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Competency-Based Learning Materials

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Food and Beverage Service NC II COMPETENCY-BASED LEARNING

MATERIAL List of Competencies

Debbie Santos (professionalcakedecorating@gmail.com)

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HOW TO USE THIS COMPETENCY- BASED LEARNING MATERIALS?

Welcome!
The unit of competency, "Receive and Handle Guest Concerns", is one of the competencies
of Food and Beverage Service NC II, a course which comprises the knowledge, skills and
attitudes required for a TVET trainer to possess. The module, Receiving and Handling Guest
Concerns, contains training materials and activities related to identifying learner’s
requirements, preparing session plan, preparing basic instructional materials and organizing
learning and teaching activities for you to complete. In this module, you are required to go
through a series of learning activities in order to complete each learning outcome. In each
learning outcome are Information Sheets, Self-Checks, Task Sheets and Job Sheets. Follow
and perform the activities on your own. If you have questions, do not hesitate to ask for
assistance from your facilitator.

Remember to:

Read information sheets and complete the self-checks. Suggested references are
included to supplement the materials provided in this module.

Perform the Task Sheets and Job Sheets until you are confident that your outputs conform
to the Performance Criteria Checklist that follows the sheets.

Submit outputs of the Task Sheets and Job Sheets to your facilitator for evaluation and
recording in the Accomplishment Chart. Outputs shall serve as your portfolio during the
Institutional Competency Evaluation. When you feel confident that you have had sufficient
practice, ask your trainer to evaluate you. The results of your assessment will be recorded in
your Progress Chart and Accomplishment Chart. You must pass the Institutional
Competency Evaluation for this competency before moving to another competency. A
Certificate of Achievement will be awarded to you after passing the evaluation.

Debbie Santos (professionalcakedecorating@gmail.com)

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MODULE CONTENT

UNIT OF COMPETENCY : RECEIVE AND HANDLE GUEST CONCERNS

UNIT
CODE : TRS512392

MODULE TITLE : RECEIVING AND HANDLING GUEST

CONCERNS

MODULE DESCRIPTOR : This module deals with the knowledge and skills required in
receiving and handling guest complaints/concerns.

NOMINAL DURATION :

SUMMARY OF LEARNING OUTCOMES:

Upon completion of this module, the trainee/ student must be able to:
LO1. Listen to the complaint/concern
LO2 Apologize to the guest
LO3 Take proper action on the complaint/concern

LO4 Record complaint

ASSESSMENT CRITERIA:
1. Information about the complaint/concern is gathered and noted following
enterprise procedures.
2. Attention is given to the complainant following enterprise policy.
3. Guests’ complaint/concern is analyzed and evaluated in accordance with
enterprise policy.
4. Sincere apology is offered for the disservice.
5. Empathy is shown to the guest to show genuine concern and consideration.
6. Excuses or blaming others are avoided.
Gratitude is expressed to the guest for bringing the matter up for attention
7. Persons or department concerned are informed about the complaint.
8. Serious problems/concerns are referred to higher authority for action.
Problems are followed-up to check whether it is solved or not
9. Complaints are documented according to the enterprise standard procedures.

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10. Persons concerned are recognized and actions taken are recorded.
11. Feedback received from guests is logged and collated.

LO1. LISTEN TO THE COMPLAINT/CONCERN

ASSESSMENT CRITERIA

1. Information about the complaint/concern is gathered and noted following

enterprise procedures.
2. Attention is given to the complainant following enterprise policy.
3. Guests’ complaint/concern is analyzed and evaluated in accordance with
enterprise policy.

CONTENTS:

• Listening skills
• Summarizing information
• Handling complaints/concerns

METHODOLOGIES:

• Lecture-discussion
• Role play

ASSESSMENT METHODS:

• Simulation/practical test with oral questioning

• Oral or written test

Debbie Santos (professionalcakedecorating@gmail.com)

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Learning Experiences
Learning Outcome 1

LISTEN TO THE COMPLAINT/CONCERN

Learning Activities Special Instructions

Read Information Sheet 6.1

-1 in Make sure to read the information Listening skill and
Summarizing sheet.
Information
Answer Self
-Check 6.1
-1 Listening skill and
Summarizing Information Answer self
-check
without looking at the answer key.
Compare answer using answer key Take note of the important details

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6.11 that you forgot to answer correctly.

Read Information Sheet

-2 6.1
in Make sure to read the information Handling Complaints/Concern
sheet.

Answer Self
-Check 6.1
-2 Handling Answer self
-check without looking at
Complaints/Concern the answer key.

Compare answer using answer key Take note of the important details
6.1-2 that you forgot to answer correctly.

Information Sheet 6.1-1

LISTENING SKILLS AND SUMMARIZING INFORMATON

Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to:
1. Enumerate the different types of listening skill
2. Discuss what is listening skills and summarizing information
3. Enumerate the 10 principles of listening skills

Debbie Santos (professionalcakedecorating@gmail.com)

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Listening is the ability to accurately receive and interpret messages in the communication
process. Listening is key to all effective communication, without the ability to listen
effectively messages are easily misunderstood – communication breaks down and the sender
of the message can easily become frustrated or irritated. If there is one communication skill
you should aim to master, then listening is it. Listening is so important that many top
employers provide listening skills training for their employees. This is not surprising when
you consider that good listening skills can lead to: better customer satisfaction, greater
productivity with fewer mistakes, increased sharing of information that in turn can lead to
more creative and innovative work.
Many successful leaders and entrepreneurs credit their success to effective listening skills.
Richard Branson frequently quotes listening as one of the main factors behind the success of
Virgin.
Effective listening is a skill that underpins all positive human relationships, spend some
time thinking about and developing your listening skills – they are the building blocks of
success.

Good listening skills also have benefits in our personal lives, including:
A greater number of friends and social networks, improved self-esteem and confidence,
higher grades at school and in academic work and even better health and general well-being.
Studies have shown that, whereas speaking raises blood pressure, attentive listening can
bring it down.

Listening is Not the Same as Hearing

Hearing refers to the sounds that you hear, whereas listening requires more than that: it
requires focus. Listening means paying attention not only to the story, but how it is told, the
use of language and voice, and how the other person uses his or her body. In other words, it
means being aware of both verbal and non-verbal messages. Your ability to listen effectively
depends on the degree to which you perceive and understand these messages.

