有的客人都希望获得优质的服务，因为服务的质量直接让客人对他们所花的钱感到值或不值。
Customers have different service expectations from each type of establishment, and they make a
conscious decision to buy that type of service when they choose that type of operation. Along with products, service must always measure up to, or exceed, the customer’s expectations. If service does not measure up, the dining experience will be negative, even if the products purchased were excellent. 每种形式的餐厅，顾客对它们的期望值都是不同的，选择了一种餐厅，就是选择了一种服务。
和食物质量一样，服务也总是被要求达到或超越顾客的期望。如果一旦服务没有达到客人的预期，那么用餐体验就是负分，即便食物吃起来很不错。
Finally, customers also purchase a total dining experience when they visit a restaurant or other
foodservice operation. This experience consists of the products and service received as well as the operations theme, image, ambience, cleanliness, reputation, prices charged, any entertainment, and other factors. All of these factors must work together to create a positive, and hopefully an excellent, experience for the customer. When this happens, the customer is satisfied and recommends the establishment to others. When an establishment does not meet the customer’s minimum expectations, the customer will not likely have positive things to say about the operation.
最后，客户在光临一个餐厅的时候还购买了全部的用餐体验。这个体验包括食物，服务，还
包括餐厅的主题，形象，分为，干净程度，声誉，定价，有无配套娱乐，等等其他因素。所有的这些因素必须共同努力，来创造一个积极的，出众的客户体验。当这一切都满足了，客人会对餐厅满意，才会将餐厅推荐给其他人，如果一个餐厅不能满足客人对它的最低期望，那么不会有顾客会对这个餐厅有正面的评价的。
CREATING A CUSTOMER SERVICE CULTURE创造顾客服务文化
One of a manager’s most important service-related goals is to create a customer service culture.
Culture refers to the attitudes, beliefs, and characteristics of a specific group. A customer service culture exists in a restaurant or foodservice operation when everyone in it considers himself or herself to be in the high- quality customer service business first, and in the food and beverage business second.
经理最重要的一个与服务相关的目标是创造客户服务文化。文化，是指特定群体的态度，信
念和特征。餐厅和餐饮服务机构有了客户服务文化，每一位员工就会时刻告诉自己，最优质的客户服务是生意的第一位，食品和酒水是第二位。
Put another way, in an organization without a true customer service culture, managers may say
4 水的生意”，但是一个有客户服务文化的餐厅经理就会认为“我们的生意是服务，提供食品和酒水的服务”。这就是显著的区别。 Of course, managers creating a customer service culture in their organizations recognize the importance of serving quality food and beverage products. Good food and drink is important to an operations success. But high-quality service is more important. In fact, managers seeking to create a customer service culture know that it is the single most critical thing they can do to ensure their operations' success. 当然，管理者在为餐厅创造了客户服务文化，他就会意识到，提供食物和酒水，服务的重要 性。对生意来说，食品和饮料的质量固然重要，但是，优质的服务更重要。事实上，管理者寻求创建一个客户服务文化，是因为他们知道，这是确保生意成功的重中之重。 A customer service culture in a business pervades everything from how it treats its customers to how it treats its employees. Creating a culture that truly values and rewards exceeding the expectation of guests requires effort from three key players on a restaurant or foodservice team： ? Managers ? Back-of-the-house staff ? Front-of-the-house staff 客户服务文化从如何对待顾客贯穿到如何对待员工，餐厅或餐饮机构创造客户服务文化，若 要从中获得真正的价值回报以及超越客人的期望，需要以下三个关键团队的努力： 管理者 后厨团队 开放区域团队 The Role of Managers One good way to consider what effective restaurant and foodservice managers do is by analyzing the functions they perform. All managers actions regarding the development of a high-quality customer service culture are interrelated and comprise an ongoing process, as illustrated in Exhibit 1.10. When it comes to creating a customer service culture in their organizations, managers must perform five key functions well: ? Planning ? Organizing ? Directing ? Training ? Controlling 管理者的角色 考量一个餐厅或餐饮服务机构管理者的效率，是通过分析他的执行能力。