Principle # 1
End on an Upswing

While it’s important to offer a pleasant experience throughout the encounter, it pays big dividends to end on a stellar note. The inverse to this principle also applies; end on a sour note and that is what will be etched in your customers’ minds. I admit to being particularly fond of this principle as it is near and dear to my heart. You see, as a coffee man, I know most meals finish with a good cup of coffee (or they ought to).

Herein lies our contribution to foodservice behavioural science—end the meal with an outstanding cup of coffee. If the rest of the dining experience was adequate, chances are you’ll have a customer for life (no hyperbole intended). Food service, even in a cafeteria or vending setting, should be considered an event or entertainment. As such, remember that any impresario will tell you to save the Grand Finale for last.

Principle # 2
Get the Bad Experiences Out of the Way Early

Sometimes unpleasantness cannot be avoided. Your shipment of “today’s lunch special” won’t arrive before 3:00 PM, or critical equipment quits just before the rush. While yelling at your supplier might feel good, it won’t change the fact that you will have some unhappy customers. Letting the customer know up front about any menu shortcomings before they have a chance to order will remove the stigma of letting the client make a wrong choice. The research shows that getting the negatives out of the way first leaves customers with a better perception of the service than if it were saved for last (like an out-of-stock dessert).

For those on the supply side of this equation, letting a foodservice customer know in advance that there will be short-shipped product not only gets the unpleasantness out of the way early, it also allows your customer to make an informed decision on what to do next.

Principle # 3
Segment the Pleasure, Combine the Pain

People’s perception of time is tied into how many breaks there are in an activity. Four segments of an activity lasting five minutes each will be perceived as taking much more time than one twenty-minute task. People perceive greater benefit when they encounter many smaller positive experiences rather than one big positive event.

Whether you are operating an OCS, vending or foodservice operation, the more opportunities you have to offer “perks” to your clientele, the better you will be perceived. Imagine the vending route driver who has the ability to hand out the occasional snack item while filling a machine; or in fine dining, bringing back the idea of sherbet between courses. Both of these scenarios would have the effect of improving your customer image.

For patrons waiting in line at a popular restaurant, the Disney approach to this uncomfortable part of the encounter could prove beneficial—entertain the patrons while they wait. There was a bar/restaurant in Montreal doing a booming business, which advertised “if you have to wait, the draft is on us.” Of course, they were judicious in meting out the beer to those patrons of large capacity, but they never failed to pack in the crowds. In effect, what normally was considered a downer (waiting for a table), now became something to look forward to.

Principle # 4
Build Commitment Through Choice

According to Professor Chase, a study found that blood donors significantly experienced less pain when given the choice of which arm to draw the blood. By being included in the decision-making process, the client feels empowered and more likely to enjoy the experience, or at least find it less painful. One fascinating application of this principle comes from a photocopy repair company experiencing a high volume of customer complaints about service delays. Instead of hiring new repair staff, the company decided to allow the customer to dictate the response time, with critical failures receiving faster service than minor repairs. Surprisingly, there were fewer scheduling problems and the company was able to reduce the number of its service reps. An added bonus was a lower turnover rate in the technicians they retained. For those who service equipment in our industry, this might prove to be a good tactic to both improve service logistics as well as customer satisfaction.

Principle # 5
Give People Rituals, and Stick to Them

Rituals that become part of your calling card can become comfort food to your customers. One OCS operator in Toronto has made it his business to deliver a carnation with every order of coffee to his customers. A nice gesture that sets him apart, it has grown into a ritualistic expectation from the client.

Rituals need not necessarily be in the forms of gifts, but could also be in your presentations, your greetings or in a myriad of other ways you appear to the outside world. They give your customers a sense of familiarity and belonging fostering healthy customer-supplier relationships. Once these rituals are abandoned, however, we run the risk of having our service or product perceived as lacking, or worse, as the cause of any failure in our performance.

It may seem far-fetched to think that not delivering a carnation to a customer could be blamed on an account’s equipment failure. But consider this rationale: “Oh, they cut out the flowers with deliveries, they must be hurting financially, so much so that they can’t maintain good equipment in the field.” In customer relations, perception is king, even if it doesn’t match the reality.

By understanding a little more about how our clients are affected through our transactions psychologically, we can begin to develop relationship strategies that will boost our customer perceptions.

Copyright Brian Martell