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Presentation on how to listen to customers and adapt your restaurant to better serve them.

Presentation on how to listen to customers and adapt your restaurant to better serve them.

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  • 1. Effective Use of Marketing Data
    Chris Stiehl & Henry DeVries
    StiehlWorks & New Client Marketing Institute
    September 21, 2009
  • 2. What We’ll Cover Today
    • Why should we care about this topic?
    • 3. How do we uncover the “Voice of the Diner”?
    • 4. What can we do with the “Voice of the Diner” once we have it?
    • 5. What other “Voices” might we listen to?
    • 6. What examples of this type of work do we have?
  • Some of What You Will Learn
    Learn how to acquire the “Voice of the Diner” in their language, organized the way that they think.
    Learn how to develop metrics that predict success with your diners and prospects.
    Learn how to let your diners write your customer satisfaction surveys.
    Learn how to use all of that information to take the most impactful action.
  • 7. An Example of What We Already Know versus How We Think About Success
    Let’s think about going to the movies…
  • 8. Movie Theater Example
    If you owned a movie theater and went to Europe on vacation, what would you want to know about your business while you are gone?
  • 9. Movie Theater – Part 2
    You no longer own the theater. Now, you’re at dinner and you are trying to select between two theaters (equal price, distance and start times). How would you decide?
  • 10. The Movie Theater Example
    Why don’t the lists agree? How did we know they wouldn’t?
    How would you characterize the two lists:- Looking forward versus backward- Bottom-line oriented versus customer-focused- Predictive versus reactive- Do the items on the list tell you what to do to get better if you are in europe?
    When you look at the customer list, what types of experiences do you think lead to what was said, positive ones, or negative ones (pain)?
  • 11. What Does This Mean to You?
    Should the lists agree?
    How tough is it to think like a customer?
    How does the “Voice of the Customer” in the movie theater example relate to what you should measure to predict success with your diners and prospects?
  • 12. The model of knowing your customer so well that you anticipate their every need!
  • 13. Customer/Member -Driven Improvement Model
  • 14. How Does This Work?
  • 15. Does Customer Satisfaction Matter?
    Retention after competition
    For AT&T based upon
    Satisfaction previously
  • 16. Your Diners and Six Sigma
    The Design for Six Sigma Roadmap lists 35+ steps. Step #2 is “list all detailed customer and functional requirements of the product or service.”
    266 of the largest 500 publicly held companies in the US as of 11/1/06 were implementing Six Sigma.
    Is that “enough said?”
    How do you get the “detailed requirements?”
  • 17. Starting the Voice of the Diner Process
    Understand What You Are Trying to Accomplish:
    Write down what we already know (your mission statement, for example)
    Understand what “pains” we know in our dinership, if any
    Market to the diners’ pain; work on what is painful to them.
  • 18. Knowing What Can/Cannot Be Said
  • 19. Learning How to Listen for Pain
    • The best approach is to use one-on-ones, but many use focus groups
    • 20. Learn both “passive listening” and “active listening” techniques
  • Efficiency of One-on-Ones
  • 21. 15 in-depth interviews
    produce better information
    than 7 focus groups
  • 22. Voice of the Diner Process
    Phase 1
    Identify Issues
    Write Interview Guide
    Test Interview Guide
    Phase 2
  • 23. Collecting the “Voice” Requires Skill
    Techniques can be learned with practice, but not everyone is comfortable nor able to conduct good interviews
    Not everyone is capable of being a good respondent
    You need to learn how to write an interview guide, prepare, probe, develop needs statements, the “5 why’s”, etc.
    You must prepare and rehearse…but,
    Let’s get a feel for the process!
  • 24. Writing the Interview Guide
    Rarely will 50% of the interview guide be used in any one interview, but all of it will be used over the course of all of the interviews.
    Don’t think quantitatively about qualitative research.
    Gain familiarity with the guide so you will be comfortable skipping around – following their passions.
    Start with the idea that you are creating an encyclopedia of relevant issues.
    Arrange questions within a topic from the broadest to the narrowest.
    Group questions into a natural pattern or flow.
    Make the questions open-ended.
  • 25. 10 Questions to Ask
    What are the three most important things that you are trying to accomplish when you dine out?
    What gets in the way of accomplishing those things?
    What do you spend most of your time doing when you dine out?
    What would you like to be spending most of your time doing?
    If you could change one thing about your typical dining experience, what would it be?
    If I said dining at ______ was a good value, what would that mean?
    What is the biggest pain about going out to eat?
    What things are a big help; i.e., what things have you experienced, no matter how small, that really work well?
    Describe for me the “ideal” dining experience.
    Describe for me a recent time that your dining experience was less than ideal.
  • 26. Voice of the Diner Process
    Phase 2
    Interviews
    Audio Recording
    Transcription
    Attributes
    Hundreds of phrases
    “Winnowing”
    Phase 3
  • 27. Pros & Cons of “Passive Listening”
    Pros/Behaviors
    Cons
    You may not get as much detailed information, especially if the subject has trouble composing their thoughts
    You may get data that is subject to interpretation because it has not been explored enough
    You are required to have a “poker face” – not to respond to what the subject says in any way except, perhaps, to nod or say, “Uh huh.”