管理者的一切行为 与优质的客户服务文化的发展是相互关联，是一个正在进行的过程，如图1.10所示。 在餐厅创建客户服务文化时，管理者必须执行以下五个关键功能： 计划 组织 指导 培训 控制 PLANNING The best managers plan their work and then work their plans. Planning is the function of management that identifies goals and the strategies that will be used to achieve the goals. Planning is the first step in the effective management of any endeavor, including the creation of a customer service culture. Managers make and adjust their plans based on the specific circumstances they encounter as they operate their businesses. As a result, planning is an ongoing process. There are several examples of the ongoing planning that must be undertaken by managers: ? Financial planning ? Employee development planning ? Marketing planning ? Customer service planning ? Production planning 计划 一个好的管理者会计划他们的工作，然后按照计划开展工作。计划是管理的一个功能，它是 确定目标和和将来被用来实现目标的战略。计划是有效管理所有努力的第一步，包括创造客户服务。管理者根据他们经营业务所遇到的具体情况来制定并调整计划，因此，计划是一个正在进行的过程。这里有几个管理者必须掌握的进行过程中的计划： 财务计划员工发展计划 市场计划客户服务计划 生产计划 All planning involves similar thought processes and actions. Managers who plan to achieve high-quality customer service define their service goals and then devise detailed plans to achieve them. 所有计划包括类似于思想活动的过程和行动。管理者先确定实现优质客户服务的目标，然后 再制定详细的计划来实现这一目标。 For example, assume a manager in a fast-casual restaurant establishes a customer service-related goal of filling the order of each customer within four minutes of the customer placing it. In this example, the manager has identified a specific goal and must next plan the strategies that will be used to ensure the goal is achieved. 例如，假设一个休闲快餐的经理建立了一个客户服务相关的目标，四分钟之内，完成一个客 户的点餐及取餐。在这个例子中，经理已经确定了一个特定的目标，接下来需要计划一下确保目标实现的策略。 ORGANIZING As they seek to achieve their goals, managers have a variety of resources available to them: ? Money ? Facilities ? Inventories ? Information ? Labor 组织 当他寻求实现自己的目标时，管理者有各种各样的资源供他们使用： 钱 设施 库存 信息 劳动力 One important management role is that of organizing, or arranging available resources in a way that best helps the organization achieve its goals. Among the specific tasks managers undertake when organizing resources to achieve goals is deciding what is to be done, who will do it, and what tools must be available to workers. Employees who are asked to achieve goals must have the resources needed to achieve them. Returning to the example of the fast-casual restaurant manager who established the goal of serving guests within four minutes of their ordering, it is clear that resources must be allocated to achieve the goal: 管理的一个重要作用是组织，或者叫安排各种可用的资源，以最好的方式实现目标。在众多 的特定任务中，管理者安排资源来实现目标，就是决定需要做什么，谁来做，可以给员工什么工具来做。员工被要求实现目标也必须掌握实现目标的资源。回到休闲快餐经理的例子，他们在四分钟内就建立了为客户服务的目标，很显然，资源必须被分配来实现目标： ? Adequate food supplies, so that food is available in the operation ? Needed equipment, so that menus items can be cooked properly ? Required food-production staff, so that required items are supplied to the serving line in a timely manner ? ? ? Required service staff, so that guest orders can be taken and filled quickly Required cashiering staff, so that guest payment-related tasks do not slow the entire line Required dining-room attendants, so that guests can easily seat themselves at clean tables after receiving their orders 提供充足的食物供应，有现成可用的食物来保证服务完成； 现成可用的设备，这样菜单上的食物可以被烹调； 现成食物加工人员，这样，所需的食物可以及时提供给服务员； 现成的服务员，这样客人的点餐可以被迅速的端出； 现成的收银员，以便客人及时支付不会拖慢整个服务过程； 现成的餐厅服务员，以便让客人取餐后能够轻松地找到干净的座位。 