I'm not a restaurant consultant, but I am a restaurant junkie. And I'm here to tell you that restaurants that provide value and excellent service are still doing well, even in this economy. They're getting my business and the business of my like-minded friends--those of us who see restaurants as life's stage, and a forum for entertainment and connection.
What I don't understand is why so many restaurants don't get it. As a mediator, I know that customers soon forget what was said and what was charged. What they remember is how they felt--the emotion connected to their dining experience. A positive feeling will keep customers coming back. A negative one will ensure that they don't return.
Here are some real examples of restaurants owners who haven't learned that it's the little things that count.
1. A party of three sits down at a local Mexican restaurant. It's 3 p.m.; the restaurant is almost empty. Two of the patrons order entrees. The third says that she already ate lunch and just wants to sit with her friends while they eat. However, she would like an extra plate, so she can have a taste of the dinners. The waitress says there is a $3 sharing charge. After some fruitless discussion, the diners leave.
The $3 is not negotiable; there is no manager on duty, and the waitress doesn't have the authority to waive it. Was the diners' decision to go elsewhere about the $3? Nope. It was in reaction to the message the diners received--we don't value you or your business. These diners will not return.
2. Sunday morning breakfast at a local deli. An omelet comes with a bagel. Four diners choose bagel sticks instead. Neither the waitress nor the menu mentions an up-charge. But when the check comes, there is a $1 additional charge for each of the four bagel sticks.
The owner confirms that this is the deli's policy, even though it wasn't declared upfront. He doesn't care; the charge stands. What's the message? We don't value you or your business. These diners will not return.
3. Italian restaurants typically serve a side of pasta. But weight watchers want to avoid the carbohydrates. When the dieter is a valued customer, it's easy to switch the pasta to broccoli or some other veggie. But most Italian restaurants don't make this concession. Instead, they slap on a $2 surcharge and leave the dieter feeling ripped off.
Food costs are at an all-time high, so finances are difficult for restaurateurs right now. Luckily, it doesn't cost anything to foster a sense of customer commitment and satisfaction. This kind of customer loyalty involves knowing that while money is just a commodity, your customers will often see it as a metaphor for how much you value them. You cannot change this misperception, but you can avoid falling prey to it.
The way you charge me--and not how much you charge me--tells me how much you value me and the business I bring you.
As a mediator, I know there are at least two sides to every story. Yes, it's tough to earn a living in this economy. But we make it harder when we don't treat customers with care. It's simple: If you don't treat your customer with care, the competition will. Sometimes it's better to make a little less on a sale and buy your client's loyalty.
The argument I'm making here works for almost any business. Charge the right price to begin with, and avoid the perception that you are nickeling-and-diming your customers. Your customer will be happy to pay full fare when he or she feels valued.
Elinor Robin, Ph.D., is a mediator, mediation trainer, and conflict management consultant specializing in small business, partnership, family, and workplace disputes. You can find her on the web at www.elinorrobin.com.