I opened fifty restaurants in my forty years in the
business. And don’t mean fifty restaurants that were opened by somebody else but on my
watch. I mean physically managing the effort and handling the service training myself. God, I
loved it. I loved it so much I kept opening restaurants when I should have back
at headquarters running the company. I’m often asked, “Where were you in the
restaurant business?” My stock answer is, “After forty years, Almost
everywhere. Almost every major city.” And to that point, here is a partial
list: Boston, Hartford, New York, Philadelphia, Washington D.C., Richmond,
Memphis, Atlanta, Fort Lauderdale, Cleveland, Columbus, Cincinnati, Louisville,
Saint Louis, Minneapolis, Indianapolis, Madison, Milwaukee, Dallas, Phoenix,
Seattle, Portland, San Francisco, Los Angeles and Orange County. Whew!
I always say that opening a full service, full bar
restaurant is as close to theatre as you can come without greasepaint and
curtain calls. The wait staff had a script or at least an outline of same,
there were twice daily rehearsals for a week and a half followed by two dress
rehearsals in front of a full house; dress rehearsals bigger than any opening
night could be. The theory behind slamming the kitchen and wait staff with a
tsunami of customers ordering way more than paying customers would ever order
was that Tuesday’s real opening for paying customers would feel like child’s
play. Yes, always a Monday or Tuesday and without fanfare, a so-called soft
opening. If you open a restaurant on a weekend you should be institutionalized
for your protection and the protection of others. Like many of life’s lessons, you don't need a Saturday night cataclysm to learn it. Oh, then take
a day off after the second dress rehearsal to take a deep breath and prep for opening
night and real customers. You are ready, young misses and sirs. The formula
worked 100% of the time I’m proud to say. And the so-called Friends and Family
Nights, the dress rehearsals, were the key.
Kurt Kornreich and I at the opening of the Four n' 20 Pies in Northridge, California in 1969. |
Training waitstaff, I say servers, was divided into two
parts; the philosophy of service in which I preached the gospel according to
Steve and the mechanics of service which I first dubbed “Steps to Service” in
1969 when I opened the first Four n’20 Pies in Van Nuys, California. I don’t
know how I knew that telling servers what was expected of them was a
good idea. I just did. The last time I preached was at pulpit of Copa Café in Lexington,
Massachusetts in 2003, a span of 34 years.
Here’s the scene. Imagine you are one of 30 new servers who are
seated in the dining room of the just built and furnished 250 seat Rocco’s Meat Market. The sounds of finishing touches being completed fill the air. You have been
selected from 500 candidates vying for the honor of serving huge slabs of rare
steak and superb wines from a Wine Spectator Award of Excellence wine list. It’s a
woody emporium with leather seating red flocked wallpaper. The joint reeks of
testosterone.
I lean on the proprietor for a soaring introduction. She leans on me to sell the thing called service. It’s what I do. I walk to a
barstool I’ve already placed in front of the adoring throng. On my way to the
barstool I casually remove my suit coat and hang it on the stool. Let’s get
down to business, people. I gaze around the room with a welcoming smile.
“This my 51st restaurant opening, I opened my
first at the turn of the last century in Dodge City, Kansas, Come to think of
it, that was a steak house, too, but with more of a brothel theme.
Anyway, I’m a service guy. A long time ago a mentor of mine,
Don Smith was his name, described a restaurant as being like a three-legged
stool, that if one of the legs doesn’t hold its weight, the stool collapses. I agree with the premise but will tell you
service is the most important part of any successful restaurant experience, the
most important leg. Service, how we are treated, is what we remember. In fact,
I can tell you about my three or four best dining experiences, but I can’t tell
you what I ate. I can tell you how I felt. I can even remember some of the dialogue.
Our first $100 meal was at the Blue Horse in Minneapolis. It
was 1972. Our waiter was Bill. He was about 50 with gray hair and glasses. He
had a sly, almost conspiratorial style. He smiled, was engaged and made eye
contact with each of us as he took our orders. I don’t recall the dishes we
ordered. They were probably from the Sixties songbook, dishes like Veal Oscar
and Steak Diane. I do remember that I choose a 1964 Chambertin. Bill
said, “That’s a great bottle of wine, sir.” Bill was right and he had actually called me sir. I would describe the red burgundy as a supple, round wine redolent of black cherries and new Oak. The finish lasted till tomorrow. The Blue
Horse closed a long ago and Bill went to the slammer for bookmaking. Sad thing. The
world lost a great waiter.
I believe that you can’t lose a customer if you give a damn.
