This is the time of year when big decisions are being made for the following year. Your Mystery Shopping solution provider choice for the new year should be based on industry industry experience, understanding and knowledge. We invite you to contact us for a free Mystery Shopping Trial shop today.

Do a search yourself and see what we mean.

What is the difference? How do you know if you are partnering with the correct company to measure your guest experience?

We want to be that partner.

Why should your restaurant or hospitality operation partner with Inside Hospitality and GuestReady™?

Here are some reasons..

Reason #10 GuestReady™ is fully an customizable program tailored to your unique operation. A one size fits all mystery shopping program does not work.

Reason #9 GuestReady™ uses professionally trained demographically-matched evaluators.

Reason #8 GuestReady™ offers unparalleled Worldwide coverage in over 30+ Countries.

Reason #7 We’re only as good as the support we provide. We offer Incredible 24/7 Client Support and are always just a call or a click away.

Reason #6 How do you use the information? GuestReady™ provides result analysis, consulting and coaching that is included with our service. Your success is our success.

Reason #5 GuestReady™ requires no set up fee or long term contract. Simply put, if we’re not delivering the level of information your company demands- you shouldn’t be locked into using us.

Reason #4 GuestReady™ Integrates seamlessly with our other guest experience measurement solutions.

Reason #3 Immediate program set-up. Typically we can have a custom solution set up within 24-48 hours.

Reason #2 GuestReady™ provide simply the most detailed and accurate evaluations in the restaurant & hospitality industries with information that provides you with actionable information.

Reason #1 Our Guarantee. GuestReady™ offers our 100% Client Satisfaction Guarantee. We are confident you will find our services to be outstanding. If, for any reason, you are not satisfied with any visit or detailed Guest Experience Analysis, the visit will be free of charge or we will schedule another visit at no charge – your choice.

More on our mystery shopping solution GuestReady™ here.

Contact us today and see how Inside Hospitality and GuestReady™ can take your operation to the next level.

A hero is someone who has given his or her life to something bigger than oneself.

Joseph Campbell

1. No kids allowed
2. No substitutions allowed
3. Automatic gratuity for large groups required
4. No reservations accepted
5. Credit card required to hold a reservation
6. No cell phones or cameras
7. Time limits for dining
8. Enforced dress code requirements
9. No standing at the bar allowed
10. Cash only

If a restaurant has a sign / poster which listed these controversial policies found at www.zagat.com as “rules”, would sales and profits improve?   A mystery shopper might reveal the guest’s opinion about the rules.  If these rules are “deal breakers” which keep the guests from returning, does it matter?
How many times does a restaurateur have a vision to have a restaurant which does not fit the community in which it serves?  To gain control over the business, more rules are in place to overcome the community culture.
These are not the only rules a restaurateur might put in place.

Restaurants which have party rooms but offer no dessert might say: “no outside food” and leave the birthday parties cakeless.

“Restrooms are for customers” is a sign frequently seen.  To use the facility, does a guest first pay?

There is a thin line between when a staff member becomes a guest and vice versa.  Rules which try to control an environment where the staff has the opportunity to experience the restaurant they love yet minimize the risk from after-shift-hangouts.

“No laptops or computers” could easily become a new rule.  There is little doubt that a guest who pulls out their computer is one who will slow the table turn.

While not a written rule, there have been occasions when marginal restaurant managers will say: “No orders 10 minutes before closing”.  Beware the rules made up by marginal managers which soon become a spreading stink in the room which shouts:  “The guest is second”.

Policies to control guests for the benefit of all guests will always be a consideration.  Laws of the land are not optional and will be passed on as restaurant policies.  Understanding the heart and mind of the guest can become a guessing game.  Knowing what the guest feels about restaurant policies does not have to be a secret.  Mystery shopper’s services are available.

Inside Hospitality is excited to partner with 99App’s- Leading iOS – iPhone App, Android, Web and Mobile App Developer for Restaurants with over 400+ Live Apps on iTunes.

99 Apps has developed a very budget friendly, simple, and quick way to get your own branded restaurant as a downloadable App on Apple’s iTunes.

Our friends at the California Restaurant Association also recommend them- click here.

Click here to visit the 99App website.

We’re pretty excited to announce that our sister company Outside Hospitality is fixin’ to launch our first food truck concept in our own backyard- Saint Louis in June.

We would ask all of our friends and followers to show your support on twitter and facebook.

Join us on twitter by clicking here.

Check out the Falafelwich website by clicking here!

I am out of restaurant marketing ideas.”  is an impossibility to say.  Google the phrase and a never ending supply of ideas are available.  My preference is to think beyond “restaurant marketing” specifically and instead turn to guerrilla marketing.

