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Would You Like Another? - 28 days to greater sales

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WYLA – 28 days to greater sales

Introduction

In every business, there are 3 ways to generate more revenue:

1. Sell more products to existing customers

2. Upsell & cross sell to existing customers

3. Get more customers

In this book, we will show you how to enable your teams to achieve greater revenue in all 3 of these areas in as little as 28 days.

Best of all we can help you to achieve this in the workplace, with a little planning, and a little bit of effort (approximately 30 – 45 minutes per day), without adding excessive work for managers or taking your team away from their daily job.

The benefits over time include an increased awareness of on the job performance development, an increased speed of delivery and implementation as well as the ability to transfer the WYLA method into other areas of your business.

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[_WYLA – 28 days to greater sales _]

Free bonus tools and templates

Head on over to our website at www.profitableemployee.com to our free tools, templates and resources.

Feel free to use the free templates to help you plan and deliver your own 28-day sales programme.

To access, your free WYLA templates join the mailing list at [+https://profitableemployee.com/wyla-intro-book-template-su/ +]

[*What do you get? *]

[* *]

  • Free WYLA 28-day sales challenge templates

  • Free training videos and workshops

  • Free training tools and tips on sales & service

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WYLA – 28 days to greater sales

Copyright protection 

Copyright © 2017 by Ian Johnstone

The “Would You Like Another” and WYLA programme, label and training material is owned by Profitable Employee and is protected by copy right and must not be copied or reproduced without permission from the author.

No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without written permission from the author.

For more information contact

[email protected]

www.profitableemployee.com

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[_WYLA – 28 days to greater sales _]

Disclaimer

This book is a guide and any use of this information is provided with no guarantee of results

The information provided within this book is for general informational purposes only. The author has made every effort to ensure that the accuracy of the information within this book was correct at time of publication

While we try to keep the information up-to-date and correct, there are no representations or warranties, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the information, products, services, or related graphics contained in this book for any purpose.

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WYLA – 28 days to greater sales

How this book works

This book is for Supervisors, Trainers, Team leaders and Managers to provide them with the essential knowledge, skills and resources in order to lead and manage their teams to deliver the areas that influence sales & service.

 

[_The book has been written as a simple and easy to use guide that discusses a variety of sales & service topics for the hospitality industry. _]

[_ _]

Throughout the book you will find various practical examples which will help to create context and handy tips and templates which will act as a guide as you create your own 28-day sales programme.

The information in here has been designed and refined from over 20 years in the hospitality & customer services industries

 

[_PLEASE NOTE: This is not a quick fix guide, there is no magic pill or secret to success that will help your team to generate more sales. _]

[_ _]

The success of your WYLA 28-day sales programme is dependent on proper planning, effective workplace training, followed up with effective ‘on the job activities’ and lots of feedback. Like anything new it will take time to learn and refine the knowledge and skills required.

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[_WYLA – 28 days to greater sales _]

Table of Contents

Introduction. 1

Free bonus tools and templates. 2

How this book works. 5

A guide on sales & service. 7

The myth of sales. 7

The 3 ways to increase revenue. 11

5 reasons to look after your existing customers. 15

Creating & leading a sales & service culture. 18

Why you need to balance sales & service. 21

Customer satisfaction vs loyalty. 25

The Net Promoter Score.29

How employees impact the customer experience. 30

The customer value equation. 30

The Attractors. 32

The Influencers. 35

The 2 essential employee behaviours that drive sales. 38

Behaviour 1 – Do it right first time. 39

Behaviour 2 – Always ask “Would you like another?”. 40

 

Designing your workplace sales programme. 42

Capability vs competence. 42

The 4-stage competency training model. 43

 

WYLA 12 essential steps to effective sales training. 44

FREE “Would You Like Another?” templates.47

About Me. 48

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WYLA – 28 days to greater sales

A guide on sales & service

*The myth of sales *

Sales is not a difficult or challenging thing for employees to do. But for many reasons employees either can’t or won’t sell. To help understand why let’s look at some of the common myths.

Myth 1 – Customers don’t like to be sold too.

This is wrong!

