Sky Golf
2003

As we prepare for the summer – and well deserved holiday – we will look for running a restaurant to managing a airline.
Manage as airlines? And this, losing a ton of money? The analogy may seem strange, but once you have passed the initial shock, it should be more understandable. There are two different philosophies about running the airlines these days: treatment status, where the more you travel, you are better treated, and treat everyone the same.
Look at the two and how you can apply the guest of the building and employee loyalty.
Treatment status
Fly more often – so spend more money – And you receive additional benefits. Many tangible rewards are provided: a better choice of seats, more bonus miles, special lines for check-in and security, the ability to upgrade, and so on. In addition, there are intangible benefits, such as more favorable treatment when boarding, bending the rules to keep you happy, and placing on the top of the waiting list for an earlier flight.
Who prefer this kind of treatment? The frequent traveler, of course! There is a direct relationship between the output they provide – and the money they spend – and treatment they receive. Does the system some people angry? Yes, but they are infrequent, non-producing leaflets that spend little money with the airline.
Everyone the same thing
The other school of thought is to treat everyone the same. No benefits or special favors for frequent travelers – just equal treatment.
Who prefer this treatment? Typically, the prospectus which has rarely enough time to get to the airport early and get a better seat. There is no correlation between performance (which is, spend money with the airline) and services. The reward goes to those who arrive earlier. Who is angry standing in long lines and get lousy seat? The frequent producer – which is expensive to lose.
It is true that Southwest Airlines, which is known for its service (and performance financial), treats all the same. But this analogy is not about the service on board aircraft is on approach to their interpreters. The airlines have a lot of cost problems by forcing them to lose money.
Let's see how this applies to restoration.
If you are an employee of high performance, the type of manager do you prefer? Just as the frequent traveler, you want to work for someone who treats the most powerful best. After all, you do more work.
Customers feel the same way. If you are a regular, you want to be rewarded for it – and if you get a better treatment you deserve. A lot of people out of their way to remain faithful a trademark in exchange for miles or frequent flyer points. (I've got all kinds of free golf and sections of the ski rental business automobile.) Establish a system of loyalty to customers and employees. It rewards performance.
On the other hand, if as an employee, you're a "rare performer, you want the manager who treats everybody the same. Be a guest frequent or artist in this situation nets you nothing more than to be another to treat or paycheck to distribute. This restaurant is just another place to eat or work.
Providing rewards and incentives for your best customers and frequent. Encourage employees who sell better than others, making great product with a minimum of waste on the line, or by providing a great service by phone, driving, or the delivery – it will drive your business and keep your good employee with you.
Treating regular customers in the same way create loyalty the brand and drive sales.
Does it check some employees or clients? Yes, but those who do not produce results for you.
If you manage all your customers and your employees the same, you lose the top-performing employees and guests of your competitors, because they are not appreciated for their efforts for the sector or they give you. Worst of all, these high production guests and employees can become loyal to your competitors.
Be fair! Provide the best for the best and leave the non-producers will work for your competitor. Not only is your performance and improve results the loss of these people, but maybe they will get even better when they go to work for the competitor and still do not perform.
Enjoy the holidays.
This column was published in the April 2003 issue of QSR. Subscribe today and get QSR delivered to your door twelve times per year.
T.J. Schier is service professional, consultant and speaker with over 20 years experience in operations and training. Founder and president of Incentivize Solutions and podTraining, T.J. has helped numerous clients enhance their service and training programs and spoken to tens of thousands of managers, franchisees and operators in various fields. Visit http://IncentivizeSolutions.com/ for more info motivating today’s employees, training today’s generation and delivering outstanding guest service; or http://podTraining.us/, a unique new system and the foundation of ‘i-learning’ – using the device of today’s generation, the iPod – to train your workforce.
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