General Listening Types:

The two main types of listening - the foundations of all listening sub-types are:
• Discriminative Listening
• Comprehensive Listening

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Discriminative Listening

Discriminative listening is first developed at a very early age – perhaps even before birth, in
the womb. This is the most basic form of listening and does not involve the understanding
of the meaning of words or phrases but merely the different sounds that are produced. In
early childhood, for example, a distinction is made between the sounds of the voices of the
parents – the voice of the father sounds different to that of the mother.
Discriminative listening develops through childhood and into adulthood. As we grow older
and develop and gain more life experience, our ability to distinguish between different
sounds is improved. Not only can we recognise different voices, but we also develop the
ability to recognise subtle differences in the way that sounds are made – this is fundamental
to ultimately understanding what these sounds mean. Differences include many subtleties,
recognizing foreign languages, distinguishing between regional accents and clues to the
emotions and feelings of the speaker.
Being able to distinguish the subtleties of sound made by somebody who is happy or sad,
angry or stressed, for example, ultimately adds value to what is actually being said and, of
course, does aid comprehension. When discriminative listening skills are combined with
visual stimuli, the resulting ability to ‘listen’ to body-language enables us to begin to
understand the speaker more fully – for example recognising somebody is sad despite what
they are saying or how they are saying it.

Comprehensive Listening

Comprehensive listening involves understanding the message or messages that are being
communicated. Like discriminative listening, comprehensive listening is fundamental to all
listening sub-types.
In order to be able use comprehensive listening and therefore gain understanding the
listener first needs appropriate vocabulary and language skills. Using overly complicated
language or technical jargon, therefore, can be a barrier to comprehensive listening.
Comprehensive listening is further complicated by the fact that two different people
listening to the same thing may understand the message in two different ways. This problem
can be multiplied in a group setting, like a classroom or business meeting where numerous
different meanings can be derived from what has been said.

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Comprehensive listening is complimented by sub-messages from nonverbal communication,

such as the tone of voice, gestures and other body language. These non-verbal signals can
greatly aid communication and comprehension but can also confuse and potentially lead to
misunderstanding. In many listening situations it is vital to seek clarification and use skills
such as reflection aid comprehension.

Specific Listening Types

Discriminative and comprehensive listening are prerequisites for specific listening types.
Listening types can be defined by the goal of the listening.
The three main types most common in interpersonal relationships are:

• Informational Listening (Listening to Learn)

• Critical Listening (Listening to Evaluate and Analyse)
• Therapeutic or Empathetic Listening (Listening to Understand Feeling and Emotion) In reality you
may have more than one goal for listening at any given time – for example, you may be listening to
learn whilst also attempting to be empathetic.
Informational Listening
Whenever you listen to learn something, you are engaged in informational listening. This is
true in many day-to-day situations, in education and at work, when you listen to the news,
watch a documentary, when a friend tells you a recipe or when you are talked-through a
technical problem with a computer – there are many other examples of informational
listening too.
Although all types of listening are ‘active’ – they require concentration and a conscious effort
to understand. Informational listening is less active than many of the other types of listening.
When we’re listening to learn or be instructed we are taking in new information and facts,
we are not criticizing or analyzing. Informational listening, especially in formal settings like in
work meetings or while in education, is often accompanied by note taking – a way of
recording key information so that it can be reviewed later

Critical Listening
We can be said to be engaged in critical listening when the goal is to evaluate or scrutinize
what is being said. Critical listening is a much more active behavior than informational
listening and usually involves some sort of problem solving or decision making. Critical
listening is akin to critical reading; both involve analysis of the information being received
and alignment with what we already know or believe. Whereas informational listening may

CBLM in Date Developed:

Food and Beverage Issued by: LSSDI
Services NC II March 2022
Receiving and Handling Developed by:
(professionalcakedecorating@gmail.com)
Guest Concerns Document No.06 Page
of60 9
Manuel O. Micu III Revision No. 000 Downloaded
by Debbie
Santos
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be mostly concerned with receiving facts and/or new information - critical listening is about
analyzing opinion and making a judgement.

When the word ‘critical’ is used to describe listening, reading or thinking it does not
necessarily mean that you are claiming that the information you are listening to is somehow
faulty or flawed. Rather, critical listening means engaging in what you are listening to by
asking yourself questions such as, ‘what is the speaker trying to say?’ or ‘what is the main
argument being presented?’, ‘how does what I’m hearing differ from my beliefs, knowledge
or opinion?’. Critical listening is, therefore, fundamental to true learning.
Many day-to-day decisions that we make are based on some form of ‘critical’ analysis,
whether it be critical listening, reading or thought. Our opinions, values and beliefs are
based on our ability to process information and formulate our own feelings about the world
around us as well as weigh up the pros and cons to make an informed decision.
It is often important, when listening critically, to have an open-mind and not be biased by
stereotypes or preconceived ideas. By doing this you will become a better listener and
broaden your knowledge and perception of other people and your relationships.

Therapeutic or Empathic Listening

Empathic listening involves attempting to understand the feelings and emotions of the
speaker – to put yourself into the speaker’s shoes and share their thoughts Empathy is a way
of deeply connecting with another person and therapeutic or empathic listening can be
particularly challenging. Empathy is not the same as sympathy, it involves more than being
compassionate or feeling sorry for somebody else – it involves a deeper connection – a
realization and understanding of another person’s point of view.
Counsellors, therapists and some other professionals use therapeutic or empathic listening
to understand and ultimately help their clients. This type of listening does not involve
making judgements or offering advice but gently encouraging the speaker to explain and
elaborate on their feelings and emotions. Skills such as clarification and reflection are often
used to help avoid misunderstandings.
We are all capable of empathic listening and may practise it with friends, family and
colleagues. Showing empathy is a desirable trait in many interpersonal relationships – you
may well feel more comfortable talking about your own feelings and emotions with a
particular person. They are likely to be better at listening empathetically to you than others,
this is often based on similar perspectives, experiences, beliefs and values – a good friend,
your spouse, a parent or sibling for example.
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Other Listening Types

Although usually less important or useful in interpersonal relationships there are other types
of listening that we engage in.

Appreciative Listening
Appreciative listening is listening for enjoyment. A good example is listening to music,
especially as a way to relax.

Rapport Listening
When trying to build rapport with others we can engage in a type of listening that
encourages the other person to trust and like us. A salesman, for example, may make an
effort to listen carefully to what you are saying as a way to promote trust and potentially
make a sale. This type of listening is common in situations of negotiation

Selective Listening
This is a more negative type of listening; it implies that the listener is somehow biased to
what they are hearing. Bias can be based on preconceived ideas or emotionally difficult
communications. Selective listening is a sign of failing communication – you cannot hope to
understand if you have filtered out some of the message and may reinforce or strengthen
your bias for future communications.

