There is a study done by Restaurant Hospitality magazine that says 27% of restaurant diners have quit going to a particular restaurant in the past year because of “poor service”. That is over one fourth of the people eating out quit going to someone’s restaurant. Was one of them yours?

The problem is defining what poor service means to various segments of the population. Is it rude servers, long ticket times, not visiting tables often enough, forgetting condiments, slow follow up or some combination of these? It may take another survey or more customer feedback to define “poor service”.

Some research I did for the mini-ebook titled “Pardon Me, But Your Customers Want to Talk To You” may be a glimpse into what guests think bad service really is. For about a month I collected individual reviews posted on blog sites, restaurant review websites and newspaper reviews on restaurants that subsequently closed their doors. It was tedious research, but the quotes from the restaurants’ customers were so compelling, I couldn’t stop. The thought crossed my mind that if the owner had read these comments well before he closed his doors, could he have changed his destiny.

The research found that “bad service” was by far the terms most used by customers about the vast majority of the closed operations. Assuming “bad service” and “poor service” are interchangeable, then comments from those who further defined bad service will help define the term. In almost every instance waiting long periods of time for any guest service was an issue and reason given for the restaurant’s closing. In rare circumstances did the customers cite bad food as the cause.

A synopsis of those comments were;· Waiting to be greeted.· Waiting for the table to be visited by a server.· Waiting for drinks to be delivered.· Waiting for the order to be taken.· Waiting for food to be delivered.· Waiting for a return visit by the server.· Waiting for the check.

Obviously, waiting for any facet of the guest’s experience was the single most frustrating part of the dining experience. How many of these bottlenecks do you have in your restaurant? Do you know? What have you done to correct them?

Based on the comments of guests from closed operations, now might be a good time to find out the answers to the questions above.

Larry Edger, Author
The Restaurant Ebook

On a recent trip to Naples, Florida, I was again reminded that location is everything - well almost everything. It is clear that great food can’t cover up a bad location, but why doesn’t good food make it in a great location?

One of my favorite restaurants and watering holes in Naples is the Riverwalk Restaurant. The location is next to the somewhat famous Tin City and along a busy waterfront. Immediately next to the Riverwalk was another restaurant called Pier 41. The Riverwalk was always extremely busy; Pier 41 struggled for many years. They were within 20 feet of each other. Pier 41 was clean, had a reasonable menu and even had better access than Riverwalk. They never could quite be as popular.

On this trip I was pleased to see that a new restaurant with a completely re-juvenated concept had replaced Pier 41. Not only had I noticed, but it was clear from the wait at the door and full tables, the population of Naples had embraced this new concept. It was also apparent that the restaurant didn’t go through any extensive changes to the facility. Why did this new seafood concept work and the old seafood menu fail? I was determined to find out.

Before visiting the new restaurant called Pinchers, I talked with some of the long-term staff at Riverwalk to get their opinions and then ventured a few feet out of the Riverwalk and entered Pinchers. After a few minutes the differences were clear.

• The new restaurant had a more casual feel with staff in polo shirts and shorts. No more white shirts.
• The menu was pricey, but not unlike similar Naples waterfront restaurants. What the menu did have was an abundance of seafood items that neither the Riverwalk or the old concept had. They found a niche of local fresh items that tourists and locals would enjoy.
• The staff was well chosen and more outgoing. The old restaurant had a feel of competence, but lacked that enthusiasm of the new one.
• It was clear that Pinchers understood the demographics of their customer base than the old concept. Many customers went back and forth between the Riverwalk and Pinchers just during my time at the locations. The customers were portable and interchangeable!

The new restaurant had to go no further that 20 or 30 feet to figure out how to become successful. Look at the strengths a long time community favorite, the Riverwalk, capitalized on and re-invent them at Pinchers while offering menu alternatives. The old concept had a slightly more upscale approach to both atmosphere and menu. Apparently, people wanted less formality in a waterfront location. It was clear that atmosphere, menu and customer service will combine to make this new venture a success.

Location is critical, but you can’t forget the customer’s expectations - you have to meet them or exceed them in a robust competitive location.

Larry Edger, Author

The Restaurant Ebook

Did you know that food quality represents only about 40% of the motivation for returning to a restaurant according to most studies? When I hear a restaurant owner working feverishly to improve menu items to boost sales, it makes me wonder if he or she is missing the majority of the guest’s expectations.

The Restaurant Ebook points out that service may account for up to 25% of customer motivation, location can be up to 15% and ambiance, atmosphere, value and menu comprise the balance. Few restaurants really serve bad food. Those who do must execute the balance of the equation perfectly - few do that either. Is there anyone who really believes those diners under the golden arches are getting gourmet food? So why are the lines so long?

Learn a lesson from the QSR’s. Watch the customers and you can figure out why they are there. Many care about consistency, convenience and speed. Some are motivated by value. Some guests are re-assured that cleanliness and bright surroundings enhance the perceptions and willingness to return. How many of these points do you focus on when trying to meet your customer’s expectations?

If your restaurant can meet the customer’s expectations in the key elements of perception for making a decision to return, you will fill those empty seats.