog post.  The restaurant industry is changing, and every restaurant out there has to fight and claw for every sale possible.  The question becomes what can we do as a company to give the “lagniappe” or little something extra to earn that business from our guest?

  • I was listening to a fantastic interview with Jon Taffer the host of Bar Rescue on the Entreleadership podcast a few weeks ago and almost went off the road taking so many notes.  He had discussed the idea of the third visit.  He talked about how the percentage of likely to return by a guest would increase from visit one to visit two and ultimately to visit three.  His key belief is that if you can get the guest to visit number three, you can become part of their routine.  Once you become part of their routine, you have a regular guest.  At each of the first three visits, his company would give a little lagniappe to get that guest to return.  On the first visit, their company would give the guest a red napkin.  This napkin would signal everyone that they all had an opportunity to make a great first impression.  The manager would also personally stop by and greet the guest during the visit.  At the end of the visit, they would offer the guest a bounce back coupon for a specific offer only given for a second visit.  Then when the guest would return with that specific offer they would welcome the guest back and again everyone would know that they could again make a great second impression.  Then at the end of the second visit, the manager would ask how they are enjoying the business and offer the guest another unique bounce back for the third visit.  To me, this idea seemed so simple yet so brilliant that I am planning to work this concept into my upcoming full team meetings.  How can we take all of our first-time guests and turn them into regulars?  What can we offer on each visit as a little lagniappe to keep them choosing us over the competition?
  • I think that this concept ties in nicely with the idea of building relationships with our guests.  Learning their name and remembering their face goes a long way.  One thing that always helps keep Culver’s on top is our hospitality.  Our hospitality is a natural point of lagniappe that we need to use to our advantage even more so than we currently do.  The strength of Culver’s lies in its dedicated owner-operators and great management teams.  I think that we have the ability to connect with our guests, unlike many other brands.  My challenge to all of our teams is that every manager should be spending at least 1 hour per week of scheduled time working either in the dining room or greeting and talking to guests cueing up in the drive thru line.  What a way to make sure that we are connecting with our guests and building that long term relationship.  As an owner/operator that should always be one of my main focuses.  As an owner, I have an opportunity to not only connect in the dining room but in the community as well.  If people in the community can put a local face to a business, it helps build that personal connection.  This idea ties directly into the idea that was mentioned last week about trying to have at least 1,000 loyal, raving fans turned into walking billboards for your business.  Imagine the power of momentum that this can create, especially in the digital age.
  • The last piece of lagniappe I would like to touch on is how we can apply this to our team members.  As the labor market continues to tighten are we doing everything that we can to be the employer of choice?  Does our team feel valued?  Does our team believe that we go above and beyond what is expected to create relationships?  As leaders we often want others to sign the dotted line to follow us, but we forget that we must earn that signature in our blood, sweat, and sacrifice.  As mentioned above, it is our team that sets us apart, and it is our team that has the power to make every visit memorable.  We need to remember to spend as much time and effort in building our relationships with our team as much as our guests.
  • Ask yourself what you are going to do on your next shift to offer that “lagniappe” and make everyone you come into contact with feel valued.

I Feel Good

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”  Maya Angelou.

