the key to the operation of the catering industry lies not only in the superior location of the hotel and the satisfactory store facilities, but also in the warm and thoughtful reception service that satisfies customers. Hotel managers inevitably face various disputes between customers and hotels in the management process. How to deal with these problems artistically is very important to retain customers and safeguard hotel interests. Formal apology and formal compensation are a kind of respect for customers: signing the Convention on Claims with customers, whenever there are problems such as hygiene in food, hotels mostly "change" it, and "changing dishes" seems to be the most commonly used way for hotels to deal with such problems. In fact, we know very well in our hearts that it is only material for a restaurant to change dishes. Even if the dish is clean, customers are still uncomfortable. What pays attention to eating is a mood. Changing the food may not save the customer's good mood. According to statistics, if a customer has encountered food hygiene problems in a hotel, his chances of visiting this hotel next time are at least 31 percentage points lower than those of going to other hotels, and his chances of recommending this hotel to relatives and friends are almost zero. Therefore, whether the handling method is clever or not directly determines whether the hotel can retain these guests. Once, a customer in our hotel ate a hair while eating ribs, and a female customer on the table covered her mouth and wanted to vomit. Seeing her like this, I immediately invited the female customer to the office, made tea and served her fruit, said many apologies, and the dish was free of charge. But in the end, customers are still not satisfied. In this process, I have been thinking: sometimes changing vegetables and sending fruit bowls can't save the influence. How can we do it better? I feel that whether it is free of charge or sending fruit bowls, in the eyes of customers, they are all our temporary remedial actions, which are far from formal. Later, I came up with an idea: sign the Claims Convention with customers. When a customer encounters a similar thing in the hotel, the hotel staff first sincerely admits that the fault lies with us, and then signs the Claims Convention with the customer according to the different compensation situations stipulated in the Convention, and both parties sign it to make formal compensation. This kind of treatment looks more formal and makes customers feel more respected. Later, it was proved that customers generally accepted this method. The Convention on Settlement of Claims defines all kinds of disputes between customers and hotels and sets different compensation standards: if customers eat foreign bodies such as hair, flies and bugs in their meals, they will change or return the dishes for the customers free of charge, give away fruit bowls and pay mental damage compensation 21 yuan to the customers at one time; If customers have questions about the quality of food, change dishes for customers free of charge; If the clothes or articles brought by customers are polluted or damaged due to the negligence of hotel staff, they will be cleaned for customers free of charge and delivered to the door in person, and mental damage compensation 21 yuan will be paid to customers at one time; If there is a quarrel between the customer and the hotel staff, the staff will apologize to the customer on the spot and pay mental damage compensation 21 yuan to the customer at one time. In order to make it convenient for guests to see our Claims Convention, we attach it to the back of the A la carte menu cover, and guests can see it before ordering. The form of the Claim Convention signed between the customer and the hotel is as follows (taking foreign bodies such as hair, flies and insects as an example): Dear customer: Hello! First of all, I sincerely apologize to you Our service didn't satisfy you, which is the fault of our work. Your questions are a kind of supervision and encouragement to us. We will certainly accept your suggestion and ensure that you and other customers will be satisfied when you come next time. Now that you are unhappy when dining in our hotel, we will return the dishes for you free of charge or replace them with dishes of equivalent value, give you a fruit bowl, and pay you mental damage compensation 21 yuan in one lump sum (the content on the horizontal line is filled in with different compensation standards according to the Claims Convention). I sincerely apologize to you again, please understand! I hope you will come next time. Our development cannot be separated from your valuable opinions and suggestions. Hotel:------------Customer:------------Actually, customers care more about their psychological feelings when enjoying our service. Formal apology and formal compensation are a kind of respect for customers. Sometimes, one look and one action of the customer is to complain about the waiter's own 211 opinions = zero complaints from the customer. We are a high-end hotel, and the per capita consumption of guests who come here to eat is more than 1,111 yuan. Guests are generally people with status, status and quality. Therefore, real customer complaints, such as breaking into a furious rage or quarreling with the waiter, rarely happen. For us, sometimes, a customer's dissatisfied eyes and actions are complaints in our eyes. How to avoid the customer's "eye-to-eye complaints" has become our biggest problem in handling complaints. In order to achieve 111% customer satisfaction, we check the system level by level: First, the hotel's purchase acceptance is decided by the kitchen, and each wok checks the raw materials of its own dishes before cooking, and the unqualified ones can be returned, and the kitchen is entirely responsible for the acceptance, which