THE truth is, *customers do not like to be pressured and sold too *

[* *] 

After all, no one wants to walk out of a bar or restaurant with the feeling of being “ripped off”.

But equally customers don’t want to be under sold or underservice, because this will only lead to negative feelings like being unappreciated, under-valued or again even of being ripped off.

_Example _

_Think about your own experience when visiting a new restaurant or bar you have been wanting to go to, _

[_What if there were items on the menu you have never tried before; You ask the waiter to explain it to you or describe the flavour, yet none of the staff can explain to you what they are. _]

[_You are not sure what to order so instead you go with “the usual” at least you know what you are going to get. _]

[_ _]

When you leave how would you feel?

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[_WYLA – 28 days to greater sales _]

Did you know:

 

91% of unhappy customers will not willingly do business with you again. 

Source: Lee Resources

It costs [*6 times more *]to attract a new customer than it does to keep an old one.

Source: “Understanding Customers” by Ruby Newell-Legner

 

 

A typical business hears from [* 4% of its dissatisfied customers. *]  

Source: “Understanding Customers” by Ruby Newell-Legner

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WYLA – 28 days to greater sales

[*Myth 3 – You get what you pay for. *]

[* *]

Again, there is a certain element of truth to this, the logic suggests that if you pay a higher price for a product the chances are you are going to get higher quality.

For example, a cheap hamburger from your local takeaway shop is going to be different to a gourmet cheeseburger from your local restaurant that costs 4 X the price.

The challenge when it comes cost is how customers rate the value of their purchase. Value is not just based on how much the customer pays, but also how their expectations are met.

_Example _

Where one customer may see a hard to find import beer in a high-end nightclub value another customer may perceive it as a waste of money.

[*Myth 2 – Customers buy based on price. *]

Yes! customers are influenced by price, but their decision to buy and more importantly to return, is based on a whole range of factors from quality, quantity, convenience, prestige etc.

Each of these factors will help to determine how a customer sees your products as value.

The challenge is that everyone has a different perception of value.

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This book provides healthy insight and simple strategies to help hospitality business overcome these myths and increase their sales, by providing a more engaged, effective and efficient customer experience that encourages customers to buy and become loyal.

_Example _

If we use the scenario with the two burgers; which of these two burgers would you expect to be higher quality? The more expensive one, right?

[_ _]

[_But what happens if the expensive burger comes with a 60-minute wait before you can sit down at the table. You then get served by an unhappy waiter, your burger is slightly overcooked the side of chips are luke-warm and you have to ask the waiter where the side salad you ordered is. _]

[_ _]

Suddenly, your more expensive meal is no longer better or even good value.

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WYLA – 28 days to greater sales

The 3 ways to increase revenue

Ultimately there are 3 ways in every business that you can generate more revenue

1. Sell more product to existing customers

2. Upsell & cross sell to existing customers

3. Get more customers

The challenge is that each one is harder, and even more costly than the last

The goal of any hospitality business is to ultimately keep getting more customers who want to buy from you. However, you can’t do that without first looking after the customers you already have. So, before you can get more customers you first need to:

1. Deliver products and services that encourage customer loyalty

2. Build relationships with customers so they trust you and your recommendations

3. Get your loyal customers to promote you and your services to encourage new customers

4. Treat new customers like loyal customers

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“Customers may forget what you said but they’ll never forget how you made them feel.”

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WYLA – 28 days to greater sales

To be profitable, you must provide both a [great product *]and[ great service, *] so that it encourages customers to become loyal to you and your brand.

Very few businesses will thrive on just great products alone. Today, each business must deal with more competition and increased customer demands.

However, getting people through the door is only the first challenge. When customers buy from you they expect both a great product and great service, if you don’t, won’t or can’t deliver this then customers have no reason to return.

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Did you know:

On average, loyal customers are worth up to 10 times as much as their first purchase. 

Source: White House Office of Consumer Affairs

91% of unhappy customers will not willingly do business with you again.

Source: Lee Resources

It costs 6 times more to attract a new customer than it does to keep an old one. 

Source: “Understanding Customers” by Ruby Newell-Legner

A typical business hears from 4% of its dissatisfied customers .  

