Domènec Biosca Vidal, President of the Association of Business Experts Tourist and of the Association of Directors of Tourist Companies in Spain, published in the magazine Hosteltur in September 2000 "The 25 enemies of the success of a restaurant".
The author states that currently the restaurants have managed, in a general sense, to offer a the service de quality, with variety and good price, so in the XNUMXst century it will be necessary to differentiate ourselves by giving customers “something more”, which will consist of improving the quality of the details regarding the services and attentions.
The 25 most common enemies
Below are the 25 most common enemies, which make it difficult for a restaurant the client perceives this "something more":
- The lack of cultural level of the employees and managers.
- Lack of support from management or middle managers in the quality of the details.
- The existence of arrogances in leadership styles.
- The existence of negative attitudes among employees.
- The existence of departmentalism between kitchen and dining room.
- Lack of company culture, written and public, that makes it easier for each employee to do what they want.
- The existence of resistance to change by rigid structures and minds.
- The existence of serious salary tensions.
- The existence of wage inequalities with equal efforts and successes.
- Lack of real time to implement the Quality Program.
- The real lack of means (personal or material).
- The possible “Spanish culture” that confuses Service with Servilism.
- The existence of fear of error due to the "fights" of the bosses.
- The existence of previous negative experiences. A quality program was started and abandoned.
- Due to ignorance of the customer's needs and degree of demand.
- For comfort and routine.
- For lack of information on the consequences of each negative behavior.
- Due to a lack of agility in responding to customer and employee requests.
- Because there is a non-participatory management style.
- Because the search for culprits predominates.
- When the client does not demand and the staff abandons itself.
- When the internal climate, between employees, is tense.
- When poorly done internal promotions were made.
- When staff effort is not rewarded.
- When mediocre and comfortable employees are not penalized.