ensures the "one person responsibility system" for the purchase of raw materials and cooking, and avoids the situation that the dishes are not fresh and each other is responsible. Second, be considerate of customers in details, even if there is a little dissatisfaction, it should melt away in the considerate atmosphere of hotel service staff. For example, every waiter says "hello" to any customer he meets in and around the store within 31 meters; Do not actively recommend drinks above 211 yuan to guests; When guests leave, they must be sent to a distance of 11 meters. If the guest is not driving by himself, he should take the initiative to ask if he can help take a taxi; Be sure to ask if you bring an umbrella in rainy days. Third, in our staff training concept, everyone from the boss and manager to the chef and waiter in the hotel is the same in serving customers. Anyone should be ready to serve dishes and mop the floor at any time. In our hotel, the general manager, managers at all levels and supervisors all have a set of waiters' work clothes. When there are many guests and waiters are too busy, the general manager will also go to the restaurant to serve dishes. Four, the manager on duty during no matter and anyone for any reason to drink, a glass of fine 211 yuan. The purpose is that the manager on duty must maintain the best mental state to deal with any problems encountered by customers. Five, customer suggestion book by our service personnel to fill in the summary. Every waiter should sum up any dissatisfaction with the customers he serves every night, and sum up and propose solutions by himself. For example, a waiter wrote in the suggestion book, "On April 26th, 2114, in Room 321 where I served, there were six guests. When I poured wine for a male guest, a female guest beside him indicated that I wouldn't let me pour it, but the male guest didn't say anything, so I filled his wine, and later he drank it all. But the female guest at the dinner was always unhappy, which affected the whole atmosphere and stared at me angrily for a while. I suddenly realized that when there are female guests present, our waiters should be more inclined to the suggestions of female guests. Men are usually more generous and will be happy to act according to the opinions of female guests. " There was also a waiter who recorded that "there were two ladies and five men at Table 12 where I served. One of the ladies was like a guest from other places. At first, she drank, but everyone else advised her to drink and asked me to pour her a glass. I thought to myself: One party doesn't want to drink, but the other party insists on letting her drink. Why don't we compromise and give this lady a small glass, which will not only make this lady drink less, but also not? I served a small cup, and as a result, the lady thanked me very gratefully, and praised me several times during the dinner. Other guests also praised me as "smart and considerate". 6. Attendants hold weekly communication meetings to discuss the "guest dissatisfaction" they encounter, so as to remind others not to make similar mistakes and minimize the chance of "guest dissatisfaction". Our hotel stipulates that every Friday morning, a service staff exchange meeting will be held. The service staff will summarize all their "dissatisfaction" in the past week, such as something, an action or a sentence that makes the guests unhappy, and tell them to everyone. All the staff will discuss how to deal with such things, and then remind everyone that similar things will not happen again. Seven, our hotel has a waiting car at any time, if the guests order items that the hotel doesn't have, the hotel will send someone to buy them elsewhere for free at any time, and there is no additional service charge. In this way, the customer complaint rate of our hotel has been kept at zero, but there are more than 211 "complaint records" in the customer suggestion book every day. It's never wrong to apologize once more: call the customer again the next day. The catering service industry faces many people every day, and all kinds of things can happen. When a dispute suddenly occurs, how to satisfy customers and minimize hotel losses in the shortest possible time in the simplest and most effective way is the most important thing. Our hotel is a leading enterprise in the local catering industry, and its scale is the largest in this city. Therefore, its image and credibility are of vital importance to us. Once, a customer complained that the dish in our store-a plate of shrimp was not fresh, and the head waiter didn't handle it properly, so he called me in. I saw that the situation was already very stiff, and my mistake might escalate the contradiction. A little improper handling would greatly reduce the image of the whole hotel. So, I made a quick decision: first, I admit my mistake: I'm sorry, I didn't meet your satisfaction when I ate here. I'm very sorry! Second, solution: You see, should I make another one for you or return it to you? I'm really sorry! Third, redemption: no matter how to make up, it is our fault. If you have any requirements, we will try our best to meet them, and finally send a fruit bowl. Fourth, the result: when you check out, you get a 11% discount on this table; Please leave your contact information, and we'll let you know what's going on after we find out the reason. Another link is crucial, and that is to add another phone call the next day. The next morning, I personally called the customer to explain the reason, and then welcomed him to visit again and thanked him for his advice on the restaurant. This link is the most critical link in dealing with problems, and it is also the most easily overlooked by many people. The handling of the same day can only solve the "contradiction", and the next day's phone call is very important to retain