And, the corollary is true. If you care about them they’re yours forever. I
think the desire to please your customer, to make them happy, comes from
something that’s inside you. Having your customer enjoy their dining experience
should give you pleasure, too. That’s why I believe that great servers are born
not made. A friend of mine who’s a restauranteur says, “Anybody can be a
server.” I disagree. Being a good server means that you’re smart, that you have
a good memory and that you can handle pressure with a smile. And, most important, you like
people.
Many years ago, certainly before 1976, I heard a guy named
Bob Farrell speak at the NRA convention in Chicago about keeping customers. That's 'R' as in restaurant not the other 'R.' And, by the way, there’s nothing
more important to a restaurant than the repeat customer. They are gold. Bob’s the one who taught
me the “can’t lose a customer if you give a damn” axiom. He had started an
enormously successful Gay 90s themed ice cream parlor chain in the Pacific
Northwest. It was built on in your face service. Something I brought to Vinny
Testa’s in Boston in the mid-90s. Bob’s first location was in Portland, Oregon.
It was a rainy Sunday when the first location opened its doors. It was so busy that you had a fifty-fifty
chance of getting your burger, ever. In the middle of the chaos and the lost
orders and with poor Bob scrambling from the host desk to the kitchen for the missing
BLT at table 20, a little old lady stood up in the middle of the room and
yelled, “I’ve been waiting for my Banana Split for an hour. I’m leaving.” She
headed for the door.
Farrell caught her before she got out of the building. He begged
her, “I’m so sorry, ma’am. It’s our
first weekend and we’re just overwhelmed. Please give us another chance.” He
gave a her a gift certificate for the next visit he hoped she’d make. He hoped. She paused a moment, reached up to touch his shoulder said,
“That’s alright, young man. I’ll be back.”
I told that story at every opening I did from the mid-seventies to
2003 when I left the business. I told the story to 2,000 KFC franchisees at our national
convention. You can’t lose a customer if you give a damn.” I've been known to tear up when I tell it silly as it sounds.
Then I'd continue. “When I opened my first Four n’ 20 Pies in
Van Nuys in 1969 I distilled the essentials of serving the customer service
down to what I called the Steps to Successful
Service. There were nine steps for that simple concept, basically a coffee shop or diner. I don’t know why I
placed put so much emphasis on service. I guess it mattered to me so that’s
what I did. Here are the steps from Four n’ 20 Pies.
1. Greet the customer within one minute
2. Smile and make eye contact
3. Take the beverage order
4. Return with beverages and take the meal order
5. Suggest the appropriate add-ons like French
fries, salad or soup
6. Deliver food and refill beverages
7. Check back to see that they’re
enjoying their meals.
8. When all the guests have finished their meals,
clear the table
9. Return to the table to take pie orders. Always offer it heated and ala mode
10. Deliver the pie and offer beverage refills
11. When those delicious slices are eaten,
return to the table. If your guests are finished,
drop the check and say “Thanks for joining us. I hope you enjoyed yourself. You can pay me whenever you’re
ready. No rush.” or words to that effect.
12. When your guests have tendered their payment,
cash or credit, take it now. When the money’s out it means they’re
ready to go. They want to leave so get them the hell out, so you can get another
party. This is capitalism at its purest.
13. Bring the change or credit card slip back to the
table quickly and ask your guests to
come back soon. One of the best waiters I ever employed used to say, “See you
tomorrow.”
These steps are nothing more than common sense and no more
than what you want as a customer.
These steps to service are the minimum we expect. They are required. Do these and you will have
provided satisfactory service. Add your attitude and personal style and it will
be great.”
Starting with Four n’ 20 Pies in 1969 I employed Mystery Shoppers to
reinforce the importance of performing all of the steps all of the time. I used Kelly Services, formerly Kelly Girls, since there were no shopper services back then. I had
sold menswear at a major department store in Phoenix when I was in college. The
store used shoppers and if you didn’t Sell
Up and Add On you didn’t have a job. In the restaurants that I operated we weren’t quite
that heavy handed, but we did let our servers know when they had come up sort.
When a server did all the steps they got a $20.00 tip cash on the barrelhead. If they didn't they got an "Oops Card" with the missed steps checked off and the message, “Better Luck Next Time.” I
used a mystery shopper program of some kind till I retired.
There’s a certain amount of unthinking blow back to the
selling parts of the Steps to Service, the contention that offering an
appetizer, dessert or second glass of wine is being “pushy.” Far from it. Offering the appropriate, the
obvious, the things that will make the meal more complete are providing
service, better service, service that will be remembered when it’s time to tip.
