managing the change in aged care from a catering mindset to a hospitality experience
TRANSCRIPT
Managing the Change from a Catering Mindset to
a Hospitality Experience
LASA Victoria Aged Care Catering and Hospitality Seminar May 2015
Mik Becker – Marketing and Sales manager
Change Factory – improving business performance by changing people’s behaviour
Three part presentation1. Creating strategic opportunity through food services2. Identifying operational opportunities to create lasting
impressions3. Engaging staff to implement change
Introduction and Outline
Creating Strategic Opportunity Through Food Services
1. Current state of aged care hospitality• Compliance driven, food safety• Efficiency, low cost, less choice – catering system• Multicultural clients and tastes• Good nutrition• High prevalence and popularity of TV food shows has increased
our awareness of food quality and variety
Change is here – Current State
1. Future state of aged care hospitality• Consumer driven aged care - choice (CDC)• Baby boomers value
the food and dining experience (they areused to dining out and eating quality food)
• They use social media to spread the word
• Your food experience ispart of your brand
Change is here – Future State
Transitioning to CDC – Consumers drive what we do
Employees
Systems & Processes
Government and Compliance Driven
Consumer Directed Care
Government
MARKET• Consumers• Government
Government Regulators
Employees
Systems & Processes
MARKET• Consumers• Government
Government Regulators
Consumer
1. Efficient meal production and delivery
2. Low cost driven – raw materials, labour, equipment
3. Large volume and less variety
4. Balanced nutrition5. Basic and practical food
presentation and environment
6. Low level customer service (get the plate to the table)
Catering Mindset
1. Wider choice of quality and cost2. Food and beverage matching3. Locally grown or organic produce (seasonal)4. High presentation on plate5. Well thought out dining environment• Interior design, lighting, flowers, candles, artwork
6. Dining experience for the senses• Not just taste and smell (music, touch of table linen or chair)• Evoke pleasant memories, traditions
7. High level customer service• Connected, engaging, anticipate needs
Hospitality Experience
What is Fair Value?
The Ritz Carlton Hotel• Fine dining experience• High cost and high quality meal• Quality food and beverage range• High quality service• Up market environment
The Cattlemen’s Restaurant (Dubbo)• Pub or RSL meal dining experience• Low cost and average quality meal• Narrow range of food and beverage• Low quality service (self serve)• Basic dining environment and
surroundings
Providing Superior Customer Service – The Fair Value Line
Perc
eptio
n of
Cos
t
Perception of Service
Superior Service
Bad Service
Fair value = OK Service
1. People perceive service and cost value2. Dining mood (greeting and welcome, seated quickly, noise
level, lighting and environment, other customers)3. Your interest in me and body language4. Tone and pace of voice5. Customer’s mood and attitude towards food influence their
dining experience6. How do I move along the fair value line?• Understand your customer• Moments of Truth Mapping
Perception of Service and Cost
1. Identify your best value client• Segment according to demographics and needs• Residential aged care offers choice of rooms – why not food?
2. Identify your strengths and advantages• Cultural, regional, price
3. Match your menu, staffing and environment to your audience
Target Audience Matching
Identifying Operational Opportunities to Create
Lasting Impressions
A Moment of Truth is any opportunity to create a lasting perception in your customer’s mind1. Enables you to identify
your customers’ perception of value
2. Identify every customer interaction relating to food services and dining• Staff greeting and seating• Table service – taking orders,
serving meals, product knowledge
• Dining environment• Meal quality and presentation• Staff uniform, presentation and customer engagement
Moments of Truth
Good and Bad Moments of Truth in Hospitality
DO1. Map a generic customer’s experience and determine the moments of truth2. Make a view of each significant target segment3. Survey customers’ actual experiences – e.g. phone, face to face, online survey
• Functional and emotional4. Customer complaints
• Only a small percentage of customers who are dissatisfied actually complain5. Use employee observations6. “Day in the life of” observations (put yourself in their shoes)
DON’T7. Use "satisfaction” surveys
• The design of most satisfaction surveys is usually poor. Asks an opinion of, but not the importance
• Satisfaction surveys tend to condition recipients to give a response
Mapping Moments of Truth – Do’s and Don’ts
Moments of Truth Map – Examples in Aged Care Food Services
Contacts with Organization
Current Situation Desired Situation
Staff Greeting for clients
Clients are not greeted Every client is greeted and seated
Serving meals Clients serve themselves from the buffet
Staff bring meals to each client at the table
Table setting Inconsistent table setting and cutlery does not match
Consistent standard for every table setting
Dining environment Looks and feels like a staff cafeteria and has no atmosphere
Well presented surroundings, furnishings and layout conducive to socialising and dining experience
Menu selection We serve a fixed menu with no options for choice
Choice of meals and periodic dining special events
1. Create a Standards of Operation2. Complete a Training Needs
Analysis3. Design and develop training4. Reconsider the current
performance management approach
5. Consider restructuring service delivery options
6. Recruit on attitude to deliver service
What to do with a Moment of Truth Map?
Engaging Staff to Implement Change
1. Communicate the vision for your hospitality experience• Do it often and provide performance data• Let them know “What’s in it for me?”
2. Manage staff performance• Twice yearly appraisals, and on the spot feedback
3. Recognise great performance immediately and publicly
Tips to Engage Hospitality staff
Reference Sidona Group 2014
1. Encourage a learning culture to improve knowledge and skills2. Encourage the
employee voice• Ask for input,
improvements, remove roadblocks
3. Empower staff to make decisions within clear boundaries
Tips to Engage Hospitality staff
Reference Sidona Group 2014
Theory of Planned Behaviour
Beliefs about the likely consequences of the
behaviour
Beliefs about the normative
expectations of others
Beliefs about the presence of factors
affecting performance of the behaviour
EXAMPLE: If I greet people as they enter the dining room, they are likely to be talkative and I can gauge their mood. My colleagues think this is a good idea as it will help us with seating customers depending on whether they want some privacy or want to be more socially involved. The welcome desk at the front of the dining room easily allows me to position myself and record who has come for dinner. This sounds like a good idea and I’ll give it a go.
1. Determine what customer segments you wish to serve
2. Assess exactly what the segments value
3. Develop practical ways that systems can be modified or developed to consistently deliver value to customers
4. Design and implement revised standards of operation
Implementing Change
1. Train and empower service staff to deliver value• 10 minute training sessions before a shift change (table
set up, menu information and communication, meal presentation)
• Engage staff members to run these training sessions2. Evaluate and modify service delivery systems against
standards of operation• Ask for customer feedback on meals and service• Let customers know when you have acted on feedback
Implementing Change
Conclusion
1. Creating strategic opportunity through food services• Review your strategy, audiences, fair value line
2. Identifying operational opportunities to create lasting impressions• Map your Moments of Truth, implement standards
3. Engaging staff to implement change• Train and empower them
Re-cap
1. You will identify how to keep your existing customers happy using food and the dining experience
2. Attract target clients through word of mouth
3. Food service staff feel valued and contribute actively to your brand
4. Your hospitality experience helps differentiate you on the fair value line
Benefits of Changing from a Catering Mindset to a Hospitality Experience
Call Mik Becker 9614 [email protected]
Visit our website http://www.changefactory.com.au
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