Source: “Understanding Customers” by Ruby Newell-Legner

It is estimated that as many as 45% percent of people share negative customer experiences on social media.   

Source Zendesk

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WYLA – 28 days to greater sales

5 reasons to look after your existing customers

One of the big mistakes many hospitality business’s make is focusing their attention, energy and resources on getting more customers to visit. Instead of focusing their energy on their existing customers to ensure each experience is memorable, encouraging them to want to return.

A 2% increase in customer retention has the same effect as decreasing costs by 10%.

Source: Leading on the Edge of Chaos, Emmet Murphy and Mark Murphy

The reality is simple you can’t expect customers to want to buy more from you or promote your business if you don’t provide an amazing experience when they are there.

*5 reasons why looking after your existing customers so important *

[* *]

1. It cost more to get new customers through the door (as much as 6 X)

2. Existing customers are your biggest source of advertising (both positive and negative)

3. Potential new customers are basing their decision to visit based on 3rd party feedback from friends, colleagues and rating sites like trip advisor and google.

4. Loyal customers on average spend more money (up to 10 X as much)

5. You have too much competition who are happy to look after your unhappy customers.

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But Let’s get real for a moment…………

 

There will always be a competitor who is cheaper, more conveniently located, more well-known or offering more variety.

[_ _]

[_ _]

What are you doing to encourage customers to buy from you rather than your competition?

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WYLA – 28 days to greater sales

70% of buying experiences are based on how the customer feels they are being treated.  

Source McKinsey

[_Think about your favourite restaurant, bar or café; the one place you always invite your friends to. What is it about this place that makes it feel special? _]

[_ _]

  • The price

  • _The quality of products _

  • _The location _

  • Their facilities

  • _The environment _

  • _The other customers _

  • _The service _

[_ _]

[_Which of these benefits is unique and cannot be copied by other businesses? _]

[_ _]

Which of these benefits, if changed would make the biggest influence on how you feel about your favourite place?

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Creating & leading a sales & service culture

A sales and service culture is one where each employee is focused on both the needs of the customer as well as the needs of the business.

For any team to build and deliver a sales & service culture there are 2 key resources which need to be considered.

[*1. Business Resources: *]  

These includes everything needed to run the business from day to day such as:

- Having the right quality raw products

- Having the right tools and equipment in good working order

- Having easy to use and accurate standards of service

- Employees having adequate time to do their job

- The right sized teams made up of competent employees

- Having constructive support and guidance from management

- Having regular and open communication about the business

 

If any of the business resources are missing, poor in quality or not working, it will impact the customer experience, no matter how good your staff are

1. Employee Resources: 

This includes how and what the employees does during a shift. Each employee’s behaviour and performance is a direct result of their:

 

- Ability to do their job, this includes their knowledge, skills, experience and capabilities

- Attitude and how they choose to do their job.

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WYLA – 28 days to greater sales

Even if all the business resources are working and in place, the next challenge for management is having the right number of employees with the [ability *]and *attitude to be able to provide the level of service that the business offers and what the customer expects.

This means, it is essential that to provide a quality service you need to have adequate tools and resources (business resources) and the right people (employee resources) to deliver it

If your team is under resourced or under managed the business runs the risk of delivering a poor customer experience

A customer is 4 times more likely to buy from a competitor if the problem is service related vs. price or product related.

Source: Bain & Co.

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[_Example – Underservice _]

_Due to a busy evening shift, the restaurant is not set up, preparation for breakfast has not been done, the morning team are new and inexperienced, their manager who was also on the evening shift is running late to the restaurant after a night of minimal sleep. _

[_ _]

[_A customer enters a restaurant for a quick breakfast; it is early and the restaurant is not busy, however, the customer waits to be noticed at the front door, eventually they find a staff member who sits them down at a table with no cutlery, the waiter apologises and rushes off. _]

[_ _]

[_A different waiter comes to their table “hasn’t anyone taken your drink order yet? The waiter asks. _]

[_ _]

_The customer places an order, only to be told they are out of that dish. _

[_‘What else can you recommend?’ the customer asks _]

[_ _]

[_‘I don’t know I am only new hear this is my second shift. What do you like?’ the waiter replies _]

[_ _]

[_Eventually the customer decides on a cappuccino and toast with jam. They ask, “do you have any granary bread?’ _]

[_ _]

[_I will have to check with the chef? comes the reply, and the waiter takes off to the kitchen. _]

[_ _]

_After a long wait their coffee arrives, but the coffee has spilled onto the saucer. _

[_‘Sorry about that I will get a napkin’ the waiter says and rushes off again. _]

You know how the rest of the story goes……….