  • As we have been talking about influence vs. authority and being “people smart” over the past couple of weeks, I felt that this one statement summarizes the heart of the message.  When people make decisions based on emotions, they are not always even rational choices.  If I could give any manager only one piece of advice it would be that statement.  How do you make others feel when you have an interaction? 
  • Let’s look at this from a customer’s point of view.  At Culver’s our mission statement is that every guest that chooses Culver’s leaves happy.  Our mission statement is based on emotion.  In the Go-Giver mastermind, one of the rules is that our worth is determined by if we provide more value than the price paid.  Value is determined by the customer and is driven by the what emotion they feel when they leave.  Whether or not a customer returns is based on how they felt from their last visit.  If a customer comes in and says last time they were here they were disappointed, they are giving us a chance to save them as a regular customer.  They are most likely one of our raving fans that didn’t leave happy last time.  What can we do to make sure that they leave happy today?  We need to filter every interaction we have with a customer through this filter.  How did they feel when they left?  If we can add emotional value, we will always have a leg up in the value equation.
  • Our goal is to create loyal, raving fans of our business.  Our raving fans will go to the ends of the earth to tell others how great we are.  Here in lies the rub, we couldn’t pay people to talk this good about our company if we tried, and these raving fans will do it for free.  All we need to do is make them feel valued every time they are in our business.  Seth Godin argues that if your business has 1,000 raving fans then your business would be unstoppable.  Here is the challenge for the next few months, start to build and identify your 1,000 loyal, raving fans.  If you have 50 team members, challenge each of them to connect with 20 customers to get you 1,000 fans.
  • Let’s look at this from a team member’s perspective.  Think about how we treat our team members and how we make them feel.  If we want to influence our team members, it does not come from authority; it comes from how they feel about us.  If we want better team engagement, our team needs to feel good about coming into work.  This thought goes directly back to our idea of the “director of happiness” title.  If our managers are happy, then our team members are happy.  If our team members are happy, then our guests are happy.  We can say or do a lot for our team members, but if they do not feel that we value them as people, they will never fully buy in.  This is why some team members work better for individual managers.  Some managers value team members more than others do and the team member can feel it.  It is often said that most team members don’t leave their job, they leave their boss.
  • On a personal note, this statement holds the key to our personal relationships as well.  As a parent, this is particularly the case when it comes to our relationship with our children.  We can say and do a lot with our children but how do they feel when we are around?  If we can build the feeling of love and trust with our children, we will gain influence.  How we make our loved ones feel determines if we have a rewarding relationship or a toxic relationship.
  • It would be interesting if we would filter all of our interactions with others through this lens.  Would we say or act differently if we wanted the other person to leave the interaction happy every time?

The Go-Giver

I recently had an opportunity to attend an incredible mastermind that focused on the book called “The Go-Giver” written by Bob Burg and John David Mann.  It is a great book that goes over five straightforward yet effective laws of success.  These rules of success can be applied to a business or even at a personal level in your daily life.  The real key, once you learn about the laws, is to practice and live each core value every day.

  • 1. The Law of value.  The law of value states that real worth comes from what you give in value versus what you receive in payment.  Is the service or item that you have to offer people worth more than what they pay?  Do your customers leave feeling like they got a great deal or do they feel ripped off?  In your job, do you provide more value than what you are paid?  What makes people about buying your product or using your service?  If you consistently give more value than what you charge you will have an endless supply of customers that will happily pay you for product or service.  Value comes first, the money that follows is a bi-product.  In your job, the value comes first, the promotion and raise that follows is a bi-product.  One question I like to challenge our team with is if we had to double our prices tomorrow what would we do differently to make it worth the price.  Then the challenge is how do we start doing those things without raising our prices.
  • 2. Law of Compensation.  The law of compensation states that your income is determined by how many people you serve and how well you serve them.  This idea is very true in a setting like a restaurant or a service provider.  In our restaurant, we can serve up to 1000 people per day.  Each guest that comes into our restaurant can have up to 20 interactions with our team.  We have the opportunity to create 20,000 moments per day.  The key is to create positive moments and work on building the relationship with each guest.  People want to do business with those that they know, like and trust.  The more we can remove the friction or pain points from the guest experience, the more they will want to return.  We also need to remember that we also must serve our team members as well.  Wouldn’t it be great to have a line of people just waiting for a chance to work at our company due to our reputation!
  • 3. Law of Influence.  The law of influence states that we can only gain influence by placing the need or interests of others first.  How well do we serve others?  We need to figure out what others want and help them solve their problems.  Take a drive thru transaction for example.  People want the correct order, and they want it to come out fast.  If we can execute on these two priorities, our influence grows as a choice for their business when they are in a hurry.  We need to go out of our way to put their needs above ours.  One of my favorite parts in the book talks about a 50 / 50 result is a loss every time.  So many times in life and business we try to win or if we compromise we try to get a to a 50 / 50 result.  When we end up here, we have already lost.  We want the other person to leave feeling as though they won.  If they feel as though they have won, they will be back!
  • 4. Law of Authenticity.  The law of authenticity states that we need to be genuine and be true to who we are.  This goes as both an individual as well as a company.  As a business owner, I always try to be true to who I am both inside and outside of my business.  I want people that come into contact with me to be treated the same way no matter what.  We all have a unique gift to share with others, and we can achieve this by being ourselves.  I challenge myself every week in my journal by looking at myself as a personal brand.  Did I live up to my brand standards during the week?  Does my personal brand match my business?  I also write down one thing I want to do to work on improving my brand for the following week.
  • 5. Law of Receptivity.  The law of receptivity states that we need to be open to receiving the things in life that we want.  There are two sides of the coin on this law.  The first side is that of what we think about comes true.  We need to remember that as humans we tend to live up to (or down to) our expectations.  I once heard that the best way to predict the future is to create it.  I love that idea.  The other side of the coin almost can be classified as karma.  The laws of the universe always seem to come back to us.  We reap what we sow.  The more give, the more you can receive.  The more you receive, the more you can give.  The most common mistake we make is that we reverse that two statements.  We say that we will give more once we receive more but then we never end up receiving more so we never end up giving more.
  • If you ever have the chance to attend a Go-Giver mastermind, I would highly recommend it.  At a minimum, this book should be on every leader’s “must read” list.