The term was coined and defined by Jay Conrad Levinson in his book Guerrilla Marketing. The term has since entered the popular vocabulary and marketing textbooks.

The concept of guerrilla marketing was invented as an unconventional system of promotions that relies on time, energy and imagination rather than a big marketing budget.

As we consider guerrilla marketing which is about using time, energy and imagination; we will look at the many touch point opportunity a restaurant has.

The current and past guests which come and go from a restaurant continues to be forgotten before the food is served.

Where is the guest is lost?

Touch point opportunity #1

From the parking lot to the lobby, no interaction.

Touch point opportunity #2

In the lobby a question is asked upon arrival: “Two?”

Touch point opportunity #3

Off to the table at a rapid pace.

Touch point opportunity #4

The sit down.  Menus on the table to designate as a marking device where to sit.

Touch point opportunity #5

The brief moment of breath and “Coffee?” or “Something from the lounge?”

After the very brisk walk, I think oxygen could be a menu item.

Touch point opportunity #6

The next phase is the introduction to the menu.  Where people stare and turn pages.  The server arrives and “Have you decided” is asked or the question might be: “Our specials tonight are…”.

While a restaurant has begun to leave a memory of the experience already, there is nothing to remember the guest and yet plenty of time has passed.  There has been to this point at least 5 to 6 “touch points” to make an introduction and/or invitation.  When will the invitation to join or share, to introduce themselves with more than a hungry face can be made?

Touch point opportunity #7

The wait.  Once the order is made, more time passes.  The meal is being prepared and the guests may or may not be engaged in a private conversation.  The body language tells the truth about how engaged they are in the conversation.

Touch point opportunity #8

The delivery.  The meal is delivered to the table (or possibly for takeout).  There might be a confirmation of what was ordered but usually not.

Touch point opportunities #9, #10, #11.

The meal.  The race back by the server before too many bites are taken.  “How is everything?”  Ever notice how there is one spokesperson for the whole table?  If one says “fine”, the rest must be?

There is a possibility of a supervisor or floor lead stopping for a moment.  The questions are superbly thought out and show deep thought and interest:

“How is everything?”  “Is everything to your satisfaction?” “Is there more I can do for you?”

Touch point opportunity #13

The dessert offering.  “Does anyone have room for dessert this evening?”  A smart server does not wait until the last bite is taken and everyone is full.  A smart server does not have a check in hand already totaled in anticipation of a “no”.

Touch point opportunity #14

The check.  This is when a server smiles the most.  Moments away from a gratuity and the best time to make an impression.  There is confusion as to why it is acceptable to make this last moment the most energetic and happiest.

Touch point opportunity #14

The moment of leaving the table, gathering purses, coats, personal belongings has people lingering for just a moment.  It is a moment of transition.

Touch point opportunity #15

Walking to the lobby.  At times there is a check in hand and the destination is the cash register.  This hike to the cash register or to the lobby is an open invitation opportunity.

Touch point opportunity #16

In the lobby there is a decision to be made.  Use the restroom first?  There is a moment of hesitation.  There may be good-bye’s, pulling up the collar, a peak out to see the weather.  Reaching for keys before departing out the door is often on the departure list.

Touch point opportunity #17

To the car in the parking lot, there is a focus on remembering the location of the car and the next events.

The guest may have already forgotten their experience by the time the key is in the ignition.

the restaurant guest will not be remembered.  There has been no attempt to remember the guest.

The point:

What happens when the restaurant staff who has contact with the guest introduces themselves with a “Hello, my name is Janet Lastname, what’s yours?”

If over the course of an hour, three on the restuarant staff made personal introductions just as other people do when first meeting, does this change the experience

There was once a time a “guest book” was a part of restaurants. Upgrade the guest book to a Facebook guestbook by using an iPad or Tablet PC.

With a digital camera in hand, the question might be “Are you celebrating something special?”  Any reason to take a photo to create a memory of the occasion.

“Can we send it immediately to your email address?” opens the door to do more than a transaction.  It will become a memory.

To allow a guest to leave a restaurant without several introductions and a reason to share contact information is a shame.

Say: “Yes” to having a culture and system in place where every guest is in the memory of a restaurant.  There are many touch point opportunities to learn what a guest loves, when their days of celebration occur and if they would like to have a “special pass” for extra appetizers or desserts.

When the guest arrives, is it a race?  When the key goes in the ignition after dining in the restaurant, are their thoughts on the future problems or of the restaurant they just departed from?

Which of the touchpoint opportunities is best for introductions and invitations at your restaurant?

• Contact info options:
  • Name
  • Phone
  • Address
  • Twitter Handle
  • Facebook
  • Cell Phone

Birthday, anniversary, first date, first day on the job are but a few reasons to celebrate.  Asking the guest about their NEXT celebration is another reason to exchange contact info.  They can expect a special invitation for their next special day.

