Considering the results of this study, a detailed look into the current condition of our atmosphere must be done thoroughly. What may appear clean to one may be utterly inconceivable to another. This can be determined by inviting customers to fill out satisfaction cards. The comments and feedback that comes form this type of questionnaire and response is usually a very accurate way to establish customer rapport since they can be done anonymously.
Implementing these questionnaires, and urging customers to reply, will allow a determination of the outward opinion of our establishment within several weeks. All characteristics of the restaurant can be listed within each questionnaire, including food quality and freshness, prompt service, atmosphere, convenience, and any other aspect contributing to their overall experience with our establishment.
Another interesting component in the survey done by Restaurant Hospitality Service Company that showed an influence on patron's decision to frequent specific restaurants came in the way of brand choices, such as Heinz or Coca-Cola. Consumers appeared to be very inclined to restaurants that have a selection of name brand condiments, refreshments, and other such products. This would imply a higher potential available through the offering of name brand products. Though the price of name brand products may be higher than off name products usually purchased in bulk, the possibility of increasing patrons will undoubtedly offset the ratios concerning this modification in prices.
Another method that can be utilized to increase the customer base is similar to the methods of reward that will be implemented for stabilizing the staff. Many restaurants already offer patrons a free meal as a reward for previously purchasing any different number of meals (B.I.M. 2007). This type of offer creates a predisposed notion with customers that they should return in order to get what they will eventually earn. Punch cards are often a very common way of implementing these types of programs for patrons. However, in a more tactful manner, having a hostess database that keeps record of certain patrons frequency has been a more popular method among dine-in restaurants. This tactic can increase the potentials for repeat customers.
The previous strategy for increasing repeat customers is an example of keeping the edge with competition. As many restaurant and other hospitality establishments are beginning to propose such rewards to their patrons, the demand for these programs becomes all-apparent as a necessity for keeping up with the competition. Other non-incurring cost approaches can be taken as well to maintain awareness of the competition. This can be done by simply keeping track of the competitor's advertising locations, apparent objectives within the advertising, and other means by which they extend their exposure. Maintaining record of this through the next year will help to gain an edge that could gradually assist the exposure of this establishment. Matching the prices listed within the advertising done by competitors is another simple way of staying in the game. These types of approaches will eliminate the concern of losing patrons to the competition, which allows for more focus to be directed in the avenues where higher potential can be obtained.
Rolling into the aspect of patron spending while attending our establishment, several methods can be utilized to abolish this trend. Though the rewards program discussed earlier can contribute to the elimination of lower patron spending, or at least offset it, there are other concepts that have proven to decline this type of trend. Offering items such as appetizers at significantly lower prices in combination with entrees is a way of ensuring greater purchases. This approach can be taken into every category, such as drink specials in combination with appetizer purchases, or even free desserts with the purchase of a full meal. Elaborating these approaches and tracking their results will prove to help in maintaining a higher purchase level per head.
All of these proposed implementations will provide a means for evaluating which methods yield better and more profitable results. Tracking these results will require a degree of time, but nonetheless, will help to develop the full strategies that should be implemented. Keeping these records will help to ensure the future of productivity, and in-turn, elevate the opportunity and projections for public and private trading.
Kozak, Metin. 1998. Benchmarking: destination attractiveness and small hospitality business performance. International Journal of Contemporary Hospitality Management. MCB UP, Ltd.
Tepeci, Mustafa. 1999. Increasing brand loyalty in the hospitality industry. International Journal of Contemporary Hospitality Management. MCB UP Ltd.
Anderson, Brandy. 2000. Walt Disney Inc. HCRM 201. Retrieved on the World Wide Web; May 26th, 2007: http://oak.cats.ohiou.edu/~rv117498/esp/disney.doc.
Gardinier, Emannuel. 2005. Staff Turnover....Avoid the Reactive Zone. Hotel Online. Retrieved May 27th, 2007 from the World Wide Web: http://www.hotel-online.com/News/PR2005_1st/Mar05_Turnover.html.
Restaurant Hospitality Service Company. 2007. Penton Media. Retrieved from the World Wide Web; May 28th, 2007: http://www.restaurant-hospitality.com/article/8954.
Blizzard Internet Marketing, Inc. 2007. Hospitality Gift Card Programs. Retrieved from the World Wide Web; May 29, 2007: http://newsletter.blizzardinternet.com/featured-article-gift-card-programs/2005/05/21/.