1.
Managing the Change from a
Catering Mindset to
a Hospitality Experience
LASA Victoria Aged Care Catering and Hospitality Seminar
May 2015
Mik Becker – Marketing and Sales manager

2.
Change Factory – improving business performance by changing
people’s behaviour
Three part presentation
1. Creating strategic opportunity through food services
2. Identifying operational opportunities to create lasting
impressions
3. Engaging staff to implement change
Introduction and Outline

3.
Creating Strategic Opportunity
Through Food Services

4.
1. Current state of aged care hospitality
• Compliance driven, food safety
• Efficiency, low cost, less choice – catering system
• Multicultural clients and tastes
• Good nutrition
• High prevalence and popularity of TV food shows has increased
our awareness of food quality and variety
Change is here – Current State

5.
1. Future state of aged care hospitality
• Consumer driven aged care - choice (CDC)
• Baby boomers value
the food and dining
experience (they are
used to dining out
and eating quality
food)
• They use social media
to spread the word
• Your food experience is
part of your brand
Change is here – Future State

6.
Transitioning to CDC – Consumers
drive what we do
Employees
Systems &
Processes
Government and
Compliance Driven
Consumer Directed Care
Government
MARKET
• Consumers
• Government
Government
Regulators
Employees
Systems &
Processes
MARKET
• Consumers
• Government
Government
Regulators
Consumer

7.
1. Efficient meal
production and delivery
2. Low cost driven – raw
materials, labour,
equipment
3. Large volume and less
variety
4. Balanced nutrition
5. Basic and practical food
presentation and
environment
6. Low level customer
service (get the plate to
the table)
Catering Mindset

8.
1. Wider choice of quality and cost
2. Food and beverage matching
3. Locally grown or organic produce (seasonal)
4. High presentation on plate
5. Well thought out dining environment
• Interior design, lighting, flowers, candles, artwork
6. Dining experience for the senses
• Not just taste and smell (music, touch of table linen or chair)
• Evoke pleasant memories, traditions
7. High level customer service
• Connected, engaging, anticipate needs
Hospitality Experience

9.
What is Fair Value?
The Ritz Carlton Hotel
• Fine dining experience
• High cost and high quality meal
• Quality food and beverage range
• High quality service
• Up market environment
The Cattlemen’s Restaurant (Dubbo)
• Pub or RSL meal dining experience
• Low cost and average quality meal
• Narrow range of food and beverage
• Low quality service (self serve)
• Basic dining environment and
surroundings

10.
Providing Superior Customer Service –
The Fair Value Line
PerceptionofCost
Perception of Service
Superior Service
Bad Service

11.
1. People perceive service and cost value
2. Dining mood (greeting and welcome, seated quickly, noise
level, lighting and environment, other customers)
3. Your interest in me and body language
4. Tone and pace of voice
5. Customer’s mood and attitude towards food influence their
dining experience
6. How do I move along the fair value line?
• Understand your customer
• Moments of Truth Mapping
Perception of Service and Cost

12.
1. Identify your best value client
• Segment according to demographics and needs
• Residential aged care offers choice of rooms – why not food?
2. Identify your strengths
and advantages
• Cultural, regional, price
3. Match your menu,
staffing and
environment to
your audience
Target Audience Matching

13.
Identifying Operational
Opportunities to Create
Lasting Impressions

14.
A Moment of Truth is any opportunity to create a lasting perception in
your customer’s mind
1. Enables you to identify
your customers’
perception of value
2. Identify every customer
interaction relating to
food services and dining
• Staff greeting and seating
• Table service – taking orders,
serving meals, product
knowledge
• Dining environment
• Meal quality and presentation
• Staff uniform, presentation and customer engagement
Moments of Truth

