Why did many restaurants leave the market during difficult times of crisis, and some managed to stay afloat? Why did employees literally run from many establishments, while other restaurateurs managed to keep their team? What is the secret of guest loyalty? How to make sure that, in the face of falling demand, spontaneous visits turn into new and planned ones, and restaurant patrons bring more and more of their friends?
At first glance, the answers to all these questions lie on the surface. Unprofessional and unlucky players left the market, giving way to more successful and successful ones, restaurants that survived the crisis managed to retain key people, and guests did not stop going to restaurants at all, they simply "flowed" from one institution to another. Probably, such arguments are not devoid of meaning.
Nevertheless, the process of stimulating guest loyalty is made up of hundreds of little things that every restaurateur has to take into account. The guest's mood depends on a large number of factors, the combination of which forms a real, sincere, motivated loyalty to the restaurant, its cuisine, atmosphere and staff.
As noted earlier, during the crisis our guest has become much more selective and discerning. Now he wants to get more for his money, is actively ready to get acquainted with new gastronomic sensations, to compare restaurants, their cuisine and the quality of service. The modern guest is strict and irreconcilable to the shortcomings of the establishment.
Now the restaurateur needs much more internal reserves, perseverance and persistence to bring his establishment in line with the expectations of the guests. Now a good kitchen will no longer "pull out" a disdainful service, and brilliant service does not compensate for the flaws in the kitchen. In today's increasingly competitive environment, earning loyalty and winning the recognition and loyalty of a guest requires much more effort than was previously required.
