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Managing the change in Aged Care from a catering mindset to a hospitality experience

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Learn how to create strategic opportunity in aged care through food services. Identify operational opportunities to create lasting impressions on your customers and engage your staff to implement change. This presentation also explains how to use Moments of Truth mapping to help set operational standards.

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Managing the change in Aged Care from a catering mindset to a hospitality experience

  1. 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. 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. 3. Creating Strategic Opportunity Through Food Services
  4. 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. 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. 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. 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. 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. 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. 10. Providing Superior Customer Service – The Fair Value Line PerceptionofCost Perception of Service Superior Service Bad Service
  11. 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. 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. 13. Identifying Operational Opportunities to Create Lasting Impressions
  14. 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. 15. Good and Bad Moments of Truth in Hospitality
  16. 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. 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. 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. 19. Engaging Staff to Implement Change
  20. 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. 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. 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. 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. 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. 25. Conclusion
  26. 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. 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. 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