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WYLA – 28 days to greater sales

Why you need to balance sales & service

[* *]

There needs to be a balance between both sales & service. Too often business fall into the trap of focusing on one while neglecting the other.

Have you ever received a bill in a restaurant/ bar or café where the bill total was more than you had planned to pay?

As you reflected on the experience:

[* *]

[* *]

If the experience was great- If the service was fast friendly and attentive, the food and drinks were well portioned and tasty. You will most likely leave with a positive attitude about the experience even though you have paid more than you wanted to; you might think to yourself

“IT WAS EXPENSIVE BUT IT WAS WORTH IT!”

 

[* *]

[*If the experience was poor – *] The service was slow, almost rushed, the server unenthusiastic, even if the food and drinks were well portioned and tasty. You leave disappointed, dissatisfied and feeling as though you have been ripped off, often you can’t quite one thing that was wrong, it was just everything was not right. As you leave you might think to yourself

“THAT WAS A WASTE OF MONEY

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*What happens if you focus on sales over service *

[* *] 

“Business that are sales focused at the expense of the customer experience will soon run out of customers. “

[_ _]

One of the traps that hospitality business fall into when it comes to sales training programmes or sales initiative’s is to encourage their teams to sell, up sell and cross sell, sometimes inadvertently at the expense of the customer experience.

[_Example 1 – _]

You tell the bartender you are looking for a digestive to follow your meal “surprise me” you say, after finishing the drink you find out that the single shot of fine cognac will cost you more than your meal

[_ _]

As a customer how would it make you feel?

[_Example 2 – _]

_A new promotion has been launched selling the latest seasonal cocktails, the staff have been briefed to upsell at every opportunity. A group of 5 diners having lunch decide on a different cocktail each and the order is sent to the bar. _

[_ _]

[_But the bar has not been set up, the ingredients are still in the kitchen and the bartender has called in sick. The waiters try their best to make the cocktails but they haven’t been trained (after-all that is the bartenders job). _]

[_ _]

As a customer how would it make you feel?

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WYLA – 28 days to greater sales

*What happens if you focus on service over sales *

[* *] 

“Venues that are customer focused at the expense of revenue and costs will quickly run out of money “

If your team is too focused on over servicing a single customer or customer group they run the risk of underservicing other guests and losing sales opportunities, or losing revenue as challenging guests demands increase.

_Example _

_A hotel manager lavishes a new VIP guests with special attention, complimentary items and overly attentive service, with the goal of encouraging them to return, _

[_ _]

[_This is done however, at the expense of the existing guests, many of whom are repeat guests; their experience is affected, they become disgruntled, angry even that someone else is getting the extra attention. _]

[_ _]

If you were a paying guest and you saw this happening what would you feel?

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[_WYLA – 28 days to greater sales _]

_Example _

_A bartender is suggesting a wine to a fussy guest who is celebrating their birthday, the guest asks for a sweet wine and the bartender makes a few suggestions. _

[_After reading the menu they decide instead on a bottle of “vintage” champagne. The bartender informs them that it is not a sweet style wine. However, the guest insists that it is what they want. _]

[_ _]

_Once it is opened they taste it and find it to dry for their tastes. _

[_ _]

[_They complain and say that the wine is off and they don’t want it, and because it is their birthday they are not going to pay for it. _]

[_ _]

_The bartender offers them another sweeter bottle of wine, which the guest accepts. _

The opened bottle of champagne can now only be sold at a discount price per glass or even worse can-not be sold as there is no way to charge for a single glass on the till.

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WYLA – 28 days to greater sales

Customer satisfaction vs loyalty

“Satisfaction does not create customer loyalty.”

