Sullivan: training for change and the future - Jim Sullivan addresses a Multi-Unit Foodservice Operators conference - Special Report: MUFSO Wrap-Up - Panel Discussion

Jim Sullivan, a leading author and restaurant training expert, spoke to the MUFSO attendees about the importance of training and communications in providing smart service and maximizing sales.

Sullivan is President of PENCOM Inc., a Denver-based training and consulting company that assists in operating five Denver-area theme restaurants and bars.

"People don't resist change; they resist being changed," Sullivan said. "Our theme at MUFSO is the power of change, and I would like to suggest successful strategies that will help us meet the challenges of change that typifies our industry today -- and most certainly will characterize our industry in the future."

Sullivan went on to say that looking into the future is serious business and that if competitors or customers get there before we do, we'll be left behind.

He then asked operators from four different states the top five challenges they will face over the next five years. They answered: labor, competition, inconsistent service, low sales and rising costs.

"The average profit on the dollar in this business is 4.7 cents," Sullivan said. "And low sales are a big concern."

Sullivan said that operators must transform their order takers into sales people, with investments and time for training being crucial to clarifying this process.

"You can increase your average check by $1 per person if you transfer your order takers into sales people," Sullivan said. "If you have a million customers a year and $1 extra is spent per person, that's $1 million gained without raising prices, spending one more penny on advertising or having to bring one more customer into your operation."

Sullivan pointed out that operators can raise prices or train servers how to sell -- without making a large investment in training, which most operators are afraid of.

"Teach your staff to know their products. Better to know it and not need it than need it and not know it," Sullivan pointed out. "Quiz staffers about products every day at the preshift meeting; let them practice with each other before the shift."

With increased product knowledge, waiters can influence customers easier with a smile, nod or suggestion. Sullivan said that in 78.3 percent of the cases, people will go right along with the waiter and agree.

Sullivan also said that employees in management positions should manage the whole room, not just the floor. "When you go into a restaurant, take two minutes to work the room, get out there and press the flesh. Go back to hospitality 101 -- the basics."

Sullivan said that operators need to get out there and touch every table; operators are spending too much time with "regulars and ignoring the unknowns. Touch every table and seek out strangers at every shift," he advised.

He also outlined ice breakers to use when one is dealing with unknown customers, such as commenting on appearance, asking about the customer's profession, talking about sports or hobbies or the weather and showing an interest in children who are accompanying their who are accompanying their parents.

"Do whatever you need to keep them excited and happy," Sullivan said. "Bring them balloons, oyster crackers or crayons and talk to them -- by first asking their name."

Sullivan said that people who are out there crunching numbers are missing an important opportunity to enhance the customer experience. "Remember high tech can never replace high touch."

In closing, Sullivan said operators should get feedback from employees on training procedures and let them go over training materials. "Let them tear your manual apart and make suggestions," he advised.

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