2. What is Culture?
O How do you define it?
O A way of thinking, behaving, or working
that exists in a place or an organization.
(Merriam-Webster Definition)
3. Core Values
O Definition: the guiding principles that
dictate behavior and action. They help
people know what is right and wrong.
O Dunkin’ Core Values: Honesty, integrity,
responsibility, humility, fairness,
transparency, respectfulness. (Jon L. Luther,
previous CEO)
4. Our Core Values:
O Hospitality comes from your mentality
O Kindness goes a long way
O Teamwork makes the dream work
O Doughnut be afraid to ask for help
O People first, customers second, this has
to be our new amendment
5. Example
O Zappos: Deliver Happiness
O https://www.youtube.com/watch?v=5CcLI
PaUz3E
O Hire and fire based on core values
7. Service and Hospitality
O Is there a difference?
O If so, what is the difference?
O You should have seen the diagram
hanging in your stores.
8. Service vs. Hospitality
HospitalityService
•Fulfilling order
correctly
•What they order
•Timely
•Prepared
correctly
•Providing
receipt
•Fulfilling the
transaction
correctly
•Intangible
Feeling of
Warmth
•Sincere smiles
•Handling guests
needs with
heartfelt concern
•Vocal Tone
The
goal
“Service is delivering on your promise. Hospitality is making people
feel good while you’re delivering on that promise.” –Danny Meyer
10. Hiring
O Hospitality Packet
O Managers: Identify strengths and
weaknesses as a manager.
O The way you treat new hires tells them
more about your teams purpose, values,
and culture than anything else.
11. Values and Performance
Value
-Hospitality
(guests and each
other)
-Friendliness
-Quality hiring
-Training
-Leadership skills
Performance
-Payroll
-Food cost
-Window execution
-Product execution
-GSS scoring
-RORs and RVs
-Customer feedback
Goal
12. Performance-Values Matrix
1. Performance: How well the person drives and achieves
important results.
2. Values: How well the person embodies and exemplifies the
team’s core values and culture.
13.
14. Bring it to DD
O Be knowledgeable about everything you
sell, especially new items.
O Start training for a hospitable culture from
the moment of hire.
O Assign team members to mentor new
members.
O Treat our customers like royalty.
Editor's Notes
Todays presentation is about culture.
By culture we mean our company culture.
Culture is “not about managing processes and results- it’s about managing people’s energy”
First of all, what is culture? How would you define it? (let them answer)
The definition is, “It is a way of thinking, behaving, or working that exists in a place or an organization.”
Another way of looking at it is:
“Your smile is your logo, your personality is your business card, how you leave others feeling after having an experience with you becomes your trademark”
Before we can have the culture we want, we need to understand core values and work through our own core values.
One way to create culture is by creating core values. Core values are “the guiding principles that dictate behavior and action. They help people know what is right and wrong.”
The previous CEO of Dunkin’ stated once that our core values are honesty, integrity, responsibility, humility, fairness, transparency, and respectfulness.
We would like to step it up a little
Erin came up with the follow core values:
*read*
Does anyone have any feedback on these? How do these make you feel? Do you have anything to add to these?
What can we do specifically to live by these at work?
No bullying policy. Overall feeling customers and employees get from being in the store (should embody these core values)
An example of a company with great core values and company culture is Zappos:
How many people have heard of Zappos? Has anyone worked with their customer service department? (If yes, ask to explain how their experience was)
Zappos is known for delivering happiness and that’s what their company is all about because of their core values.
*play video*
A really important take away from Zappos is they hire and fire people based on their core values.
These are zappos core values…
*read them outloud*
Which is your favorite and why?
You’ve seen these in your stores.
Those of you who weren’t in the presentation last year, could you tell us the difference between service and hospitality?
Is there a difference?
This is the diagram that should be hanging in your stores.
*explain the difference*
Reaching the middle “goal” will apply to our store culture.
Creating excellent service while excelling in hospitality will make employees happy and customers happy.
As we all know, we have started naming leaders who exert hospitality all the time especially at work.
We want to expand what they do.
For example: Reward Employee Hospitality: Maybe hospitality leaders can handout stickers(or something) to those who were hospitable and keep a record of how many each employee got. Employee with most at the end of the month gets a reward.
Buddy system: We already do something similar during training but we want to continue it after training if you aren’t already doing that. Hospitality leaders should become the person that new hires can go to for questions and help.
How it changes the culture of the store.
What are your ideas of how we can grow this?
What has been working and what hasn’t been working?
Incorporating culture and hospitality into hiring
As many of you know we have started incorporating hospitality into hiring with the hospitality packets.
How have the hospitality packets at hiring helped? Do you see a noticeable difference?
Managers: Identify strengths and weaknesses as a manager. Hire according to these by filling in the gaps.
A very important thing to remember is that “The way you treat new hires tells them more about your teams purpose, values, and culture than anything else.”
Take advantage of that by creating a hospitable culture and once you have that, new hires will follow your lead.
Knowing the difference between value and performance is just as important as the difference between service and hospitality.
As an employee, you bring value to Dunkin’ with being hospitable, being friendly, quality hiring, training properly and having leadership skills.
Being a good performer would mean you complete payroll, food costs, window execution, product execution, GSS scoring, doing well on RORs and RVs and positive customer feedback.
Create a happy medium of both value and performance and that will create a good culture for your store.
The performance-values matrix is just to help rate yourself (and possibly future hires) on where you fit in for a good culture.
The definition of performance is how well the person drives and achieves important results.
Where the definition of values is how well the person embodies and exemplifies the team’s core values and culture.
The matrix you see here is a number scale of where you fit when it comes to culture and performance
Performance is how well you consistently achieve the results we need to be successful
And values is how well you consistently embody and embrace our team’s core values
Please score yourself privately
These are the results:
Box 1: is for those who are anywhere between 1-5 for both categories.
These employees lack performance and values and need to work on both.
Box 2: is for those who scored your performance between 1-5 and values anywhere from 6-10.
These employees embody the core values but may not perform well.
Box 3: is for those who perform tasks well (between a 6-10) however they may not embody the teams values well. (between 1-5).
Box 4: is for those who are between 6-10 in both categories
These employees perform well and embody the values well
See where you are on this matrix and we can work on getting each other to box 4!
Culture is all about performing well and embodying the values, with both you create a great culture.
Bringing it to DD:
Some ways to further the culture at your stores include:
Being knowledgeable about everything you sell especially new items.
Go above and beyond with this. For example, yes cold brew is brewed for 12-15 hours but what makes it special? Why should I drink this over regular iced coffee?
Start training for a hospitable culture from the moment of hire.
We have started to do this with the hospitality packets, however are we being hospitable to the new hires? Or treating them like they don’t fit in?
Again, assigning a team member most likely the hospitality leader to mentor new crew members will help the new hires feel more comfortable knowing they have someone to turn to.
Finally, always remember to treat our customers like royalty. Welcome them into your store like it is your home.
