the goal of value-added services is to "touch customers".

summarizing the trend of catering business competition strategy since the reform and opening up, it can be roughly summarized as such a development path: in the 1981s, catering competition was mainly about fighting for experience. Facing the novice who has just entered the market economy, a large number of old restaurants in the state-owned catering department occupy an innate advantage and gain the initiative in management with unique experience; The catering competition in the 1991s was dedicated. Self-employed people who jumped into the sea one after another set up procurement, management and communication, got up early and worked hard, and dug up the first bucket of gold with double expenditure of energy and physical strength; At the turn of the century, the fight is decoration. Big hotels, big fishing ports, ecological parks, seafood supermarkets and other big-MAC catering models have crowded into the catering market, and whoever is big and luxurious will have a hot business. In recent years, with the debt of many Big Mac restaurants in trouble, catering competition has gradually returned to the essence of management, and the view that service wins is deeply rooted in people's hearts, and the value-added service method has been favored by more and more catering operators. The waiters brainstorm and innovate constantly, which makes the content of value-added services richer and richer, the skills higher and higher, and the effect more and more obvious. Value-added service has become a watershed between brand catering and non-brand catering.

value-added service is a good thing. In the process of implementation, we need to solve the following three problems: First, the basic quality of employees.

employees of catering enterprises come from all directions, with different educational levels and different qualities. How to

make employees agree with the business philosophy of the enterprise and consciously abide by the rules and regulations is a difficult problem for enterprise managers. Although the system is good and no one does it, the crooked monk mispronounced the scriptures. After all, value-added services are implemented by people.

the second is the standard of assessment.

what kind of services are value-added services? To what extent is the value-added service qualified? Can the value-added services provided by employees be recognized by customers? How does value-added service form a routine? If employees are vague about the concept of value-added services, then the implementation of value-added services is bound to be discounted.

the third is the recognition of value-added service performance.

some successful catering enterprises require employees to write two articles every week to record their deeds of providing value-added services to customers, and conduct a big appraisal throughout the store once a month to commend outstanding individuals with outstanding deeds. The effect is very good and successful, not because of how many people you have won, but because of how many people you have shared benefits with and helped. The more people you share with, the more people you have helped and the wider the service area, the greater your chances of success. Passing positive energy also has your credit.