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Will You Add? - Lessons from the Sky
Options for Resume LayoutsThere are many options of available to today's job seeker. With a quick change of graphical elements such as fonts and style, the feel of a resume can change from traditional and conservative to creative and modern.In addition, today's job seeker has the added benefit of being able to mail and hand deliver resumes in the old fashioned way as well as surf the web with their resume.A job seeker who wishes to take advantage of the many different resume layouts available, should be aware of when and how to
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for someone who treats the top performers better. After all, you do more of the work.
Guests feel the same way. If you're a regular, you want to be rewarded for it--and if you get treated better, you keep returning. Many people go out of their way to remain loyal to a brand in return for flier miles or points. (I've received all kinds of free golf and ski items j
Section 1: An OverviewIf you want a great logo, versus a mediocre one, you need to acquire a general understanding of what's involved in the process of designing one. You also need to know a thing or two about whom you're trying to sell to. Finally, you need to be able to trust your designer's instincts.First, some basic terminology: Icon: a symbol or brandmark. Think Nike's "swoosh." Wordmark: graphic representation of the name of a brand. i.e. letters only (e.g. GAP, Coca Cola) Brand Slogan/Tagline: phrase that supports
Manage like the airlines? And what, lose a ton of money? The analogy seems odd, but once you get past the initial shock, it should make more sense. There are two different philosophies about running airlines these days: status treatment, where the more you fly, the better you're treated; and treating everyone the same.
Let's look at the two and how you can apply it to building guest and employee loyalty.
Status Treatment
Fly more frequently--thus spending more money--and you receive additional perks. Many tangible rewards are provided: better choice of seats, more bonus miles, special lines for check-in and security, ability to upgrade, and so on. Additionally, there are the intangible perks like more favorable treatment when boarding, bending the rules to keep you happy, and being placed on the top of the standby list for an earlier flight.
Who prefers this kind of treatment? The frequent flier of course! There is a direct relationship between the production they provide--and the money they spend--and the treatment they receive. Does this system anger some folks? Yes, but they're the infrequent, non-producing fliers who spend little money with the airline.
Everyone's The Same
The other school of thought is to treat everyone the same. No special perks or favors for the frequent traveler--just equal treatment.
Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.
It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for someone who treats the top performers better. After all, you do more of the work.
Guests feel the same way. If you're a regular, you want to be rewarded for it--and if you get treated better, you keep returning. Many people go out of their way to remain loyal to a brand in return for flier miles or points. (I've received all kinds of free golf and ski items ju
Today’s technology has made setting up security precautions such as security cameras a cinch! You no longer need to be a millionaire to set up one. You could even install one yourself! Security cameras provide a means for its owner to watch over his or her propery from the safety and convenience of any area he chooses. This type of system is a great deterrent to thievery and unwanted entry. Most organizations that have sensitive items or are off limits to the general public employ these cameras to help keep their places safe.Purchasing and implement
Fly more frequently--thus spending more money--and you receive additional perks. Many tangible rewards are provided: better choice of seats, more bonus miles, special lines for check-in and security, ability to upgrade, and so on. Additionally, there are the intangible perks like more favorable treatment when boarding, bending the rules to keep you happy, and being placed on the top of the standby list for an earlier flight.
Who prefers this kind of treatment? The frequent flier of course! There is a direct relationship between the production they provide--and the money they spend--and the treatment they receive. Does this system anger some folks? Yes, but they're the infrequent, non-producing fliers who spend little money with the airline.
Everyone's The Same
The other school of thought is to treat everyone the same. No special perks or favors for the frequent traveler--just equal treatment.
Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.
It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for someone who treats the top performers better. After all, you do more of the work.
Guests feel the same way. If you're a regular, you want to be rewarded for it--and if you get treated better, you keep returning. Many people go out of their way to remain loyal to a brand in return for flier miles or points. (I've received all kinds of free golf and ski items j
As you enter the job market, (for the first time or after a while) you might find that there are a lot of buzzwords thrown around, including the terms career and job. You might be looking for a career, but you aren’t going to enter the career market! Decide if you are looking for a job or a career today, and how to get the position you want.According to the Oxford English Dictionary, a job is a piece of work that you do because of your occupation. A job also describes paid employment. A career, according to the OED, i
Everyone's The Same
The other school of thought is to treat everyone the same. No special perks or favors for the frequent traveler--just equal treatment.
Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.
It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for someone who treats the top performers better. After all, you do more of the work.
Guests feel the same way. If you're a regular, you want to be rewarded for it--and if you get treated better, you keep returning. Many people go out of their way to remain loyal to a brand in return for flier miles or points. (I've received all kinds of free golf and ski items j
Your personal focus needs to be on the company and not yourself. This means that the company has your full support and you are willing to work towards a common goal - the success of the brand. You need to believe in what you are doing. You also need to know all about the products and services you are selling. If you talk to a potential customer, and they ask an important question, if you do not know the answer, find someone who does. Do not make something up; you will get caught every time. I have been to so many computer stores and ask a really dumb quest
It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.
Let's see how this applies to the restaurant business.
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for someone who treats the top performers better. After all, you do more of the work.
Guests feel the same way. If you're a regular, you want to be rewarded for it--and if you get treated better, you keep returning. Many people go out of their way to remain loyal to a brand in return for flier miles or points. (I've received all kinds of free golf and ski items j
Working at home is a very serious undertaking that requires concentration and hard work. Many would say that working at home can be more time consuming and requires more effort than if they were working a 9 to 5 job out of the home. Some are in for a big surprise if they think that working a home business is as simple as sitting in their pyjama’s tapping a few keys on the computer.Getting the full cooperation of your family will be one of the biggest challenges you will face when working in the comfort of your own home and taking care of the child
If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for someone who treats the top performers better. After all, you do more of the work.
Guests feel the same way. If you're a regular, you want to be rewarded for it--and if you get treated better, you keep returning. Many people go out of their way to remain loyal to a brand in return for flier miles or points. (I've received all kinds of free golf and ski items just for renting from one car company.) Create a loyalty-building system for guests and employees. It rewards performance.
On the other hand, if as an employee you're an "infrequent performer," you'd prefer the manager who treats everyone the same. Being a frequent guest or performer in this situation nets you nothing but being another order to process or paycheck to hand out. This restaurant is just another place to eat or work.
Provide rewards and incentives for your top performers and frequent guests. Incentivize employees who are selling better than others, putting out great product with minimal waste on the line, or providing great service over the phone, at the drive-thru, or for delivery--it will drive your business and keep your good employee with you.
Treating regular guests in the same manner will create brand loyalty and drive sales.
Does it tick off some employees or guests? Yes, but it's the ones who don't produce results for you.
If you manage all your guests and all your employees the same, you'll lose the top-performing employees and guests to your competitors since they're not valued for their efforts or for the business they give you. Worst of all, these top-producing guests and employees might become loyal to your competition.
Be fair! Provide the best for the best and let the non-producers go work for your competitor. Not only will your performance and results improve by losing those folks, but maybe they'll make you look even better when they go work for the competitor and still don't perform.
Enjoy the vacation.
This column originally appeared in the April 2003 issue of QSR. Subscribe and get QSR delivered to your door twelve times per year.
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