In some cases managers may feel they do not have the facilities or financial resources needed to provide high-quality customer services. The good news, however, is that excellent customer service is more affected by service staff appearance, attitude, and skill than by an operation s physical facilities. The best managers assess the resources that are available to them, and then organize those resources in the ways that most help their organizations achieve their goals. 在某些情况下，管理者可能会觉得他们没有足够的设施或资金来提供优质的客户服务，值得 庆幸的是，优质的客户服务，更多的受服务人员的外表，态度和服务技巧影响，而不是餐厅的硬件设施。好的管理者，是对所拥有的资源进行评估，然后将现有的资源整合起来，以帮助餐厅实现他们的目标。 Exhibit 1.11 Some managers think their jobs consist primarily of telling others what to do. Directing employees, however, means much more. Directing is a management function related to the leadership of others. Directing involves influencing and inspiring others to do their very best work. If the fast-casual restaurant manager seeking to serve guests in four minutes or less hopes to achieve that goal, every employee must be motivated to help. Most employees want to follow their leaders. As a result, managers must seek to become good leaders. That means they must create a vision for those they lead. The vision must be clear and easily understood. Most important, managers must consistently exhibit the same characteristics of high-quality customer service they seek to instill in those they are directing. By creating a positive work environment, managers can help their employees improve their own performance and achieve the organization’s service-related goals {Exhibit 1.11). 指导 一些管理者认为，他们的工作主要是告诉别人该做什么，然而，指导员工意味着更多。指导， 与领导者管理能力相关，指导，包括影响和激励他人，将他们的工作做到最好。如果休闲快餐经理在四分钟内为客户服务，希望达到这个目标，每个员工都必须提供帮助。大多数员工都想跟在领导后面干，因此，管理者必须成为一个优秀的领导。这意味着他们必须为他们所领导的人描绘一个愿景，这个愿景必须清晰，容易理解。最重要的是，管理者必须保证给被指导的人灌输的优质的客户服务的特性是一致的。通过创造一个积极的工作环境，管理者可以帮助员工提高自己的工作表现，来实现餐厅服务相关的目标。（图1.11） TRAINING In some cases, employees will simply not have the skills needed to help contribute their maximum effort to the achievement of their organizations* service-related goals. For example, if those employees working on the service line of a fast-casual restaurant have not been trained well enough to fill guest orders in four minutes, it will be impossible to achieve that service goal. Training is the tool managers use to improve their employees’ skills, knowledge, or attitudes. When employees are not adequately trained in guest-service methods, it is the managers job to train them. There are several benefits to effective service-related training: 培训 有时候，员工并不具备帮助餐厅实现服务相关目标的基本技能，例如，如果那些在休闲快餐 工作的员工，没有受到足够的培训，他们不可能实现在四分钟之内完成客户订单的服务目标。 培训是管理者提高员工技能，知识，或者态度的工具。如果员工在客户服务技巧方面没有得 到充分的培训，管理者就必须来教他们。有效的服务相关的培训，有以下几个好处： ? Improved job performance: Trainees learn how to perform required tasks more effectively, and this improves their ability to do their job. ? Reduced operating costs: Improved job performance helps reduce errors and rework, which reduces costs. ? Reduced work stress: Employees who work correctly will feel better about doing it, and this reduces stress. ? Increased job advancement opportunities: Competent employees are more likely to receive promotions than are less-competent staff members. ? Fewer operating problems: Busy managers can focus on priorities and not spend time on routine problems caused by a lack of training. 提高工作表现：学员学习如何更有效地执行所需的任务，这提高了他们的工作能力； 降低运营成本：提高工作能力有助于减少错误和返工，从而降低了成本；