Como escrevi aqui há dias, comecei a ler "Unreasonable hospitality: the remarkable power of giving people more than they expect" de Will Guidara.
Um livro sobre a vida que levou o autor até ao sucesso do seu restaurante. Está a ser uma leitura cheia de surpresas. Aqui e ali pequenas pérolas aplicáveis a qualquer negócio.
Por exemplo:
""Service is black and white; hospitality is color."
"Black and white" means you're doing your job with competence and efficiency; "color" means you make people feel great about the job you're doing for them. Getting the right plate to the right person at the right table is service. But genuinely engaging with the person you're serving, so you can make an authentic connection - that's hospitality.
...
We had a radical idea of the guest experience, and our vision was unlike any other. "You're not being realistic," someone would invariably tell us every time we contemplated one of our reinventions. "You're being unreasonable."
...
no one who ever changed the game did so by being reasonable. ... you need to be unreasonable to see a world that doesn't yet exist."
Ao reler estes trechos recordo algo que comentei aqui há uns anos, sobre o lado negativo de ser razoável, de ser competente e eficiente: Every visit customers have to make ...
Por exemplo:
""People will forget what you do; they'll forget what you said. But they'll never forget how you made them feel."
...
When you work in hospitality - and I believe that whatever you do for a living, you can choose to be in the hospitality business—you have the privilege of joining people as they celebrate the most joyful moments in their lives and the chance to offer them a brief moment of consolation and relief in the midst of their most difficult ones.
Most important, we have an opportunity - a responsibility - to make magic in a world that desperately needs more of it."
Ao reler estes trechos recordo uma metáfora que já usei aqui no blogue, a dos Muggles: Temer o pior sempre que os Muggles se metem.
Agora um trecho sobre estratégia e clientes-alvo:
"Don't Try to Be All Things to All People
Speaking of reviews and criticism - I read it. All of it. Every word (with the exception of most comment sections).
I'm always interested in what others, and not just the esteemed critic from The New York Times, think about what we're doing. If your business involves making people happy, then you can't be good at it if you don't care what people think. The day you stop reading your criticism is the day you grow complacent, and irrelevance won't be far behind.
But I don't change something every time one or two people say they don't like something - maybe not even if a lot of them don't like it! If you try to be all things to all people, it's proof that you don't have a point of view - and if you want to make an impact, you need to have a point of view.
Restaurants are creative pursuits. [Moi ici: Igualzinho para as PMEs industriais] As with most creative endeavors, there's no clear right or wrong. The choices you make are always going to be subjective, a matter of opinion.
What criticism offers you, then, is an invitation to have your perspective challenged — or at least to grow by truly considering it. You might stick with a choice you've been criticized for or end up somewhere completely different. The endgame isn't the point as much as the process: you grow when you engage with another perspective and decide to decide again."
Por exemplo, esta semana dei mais um webinar. No final cerca de um terço dos assistentes teve a generosidade de deixar uma avaliação. A larga maioria deu uma avaliação muito positiva. Um dos participantes numa escala de 1 a 10 avaliou o webinar com um ... 2 e acrescentou o seguinte comentário: "The webinar was for juniors, and the points mentioned were logical comment scenes". OK, o comentário era de alguém que não se enquadrava na audiência-alvo. Faz sentido fazer alguma alteração por causa disso? Nope.
Sem saber quem são os clientes-alvo surge a esquizofrenia, a falta de espinha e o curto-prazismo.
%2015.23.jpeg)