We Spend a lot of Time Listening

Adults spend an average of 70% of their time engaged in some sort of communication, of this
an average of 45% is spent listening compared to 30% speaking, 16% reading and 9% writing.
(Adler, R. et al. 2001).
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Based on the research of: Adler, R., Rosenfeld, L. and Proctor, R. (2001) Interplay: the process
of interpersonal communicating (8th edn), Fort Worth, TX: Harcourt. The 10 Principles of
Listening

A good listener will listen not only to what is being said, but also to what is left unsaid or only
partially said.

Effective listening involves observing body language and noticing inconsistencies between
verbal and non-verbal messages.

1. Stop Talking

“If we were supposed to talk more than we listen, we would have two tongues and one ear.”
Mark Twain.
Don't talk, listen. When somebody else is talking listen to what they are saying, do not
interrupt, talk over them or finish their sentences for them. Stop, just listen. When the other
person has finished talking you may need to clarify to ensure you have received their
message accurately.
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Prepare Yourself to Listen

Relax.
Focus on the speaker. Put other things out of mind. The human mind is easily distracted by
other thoughts – what’s for lunch, what time do I need to leave to catch my train, is it going
to rain – try to put other thoughts out of mind and concentrate on the messages that are
being communicated.
03

Put the Speaker at Ease

Help the speaker to feel free to speak.

Remember their needs and concerns. Nod or use other gestures or words to encourage them
to continue.
Maintain eye contact but don’t stare – show you are listening and understanding what is

being said.
04
Remove Distractions

Focus on what is being said.

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Don’t doodle, shuffle papers, look out the window, pick your fingernails or similar. Avoid
unnecessary interruptions. These behaviours disrupt the listening process and send
messages to the speaker that you are bored or distracted.
05
Empathies

Try to understand the other person’s point of view.

Look at issues from their perspective. Let go of preconceived ideas. By having an open mind
we can more fully empathise with the speaker. If the speaker says something that you
disagree with then wait and construct an argument to counter what is said but keep an open
mind to the views and opinions of others.
06
Be Patient

A pause, even a long pause, does not necessarily mean that the speaker has finished.
Be patient and let the speaker continue in their own time, sometimes it takes time to
formulate what to say and how to say it. Never interrupt or finish a sentence for someone.
07
Avoid Personal Prejudice

Try to be impartial.
Don't become irritated and don't let the person’s habits or mannerisms distract you from
what the speaker is really saying. Everybody has a different way of speaking - some people
are for example more nervous or shy than others, some have regional accents or make
excessive arm movements, some people like to pace whilst talking - others like to sit still.
Focus on what is being said and try to ignore styles of delivery.
08

Listen to the Tone

Volume and tone both add to what someone is saying.
A good speaker will use both volume and tone to their advantage to keep an audience
attentive; everybody will use pitch, tone and volume of voice in certain situations – let these
help you to understand the emphasis of what is being said.
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09

Listen for Ideas – Not Just Words

You need to get the whole picture, not just isolated bits and pieces.
Maybe one of the most difficult aspects of listening is the ability to link together pieces of
information to reveal the ideas of others. With proper concentration, letting go of
distractions, and focus this becomes easier.
10. Wait and Watch for Non-Verbal Communication
Gestures, facial expressions, and eye-movements can all be important.
We don’t just listen with our ears but also with our eyes – watch and pick up the additional
information being transmitted via non-verbal communication.
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Self- Check No. 6.1-1

Enumeration: Write the best and correct answer in a clean paper.

1. Give the 2 main types of listening.

2. Give the 3 specific listening types

3. Give the 10 principles of listening

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ANSWER KEY No. 6.1-1

1. Discriminative Listening

Comprehensive Listening

2. Informational Listening (Listening to Learn)

Critical Listening (Listening to Evaluate and Analyse)

Therapeutic or Empathetic Listening (Listening to Understand

Feeling and Emotion)

3. Stop Talking

Prepare Yourself to Listen

Put the Speaker at Ease

Remove Distractions

Empathise

Be Patient
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Avoid Personal Prejudice

Listen to the Tone

Listen for Ideas – Not Just Words

Wait and Watch for Non-Verbal Communication

Information Sheet No. 6.1-2 HANDLING COMPLAINTS / CONCERN

Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to:
1. Discuss the proper handling of complaint or concern
2. Demonstrate the proper handling of complaints or concern

Handling complaints at any business is never easy, but restaurants are always presented with
a different breed of grievances. Whether the steak was overcooked, the waiter rude, the
waiting time too long or what have you, a multitude of grey areas exist that make it virtually
impossible to run a complaint-free restaurant. While you can’t completely stop complaints
from happening, you can do your best to handle them appropriately and professionally.
Easier said than done, yes, but few tweaks here and there and you’ll be customer-complaint-
handler in no time! And yes, we did just make that word up.

Here are some best practices for handling customer complaints at a restaurant:

Listen: Just like when you’re listening to your friend tell a way too long break-up story, you
need to put your listening ears on when a customer has a complaint. Even if it’s something
you have no control of—such as waiting time—it’s important to give the customer room to
gripe and assuage them as much as possible.

Body language: No matter how ridiculous this may sound, body language matters. It’s easy
for a hostess or waiter to remain distracted while a customer is complaining. It’s necessary to
sustain eye contact and smile. This shows the customer that you are staying attentive and
sympathizing with them.

Apologize: Of course, every complaint from a customer must be bookended with an apology
from whoever is dealing with the complaint. Apologize while clearly articulating that you
understand the problem and are working to fix it as soon as possible.
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Handling customer complaints isn’t an art form; there are simple basics that all owners and
managers should abide by while passing them on to other employees. Make sure your
servers, bussers and hostesses all understand the protocol for managing complaints at your
restaurant.

HOW TO HANDLE GUEST COMPLAINT?

While handling Guest Complaint in Hotel or Restaurant must remember these basic
points:

1. Listen to guest’s complaint carefully, express your enthusiasm to help. Key eye
contact.

2. Understand the matter. Never argue or interrupt when guest is still explaining. Wait
until he/she has finished.

3. Analyze the matter wisely.

4. Apologize to guest with good reason, then handle the request in priority if able, even
if the complaint is not concerning your section.