Over the last decade there has been a massive push from businesses to deliver and measure on customer satisfaction. Today business use a wide range of tools from of GAP scores, Mystery shopper experiences, and on-line communities like trip advisor and google and open table etc.

Typically, customer satisfaction is a measure of how your product or service meets a customer’s expectations.

[* *]

*The customer loyalty myth *

[* *]

[*Customer satisfaction *]does not create customer loyalty.

[* *]

Why? you might be asking yourself.

Surely if a customer is satisfied with their experience they’ll be happy and more willing to return right. Well not really – a customer can walk away from your business satisfied with the service, the meal or the drinks but this is not enough to make them into a raving fan.

Today’s customers have more choice and options than ever before, so building loyalty is harder than ever.

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[_WYLA – 28 days to greater sales _]

_But this is not the case. _

The customer loyalty reality

[* *]

Customer loyalty is both an attitude and behaviour of a customer to favour, visit or buy from one brand over another. Each customer’s loyalty towards a brand will be influenced by how they value the product or services.

However, the reality is that the way a customer value’s your products and services is not as simple as you might expect.

If we use a typical customer satisfaction rating scale and ask customer to rate their experience from 1 (very dissatisfied) to 5 (very satisfied). Logic would suggest that the higher their level of satisfaction, the higher their level of loyalty to a brand would be.

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WYLA – 28 days to greater sales

1. Rating 1 – 3.5 – The “Defectors” are those customers who are “extremely dissatisfied” to “slightly dissatisfied” with the service of the company. These customers will not only leave, but they are also most likely going to tell their friends, colleagues and post reviews on the internet

2. Rating 3.5 – 4.5 – The “Indifferent” customers are generally happy with the service but will they come back? Maybe. They are happy but not loyal.

3. Rating 4.5 – 5 – The “Loyal” customers are truly satisfied with the company or the service offered resulting in true loyalty to the company. They will continually return, bring their friends and buy off you.

Studies in the late 90’s by the three Harvard professors (JL Heskett, The Service Profit Chain; The Free Press; New York 1997) identified that customers can be slotted into 3 different zones.

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In a world of high competition, and even higher customer expectations there is now an even greater need to deliver your products and services to exceed the customers’ expectations and deliver great value,

If you looked at your current customer service scores which zone are most of your customers?

The Net Promoter Score

[* *]

The Net Promoter Score (NPS) was established by Bain & Company to help companies measure and evaluate customer loyalty by how well they treat their customers. The Net Promoter Score is based on one single question:

[_“How likely is it that you’ll recommend this product to a friend or colleague? “ _]

The response options range from 0 (Very Unlikely) to 10 (Extremely likely).

Respondents are grouped as:

– Promoters (score 9-10) are loyal enthusiasts who will keep buying and referring your business to others.

– Passives (score 7-8) are satisfied but unenthusiastic customers who are influenced by your competitor’s promotions and offers.

– Detractors (score 0-6) are the unhappy customers who do not return, and can damage your brand by word-of-mouth or posting on-line.

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WYLA – 28 days to greater sales

[*What the Net Promoter score means: *]

[* *]

– Promoters account for 80 percent of referrals in most businesses.

– Detractors account for 80 percent of negative word-of-mouth.

 

– Promoters generally defect at lower rates than other customers, which means that they have longer, more profitable relationships with a company.

- On average, an industry’s NPS leader outgrew its competitors by a factor greater than two times. 

Source Net Promoter Score®. Bain & Co

_Example Net Promoter Score _

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The customer value equation

The way that customers perceive value is based on several factors from convenience, quality, price, expectations etc.

Based on years of research and experience we have identified that customer value can be measured by two equally important elements.

The attractors plus the influencers

How employees impact the customer experience

[*Q. Why is customer value so important and why is it so hard to meet consistently? *]

[* *]

Every customer sees value differently, they have different needs and expectations, and what one customer finds enjoyable or satisfactory will be different to another.

Historically value has always been calculated by benefits divided by cost but this is no longer the case, because your customer’s needs are now more sophisticated.

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WYLA – 28 days to greater sales

- The attractors are what draws customers through your doors.

- The influencers are based on the experiences that customers have while in your venue, it is these that excite and delight your customers, encouraging them to buy more, rave about you[_ and become _]loyal customers. 

