Jeffrey Summers

Two Roads. One Choice. Which operator are you?

QFO: Why do you think there is a poor employee management structure within the hospitality industry?

by Jeffrey Summers|Performance, From The Playbook, QFO: Questions From Operators

The question assumes the problem is management technique. It is not. The problem is foundational -- a set of misunderstandings so deeply embedded in how the industry thinks about itself that the management failures are predictable outcomes, not random failures....

QFO: How Can We Overcome Poor Service Delivery?

by Jeffrey Summers|QFO: Questions From Operators, From The Playbook

How Can We Overcome Poor Service Delivery?

What Is The Employee Experience?

by Jeffrey Summers|People, From The Playbook

Every Guest Experience is produced by a person. Not a system, not a protocol, not a technology platform. A person. The cast member who greets the table, reads the Guest, makes the judgment call in the moment, and produces either...

Loyalty Programs Don’t Build Loyalty

by Jeffrey Summers|Product, From The Playbook

The word loyalty has been hijacked. In the restaurant industry it has been redefined to mean a discount that rewards a Guest for dining with you or incentivizes them to return at some future point. The result is a system...

QFO: What can a newly opened, up-scale restaurant do to set itself apart in a location that contains multiple other competing restaurants?

by Jeffrey Summers|QFO: Questions From Operators, From The Playbook

Probably nothing. Not because the market is too competitive. Not because the timing is wrong. Because differentiation is not something you create after you open. It is something you design before the first Guest walks in. If you opened without...

QFO: How would you define excellent customer service?

by Jeffrey Summers|QFO: Questions From Operators, From The Playbook

The question contains the problem. The moment an operator sits down to define what excellent Guest Experience looks like, they have already made the mistake that produces mediocre hospitality. They are defining it. From inside the building. Based on what...

Moving Beyond Robotic Service

by Jeffrey Summers|Product, From The Playbook

Service is table stakes (pun intended). Every restaurant has a service sequence. Twelve steps, fifteen steps, however many steps the training manual specifies. Greet the table. Present the menu. Take the drink order. Suggest the specials. Return with the drinks....

The Lost Opportunity Tax

by Jeffrey Summers|From The Playbook

Most operators consider the cost-benefit between two (or more) choices they want to consider. The problem lies in how they chose the options being considered and whether or not there were better alternatives.

QFO: What are the biggest challenges an independent restaurant faces in its first 5 years of business?

by Jeffrey Summers|QFO: Questions From Operators, From The Playbook

The timeline is irrelevant. But the list of challenges is the same as it’s always been...

QFO: Why do hostesses at restaurants make small talk as they seat you?

by Jeffrey Summers|QFO: Questions From Operators, From The Playbook, Performance

It is a fair question. You walk into a restaurant, the host greets you, and within fifteen seconds you are being asked about your evening plans, whether you have been in before, or what brings you in tonight. The conversation...

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