5. Take action until matter is completed.

6. Pass over the information to the HOD / GM / EAM immediately, if it is out of your
capabilities.

7. Try to make guest feel very comfortable while waiting and allow time for the guest to
cool down.

8. When you see the guest at a later time, greet him and ask if everything is fine.

9. Log in follow up book for your colleagues to be aware of the situation.

HOW TO HANDLE INTOXICATED GUEST:

1. Whisper, talk personally to persuade him out of the party. Do not talk facing the people.

2. Inform him that he is disturbing the party. Offer him your service.

3. If he does not agree, inform the host (as in the Hotel, inform the Duty Manager
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GUEST ON DIET/ALLERGY

1. Offer food item out of what the guest diet allergy is.

2. Give the guest the menu card to choose from.

3. Suggest to the guest to have: Fish from the river, if he cannot eat seafood. Beef meat, if
the guest cannot eat pork. Vegetables, if the guest cannot eat meat. Unsalted meat, if the
guest cannot eat salty food. Low calorie and less fat content/no sugar, if the guest is on a
diet.
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Self-Check 6.1-3

TRUE or FALSE.
Direction: Write T if the statement is True and F if the statement is False.

1. Listen to guest’s complaint carefully, express your enthusiasm to help. Key eye
contact.
2. Log in follow up book for your colleagues to be aware of the situation.
3. Apologize to guest with good reason, then handle the food in priority if able, even
if the complaint is not concerning your section.
4. Handling complaints at any business is easy, but restaurants are always presented
with a different grievance.
5. Never argue or interrupt when guest is still explaining.
6. Offer food item out of what the guest diet allergy is.
7. Try to make guest feel very comfortable while eating and allow time for the guest
to cool down.
8. Suggest to the guest to have: Fish from the river, if he cannot eat seafood.
9. If he does not agree, inform the host (as in the Hotel, inform the Duty Manager
10. Inform him that he is disturbing the party. Offer him your service.
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Answer Key 6.1-2

1. T 2.
T

3. F 4.
F 5.
T 6.
T
7. F

8. T
9. T
10. T
LO2.
APOLO
GIZE TO
THE
GUEST

ASSESSMENT CRITERIA:

1. Sincere apology is offered for the disservice.

2. Empathy is shown to the guest to show genuine concern and consideration.
3. Excuses or blaming others are avoided.
4. Gratitude is expressed to the guest for bringing the matter up for attention.

CONTENT:

• Customer Relations

METHODOLOGIES:

• Lecture-discussion
• Role play

ASSESSMENT METHODS:

• Simulation/practical test with oral questioning

• Oral or written test
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Learning Experiences
Learning Outcome 2
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Information Sheet 6.2-1

CUSTOMER RELATION

Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to
1. Discuss the customer relation
2. Enumerate the customer relation

The Importance of Customer Relations in Food Industry Customers are the life and blood of
the food service business. To ensure continuous patronage, their satisfaction must be
sustained. They always deserve preferential, prompt and consistent attention.
Dining staff must see to it that every customer is a satisfied customer who finds his dining
experience gratifying, pleasurable and rewarding so that he/she will come back for a repeat
patronage. No matter how good the food and the ambiance is, if the customer is traumatized
or being troubled and dissatisfied with the service and the behavior of the staff, he/she may
not come back and even mention his bad experience with friends that they will be
discouraged from patronizing the restaurant.
To maintain the goodwill of guests, there are two major aspects of service that need special
attention, namely the procedural and the personal dimension of service.
The procedural dimension provides the system needed for achieving consistency and
efficiency of service while the personal dimension brings the personal touch that makes the
guest feel highly valued, accepted and appreciated. It comes with a gracious smile, magic
expressions, Wow factor and other ways of building and maintaining the goodwill of
customers.

The 2 Dimensions of Customer Service

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PROCEDURAL DIMENSION

This dimension has nine (9) elements namely;

1. TIMELINESS - in this dimension prompt attention to customer's needs , orders,
request and inquiries must be sustained. A food outlet gives an impression of fast
and efficient service when guest is approached immediately upon entering the
outlet, with a greeting and offer of assistance. Even if the dining staff are busy, they
still approach the guest in a polite manner. There is a system designed to speed up
and facilitate food preparation and service, thus reducing waiting time; such as Mis-
en-place preparation (preparing equipment and supplies in advance), Computerized
order taking and billing, and Providing a service station that is equipped with a par
stock of equipment and supplies so that waiters need not go to the kitchen for the
needed items. This system helps to speed up the service since it will save travel time
to and from the kitchen.

2. CONVENIENCE - it refers to a system of ensuring guests' comfort and convenience

while being serve by service staff. There are certain practices that can lessen
discomfort and inconvenience during service like 'a waiting lounge in case of
overflow; assigning a receptionist to usher in guests and to assist them in getting
seated; and for counter type of service, an accessible station of water, condiments,
etc.
3. ORGANIZED AND SMOOTH FLOW OF SERVICE - an organized flow of service that will
facilitate service efficiency and improve coordination among operating units. Without
policies and procedures, service delivery will be disorganized and quality of service
suffers.
4. ANTICIPATION - a system that enables service personnel to anticipate what the
customer wants and what needs must be met. A service staff must be alert in
responding to any guest's signal for assistance and in spotting any problem or
deficiency that call for attention. Favorable response should be taken before the
customer calls the attention of the staff. Hence, the customer complaints can be
avoided. It must be prepared for contingent action to eliminate or minimize
undesirable consequences.
5. COMMUNICATION - it refers to systems that pave the way for a systematic flow of 1)
internal communications and 2) external communications with customers or
patrons. A daily briefing which include daily reminders, special serving instructions,
disseminating information regarding new products, out of stock items, expected VIP
arrivals and special arrangements is one of a tool to improve internal communication
and coordination. External communications with external customers must be
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designed such that all important information that must be relayed to them are
disseminated in advance to avoid confusion and misunderstanding.
6. FEEDBACK MECHANISM - a mechanism for gathering feedback regarding guests'
comments, suggestions, complaints and concerns. These feedbacks must be
documented in a logbook and summarized. They should be also being communicated
to all concerned officers and staff and to be discussed during meetings and briefing
so that the staff will be alerted of operational deficiencies and that remedial
measures can be taken.
7. PROBLEM SOLVING MECHANISM - a mechanism for resolving operational problems,
including the creation of problem solving terms. There must a creating a problem
solving team (which usually consist of section heads) for the purpose of exploring and
implementing solutions to operational problems.
8. MONITORING OF SERVICE - consistent monitoring of production and delivery of
service against standards and performance targets. Monitoring may be done by spot
checks especially during busy hours like meal periods, documenting in a logbook all
critical incidents, customer complaints, comments and concerns, preparing and
reviewing reports and other documents like sales attainment report, consumption
report, productivity report, budget variance and inventory.
9. PROFESSIONALISM - procedures must be designed to conform to professional
standards, consonant to what is considered acceptable to the industry and
responsive

to customer's expectations. A professional service can be achieved by enforcing

standards of grooming and hygiene; establishing and enforcing code of professional
ethics for dining staff with corresponding sanctions of non-compliance; strictly
implementing service standards; and training service personnel on the application of
service procedures and standards.