[* *]

The WYLA Customer Value equation

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[*The Attractors *]

Your attractors are made up of two parts:

1. The quality of your product

2. the physical cost

[* *]

[*Attractor 1 – The quality of your product *]

The quality of your product will be reflected by your own brand and reputation and the branded products you serve.

Classic examples may include Coke vs Pepsi, Starbucks vs Nescafe or Hilton vs Radisson. Each of these has a perceived value by customers which attracts them to visit.

[*Attractor 2 – The physical cost *]

The physical cost refers to how much the customer will pay. Typically, you can attract a customer based on the businesses daily prices, specials and promotions on offer. The attractors entice customers through your front door, however, the attractors are fixed and employees have very little influence on changing them.

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WYLA – 28 days to greater sales

You can have the best brand, best product and best reputation, yet still create a mediocre customer experience.

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[_WYLA – 28 days to greater sales _]

The reality is that having the best products to sell, or the best pricing, is not a recipe for success.

The secret to customer loyalty, increased brand recognition and greater sales is………… How you make the customer feel

[_ _]

Therefore, getting customers through the front door is only a small part of the challenge, and why the influencers are so important to creating customer loyalty.

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WYLA – 28 days to greater sales

The Influencers

The influencers are based on the experiences that customers have whilst in your venue. It is these that excite and delight your customers, encouraging them to buy more, rave about you and become loyal customers. There are 3 influences:

1. The production of the goods

2. The experience the customer receives

3. The personal cost to the customer

[*Influencer 1 – Production *]

[* *]

The production refers to how things are made in your venue. This includes everything from coffee to cocktails and prepared foods.

Having a good quality raw product is fine, but it takes skill and care by the employees to get it right.

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Customers rate production on:

 

[*- Quality *]– The standard to which each product is made

[*- Consistency *]– How often they receive the same level of quality from all employees

[*- Efficiency *]– The speed at which your products are made and served

_Example _

_A group of 4 customers sit down at a bar for some afternoon drinks, they make an order for 3 cocktails, a glass of wine and a coffee. _

[_ _]

[_After a 5-minutes, the cocktails and wine are delivered, and the group is told the coffee is on its way. After another 10 minutes, the coffee finally arrives. The waiter apologises as the barista was on a short break. _]

[_ _]

The customer then must ask for sugar and a teaspoon.

[*Influencer 2 – Experience *]

[* *]

Customers rate their experience on two levels

– Sales – How employees anticipate the customer needs and promote products.

– Service – How the employees interact with the customer, before during and after the sale.

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WYLA – 28 days to greater sales

[*Influencer 3 – Personal Cost *]

[* *]

Personal cost refers to the ease and impact of the experience. Personal cost can be measured by

– Time – The time taken to get what the customer needs

– Convenience – The ease of service for the customer

The challenge with personal cost is that it involves the one thing that we can’t get back, and that’s time, Customers value time differently based on their individual needs.

_Example _

[_Have you walked out of a restaurant after spending more than you wanted to? If it was a good experience you might think to yourself – “that was expensive but worth it”. _]

[_ _]

But if the experience was poor or even ordinary your last feeling may be of being overcharged or even ripped off.

Example 1

A worker who has limited time for lunch needs quick service, while a hotel guest who is lounging by the pool is relaxing and willing to wait longer

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The 2 essential employee behaviours that drive sales 

 

_Your sales and revenue is the outcome of the quality of your service. _

[_ _]

[*The first sale is always the easiest. *]Remember each customer has come to your venue for a reason – whether it is to buy a cup of coffee, a cocktail or a plate of food. They have come with an expectation to find a quality product in a quality venue that meets their needs and expectations.

Example 2

[_Imagine if you had a poor experience in a restaurant and you felt that you needed to complain to them to give them the feedback. You tell the waiter/ server that you have a complaint and they tell you that “there is nothing you can do and that you have to tell the manager”, and ask you to wait. _]

[_ _]

[_- How would it make you feel? _]

[_ _]

[_ It takes several minutes for the manager to appear, and after repeating the complaint, they politely inform you there is nothing they can do but you can have 10% of your next visit. _]

[_ _]

[_- How would you feel now? _]

[_ _]

– How likely would you come back?

