Personalizing the Guest Experience

One restaurant at a time, T.J. Schier is striving to replace cookie-cutter customer service with genuine hospitality. His mission is detailed in his two most recent books, "Now That’s Service That Sells" and "Now That’s Quick Service That Sells."

Dallas, Texas – In an era where cookie-cutter customer service is standard in the retail world, T.J. Schier envisions the evolution of "true hospitality" in restaurants nationwide. Guests at dining establishments need more than "greet, eat and delete" service, he believes. Instead, they deserve genuine hospitality – the kind of attention that makes patrons feel like their business is truly appreciated.
"There is a need to create a culture of hospitable customer service because, in most cases, it is not present in today’s society," said Schier, the Dallas-based customer service consultant for hotels and restaurants who is founder and CEO of Incentivize Solutions (www.incentivizesolutions.com). "Most restaurant employees can’t deliver great service because they have no idea what it looks and sounds like. They are accustomed to getting ‘processed’ service when they eat out, so they think that is what is expected of them."

With this in mind, Schier authored, "Now That’s Service That Sells: The Art of Managing the Sizzle" a sequel to Pencom International’s best-selling "Service That Sells" title released in the 1980s. Schier’s book, which was released in 2004, illustrates marketplace challenges that have happened in the restaurant industry over the last decade and what restaurateurs can do to retain existing customers and draw new guests through improved service techniques.

"In recent years, it seems that every restaurant company has implemented ‘steps of service’ that provide guidance but don’t offer personality," Schier explained. "As a result, guests feel like numbers and not guests.

"Restaurants that churn people through a cookie-cutter experience can’t expect to survive, let alone thrive. Consumers are savvier than ever before, and competition is fiercer than it ever has been," he added. "That is why restaurateurs will benefit by incorporating measures that wow their guests and make them walk out of the restaurant thinking, ‘That’s it. That’s what service is all about.’"

While writing "Now That’s Service That Sells," Schier realized that quick-service restaurant operators face a different set of customer service issues than full-service restaurateurs. This resulted in "Now That’s Quick Service That Sells: The Art of Managing the Sizzle for Quick-Service Restaurants." The title was also released this year.

Personalizing the guest experience and eliminating cookie-cutter service is a key element of Schier’s customer service strategy.

"I think that every full-service restaurant should duplicate service techniques of five-star restaurants and hotels," Schier said. Those places tailor the experience for each guest. They make their guests feel important and valued."

Schier uses the example of a restaurant chain that trains their hostesses to learn why guests are there through casual conversation. Then the hostesses write a specific code on the guest check alerting servers why the guests are there and if the guests are first-timers or regulars.

Identifying why customers are there, and whether they have been to your restaurant or not, is a critical part of customizing the experience, Schier said. For first-time diners, describe the menu and offer recommendations. When guests place their orders, praise their selection and comment why. When the food is delivered, describe it with adjectives when you present it instead of just saying, "sirloin steak" or "salmon." If guests are in a hurry, don’t embark on a long description of the menu. Speed up the service by taking the order right away rather than waiting to write the selection after you have brought a drink. And don’t guide single diners to the worst tables. If the person has nothing to read, offer a newspaper or magazine.

"It’s all part of making each customer feel like your restaurant cares," Schier said. "Building relationships with guests is a key part of getting them to return time after time."

Since a majority of employees don’t understand true customer service, training – and not education - is the key to offering tailored experiences, Schier said. is training, which many restaurant managers misunderstand to mean education, he said.

"Education often consists of lectures, which employees soon forget," Schier said. "Training involves showing your staff exactly what you want, and they learn the techniques through practice."

Schier’s philosophy for quick-service restaurants is based on what he calls a simple formula for success – SHAQ – which stands for Speed, Hospitality, Accuracy and Quality. The key, Schier believes, is having an appropriate balance among each element.

"Speed and accuracy are crucial because guests want their food fast, and they want it right, but it’s important that you don’t sacrifice quality and hospitality in the process," said Schier, who earned an MBA from the University of Texas and lives with his family in Dallas. "There are many competitors along your street that take orders, bag the food and hand it to their guests. To differentiate your restaurant from the crowd, it’s better to be very good in all four areas than be exceptional at one, good at another and poor in two areas."

Schier - who this summer released "Drive-Thru Excellence," a DVD and video designed to help quick-service restaurants improve their drive-thru service – is set to begin his next project, a book that will educate consumers on what is good customer service.

"If we let consumers know what appropriate customer service is, they will demand it," Schier said. "That will force restaurants to rapidly make positive changes, and everyone will win because guests will be happier, servers will make more money and restaurateurs will see a better bottom line.

Written by Jeff Louderback