he employees on what they can handle without the manager. For example, are a customer's fries cold? Replace them with hot ones. Wrong drink flavor? Replace it with a larger size of the right one. People just want their issue handled!

You likely have a few typical compla

In a past life, a former colleague of mine taught our company the concept of the Complaint-O-Meter for handling guest complaints.

We’ve all been through various types of complaints as both a customer and an employee. You remember both ends of the extreme. On one hand, the Ritz Carlton hotel has empowered any employee to handle any complaint or issue up to $2,000. On the other hand are many of their competitors: Have a complaint? You’re told to call the office or fill out this comment card.

When handling complaints, here are a couple keys:

- Understand the lifetime value of a customer. Too often, managers and employees worry about the cost of the replacement item or refund (the pennies), but forget about how much that customer spends with them (the dollars). If a customer visits you twice a week and spends $6 per visit, they are worth about $600 per year to you. Now, if they have a complaint over a $5 value meal --- even if they are wrong --- is it worth losing $600 in annual sales over $5? Try attracting that much business with that small an investment.

- Educate the employees on what they can handle without the manager. For example, are a customer's fries cold? Replace them with hot ones. Wrong drink flavor? Replace it with a larger size of the right one. People just want their issue handled!

You likely have a few typical complai

he Ritz Carlton hotel has empowered any employee to handle any complaint or issue up to $2,000. On the other hand are many of their competitors: Have a complaint? You’re told to call the office or fill out this comment card.

When handling complaints, here are a couple keys:

- Understand the lifetime value of a customer. Too often, managers and employees worry about the cost of the replacement item or refund (the pennies), but forget about how much that customer spends with them (the dollars). If a customer visits you twice a week and spends $6 per visit, they are worth about $600 per year to you. Now, if they have a complaint over a $5 value meal --- even if they are wrong --- is it worth losing $600 in annual sales over $5? Try attracting that much business with that small an investment.

- Educate the employees on what they can handle without the manager. For example, are a customer's fries cold? Replace them with hot ones. Wrong drink flavor? Replace it with a larger size of the right one. People just want their issue handled!

You likely have a few typical compla

eys:

- Understand the lifetime value of a customer. Too often, managers and employees worry about the cost of the replacement item or refund (the pennies), but forget about how much that customer spends with them (the dollars). If a customer visits you twice a week and spends $6 per visit, they are worth about $600 per year to you. Now, if they have a complaint over a $5 value meal --- even if they are wrong --- is it worth losing $600 in annual sales over $5? Try attracting that much business with that small an investment.

- Educate the employees on what they can handle without the manager. For example, are a customer's fries cold? Replace them with hot ones. Wrong drink flavor? Replace it with a larger size of the right one. People just want their issue handled!

You likely have a few typical compla

spends $6 per visit, they are worth about $600 per year to you. Now, if they have a complaint over a $5 value meal --- even if they are wrong --- is it worth losing $600 in annual sales over $5? Try attracting that much business with that small an investment.

- Educate the employees on what they can handle without the manager. For example, are a customer's fries cold? Replace them with hot ones. Wrong drink flavor? Replace it with a larger size of the right one. People just want their issue handled!

You likely have a few typical compla

he employees on what they can handle without the manager. For example, are a customer's fries cold? Replace them with hot ones. Wrong drink flavor? Replace it with a larger size of the right one. People just want their issue handled!

You likely have a few typical complaints. Rate them between 1 (minor) and 10 (major). Unfortunately, each typical complaint is different in the eye of the beholder. While I might believe a hair in the food is low on the scale, if I have that attitude with a customer who feels it is a 10, we lose.

Gauge where the customer is on the Complaint-O-Meter in their mind and handle their problem accordingly --- they just want it fixed. It might entail a replacement item or apology on the low end, or a refund and lifetime comp card for the higher end. Ensure that you address the issue they have today --- cold fries are not fixed with a comp card. Don’t trip over dollars to pick up pennies. Ensure the customer leaves happy so they return again!