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WYLA – 28 days to greater sales

_It is what happens next that determines if they stay and buy or leave and never return. _

[_ _]

The 2 essential employee behaviours which are dependent on each other to increase sales.

[*Behaviour 1 – Do it right first time *]

The reality is that customers are only willingly buy more from you if you give them a fantastic product, awesome service and great experience the first time.

If your products (cocktails, coffee, food etc.) do not meet each customers’ expectations then you should not expect them to buy more product, or even return.

So, the first thing your employees need to do to increase sales and revenue is to do their job [*‘Right the first time’ *]

[* *]

Otherwise you may not get another chance. After all, customers have a lot of options – and you have a lot of competition.

Doing it “right first time” means having the entire team doing a [quality job, *]doing it *consistently and efficiently.

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Behaviour 2 – Always ask “Would you like another?”

Q. Why are employees unwilling to sell?

[* *]

[*A. Because your employees don’t want to sell more. *]

[* *]

There are many reasons why your employees may be reluctant to promote and sell products. Maybe they don’t want to appear pushy, perhaps they lack the confidence to sell, or don’t see the need to increase sales.

Whatever the reason, if employees don’t adopt a Sales & Service mindset, your business is going to lose sales opportunities.

Again, think about your own experience as a customer. Imagine you have just had a fantastic cup of coffee, a cocktail a great tasting snack or glass of wine: How do you feel?

- Happy

- Content

- Relaxed

- Hungry for more

How would you feel if the staff asked, “Would you like another?”

The chances are you would probably say “yes”, and if not today – you would certainly be thinking about returning another time.

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WYLA – 28 days to greater sales

But what happens if no one asks?

[* *]

How would you feel if all you wanted was another coffee, a drink or a snack and there was no one there to offer it to you?

- A little disappointed

- Not quite satisfied

- A little annoyed

 

The second behaviour that all employees need to do to generate more sales is to ask one simple question;

But there is a catch:

Employees have to do their job right the first time to encourage a customer to want to buy another one.”

[*Why does it work? *]

[* *]

Because it is not pushy, it feels more like a question rather than a sales pitch; it provides opportunities to satisfy customers’ additional needs whilst increasing sales.

Everyone wins!

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[_WYLA – 28 days to greater sales _]

Designing your workplace sales programme

[_When it comes to increasing revenue, you can sell more, up sell and/or get more customers. _]

[_ _]

To achieve this, your employees need to deliver your products and services to the highest quality, consistency and *efficiency. *

[* *]

The easiest way to enable your teams to deliver these outstanding experiences is to train and up[* *]skill them using a *workplace competency based training programme. *

Using a competency based training programme you will be able to

- Identify the current ability of employees against your own business standards

- Identify each employee’s specific learning needs to meet the standard.

- Train individuals based on their specific learning needs

- Train all employees to achieve the business standard (ability) and measure how often they achieve it (attitude)

Capability vs competence 

Often the terms competence and capability are used incorrectly. For clarification, we define:

[*- Capability *]– Refers to an employee being able to do a task, this is made up of knowledge and skills and general ability (i.e. can they do it? – yes or no)

– Competence – Refers to the level of ability to which an employee can do the task, this is made up of attitude and experience. (i.e. How well can they do it? beginner, intermediate, advanced)

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WYLA – 28 days to greater sales

[*The 4-stage competency training model *]

There are 4 stages to the competency training model is a cycle that are repeats and adapts as each employee’s ability improves. These steps include:

PLAN – Identify the goals, objectives, stakeholders and ways to measure performance

ASSESS – Identify the learning needs of the key stakeholders by comparing where they are to where they need to be.

– DO – Train, support, employees based on their learning needs

REVIEW – Review performance and give constant feedback to stakeholders about their progress.

The key to success is to provide consistent and constructive feedbak to each employee on their progress at meeting their personal training objectives against the business standards.

_Example _

[A new employee who has just been to the coffee supplier’s 1-day espresso training course is _]capable[ of making a cup of coffee (]beginner[). _]

[_ _]

The employee who has been making coffee for 10 years is more _]_competent _[_at making a coffee (advanced[_)_]

Without regular feedback, how would you know how you are doing?