Without the information exchange, how can the guest ever be invited back?

Attention:  Restaurant owners, restaurant managers, restaurant assistants.

If you understand the basic human needs and feed these needs in your business, you will have better success.  There will be more sales, better costs, lower turnover.  The restaurant will be cleaner and your restaurant marketing dollar will have more impact.  Shoppers reports will score higher and others will be envious and want the inside secret.

What are the basic human needs?  There are many who claim to know the answer (Myself being one.)  Instead, we will turn to Tony Robbins to understand the basic human needs.

Tony Robbins has identified six basic human needs and believes everyone is—or can be—motivated by their desire to fulfill these needs.  (I suppose those who rely on manipulation will leverage this aspect of the human condition.)

You may want to consider these needs when thinking about developing and delivering products and services to people.   The question to ask is, “What need or needs does my product fulfill for my customer?”

You definitely want to consider these needs as they relate to your restaurant staff.  Each person on the team has needs.  To give a paycheck and consider it done leaves many ineffective leaders with a uniform in one hand and the notice: “I Quit” in the other hand.

Here is a brief review of the six basic human needs according to Tony Robbins.

1. Certainty/Comfort. We all want comfort. And much of this comfort comes from certainty. Of course there is no ABSOLUTE certainty, but we want certainty the car will start, the water will flow from the tap when we turn it on and the currency we use will hold its value.

• (comment) Those on the restaurant staff want certainty as well.  Equipment working, follow up on marginal staff, smallwares supplies, consistent schedules, management meeting their promises are but a few areas which bring certainty and comfort.

2. Variety. At the same time we want certainty, we also crave variety. Paradoxically, there needs to be enough UNcertainty to provide spice and adventure in our lives.

• (comment) After washing a million dishes, I understand the tediousness of “same old thing”.  Half the battle of a restaurant leader is to find new ways to motivate the same people to do the same things.  There is redundancy in the restaurant business for the staff but it does not have to be so.

3. Significance. Deep down, we all want to be important. We want our life to have meaning and significance. I can imagine no worse a death than to think my life didn’t matter.

• (comment) Stephen Covey put this in context very well as he talks about the need of each human being to “leave a legacy”.  The methods to have people feel important can be as simple as more freedom of choice.  Empowering the staff to make decisions in regards to the guests vs. making it mandatory for all decisions to be handled by the management is lame and ineffective.

4. Connection/Love. It would be hard to argue against the need for love. We want to feel part of a community. We want to be cared for and cared about.

• (comment) Even when business owners know this as a fact, it is apparent that they believe showing appreciation and recognition is the responsibility of someone else.

5. Growth. There could be some people who say they don’t want to grow, but I think they’re simply fearful of doing so—or perhaps NOT doing so. To become better, to improve our skills, to stretch and excel may be more evident in some than others, but it’s there.

• (comment) Again Stephen Covey talks about this need.  “Learn” is an essential need of every one of us.  Without learning the mind and spirit can die before the body.  To make a commitment that every team member will learn ONE NEW THING each day goes a long ways to ensuring their success.  Taking the time to ensure growth shows commitment and appreciation.

6. Contribution. The desire to contribute something of value—to help others, to make the world a better place than we found it is in all of us.

• (comment) This is related to #3 but stands on its own.  “Why bother” if it is simply doing a task that makes no difference to anyone.  “We make more profit” may not be enough incentive.  Making decisions which includes the P Triad of “People, Purpose, Profit” gives more meaning to the staff member who is perpetually supposed to be energetic and smiling regardless of how poorly they might feel.

Action Point – per Tony Robbins
Evaluate this list to better understand your personal motivations and examine which ones seem the most significant to you.  Then, look at what you do to fulfill the needs of others. It will likely make a difference in what and how you do what you do.  It also should make a difference in the way you describe and explain what you and your product can do.

• (comment) Break down the 6 points on a white board with 3 key staff and ask how can the leadership do a better job of filling these needs.   In the past, once the management teams begin to focus on more than hiring and handing out paychecks, once the management teams began to understand and also include ways to fill the basic human needs, the restaurants turned around.

You may or may not be a follower or fan of Tony Robbins.  You may believe he over confident or you could have his photo on your wall and think of him as a genius.

Regardless of what you do with the photo of Tony Robbins, you must agree that in order to get things done, to have a high level of execution; supporting the team with more than a paycheck is beneficial to all concerned.

What will be your biggest barrier to empowering the restaurant staff to achieve success and be willing to do their best to overcome the obstacles?

