customer relationship management

Customer Relationship Management

Food Beverage Manager

Determine promotional channels

Estimate profitability

Plan product launch

Offer product & appraise performance

Product-consumer relationship

C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07

Customer Relationship Management


Customer process


Increase average spend & therefore sales revenue Invigorate slow-moving product(s). Influencing impulse purchasing in a certain fashion. Amalgamating items for sale. Attracting attention to the business in slower months. The celebration of special event(s). Adding variety & interest to bars, restaurants and so on. Establishing or enchaining awareness in potential customer’s

minds of the business & products. Stimulate purchasing by facilitating communications of

product/business features and benefits. Positive altering customers; opinions and attitudes. Informing in order to entice business. Increasing product / service profile.

Sales promotion


Identify real opportunities to promote sales. Recognise & promote customer benefits Maximise the value of sales. Appeal to the senses and the customers’

identification of self. To achieve this 1. Start to appeal to more customers.2. Charge existing customers more money. 3. Spur existing customers to spend more money. 4. Invest what is sold with culture cachet and

clearly expressed benefits.

Merchandising


Marketing approaches Sample outcomes

• Marketing Identifies demand with the ultimate aim of expanding the customer base by creating & keeping customers.

• Advertising Attracts the customer through visual merchandising, sensory merchandising & service merchandising.

• Selling Through point-of-sale & active promotion of product.

• Profitability Ensures business success & strengths & prolongs the life cycle of the business.

• Perception, experience & mood staff recognising of immediate needs through reading the guest

Recognising that no two people are the same perceive stimulus differently at differing times.

• Design Building strong emotional and psychological links between the business environment & the customer.

Merchandising approaches & sample outcomes


Marketing approaches Sample outcomes

Personality – traits, behaviours & experience making the customer distinctive & unique

Recognition of customer traits or characteristics reflected back ensuring the customer realises they are in the right environment.

Emotional value & connectivity Ensures customer are valued & have an orientation with the business’ success.

Customers satisfaction & self-actualisation need

Ensures the continuation of the process and meets the customer’s esteem needs (rising from notions of ‘wise choice’ & other positive character elements.

Merchandising approaches & sample outcomes


Aromas Audio visual displays Bulletin / blackboards / floor stands Directional signs Displays of food & drink

Trolleys (sweet, liqueurs and so on) Buffets / salad bars Self service counters – bar displays, flambé work & so on

Drinks mat & place mats Fascia boards Illuminated panels Other customers’ food & drink Posters Production area being able to be seen Tent cards Using service storage, as for instance, in wine racks, as part of the design concept.

Creative merchandising

9C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page

The nature of the demand being met The people & organisations buying the

product The frequency of their custom Their use of other business and why Their use of disposable income Their desire to express their unique Identity Their desire for greater variety tailored to

their individual needs

Staff training – to understand and support customer profile


Intrinsic ability to help people. Inner genuineness & ability to satisfy the needs

of others. Willingness to learn. Sense of urgency.

Compensation. Rewards. Recognition. Challenged & motivated through opportunity.

Optimising human resources


Achievement Recognition Work itself Responsibility Advancement Company policy & administration Supervision – technical Salary Inter-personal relations – supervision Working conditions

Staff Motivation Factors


Intrinsic outcomes Self-respect Sense of achievement Feeling of having

earned something Feeling of having done

something worthwhile Feeling of having

contributed something necessary to an enterprise

Fatigue

Extrinsic outcomes Pay Status within company Fringe benefits Pleasant working

conditions Variety Praise Promotion Move to different work Free time Social punishment Loss of pay

Possible outcomes at work


The psychological contract


Factors affecting the strength of the link between effort and performance


The relationship between the factors affecting motivation


Participation Consultation Consent Consensus

Delegation Quality of the result The ability of the

individual Your relationship Time

Developing a team


Training – systematic development of people To increase the quantity & quality of output by improving employee skills. To reduce accidents. To increase the return to the employee in personal rewards, increase pay,

recognition & other benefits which the employee wants from the job. To make the operation more profitable by reducing the amount of

equipment and material required to produce or sell in a given unit To make it possible for the supervisor to spend less time in correcting

mistakes and to spend more in planning. To minimise discharge discharges because of inadequate skills. To improve morale & achieve a more satisfactory working environment. To enable new employees to meet the job requirement & enable

experienced employees to accept transfers, adapt to new methods, increase efficiency and adjust to changing needs

To encourage willingness loyalty, interest and the desire to excel.

Staff Training


The knowledge, skills and attitudes displayed by people in their jobs.

The knowledge, skills and attitudes needed for them to achieve the results the job requires both now and in the future.

A training need is present when there is a gap between


Standards of performance required being identified.

Improved ability or staff Availability of a means of measuring ability More efficient working Clearer responsibilities (communication

channels between individuals’ are clearly understood)

Advantages of training programme


Ensure that staff are competent to carry out the duties required or them.

Ensure that legal & company requirements are met (tor example, no staff under 18 to use dangerous machinery).

Develop & tram staff as required Develop existing staff to train others. Identify training needs of staff now and in the

future. Develop the necessary skills in order to achieve

the points made on the advantages of well produced training programmes.

The role of the manager in training


Sound product knowledge

Competence in technical skill

Well-developed social skills

The ability to work as part of a team

Staff selling skills


Ability to describe food & drink on offer in a informative way & also in such a way as make the product sound interesting & worth having.

Use opportunities to promote specific items or deals when seeking orders from the customer.

Seek information from the customer in a way that promotes sales. For example, rather than asking if drinks are required with the meal ask which drinks are required with the meal.

Use opportunities for the sale of additional items such as extra garnishes, special sauces or accompanying drinks such as dessert wine with sweet course.

Provide a competent service of the items for sale and seek customers’ views on the acceptability of the food, drinks & the service.

Staff competencies


customer relationship management

Business

merchandising

manager tel

staff

customer

skills

amp

drinks

opportunities