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 8177Mik.becker@changefactory.com.au

Visit our website http://www.changefactory.com.au

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