    Subtle but powerful behaviors
    Lean forward
    Engage your eyes
    Sit at an angle
    Use verbal & nonverbal cues
    Don’t fill silences; so people take longer to formulate their thoughts
    Tends to reduce introduction of biases
  • 28. Pros & Cons of “Active Listening”
    Pros/Behaviors
    Cons
    You may interrupt a speaker’s train of thought or reduce their enthusiasm for discussion
    You may interject your own interpretation of the issue through paraphrasing
    You may incorrectly mislead the respondent into thinking the topics that are paraphrased are more important than those that were not paraphrased
    If not done well, can confuse the issue of who is being interviewed
    Make speakers feel acknowledged and heard; therefore, likely to share more
    Clarifies meaning; if there was a misunderstanding, it can get cleared up
    Creates easy summaries and transitions
    Provides another tool to surface needs and pain, besides probing
    Allows time for thoughts to be organized
    Ask for stories and interact, encourage
  • 29. Learn what to listen for…
    Listen for Growth Opportunities/Pains/Changes
    Listen for Product/Service Quality (rework)
    Listen for Problem Correction (make it right)
    Listen to Foster Customer Loyalty (repeat business)
    Listen to Improve Brand Management (str. & weak.)
    Listen for Market Research (trends in real time)
    Listen for Competitive Advantage (possibilities)
    Listen for Context (identify exact likes and dislikes)
  • 30. Learn to Recognize Needs and Pains:Consider a Cup of Coffee
    “I’d like a hot cup of coffee”
    – too vague; probe what hot means
    “I’d like my coffee in a styrofoam cup” – a solution; probe why
    “I’d like my coffee to be 105 degrees”- a target value; probe why
    “Hot coffee tastes better”- an opinion; probe why
    “I want my coffee to stay hot all the way to work” - a need statement we can design to; probe for distance, time, target values.
    Listen for Needs and Pains!
  • 31. Voice of the Diner Process
    Phase 3
    Card Sort
    Focus Group
    Structure of Customer Needs
    Data Analysis
  • 32. The Hierarchy of Needs
    Written in the language of the member
    Written to describe the ideal (translate negatives into a description of the ideal)
    The hierarchy represents how the diners think, not necessarily how staff thinks
    One or more focus groups of 4 to 6 diners organize the needs in an interactive process
    They are instructed to put things together that go together and name the categories
  • 33. Hierarchy of needs derived from member card sorts. A description of the ideal conference.
  • 34. Customer/Diner -Driven Improvement Model
  • 35. What are the Key Criteria for a Good Metric?
    Must be internal and predictive of meeting a need
    Must be measurable (I can get a number)
    Must be controllable (I can make the number change by taking action)
    Targets are known (What score do I want to hit?)
    Interactions are known (What else is impacted by moving this number)
    It is repeatable (If I measure twice, I’ll get the same number)
    It is easily implementedRemember the “fresh popcorn” example? How did we measure “freshness?”
  • 36. Predictive Diner Metrics
    What metrics predict how your diners would respond to a survey question about the “responsiveness of the restaurant staff?”
    Time to be seated
    Time to take order
    Time from order taken until food is served
    Attitude when serving
    Temperature of food when served
  • 37. MeasuringTime
    We have measured how diners think about time and how restaurant staff measure time.
    How much time do you think each group thinks elapsed when exactly 60 seconds go by?Staff - 25 to 35 seconds, on average Diners - 2 to 3 minutes, on average
    Diners and Staff have a different sense of time!
  • 38. Do Your Metrics Predict Success?
    It is tough to come up with predictive metrics.
    By the time you get a survey result, the damage has been done. This has been described as driving down the road while looking in the rearview mirror.
    You should never be surprised by a survey result.
  • 39. Customer/Diner -Driven Improvement Model
  • 40. Writing Good Survey Questions
  • 41. Hierarchy of needs derived from member card sorts. A description of the ideal conference.
  • 42. Survey Questions Diners Want to Answer
    Use the categories from the hierarchy that they created.
    When you get a survey result, you know what they are talking about.
    Surveys designed this way get much higher response rates.
    The surveys are shorter and address issues than diners care about.
  • 43. Always Ask About Importance
    You want to work on issues where your score is not as high as you’d like, that are also important to your diners.
    If all you know is “satisfaction,” that is not enough. You must also know how important the issue is.
  • 44. Customer/Diner -Driven Improvement Model
  • 45. Taking Action
    What metrics predict that a prospective diner will come back to your restaurant for lunch?
    Convenience of location
    Quality of service
    Cost (hint: what cost is there besides money?)
    Having quick quality choices for lunch
    Having the right industry diners already
  • 46.
  • 47.
  • 48. Managing for Success
    Learn how to listen!
    Create predictive internal metrics!
    Ask the diners how you are doing.
    Create staff teams to resolve issues and improve the metrics.
    Follow the customer-driven model; always have the diners’ voice in the room!
  • 49. A Model of Customer/Diner-Driven Improvement
    Qualitative Research
    Pain (Voice)
    of the Customer
    Internal Measures
    Process Improvement
    Quantitative Research
    Process Metrics
    Improvement Initiatives
    External Measures
  • 50. For More Information
  • 51. Thank you for your participation!
    Chris Stiehl & Henry DeVries
    StiehlWorks & New Client Marketing Institute
    Phone: 619-516-2864 & 619-540-3031
    E-mail: chris@stiehlworks.com & henry@newclientmarketinginstitute.com
    Web site: www.painkillermarketing.com