Dealing with Guest Issues (H.E.A.R.T)

Over the past few weeks we have had a few guest issues surface so I wanted to take a minute and review the H.E.A.R.T method that we use at Culver’s to make sure that every guest leaves happy.  In dealing with guests we need to remember one main thing, the guest may not always be right but our reaction to the guest MUST be right every time.  Below is the 5 step method that we follow at Culver’s.  Even before we use this method we must have the right attitude and frame of mind.  For our company to be successful we need to have loyal raving fans.  We are lucky, Culver’s is a passion brand.  As a passion brand it is even more imperative that we do everything we can to help make sure that everyone does indeed leave happy. 

  • Hear – The first step is to hear what the guest is saying. Maintain open and relaxed body language and establish good eye contact as the guest is talking. Actively listen to the guest in a way that lets them know you understand their situation by using appropriate facial expressions and head nods. Be attentive without interruption, listen to the facts. Be sure to allow the guest to finish speaking before you respond.  Do not interrupt.   
  • Empathize – After the guest is finished speaking, you have the chance to diffuse the situation by showing you understand their feelings. A good way to do this is to paraphrase what you heard the guest say. For example, “I understand you’re disappointed, your order took longer than expected.” Acknowledging their feelings prevents you from getting drawn into an argument. Don’t fight. Make it right!
  • Apologize – The next step is to apologize. Most guests tend to relax immediately once they’ve received a sincere apology. Becoming defensive, making excuses or blaming another team member for the mistake won’t help. Guests don’t really care whose fault it is, they simply want their concern resolved. The power of a sincere apology can earn their forgiveness.
  • React / Resolve – Think about what you can do to make it right. Take the discussion from negative to positive by asking the guest to identify a possible solution. You could say something like, “We want you to be completely satisfied. What can I do to fix this for you?” Or consider offering a solution you feel would be appropriate. For example, “Let me have this remade for you.” Guests don’t expect us to be perfect. They do, however, expect us to make it right.
  • Thank the Guest – Most guests are truly uncomfortable sharing a concern, which can make their behavior seem defensive or even confrontational. That’s why the last step should always be to sincerely thank the guest for bringing the concern to our attention. It shows we truly care. You could say something like, “Thank you for your patience and allowing me to make it right.”  Remind the guest that our goal is that every guest leaves happy and thank them for the giving us the chance to still make this happen.   
  • We need to take guest comments seriously but not personally.  One tip I have learned when dealing with a very difficult guest is to smile and say to yourself “I like you” if you feel yourself getting frustrated or annoyed.  The simple question of “what can I do to make it right” goes a long way.  We have seen many times in the past where a guest that had an issue can actually become a more loyal guest than others.  How do we make the guest feel when they leave?  If they leave upset or frustrated we have failed in our mission.  I always like to feel like we are one up on the guest when they leave.  I never want the guest to feel that we are even or worse that we still owe them something.  Even after fixing an issue I will often times throw in a little extra like a free desert or a certificate to use on their next visit.  If the guest can leave happy and feeling like we went above and beyond they will be back.  We need to remember that the lifetime value of the guest is worth far more than what it will cost us to make the situation right. 