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[_WYLA – 28 days to greater sales _]

The WYLA 12 essential steps to effective sales training

The following are the WYLA 12 essential steps to delivering an effective sales programme. The great thing about this model is that it can be used to deliver any workplace training programme.

Each of these steps is important and needs to be done in sequence. By missing one step you reduce the impact and effectiveness of your training which leads to poorer results for your business. Many of the steps involve activities that you will/ should already be doing, so this means you will not be adding too much additional work.

Example of the 4-stage competency training model

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WYLA – 28 days to greater sales

The WYLA model can be adapted and scaled for any size workplace training programme for one employee to training thousands.

However, like any new process it will take time and effort the initial time you put the programme into action. With experience and more practice each of these steps will become second nature.

I encourage you to read each of the steps and identify the relevant activities that will work for you and your business. The aim is not to increase your workload, instead it is about refining it and making it more streamline, so that you can achieve your goals.

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[_WYLA – 28 days to greater sales _]

[*Why run a workplace training programme for 28 days? *]

[* *]

There is no rule as to how long a training programme should run, however we recommend aiming at delivering the WYLA sales challenge over 28 days.

28 days is important as it represents a monthly cycle, which is the timeframe many businesses use to plan and forecast and report on their business promotions and activities.

[_Having a 28-day programme: _]

- Is an easy time frame[_ for employees to achieve their goals (i.e. the end of the month), as this helps to maintain focus and keep your teams engaged. Programmes that last too long run the risk of becoming demotivating as there is no end in sight, or not important enough as the deadline is so far away. _]

[– Allows employees _]time to embed learning[ into the workplace, by giving time to learn, practice and refine their knowledge and skills. _]

[– Provides _]time to get meaningful feedback[ from the customers and employees about how the programme is going as well as sales figures. _]

[– Is long enough to _]help employees to learn[, lose old habits and reinforce new more positive ones._]

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WYLA – 28 days to greater sales

FREE “Would You Like Another?” templates.

To access, your free WYLA templates head on over to our website and join the mailing list at [+https://profitableemployee.com/wyla-intro-book-template-su/ +]

[*What do you get? *]

[* *]

1. Free WYLA 28-day sales challenge templates

2. Free training videos and workshops

3. Free training tools and tips on sales & service

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[_WYLA – 28 days to greater sales _]

About Me

My name is Ian Johnstone. For the last 20 years I have been involved in the Hospitality and Customer Services industries in the United Kingdom and Australia, and more specifically, Learning and development for the past 15 years.

During this time, I have worked with business of all sizes, from small independent business, 4 and 5-star luxury hotels, through to international brands.

I am the founder of Profitable Employee, a Competency Based Training company that specialises in helping business to improve performance, increase productivity and generate more profit.

_Ian Johnstone _

www.profitableemployee.com

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WYLA – 28 days to greater sales

Increase

- Sales & Revenue

- Customer Loyalty

- Quality of production and service

- Employee efficiency

- Employee engagement

*Do you want to double or triple your sales in *

[*28 days? *]

Check out the complete WYLA guide for busy Supervisors, Managers and Trainers of busy bars, cafes and restaurants who need an effective and easy way to generate more sales.

Decrease

- Complaints

- ‘Give aways’ and free items for service issues

- Costs of production

- Wastage

www.profitableemployee.com

The benefits 

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[_WYLA – 28 days to greater sales _]


Would You Like Another? - 28 days to greater sales

An introductory guide to increasing sales in restaurants, bars and cafes. This book is for supervisor's, managers and trainers who want to build, grow and lead an effective workplace sales and service culture. In every business, there are 3 ways to generate more revenue: 1. Sell more products to existing customers 2. Upsell & cross sell to existing customers 3. Get more customers In this book, you will discover how to enable your teams to achieve greater revenue in all 3 of these areas in as little as 28 days.

  • Author: Ian Johnstone
  • Published: 2017-08-16 06:33:52
  • Words: 7060
Would You Like Another? - 28 days to greater sales Would You Like Another? - 28 days to greater sales