Michael Hartzell – Inbound Marketing Certified Professional, entrepreneur, writer, speaker, restaurant marketing coach.    Member of the American Marketing Association.  Read more at www.michaelhartzell.com/restaurant-marketing

Restaurant Owners Uncorked is a collection of interviews with a diverse range of independent restaurant owners. It’s packed with real world practical advice for aspiring restaurant owners, those who currently own a restaurant or those who simply want to understand and be entertained by reading the business philosophies of twenty successful restaurant entrepreneurs.

Definitely a must read for anyone who manages, operates or is thinking of starting a restaurant.

Learn more about the Restaurant Owners Uncorked book by clicking here !

Secret mystery shoppers are more powerful when combined with pre-planned announced restaurant shoppers. After completing hundreds of secret mystery shoppers, I learned a trick or two. Here are a few tips to make your mystery shopper program more effective than ever.

The goal is: Understand the reality of what a guest truly experiences and why so as to make the very best decisions to create success within the restaurant operation.

In the article last week, the timing and frequency for restaurant mystery shopping needs to change. In the age of social media and perpetual hype, a restaurant can’t afford to operate without more eyes and ears giving feedback. The time to “Inspect what you expect” needs to triple vs. 10 years ago.

If a restaurant has a secret mystery shopper conducted once a week, it doesn’t take long to determine whether goals are being met. For many companies, once a month or possibly twice is the frequency. The mystery shopper is used by many as a way to create an environment of “always be ready”. While this can be an influence, this is not nearly enough to keep the team empowered and motivated.

The downside of a secret mystery shopper is that it is only a snapshot in time and does not give much more information than the what, when and where (and who is responsible). Even with photos, audio, and reports by people who are specially selected and trained, there is push back from the managers and team: “They came at a bad time. That never happens.” “We only ran out for 15 minutes.” “I wrote that employee up.” It is unfortunate that the mystery shopping program is one that improves a manager’s ability to create plausible ‘reasons’ for failing to make a smile and satisfy a guest.

Since the objective is to do more than simply monitor and keep the restaurant team perpetually on their toes, the announced shopper is just as valuable as a “secret shopper”. Much is learned when an announced shopper is done soon after a secret shopper.

“We will be doing a shopper on Tuesday during dinner. I shouldn’t be telling you in advance but I know you would appreciate having the opportunity to shine.”

This is hopefully when the best people are put on staff, the brass is polished, the sidewalks power washed and the products inspected closely. If the communication flow is working correctly, there is a buzz around the restaurant: “We are getting shopped by someone on Tuesday night. We have to be ready!”

When the not so secret shopper arrives, they need to stick out and do something dumb to give-away the fact that they are the person / group doing a shopper. Given this new bit of information, hopefully the team Is inspired to turn it up a notch and be unbelievable in every respect.

The final report by the shopper should maintain the same objectivity and scoring as any other shopper report. There should be no special exceptions because it was announced.

At the completion of the report, how did the restaurant team do? Was the score a 100? Did the person completing the report feel WOW?

Given the fact that everyone knew in advance, why would the final result not be at 100% plus?

We know the world does not revolve around a mystery shopper program. Everyone understands this factoid. However it is not every day that the team has an opportunity to shine brightly and receive recognition for their efforts. A great restaurant leader knows the importance of grabbing every opportunity to help the team receive recognition, congratulations and acknowledgement. The announced shopper is a great time for the team to shine.

If the secret mystery shopper score is marginal and the announced shopper score is also marginal, what could be the problem? Is it skill? Or Will? Is there a system problem? Or possibly a people problem? It could be all of the above.

Having a lower score for an announced shopper is a red flag because if they can’t get it done even when the restaurant team knows, how can they expect to have outstanding execution ever? There are more issues here than meet the eye and it is time to investigate.

Comparing secret mystery shoppers and announced shoppers side by side helps to determine if the words such as “fluke”, “never happened before” and “that is a mistake” are a reality.

Once a team proves they have both the skill and will to WOW and amaze the guest beyond expectation, any marginal secret mystery shopper reports in the future are more in question. When no one is “looking”, does the “dog and pony show” stop? The announced shoppers can prove the team has the ability. The secret shopper confirms they can do it every time.

P.S.

For those companies in the process of cutting budgets, I suppose you may cut the secret shopper program but not tell anyone in the operations right away. If the mystery shopper program does not have an impact and has little or no value, why then is there such hesitation to keep the change “secret”? It obviously has value. Find something else to cut.

The mystery shopper can be a Stradivarius violin. In the right hands, the music will be amazing. In the wrong hands, it just squeals and it annoying.

It may be time to contact Inside Hospitality to make your secret mystery shopping program stop squealing and turn the results into beautiful music.

Michael Hartzell – Inbound Marketing Certified Professional, entrepreneur, writer, speaker, restaurant marketing coach. Member of the American Marketing Association. Read more at www.michaelhartzell.com/restaurant-marketing