SENIOR’S SOLUTIONS NUMBER 12What’s the X-factor between Roger Federer now and Roger Federer last year?What kept Tony Blair walking on water Question Time after Question Time? Theanswer is the same: chutzpah, aka confidence and self-belief.How to keep a gripand remain confidentCustomers don’t just want cheap in the current climate –they want professionalism, good value and a good timeConfidence is one of those unusualcharacteristics, rather likecourage, which is very hard tomanufacture but almost impossibleto be effective without. In thesechallenging times, it’s hard for an operationto remain confident and avoid thetemptation to cut costs and quality in avain attempt to gain customer satisfaction.Paradoxically, there’s plenty of evidencethat what customers really want isto visit enterprises with a strong sense oftheir own value – and the professionalismto stay at the top of their game. “Neverlet them see your fear” is as important inthe hospitality business today as it waswhen those early heroes of the BritishEmpire strode boldly into a ring of savagesintent on cooking them for supper.Confident self-belief is what makes agood chef great; it’s what turns an ordinaryevening into a special occasion. Youcan feel it in the air when you walk intoa place, and you’ll never find it in anyestablishment run by Basil Fawlty.It’s too often forgotten that actually,most people go out to a restaurant, hotelor leisure facility to have a good time.Having a good time means they need tobelieve what they’re getting is good valueand well-presented, and that the operatorsand staff actually care about them.A successful partnership in this regard –happy customers, capable caring staff– is what creates an enjoyable occasion.The operation needs to deliver and theclient needs to feel valued. A good website,like the good visit itself, engendersthis sense of confidence and self-worth.In the current harsh climate, it’s easy tothink that what customers want is cheapand cheerful, rather than good qualityand good value. Ask any hard-pressedconsumer and they’ll tell you that whatSENIOR’S SEVEN – SEVEN STEPS TO CONFIDENCEthey want is something that’s worth themoney and worth the effort. A good hostdoesn’t undersell his operation and tryand make the ordinary seem worthwhilesimply by offering it more cheaply.Hard times meanhard choicesIn the current climate, it’s really a questionof survive and thrive or curl up and die.If you try to cut corners, reduce theoffering, reduce the quality, save on staff,neglect your best customers, you willsimply not get through.If you embrace the need to do that littlebit more, cherish your customers, letthem know you care, give a little bit ofextra added value wherever you can and,above all, keep up the quality, you willfind that this difficult climate is survivable.Every bit of business is worth having.Everyone who comes through your doorneeds to become a repeat customer.Some of the best businesses have comeout of recession stronger than they wentin simply by putting customers first andnot compromising on quality. A confidentapproach to selling what you are proudto offer at full value – and making surethe value is there for the customer – willget you noticed and appreciated moretoday than in the good years.1 Do what you know you do well –offer hospitality and the menu thatyou’re good at delivering.2 Dare to be different. Whether it’slocal ingredients locally-sourced or aspecial style of cooking, have a uniqueselling proposition and stick to it.3 Have an enthusiastic and motivatedteam. Make sure your staff are happywith what they’re offering and fullyunderstand its appeal.4 Greet your customers personally andensure they feel personally valued.5 Don’t hide or ignore errors.Nothing’s ever perfect every time. Ifsomething doesn’t work, if an ingredientisn’t good enough, if the rightwine hasn’t been delivered – own up,apologise and offer to put it right.6 Don’t worry about the recession.It won’t go away but it won’t killyou. If customers have entered yourestablishment, they’re there to spendmoney and enjoy themselves. Do whatyou do well.7 Don’t cut corners. Add value. Littletouches that show you’re trying yourbest work well. Distinctive canapés,good fresh bread, a complimentarydigestif all help the customer relaxand spend more. Scrimping and savingand charging for every little extradoes the opposite.62 Read <strong>Leisure</strong> Management online leisuremanagement.co.uk/digitalISSUE 3 <strong>2009</strong> © cybertrek <strong>2009</strong>
A MASTERCLASS IN SIMPLE, CLEAR CONFIDENCE – THE YEW TREE AT HIGHCLEREI’ve never been a particularly bigfan of Marco Pierre White but he hasexperience, knowledge and a trackrecord to envy. I’d never actually heardof the Yew Tree in the ‘HampshireHighlands’ until the other day when Istumbled across it by entirely accident,wet and tired after a long walk in somerather poor spring weather. We didn’tseek it out because of Mr White – itcould have been run by anyone for all Iknew – but we stopped in the car park,changed our soggy boots and enteredwhat looked like a well run gastro pub.From the first greeting: “Of coursewe’ve got a table, which one wouldyou like?” to the last double espresso,everything was customer-focused. Themenu was clearly written, the ingredientsexactly as stated, the wine liststunningly good and the food faultless.It was all offered without the slightestbit of pretention or fuss, as ifoffering simplicity and quality at thislevel was an everyday occurrence.Clearly it is for them – would that itwere so everywhere.The whole establishment was clearlyprofessionally-managed, very busy anddeserving of every positive epithet inthis article. Whoever Marco has managingit deserves a pat on the back.The Yew Tree offered a clearlywritten menu, a stunningly goodwine list and faultless foodIn the current climate, it’s really a question of survive and thrive or curlup and die. If you try to cut corners, you will simply not get through.Putting my moneywhere my mouth isOver the past few years, I’ve offered afair amount of advice in these columns.All of it comes from hard-earned experiencein hospitality and marketing.But am I all mouth and no trousers? Ihave just taken a deep breath, embracedmy own advice that a recession can be agood time to invest and taken ownershipof a very well-established small hotel andexcellent restaurant in deepest Wiltshire,Howard’s House Hotel. I’ve been stayingthere for many years on fishing andshooting trips, and it’s become somethingof a home from home for familyevents and celebrations.With nine rooms, a brilliant walled gardenand a superb chef, it’s perfect forexclusive use occasions. Central Wiltshireis not immune from the economic realitiesfacing the whole country, but it doeshave a discerning market of people whowill continue to expect the best.With Noële Thompson and NickWentworth in place, we have an excellentteam, and I’ll be putting to the test theadvice I’ve so freely dispensed in thesepages. I will let you know how it goes.HOWARD’S HOUSE HOTEL – A WORK IN PROGRESSI’ve stayed at Howard’s House for thepast umpteen years and very muchenjoyed my time there.It’s a beautiful old building – a littlebit of heaven on earth, really. Like allbeautiful old buildings, it needs moneyspent on it, and my task will be toretain its charm while slightly improvingits comfort. I’m blessed in theseendeavours with a marvellous generalmanager and a great chef. They alsohave an in-depth team in every departmentof the operation.My job will be to spend a littlemoney and hopefully apply as much ofmy accumulated hospitality marketingwisdom as I can muster in a way thatmakes sense in the current climate.Our strategy will be to do everything tohelp the hotel fulfil its potential whileretaining the commitment of its longtermand very loyal customer base. ●Howard’s House, a lovely propertythat deserves a helping of TLCISSUE 3 <strong>2009</strong> © cybertrek <strong>2009</strong>Read <strong>Leisure</strong> Management online leisuremanagement.co.uk/digital 63