Do You Bleed Blue?

  • At our monthly manager roundtable this month we talked about living our core values every day in our business.  When people are really committed to Culver’s, we have the saying that we bleed blue.  To others, they sometimes sarcastically say that we are drinking the Kool-Aid.  Wouldn’t it be great if everyone at work had the mindset of bleeding blue?  The real question is how do we get others to bleed blue?   
  • We need to live our Culver’s values every shift.  Every decision we make should come back to whether or not it aligns with our core values.  If we know what we stand for, all of our decisions should be easy to make.  When we make a decision at work we should run it through the filter of our values. 
  • In our stores we have what are called “Scoop Cards” and they represent our 5 core company values.  Each card represents a specific value.  When someone catches someone else demonstrating a core value they can hand the person a personalized scoop card.  It is a great way to reinforce our values and tie them directly back to a specific action.  Below I will recap our five main SERVE core values. 
  • Serve:
    • #1 Reason we are here is to serve each other.
    • Our goal is to create loyal, raving fans of Culver’s.
    • Create a “WOW” experience, exceed their expectations.
  • Empowerment:
    • Do the right thing, even when no one is looking.
    • It takes two people to say “no”, but only one person to say “yes” to a guest.
    • Choose a positive attitude every day.
  • Renowned Cleanliness:
    • Our company should set the standard for all Culver’s. 
    • Eating is one of the most personal things we do.
    • It is our responsibility to keep everyone safe.
  • 360 Degree View:
    • Past – Learn from each others’ mistakes.
    • Present – Be present and engaged every day!
    • Future – How will this action affect our future?
    • Remember that everyone is a leader, someone is always watching.
  • Earn
    • Respect & Dignity.
    • Feeling of teamwork, helping each other succeed.
    • Job security and advancement in our company. 
  • As we look at all of our actions and our decisions, ask ourselves if they fit into one of these above core values.  The more we can live by these values every shift, the more team members and guests we can get to “bleed blue”.   Use your pre shift meetings to review our core values and challenge team members to live out a certain one during the shift. 

Leaders Drive Culture

Interesting how much I tend to focus on culture and team building both in my blog posts as well as at Culver’s.  The entire debacle at United Airlines is proof positive that the leaders in any company are the ones that must drive the culture.  If the leaders of United drove a positive, guest focused culture these situations this past week would have never happened.  The two main situations were the doctor that got dragged out of the plane because an employee needed the seat and also the couple on their way to a wedding that moved into open seats that were just a little larger.  Then you have the CEO after seeing the online video have the audacity to say that the doctor was unruly so that is why they took him off the plane.  If this is the attitude of the CEO it is not surprising that the rest of the team follows his lead.  I guess no one reminded United lately that they are really in the people business, not the airline business.  This is why some may argue that Southwest has become the gold standard in customer relations.  Remember as leaders our team members will watch and listen to how we treat our guests and they will follow our lead.    As Jon Gordon points out in his new book “The Power of Positive Leadership”, once you know what you stand for decisions are easy to make. 