The customer isn’t counting your visits to the table per se but has a general sense
of how much service you’ve provided. And, and the flip side, if you did not
offer me that second glass of Ramirez de la Piscina Reserva when there was an
inch left in my glass I will remember it.
When you’re a server you are renting real estate in the
proprietor’s restaurant. It’s her mission and yours to optimize the sales in your station and her restaurant.
Here’s a simplified example that shows the opportunity a server
has for optimizing the proceeds from his or her station. For this example, I’m
using a five-table station and I’m assuming three turns of the tables.
Each server in this comparison will serve 50 customers.
That’s where the similarities end.
Server One Server Two
Customers 50 50
Average Check $20 $25
Sales $1,000 $1,250
Percentage Tip .17 .20
Total Tips $170 $250
Difference +$80
It’s always the same servers who outperform, the same ones
who are average and the same ones who come in last. You can decide to make $80
more in your five-hour shift or not. It’s entirely up to you.”
Restaurant openings are exhilarating and exhausting at the
same time. The two a day training sessions are scheduled from 10am to 2pm and
6pm to 10pm to accommodate new hires who have other jobs or go to school. You
hope that about half your new staff will attend each session though it rarely
happens exactly that way. Two separate sessions spread out like that make for a
grueling day for management staff and trainers. I worked 80 to 100 hours for
two or three weeks in all of my openings. And if you include the late nights at
the Donovan’s Saloon it was approximately 150 hours.
Ike Sewell, Mark Olivari and I at the opening of the Harvard Square Pizzeria Uno in 1980 |
When Lenny Levenson, Mark Olivari and I opened the very first
Pizzeria Uno franchise in San Francisco in 1980 I learned that exercise, a
shower and a change of clothes was better than a nap between training sessions.
I’d take an hour run in the Presidio, do some push-ups, shower, put on fresh duds
and be good as new. Mark had been a star linebacker at Tulane and was the last
cut of the Pittsburgh Steelers. He was 28. His playing weight was 225 and he ran a 4.5 forty.
I was 40, couldn’t make my high school football team and ran a forty in about a
day. Yet he and I would run over to Chrissy Field and do matched sprints. He
killed me. But, one day we went for a 12 miler through the Presidio, across the
Golden Gate Bridge and back and I killed him. From the Marin side we looked
back at The City shimmering in the electric November sunshine. It was one the
best runs of my life.
On November 27, 2004 Mark Olivari lost
his appeal of a conspiracy charge and was sentenced to 2-1/2 half years in
prison and ordered to pay $192,000 in restitution. Federal prosecutors say that
he stole cargo passing through customs and sold it at a profit of tens of
thousands of dollars. He tried to reach me by phone a few years back. I didn’t
call back. I wish had. I really liked the guy.
It’s the camaraderie, the sense of team, that propels you
through the grind of a restaurant opening but which often leads to
extra-curricular activities that have consequences. Those amorous episodes are
usually among staff but can reach in all directions. The wife of the owner of
the San Francisco Pizzeria Uno, went after Mark Olivari like a dog to prime
beef. There was a feeding frenzy over the guy. She told Mark that she
hated her husband and cheating on him was payback. He deserved it. Even if he never
knew about the dalliance, she would and that was enough. She picked up Mark at the Balboa Café and they
escaped to Sausalito for a nightcap or something stronger.
It’s no secret that restaurant people like to party when the
shift ends. And that’s even more true during an opening when the stakes are
high and you’re working 80-hour weeks. Unlike my idol Anthony Bourdain I never
saw drug use, but I learned that you’re never too beat for libations at your
chosen watering hole. In San Francisco it was The Chestnut. In Atlanta
it was The Fridays across the way. In Columbus it was Buckeye Charlie's next door. In DC it
was Clyde’s with Michael Burke from Lawrence, Massachusetts behind the bar.
“Another Molsons, Steve?” he’d ask. He always said Molsons not Molson. The
answer was invariably, “Yes” until I switched to Saint Pauli Girl.
One time I forget to pay Michael and called him from New
York the next day to offer my apologies and give him my credit card number. I
over tipped even more than I usually over tip to make up for my bleary
oversight.
But by 1984 when I opened restaurants for seven months my relationship with my senior partner and boss had reached its nadir. I’d reached
the end of the line. The ordeal had taken a toll in a myriad of ways. In 1985 when he brought in a new president I finally said,
“Enough” and began three years of hard-earned semi-retirement and a new, better
and healthier life.
It was quite a ride.