PERSONAL DIMENSION

To add a personal touch in the service, the dining personnel should behave and deal with
customers in a courteous and polite manner. The following qualities must be cultivated to
project warm and gracious service.

Prompt and personalized response to guests' needs and requests even going out of one's
way to render service beyond the call of duty; Escorting guests towards their table, getting
them seated, pouring drinks for them in their tables are among the personalized gestures
that make guests feel important and special.
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Maintaining a positive disposition and avoiding any display of irritation, no matter how
irritating the customer is nor how problematic the situation is. A dining staff must respect for
guests' privacy. Avoiding any statement that could hurt customers' ego and feelings.

Staff must be open minded and have immediate attention to customers They should be
approached immediately once they are seated; their request must be promptly attended to
by service staff.

1. Personalized Service
• Prompt and personalized response to guest request, even going out of one’s
way to render service beyond the call of duty
• Escorting guest towards their table, getting them seated, pouring drinks for
them, serving them in their tables
• Other personalized gestures that make guests feel important
2. Enthusiasm
• Willingness and eagerness in attending to customers as projected in a
pleasant facial expression and a smiling body language
• Maintaining a positive disposition and avoiding any display of irritation, no
matter how irritating the customer is nor how problematic the situation is.
3. Respect
• Avoiding any statement that could hurt customer’s ego and feelings, being
tactful and diplomatic in handling objections, complaints, and problematic
guest

• Respect for guest privacy, no eavesdropping nor indulging in guest

conversation.
4. Smiling Body Language
• Demonstrating a pleasant disposition through smile, eye contact and body
movements that are expressive of warmth and friendly service.
• Refraining from unpleasant non verbal’s like frowning ace, show of irritation,
sneering look etc.

5. Open Minded-ness
• Receptivity and openness to customer comments and feedback no matter
how negative the comments are;
• Words of appreciation, rather imitation expressed for comments received
especially if they are sincerely meant to call one’s attention on service
deficiencies.
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“Thank you for calling our attention about this matter”

6. Need Satisfaction
• Responding to customer’s need for attention and recognition through:
• Words of appreciation. “Thank you for dinning with us.
• Words of affirmation “You really deserve the best service from us”
• Acknowledgement. “I have taken note of your comments sir”
• Empathy – “I understand how you feel
• Alertness in responding to signals for assistance
• Knowing in advance what is needed and having it prepared beforehand
• Satisfying customers need for information by relaying important information
like out of stock, service policies, extra charges, etc.
7. Attentiveness
• Immediate and prompt attention to customers. Customer’s expect to be
approached immediately once they are seated. They also want their request
to be promptly attended to by service staff.
• Undivided attention, focusing on the guest concern and setting aside other
matters while attending to the guest;
• Consistent attention- The service personnel must always be on stand-by for
additional orders, request, etc.

Self-check 6.2-1

Enumerate the following:

a. Procedural Dimension
1.___________________ 2.___________________
3.___________________
4.___________________
5.___________________
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6.___________________
7.___________________
8.___________________
9.___________________
b. Personal Dimension

1. __________________
2.___________________ 3.___________________
4.___________________
5.___________________
6.___________________
7.___________________

Answer Key 6.2-1

a. Procedural Dimension
1. TIMELINESS
2. CONVENIENCE
3. ORGANIZED AND SMOOTH FLOW OF SERVICE
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4. ANTICIPATION
5. COMMUNICATION
6. FEEDBACK MECHANISM
7. PROBLEM SOLVING MECHANISM
8. MONITORING OF SERVICE
9. PROFESSIONALISM

b. Personal Dimension

1. Personalized Service
2. Enthusiasm
3. Respect
4. Smiling Body Language
5. Open Minded-ness
6. Need Satisfaction
7. Attentiveness

LO3. TAKE PROPER ACTION ON THE COMPLAINT

ASSESSMENT CRITERIA:

1. Persons or department concerned are informed about the complaint.

2. Serious problems/concerns are referred to higher authority for action.
3. Problems are followed-up to check whether it is solved or not.
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CONTENTS

• Customer Relations
• Handling Complaints
• Problem Category

METHODOLOGIES:

• Lecture-discussion
• Role play

ASSESSMENT METHODS:

• Simulation/practical test with oral questioning

• Oral or written test

Learning Experiences
Learning Outcome 3
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Information Sheet 6.3-1

HANDLING COMPLAINTS

Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to
 lOMoARcPSD|11482311

1. Discuss the proper handling of complaints

Great food and a great location are vital for a successful restaurant . But just as important is
good customer service. Consider, would you return to a restaurant that had great food and
great atmosphere, but the service was sub-par? Part of giving great customer service is
knowing how to deal effectively with customer complaints. No matter how hard you try,
things are bound to go wrong once in a while. Food gets burned, orders get forgotten in the
middle of a dinner rush, or new servers simply forget all their training. No matter the reason
for the complaint, the important thing is to try and please the customer and send them
home knowing that, yes there was a problem, but it is not typical of your establishment. Let
them know that you, the owner, value their comments and their business.
How you handle customer complaints will determine if the customer comes back to your
restaurant. Here are some tips to help you field your next complaint and send your customer
home with a smile.

Listen to Your Customers

Listen to what the customer has to say. Even if you can’t solve the problem, you still need to
listen. For example, perhaps a customer is displeased because there is waiting line. Well,
there isn’t much you can do about it, except let them vent.
Be Aware of Body Language
The way you stand and look at a customer can speak more than words.
Maintain eye contact and don’t cross your arms over your chest, if you are feeling
defensive. Avoid the urge to roll your eyes, if you are feeling exasperated. Instead, nod and
smile, no matter how irritated you may feel. This shows you value their opinion and their
business.
Always Apologize
Remember that customer who was so upset over the long waiting line? Offer an apology. “I
understand that you are not happy about the wait, sir, but we are working as fast as we can
to get you a table. We really appreciate your patience and willingness to wait. Perhaps you
would like to have a drink at the bar until your table is ready.” You demonstrate that you
completely understand their frustration and are working diligently on a solution.

