Restaurant Customer Service and How to Get Repeat Customers
This is what the customer looks for, whether it’s a nice view that can cause the customer to say WOW or an unpleasant vision that will create a negative attitude. Even if your customers wait for a service, they sit or stand and have time to observe their operations. Your guest sees everything clean and dirty. Your guest may also feel like: chefs chatting in the kitchen or the director cries to an employee. Do you really want to expose your dirty whites to your customers?
In the restaurant industry, you must crush its competitors. In today’s economy, it is difficult for restaurants to get and survive. This is not a rocket science to understand how to survive and even succeed. It is important that you have some experience in the restaurant industry to understand what needs to be implemented in your restaurant. If you do not have this experience, engage people who have experience and engage in success.
Your customer feedback on your restaurant is essential to your success. After all, how do you know if your staff is doing the right things for the right reasons, unless someone looks at them? Your customers come to feel everything during their stay in your restaurant. What your customers see and feel can have a significant impact on repeat business.
The following neglected areas will have a negative impact on repeated cases:
Parking: cigarettes and cans in the parking lot. Powerful and full bunks.
Reception area: fingerprints are on the front doors. There is no one at the door to greet the customer. Employees go from the guest and do not recognize them.
Bathrooms: the bathrooms and the urinal are dirty. There are no paper towels or soaps and cans are overflowing. Changing the baby does not have toiletries and dirty napkins.
Dining room: dirty dirty and empty tables and condiments. The floor is dirty and there are places visible on carpets. The service is slow or chat servers and do not pay attention to customers. The servers do not know the menu and can not answer the questions.
Kitchen: Long check-in time. Cold food. Cooked or overcooked. The chefs speak too loud and guests can hear the defiled cooks. Food is not prepared and all menu items are not available for guests to order.
I’m not saying these things happen in your institution, but what I’m saying is that there are restaurants that may have one or more of these issues. This creates a negative result that results in a decrease in repeat activity.
Get in the shoes of the customer and see what they see and hear what I feel, the customer’s eye. Form managers to be proactive and deal with problems before they happen or fail. Eliminate all eyes before guests see them. Make sure you are the guest: start your parking check. Then, take a walk around the restaurant and fix the problems as you go. Create a list of things that require attention and delegates to your employees. Do not forget to follow to make sure that the activity you delegated has been completed successfully.
Managers must be on the ground during all peak hours. They should give directions and visits to employees to make sure the guest is completely satisfied. Managers must be up to 90% of the time and at office 10% of the time.
Here’s the good part. Want to improve your customer service? If you answered yes, the next part is relatively straightforward as long as your managers are on the same page as you and they have no problem correcting your eyes before any peak period.
There are many resources to improve your restaurant’s performance, such as restaurant forms and checklists.
Control knives from restaurant to house: Use an opening checklist to make sure your restaurant is ready before opening the restaurant for the day. Use a nearby checklist to help close the restaurant properly and set the opening quarterback. One way to keep the toilet clean is to use a checklist for the bathroom that ensures that the bathrooms are cleaned and stored during shifts. There are many different forms of refreshment that can be applied to maintain a clean, organized and organized change.