  • Another related point to remember is that we are always on stage.  In the day of social media and smart phones chances are good that someone is watching you.  Not only other team members, but other guests will also watch how you handle certain situations.  Not only situations with other guests but guests will even comment on how we interact with team members.  In a small confined area like a restaurant chances are good that someone can hear or see you at any given time.  People tend to make most decisions based on emotion which can help or hurt us as a company.  If we can build the relationship and have a positive emotion associated with our business they will become loyal, raving fans. 
  • The actions of United also shows us that merely having a great mission statement isn’t worth anything if your company doesn’t live and breathe its mission statement.  “Fly the Friendly Skies” is the United slogan.  What does this exactly mean?  The United Airlines skies don’t seem very friendly these days.  If United lived and breathed this slogan, the CEO would have come out and condemned the actions taken by the crew and made immediate change.  Remember our mission statement, every guest that chooses Culver’s leaves happy.  When making a decision in the heat of the moment we need to ask ourselves if what we are doing or saying will help us achieve this goal.  We also need to remember that my guest is anyone that isn’t me.    
  • In closing we need to remember that there are three basic things that every customer of any business wants.
    • 1.  The items / service to be defect free.  In our case complete and accurate.  In the case of an airline they want the plane and luggage to go where they paid for it to go.
    • 2.  They want this in timely manner.  If it will be late people want to know as soon as possible that it will be late.  In our case this is our speed of service.  In the case of an airline they want to arrive on time and not be delayed.
    • 3.  They want people to be nice.  In both cases this means that they want to have a pleasant interaction with the company.  People want to do business with companies that they know, like and trust. 
  • It is our responsibility as leaders of our company to make sure that we provide a culture that can achieve the three items listed above.  Remember that our goal is to create loyal, raving fans every single day!  We cannot simply talk about culture, we must act accordingly. 

10 Action Steps To Add One Extra Degree

How can we make add that one extra degree in our business? 

  • 1. Think serve, not lead.  Ask yourself, how you can help and serve others?  
    • Our goal is loyal raving fans.  Not only customers but employees as well. 
  • 2. Companies don’t succeed, people do.
    • The focus is always on retaining customers but we also need to work on retaining team members.  
    • You can’t teach a smile or teach a personality but you can hire those items.
    • As Jim Collins always talks about, we need to get the right people on the bus, then get right people in the right seat and if needed ask the wrong people to leave our bus.   
    • People go where they are invited but stay where they are appreciated.
    • 5/1 rule.  For every one time you need to coach someone you should praise that person 5 times.
  • 3. Simplify the vision for success.
    • Jump start sheet.  What are the goals for each shift?
    • The “why” can personalize the task.  Give people the “why.” 
    • Give a line of sight from vision to success.
  • 4. When you are part of a team you are stronger than being alone.
    • Be excited about being busy
    • Have a can do attitude, attitudes are contagious.
  • 5. Communication, communication, communication.
    • Share what’s happening, share what’s coming up & share how we are doing. 
    • Set specific goals & coach / praise both positives and opportunities.
  • 6. Set the stage for innovation
    • Encourage new ideas.  Ask what others think.  
    • Ask team members what one thing could we do to make this a better place to work?
  • 7. Commit to excellence
    • Focus on the details and pay attention to the little things.
    • Chase consistency.
    • Praise specifically, out loud, what was done right.
  • 8. Take full responsibility for what we do
    • Don’t use the word “they” when complaining.
    • Our company coat of arms shouldn’t point at each other.
    • A great leader takes more than their share of the blame and less than their share of the success.  
  • 9. Measure results
    • What gets measured gets results.   
    • Feedback is absolutely critical for our success. 
  • 10. Example is the most important.
    • Everyone is a leader, someone is always watching what you do or what you allow others to do.
    • We teach others how to treat ourselves. 
    • We want to help people think better about themselves.

Can 1 Degree Really Make a Difference?

Our recent monthly manager training was based off the book 212 Degrees of Leadership by Mac Anderson.  The concept is as simple yet as brilliant as it sounds.  At 211 degrees water is hot but once you get the one extra degree and get to 212 degrees, water boils.  When water boils it creates steam and steam can power large machinery.  Just 1 extra degree can make the difference. 