Offer Some Freebies

If a customer has problem that could have been prevented, such as an overcooked steak or a
snippy server, then the best route to take is to apologize and an offer them some sort of
compensation. Here are some quick freebies that you can give customers that won’t cost you
much money, but will go a long way to assure future business:
• Free round of drinks

• Free dessert
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• Gift certificate for a future visit

• Merchandise, such as a beer glass or tee-shirt
• Take a certain percent off their meal
Occasionally you will have a truly angry customer (perhaps justified, perhaps not) who
declares “I’m never coming back!” Well, if that is the case there probably isn’t any freebies
you can offer to change their mind. Calmly assure the customer you understand their
frustration, and offer an apology (again) and let them know if they change their mind you
would love to see them again. By sending them off on a courteous note, there is a very good
chance, once their anger has cooled, they will try your restaurant again.

Self-Check 6.3-1
Essay Type

1. How the proper handling of complaints? (10pts)

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
____________________________________________________________________.
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Answer Key 6.3-1

1. How the proper handling of complaints?

The proper handling of complaints first is listen to what the customer has to say.
Maintain eye contact and don’t cross your arms over your chest, if you are feeling
defensive. Remember that customer who was so upset over the long waiting line?
Offer an apology. And if a customer has problem that could have been prevented,
such as an overcooked steak or a snippy server, then the best route to take is to
apologize and an offer them some sort of compensation .
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Information Sheet 6.3-2

Problem Category
Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to

1.Discuss the problem category in dealing customer’s complaint

2. Enumerate the common problems in the restaurant

7 Surprisingly Common Problems That Restaurants Face

The food industry is a high-risk business proposition. You’ve got a lofty level of competition
and a lot of details to perfect. According to an often quoted study, 60% of businesses fail in
the first year. How do you ensure your restaurant’s success?
You can help increase your chance of success by understanding seven of the surprisingly
common problems restaurants face and developing strategies to combat these issues.

Common Problem #1: The Menu

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One of the most common problems restaurant owners face is the menu. A good menu is a
balancing act. Do you have too many or too few menu items? Are your dishes priced
appropriately? Does your menu have a coherent theme?
Keep your menu size in check. Instead of offering a five-page menu, consider offering a
smaller number of dishes and doing them really well. People need to know what your
restaurant is about – keep your menu aligned with your restaurant’s unique proposition.
Lacking focus, large menus take longer to order from. They also require more ingredients.
The more items on your menu, the more ingredients you have to buy.
A too-large menu means longer ticket times. When you have too many different dishes
cooking at the same time and not enough of the same items in the same pans, you’ll spend
more time producing orders. Each table takes longer to serve, and you’ll turn them over at a
slower rate.
Concentrate on the layout of your menu. Is it easily readable? Here are some tips for your
restaurant menu:

• Group your most profitable items together.

• Don’t use dollar signs.
• Let your menu be a tour guide. This can be accomplished through photos and/or
creative text. Consider hiring a copywriter to craft a compelling menu.
• Keep your menus clean – no grease and no food or water stains. Get rid of worn or
torn menus.
• Update your menu and prices at least once a year.
• Build your menu around popular items.
• Make sure your staff is thoroughly trained and has memorized the menu.

Don’t forget to put your menu on your website and make sure it is easily accessible from a
mobile phone.( tweet this )
Travelers using their mobile phones are more likely to visit your restaurant if they can see at
a quick glance what you are offering.

Common Problem #2: Customer Service

First impressions are important. Poor customer service is often a deal breaker for customers.
Your food may be outstanding, your table settings exquisite and your ambiance delightful,
but if your service is bad, customers will remember.
The key to success is happy customers who want to return again and again. To ensure your
success, your entire team – from management to hostess to wait staff and busboys – must
be dedicated to your customers’ well-being. Every contact your staff makes with customers
must be pleasant, welcoming and accommodating.
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The way you handle your customers along every step of their dining experience has an
impact on whether you’ll retain that customer. If they weren’t greeted when they walked in
and when they left, they might mention it in an online review. As the digital arena continues
to grow, online reviews are consistently important to your success.

Common Problem #3: A Unique Selling Point

Are you a bakery or a bar? A diner or romantic experience? Your customers need to know
why they should eat at your restaurant and not at your competitor’s.
While a superb menu and excellent customer service are vital to your success, they are not a
unique selling point. They are merely meeting the expectations of your customers. It is time
to exceed them.
You need an original idea – something even better than great food and service. Come up
with a unique reason for people to eat at your restaurant. Consider Sonic. They offer a
nostalgic 50’s feeling. Burger King tells you, “You’ll have it your way.” Chipotle is known for
integrity with its food.
A unique selling point offers your customers a feeling that enables them to remember you
long after they are gone. Let your food, your service, and your unique selling point and
identity make an emotional connection with your customers.
 lOMoARcPSD|11482311

Common Problem #4: Management

Don’t overlook one of the most important pieces of the puzzle – management. You need to
know how to analyze your business to make sure it runs profitably. Many small restaurants don’t
pay attention to the following items as they manage the day-to-day operation of their
restaurant:

• How many customers are you feeding each day? Break it down by mealtime.
• Keep track of ordered menu items. No one ordering the fish fillet?
Maybe it’s time to take it off the menu.
• What are your most profitable menu items?
• What does it cost to make each menu item? What’s the profit margin?
• Do you have a budget for labor? Are you sticking to it?
• How much do you spend on labor compared to your restaurant sales?
• How much loss is involved in your inventory?
• Do you have sales goals? Are you meeting them?
• What is your profit and loss for each week you are open?
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Common Problem #5: Hiring and Training Staff

Most successful restaurant owners know the importance of hiring and training the right
employees. Yet, a common problem exists as many restaurants hire the wrong people and
have a high turnover rate. An incompetent staff can also irreparably damage your current
and future customer base.
When you put great emphasis on your staff , you’ll reduce costs over time and enhance
your diners’ customer service experience. Pay extra attention to finding the perfect
employees and don’t settle for a warm body. Once hired, train your staff and offer training
manuals, checklists, goals and incentives.
Inspire your staff as well as your management team. Train them to address any situation,
good or bad, that arises. Make sure they are enthusiastic and motivated to pursue your goals
and adhere to your restaurant’s unique concept.
Establish and maintain a solid management structure so everyone knows and understands
their own, as well as their team member’s responsibilities. Your management team should
be exemplary, committed, motivational and adept at running the restaurant in your absence.