customers and tap future customers. Facts have also proved that when customers received my call the next day, almost 111% of them were both surprised and happy, and said they must be "repeat customers". Later, I pondered: since we have made friends and become familiar with customers in this way, which has become an unexpected resource for us, why not establish a "customer database" to grasp the information of these customers and become our "staying" guests? Therefore, in order to make the customer information more detailed, we used to leave only the name and telephone number, but now we have added the information of work unit, age, birthday, family members and so on. Some customers don't want to leave detailed personal information, so we will explain to him, "Please rest assured, we will never bother you, leaving contact information to give us an opportunity to apologize and let us give you an unexpected surprise." Guests usually stay after listening to our explanations. Then we set up a special database, and when festivals are held, we take these customers as key customers and send flowers, cakes or discount cards. Statistics show that such customers have a high door-to-door rate. When the customer comes again, send another fruit bowl to apologize for the last unpleasantness. We take this treatment as a template to deal with disputes with customers, fix it, and train service personnel, foreman and chef in combination with this treatment. Sometimes, service is like a beautiful woman: one more point is too much, and one less point is not enough. "Excess service" is not enough once. I received a customer complaint: "The waiter in your is just like watching us, always standing next to us, constantly pouring wine, sending vegetables, changing towels and dishes. She can hear everything we say and feels as uncomfortable as being watched ..." Although, from the service procedure, the waiter is very uncomfortable. Because the service "excess" is too much, especially in the private room, a little "excess" will easily make guests feel "oppressive" Therefore, I stipulate as follows: 1. In a private room, if it is a business meal (which may involve business secrets) or a family banquet, the waiter should take the initiative not to listen to the customer's conversation, take the initiative to enter and leave the private room intermittently, and keep entering the room for service once every 2 minutes. Second, in the private room, if a couple is dining, the waiter should take the initiative to discuss the service mode with the customer (outside the private room or indoors). If the guest agrees to serve outside the door, the waiter should always stay outside the door during the guest's meal and ensure that the guest is on call. Third, the time for changing towels and dishes is set as the intermission time for guests to talk, and try not to disturb the guests. Four, customers such as drinking coffee or eating western food, the waiter should stand 5 meters away from the guest, not to look at the guests, use the corner to observe whether the guests need service, and ensure that they are on call. Fifth, the waiter always acts more than words, talking less and doing more. When ordering food, unless the customer asks, do not actively recommend the brand of dishes and drinks, let the customer make his own judgment to avoid causing resentment. 6. Waiters should not take the initiative to open new bottles for customers unless they are instructed by the guests. For example, some waiters open all the drinks at the beginning, which will cause waste and customer dissatisfaction. Seven, many guests like to pour their own wine or pour each other's wine when they enjoy drinking. In this case, if the customer asks for their own wine, the waiter can quit and meet the customer's requirements. Eight, the waiter no matter how familiar he is with the guests, don't make jokes or behave intimately with them. Who will bear the hotel cost if you give in blindly? Specially set up personnel to receive complaints, and no longer have to eat "dumb losses". Wang Shi, the boss of Vanke, once said: "In dealing with customer complaints, facing is an attitude." It is true that most hotels try their best to be extreme in their attitude, and many hotels also tend to adopt "it's all my fault" and "it's never wrong to smile", which are all right. However, as a hotel manager, in addition to retaining customers for the hotel, he must also be responsible to the boss and save costs to the greatest extent. Therefore, in dealing with customer disputes, we have to consider a problem-the cost problem. If you meet a "difficult" customer but give in blindly, who will bear the increased cost of the enterprise? Therefore, I advocate that hotels should also safeguard their rights and interests when necessary. After summing up our experience, we set up a department to deal with customer complaints, and specially invited employees who studied and understood the law to deal with complaints. In order not to increase the labor cost, our hotel specially recruits a legal professional in the recruitment of office staff, who usually does office work and handles complaints when they encounter problems. In this way, the compensation for the compensation and the refusal of the refusal will not have to eat the "dumb loss" all the time. We stipulate that: if there are quality problems of dishes, such as foreign bodies, stale, unfamiliar and salty, they will be compensated; Attendant service quality problems, such as blunt service attitude, quarrel with customers, compensation; Environmental hygiene problems, such as soiling customers' clothes due to poor hotel hygiene, compensation; The guest was drunk and deliberately made trouble, refused to pay compensation and called the police; Buffet wasted without reason, fined. According to our experience in handling complaints,