  • Think about how many Olympic races are won or lost in less than 1 second.  That one second isn’t even always made or lost during the race.  Most of the time that 1 second is created during the training process.  Athletes train for years and years to simply improve by 1 second.  This little bit can make the difference between an athlete and an Olympian. 
  • I know we have touched on the idea of a boat or airplane that takes off and goes just 1 degree off course.  After a few hours, the boat or plane is miles off course.  Who would think that just 1 degree can make such an impact in the long term? 
  • For a long time I had a quote on my email signature that read “there is a remarkable difference between 99% and 100% commitment.”  We touched on last week about seizing the moment; we cannot seize the moment if we are not 100% committed and all in.  If we can teach ourselves to give 100% when it doesn’t matter, we will always be able to give 100% when it does. 
  • There is also the age old riddle that asks if you would like to have $1,000,000 today or a penny that doubles every day for 30 days.  Most people say the million dollars without hesitation.  If you chose the penny that doubles every day, you would have over $5,000,000. 
  • Ask yourself what you can do to give that 1% extra.  What can you do at home or at work to simply improve by 1 degree?  One statement I start my day with is, I try to be better person today than I was yesterday.  The only person I try to compare myself with is myself yesterday.  When it comes to Culver’s, that one extra degree is the essence of what sets us apart from the competition.  The neat thing about the one extra degree is that most of the time it isn’t even very noticeable at first but long term it can make a 10X difference.   
  • Next week I will post a list of action items to help add that 1 extra degree in our business.

We do not want satisfied customers!

The term customer satisfaction is an interesting term.  Any company that strives for customer satisfaction will never become great.  All customer satisfaction does is to keep you in business.  A satisfied customer is someone that was able to get the minimum level of service they required to simply be satisfied. 

  • Our goal every day at Culver’s is to create loyal, raving fans.  This is a level way beyond a satisfied customer.  We have talked in previous posts about building a relationship with the guest.  The easiest way to move a guest from the satisfied bucket to a loyal, raving fan lies within our interaction with that guest.  Whether they had a great experience or a not so great experience, the interaction can turn the experience into a relationship.  I love it when I am out in the community and people start to tell me a story about “their” Culver’s.  They actually tell stories and you would almost think that they are part owner of the restaurant by the way the tell the story.  I am continually amazed how many people want to talk to me about Culver’s and those that will stop me just by seeing the name Culver’s on my shirt.  This is a true testament to the power of our brand and the relationships that are built day by day at every store. 
  • In a busy store we can serve over 1,000 guests per day.  What we all need to remember as we serve them is that we need to serve them all 1 at a time as if we only had 1 guest per day.  We need to pay attention to the details for each and every guest.  For us it may be the 100th burger that we are making that day but for the guest it is the one burger that they have chosen to eat.  One thing that Ruth Culver always did was to treat every guest as though they were the single most important guest that came into the restaurant that day.  It was almost like welcoming a long lost friend over and over again. 
  • There are 3 basic things that every customer wants from every business out there:
    • 1.  They want the item they purchase to be defect free.  They want it correct and accurate.
    • 2.  They want to get the item in a timely manner.  If it will not be ready in a timely manner the customer should know as soon as possible that it will arrive late.
    • 3.  They want the people that they are doing business with to be nice. 
  • When we look at the above model we are reminded that the level of the interaction can either improve or damage how well we do in the other two areas.  We should realize that the first and the last interaction are very important.  We should always make of point of making eye contact and engaging any guest within 10 feet of us.  A simple hello, how can I help you, goodbye, thank you for coming in can go a long way.  It doesn’t take a crazy, over the top act to make a connection with a guest, simply knowing and showing that we care and that we appreciate their business can produce a positive feeling. 
  • Loyal, Raving Fans!  That is where we can turn customer service into true hospitality!