Common Problem #6: Marketing

Many owners fail to pay enough attention to marketing making this a common problem in
the restaurant world. Following are a few areas to attend to now in order to avoid the pitfalls
that not-enough marketing incurs:

• Formalize your brand standards. This includes mission statement, logo, graphics,
guidelines, etc.
• Make a marketing plan. Daunting? Start small and work up to a six month or yearlong
plan.
• Get a responsive website that looks great on desktop, tablet and mobile phone.
• Engage in social media and digital marketing.
• Start an email database.
• Create a customer loyalty program.
Be creative with your marketing. Whatever your budget, there are inexpensive ways to
market your restaurant.

Common Problem #7: Capital

Finally, we come to an area where many restaurant entrepreneurs run into big problems.
This looming problem is capital, and more specifically, a lack of it. Restaurant owners need
enough capital to run their business so it can fully establish itself. Owners should plan to
have at least enough money to run for one year. Additionally, restaurant owners need to
have enough financial resources to cope with unexpected costs and increases.
Have you experienced another problem common to restaurants that isn’t listed here? We’d
love to hear from you. Please share your problem below as well as the way(s) you solved
the issue.
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MOST COMMON RESTAURANT COMPLAINTS INCLUDE DIRTY

Consumer Reports recently surveyed 1,003 people about their gripes with dining out, and
weirdly, "distinct lack of Kenny Loggins on the playlist" was not one of them. Nope, it turns
out most of you are concerned about things like dirty silverware and being called "honey" at
restaurants. Here's the full breakdown of the most common diner complaints:

• Dirty utensils or table (76%)

• Dirty or ill-equipped restrooms (73%)
 lOMoARcPSD|11482311

• Impolite or condescending servers (72%)

• Servers with a sloppy appearance or poor hygiene (67%)
• Meals or beverages served at incorrect temperature (66%)
• Meals are not what you ordered (62%)
• Feeling rushed to finish or leave by the server (61%)
• Server removing your plate or beverage before you finish (59%)
• Food does not look or taste as described in the menu (54%)
• Slow service (51%)
• Table not ready more than 15 minutes past reservation (50%)
• Gratuities of 18% or higher automatically added to the bill (50%)
• Inaccurate calculation of check by server (48%)
• Tables that are too close together (39%)
• Poorly situated table -- near door, kitchen, etc. (38%)
• Loud or distracting diners at other tables (38%)
• Diners nearby talking or texting on cell phones (30%)
• Servers not bringing water until asked (27%)
• Server referring to you as pet names such as "honey" or "dear" (24%)
• Server confusion about who gets which meal (17%)
• So much nutritional information available that it's a turn-off to eating (16%)
• Not enough nutritional information available (14%) Self-Check 6.3-2

Enumeration:

Enumerate the common problems in the restaurant.

1._______________ 2._____________
3._______________
4.____________
5.______________
6._______________
7._____________

Most common restaurant complaints

 lOMoARcPSD|11482311

Answer Key 6.3-2 The

common problems in the restaurant.

1. Menu
2. Costumer service
3. Unique selling point
4. Management
5. Hiring and training staff
6. Marketing
7. Capital

Most common restaurant complaints

• Dirty utensils or table (76%)

• Dirty or ill-equipped restrooms (73%)
• Impolite or condescending servers (72%)
• Servers with a sloppy appearance or poor hygiene (67%)
• Meals or beverages served at incorrect temperature (66%)
• Meals are not what you ordered (62%)
• Feeling rushed to finish or leave by the server (61%)
• Server removing your plate or beverage before you finish (59%)
• Food does not look or taste as described in the menu (54%)
• Slow service (51%)
• Table not ready more than 15 minutes past reservation (50%)
 lOMoARcPSD|11482311

• Gratuities of 18% or higher automatically added to the bill (50%)

• Inaccurate calculation of check by server (48%)
• Tables that are too close together (39%)
• Poorly situated table -- near door, kitchen, etc. (38%)
• Loud or distracting diners at other tables (38%)
• Diners nearby talking or texting on cell phones (30%)
• Servers not bringing water until asked (27%)
• Server referring to you as pet names such as "honey" or "dear" (24%)
• Server confusion about who gets which meal (17%)
• So much nutritional information available that it's a turn-off to eating (16%)
• Not enough nutritional information available (14%)

LO4. RECORD COMPLAINT

ASSESSMENT CRITERIA:

1. Complaints are documented according to the enterprise standard procedures.

2. Persons concerned are recognized and actions taken are recorded.
3. Feedback received from guests is logged and collated.

CONTENTS:

• Records Keeping/Documentation
• Feed Backing Skills

METHODOLOGIES:

• Lecture-discussion
• Role play

ASSESSMENT METHODS:

• Simulation/practical test with oral questioning

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• Oral or written test

Learning Experiences
Learning Outcome 4

RECORD COMPLAINT
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Information Sheet 6.4-1

Record Keeping / Documentation Learning Objectives:

After reading this INFORMATION SHEET, YOU MUST be able to
1. Discuss the Record Keeping / Documentation in the restaurant
2. Enumerate the proper way of recording complaint

Why record customer complaints?

It clearly demonstrates that measures are in place to monitor your food safety hazard system
even though written records are not necessarily a legal requirement.

What type of complaint should I record?

It is suggested you log all complaints relating to food you have sold, in particular, those
involving:
• Physical contamination - hair, glass, metal etc.
• Chemical contamination - cleaning materials, pesticides etc.
• Bacterial contamination - food poisoning, souring etc.
• Food sold outside of its date code. You may also decide to log complaints relating to
customer service or the premises themselves don’t be afraid to learn from how others
see your service.

Customer Complaints How to complete the customer complaint records Please see
below and follow the easy to use step by step guide.
Step 1 Each time a complaint is received the record sheet should be fully completed. ↓ Step 2 First,
record the complaint details. The name and address of the complainant may become important at a
later date so make sure you note them down whenever possible.
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↓ Step 3 The “Nature of complaint” box should be used to record the reason for the
complaint.

↓ Step 4 Next write down the food details. If you have not produced the food yourself note
information given on the packaging, including any names and addresses, sell-by or best
before dates and any manufacturer codes.

↓ Step 5 Note what action was taken as a result of the complaint.

↓ Step 6 Regularly review the complaint records to see if there are any recurring themes.
Examples could include several complaints about foods you receive from a particular supplier
or cooked by a particular chef. complaint4 rev1

EXAMPLE OF COMPLAINT FORM

Complaints Record Form

(To be completed by the person receiving the complaint)

Date of Complaint :
…………………………………………………………………………………………………………………….

Complaint received by:

………………………………………………………………………………………………………………

Complaint made via:  Telephone

Letter (attached)
In person

Other………………………………………………………………

……..
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Subject of
Complaint:………………………………………………………………………………………………………………..

…………………………………………………………………………………………………………………………………………………
…….