15.
Good and Bad Moments of Truth
in Hospitality

16.
DO
1. Map a generic customer’s experience and determine the moments of truth
2. Make a view of each significant target segment
3. Survey customers’ actual experiences – e.g. phone, face to face, online survey
• Functional and emotional
4. Customer complaints
• Only a small percentage of customers who are dissatisfied actually complain
5. Use employee observations
6. “Day in the life of” observations (put yourself in their shoes)
DON’T
1. Use "satisfaction” surveys
• The design of most satisfaction surveys is usually poor. Asks an opinion of, but
not the importance
• Satisfaction surveys tend to condition recipients to give a response
Mapping Moments of Truth –
Do’s and Don’ts

17.
Moments of Truth Map –
Examples in Aged Care Food Services
Contacts with
Organization
Current Situation Desired Situation
Staff Greeting for
clients
Clients are not greeted Every client is greeted and seated
Serving meals Clients serve themselves from
the buffet
Staff bring meals to each client at the
table
Table setting Inconsistent table setting and
cutlery does not match
Consistent standard for every table
setting
Dining environment Looks and feels like a staff
cafeteria and has no atmosphere
Well presented surroundings,
furnishings and layout conducive to
socialising and dining experience
Menu selection We serve a fixed menu with no
options for choice
Choice of meals and periodic dining
special events

18.
1. Create a Standards of Operation
2. Complete a Training Needs
Analysis
3. Design and develop training
4. Reconsider the current
performance management
approach
5. Consider restructuring service
delivery options
6. Recruit on attitude to deliver
service
What to do with a
Moment of Truth Map?

19.
Engaging Staff to
Implement Change

20.
1. Communicate the vision for your hospitality experience
• Do it often and provide performance data
• Let them know “What’s in it for me?”
2. Manage staff performance
• Twice yearly appraisals, and on the spot feedback
3. Recognise great performance immediately and publicly
Tips to Engage Hospitality staff
Reference Sidona Group 2014

21.
1. Encourage a learning culture to improve knowledge and skills
2. Encourage the
employee voice
• Ask for input,
improvements,
remove roadblocks
3. Empower staff to
make decisions
within clear
boundaries
Tips to Engage Hospitality staff
Reference Sidona Group 2014

22.
Theory of Planned Behaviour
Beliefs about the likely
consequences of the
behaviour
Beliefs about the
normative
expectations of others
Beliefs about the
presence of factors
affecting performance
of the behaviour
EXAMPLE: If I greet people as they enter the dining room, they are likely to be
talkative and I can gauge their mood. My colleagues think this is a good idea as
it will help us with seating customers depending on whether they want some
privacy or want to be more socially involved. The welcome desk at the front of
the dining room easily allows me to position myself and record who has come
for dinner. This sounds like a good idea and I’ll give it a go.

23.
1. Determine what
customer segments
you wish to serve
2. Assess exactly what
the segments value
3. Develop practical ways
that systems can be
modified or developed
to consistently deliver
value to customers
4. Design and implement
revised standards of
operation
Implementing Change

24.
1. Train and empower service staff to deliver value
• 10 minute training sessions before a shift change (table
set up, menu information and communication, meal
presentation)
• Engage staff members to run these training sessions
2. Evaluate and modify service delivery systems against
standards of operation
• Ask for customer feedback on meals and service
• Let customers know when you have acted on feedback
Implementing Change

25.
Conclusion

26.
1. Creating strategic opportunity through food services
• Review your strategy, audiences, fair value line
2. Identifying operational opportunities to create lasting
impressions
• Map your Moments of Truth, implement standards
3. Engaging staff to implement change
• Train and empower them
Re-cap

27.
1. You will identify how to keep
your existing customers
happy using food and the
dining experience
2. Attract target clients through
word of mouth
3. Food service staff feel valued
and contribute actively to
your brand
4. Your hospitality experience
helps differentiate you on
the fair value line
Benefits of Changing from a Catering
Mindset to a Hospitality Experience

28.
Call Mik Becker 9614 8177
Mik.becker@changefactory.com.au
Visit our website http://www.changefactory.com.au
Subscribe to Moments of Truth newsletter
http://www.changefactory.com.au/newsletter-sign/
Contact Us