Brokered Service Details: (if required)

…………………………………………………………………………….

…………………………………………………………………………………………………………………………………………………

…..

Details of the complaint should be written on the next page. If there is insufficient
space, attach extra sheets.

Information to be given to the Person making the Complaint:

• Reassure the carer/ carer recipient/ advocate that all complaints are treated
confidentially and that they will not experience any loss of support or service
because they have made a complaint.

• Explain the complaints procedure.

• Remind the carer/ care recipient that they have the right to use an advocate
of their choice and refer them to appropriate consumer advocacy services.

• Thank the person for their complaint and explain that complaints are valuable
in assisting to maintain and improve services provided by the Illawarracarer
respite Centre.
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Name of Complainant:

..…………………………………………………………………………………………………………..

Address:

……………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………

Phone number: …………………………………………….

Detail of Complaint:

…………………………………………………………………………………………………………………………………………………

……..

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

………………………………………………………

Comments:

……………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………
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…………………………………………………………………………………………………………………………………………………

……………………………..

Action to be Taken :

…………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

………………………

Written Feedback to be Given by: (within

7 days) ……………………………………………………………..

Outcome:

……………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

………………………………

Signed: (Coordinator)………………………………………………………….

Date:……………………………………….

If outcome unsatisfactory, referred on to:

Name:………………………………………………………………….Date:…………………………………………………………

Organisation:…………………………………………………………………………………………………………………………

…….

Follow up Required and

by

Whom:…………………………………………………………………………………………
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…………………………………………………………………………………………………………………………………………………

Issued by: LSSDI

Document No.06 Page 53 of

Revision No. 000 60
…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

………………………

…………………………………………………………………………………………………………………………………………………

……..

If further referral required, response required by:

…………………………………………………………

Person referred to:……………………………………………….. Contact no:

……………………………………………

Position and

Organisation:………………………………………………………………………………………………………..

Outcome:…………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

………………….

Follow up required:

……………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………
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…………………………………………………………………………………………………………………………………………………

…………….

Signed:………………………………………………… Position:………………………………………

Date:…………………….

Carer’s Details:

Name:………………………………………………………………………………………………………………………………………

……

Address:

………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…….

Phone Number:

…………………………………………………………………………………………………………………………..

Relationship to Complainant:

…………………………………………………………………………………………………..

Person being cared for details:

Name:………………………………………………………………………………………………………………………………………

……

Address:

………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…….
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Phone Number:

…………………………………………………………………………………………………………………………..

Relationship to Complainant:

…………………………………………………………………………………………………..

Advocate’s Details:

Name:………………………………………………………………………………………………………………………………………

……

Address:

………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…….

Phone Number:

…………………………………………………………………………………………………………………………..

Advocate’s Relationship to Complainant:

……………………………………………………………………………..

Information Sheet 6.4-2

 lOMoARcPSD|11482311

Feed Backing Skill

Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to
1. Discuss the Record Keeping / Documentation in the restaurant

A feedback mechanism is a process that uses the conditions of one component to regulate
the function of the other. It is done to either increase or dampen the change in the system.
When the process tends to increase the change in the system, the mechanism is known as
positive feedback. Negative feedback is when the process seeks to counter the change and
maintain equilibrium.

A Service staff must have an open mind in accepting feedback. It would be far better to hear
the comment or complaint directly from a dissatisfied customer rather than for him to tell it
to others like his colleagues and friends who are also prospective patrons of the food
business. Improvement in service starts when staff is aware of how they are doing in terms
of what is expected of them. One need not wait for customers to approach the manager or
server for comments. The food operator must take efforts to solicit feedback, comments and
suggestions from the customer by using tools like;

• Banquet Appraisal form – for banquet functions

• Suggestion box or a simple survey form
• Direct Feedback solicited from guest during or after meals • Direct
feedback from banquet organizers.

Customer Feedback Strategy

Customer feedback is important to small businesses. It lets you know what your customers
think of your products and services and provides a basis for taking action to improve any
weaknesses in your business that affect customer satisfaction. A customer feedback strategy
has two main elements: gathering the feedback and taking action based on the feedback.

Encourage Feedback
Develop a strategy that shows customers you welcome their feedback. Provide a feedback
mechanism that is easy to use, such as a simple form on your website or a card that
customers can mail free of charge. Encourage feedback by offering customers an incentive
such as free entry into a prize draw. Publish feedback on a product or service review page on
your website.
Customer Testing
If you are developing a new product, offer prototypes to customers for evaluation. Ask
customers to provide feedback on their experience with the product. Companies that
develop software, for example, produce beta versions that customers test and report on as
part of the product development process.
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Social Media
Monitor social media to find out what customers are saying about your products. Social
media provides people with a familiar, easy-to-use channel for sharing opinions about
products, services and companies. The messages on social media give your insight into
customers’ views that they might not be willing to share through company feedback
channels.
Response
Respond to feedback by acknowledging genuine problems and thanking the customer for
bringing the problem to your attention. Responding shows that you respect the customer’s
opinion. It also provides an opportunity to open dialogue with the customer and build a
positive relationship.
Action
Analyze the feedback to identify recurring concerns with your products or services. If a large
number of customer’s report that a product is difficult to use, review the product design and
the operating instructions you provide. When customers complain about poor service from
your sales department or support team, review the team’s performance and develop
training to remedy recurring problems. Let customers know you have taken action as a direct
result of their feedback and ask them for comments on the revised level of service.
Community
Set up a forum on your website. Publish your responses to customers’ feedback and describe
the actions you have taken as a result. Invite customers to submit ideas for improving your
product or service further. This helps build community and provides you with valuable
insight into your customers’ needs.
Survey Existing Customers
Surveys are one of the primary ways you can obtain feedback from customers. Surveys can
be via regular mail, email, in-person or by phone. Put together a short questionnaire,
typically one to 12 questions with a combination of multiple choice and open-ended
questions. As soon as a customer buys a product or service from your business, have a
system in place where the survey occurs within one day to one week after the purchase.
Ask Employees
The employees that interact with your customers on a daily basis are a firsthand source of
customer feedback. Front-line employees listen to what customers are telling
them&dashbe it good or bad. Implement a feedback program where your employees
can make suggestions on changes in writing or in a meeting format. For example, if
customers consistently complain about the business closing too early, then your employees
can suggest that the business stay open later at least one night a week

BIBLIOGRAPHY

BOOK
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• Food Service and Bartending (Revised Edition 2013)

By: Amelia S. Roldan , Benito T. Edica , Rolando M. Dela Cruz

WEBSITE

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