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”CUSTOMER MANIATRAINING was kindof challenging —and fun.The bottom line is it mademe feel empowered —I’m a professional! AndI know I can make mycustomers’ experiencesthe best they can be.And I train my team to dothe same, every day.”Bruce Taylor, Assistant Manager,KFC/Long John Silver’sDeVonne: Selection is the key, I think. When it comes to hiring great new Customer Maniacs, I go through 50 applicationsjust to get one Team Member. It’s a time-consuming, always-uncertain process. I would much rather putextra efforts into making sure my existing Team Members are happy and fulfilled in their jobs.Omar: It’s about love. Love your people…love your customers…show it every day.Aylwin: How important was the Speed of Service focus to you in 2002?Alfredo: We used the Speed of Service tools that the company provided us with and they made a difference. Havingthe tools is one thing, knowing how and when to apply them is another. I think we have developed some excellentprocesses for applying these tools and I think the results show up at the drive-thru window every day.Omar: The customer is sitting out there in the drive-thru watching the clock in his car tick by. If you can shave asecond or two off every order you not only make those individual customers happy, it can mean thousands ofdollars to your restaurant over the course of a year.DeVonne: We have contests in our restaurant for the most cars and the most transactions coming through the drivethru.I find that’s a great way to motivate Team Members to increase the Speed of Service. It’s just one more waywe’re putting our customers first.Aylwin: What are some of the critical operational tools that will help us get better and better and better at satisfyingour customers?Mike: I really like the Balanced Scorecard. It helps us focus on our performance and get better and better in fourkey areas: people, customers, sales growth and profits. When we use it, we can get critical information that can23.
Left “Customer Mania isgiving 100% of your energyand enthusiasm to makingyour customers 100%satisfied — every hour,every day.”Joe Gootee, Assistant ManagerLong John Silver’s/A&WBelow “I’m proud of my work. I make sure thatevery piece of chicken I fry and every product Imake is delicious. That’s because I know thatwhat I’m doing back here is being so wellreceived out in the dining room. And that to meis what it means to be a Customer Maniac.”Amadou Gouzae, Cook,KFC/A&W, Luihn Food SystemsAbove “I have fun and love the people Iwork with. As a Team Member, I love feelingthat I can make a difference. And I can. OurCustomer Mania training taught us that. It’salso about being polite to the customer andtrying to make them feel that he or she is our#1 priority.”Elizabeth Parkerson, Team Member,Taco Bell, Southern Multifoods Inc.help us run our restaurants better. We talked about reducing turnover earlier, and I think the Balanced Scorecardis another great tool we can use to reduce turnover.DeVonne: I agree. It really helps us target our progress. We know exactly where we’re doing well, and where weneed to focus more of our attention. Now that we’re doing CER (CHAMPS Excellence Review), I think Team Membersare even more aware of Customer Mania and its importance. We don’t know when a CER visit is going to happen,so we’ve got to be on our toes all the time. And when we get the results back from the visit, we always sit downand go over them carefully to make sure we’re executing against our standards and delivering on our 100% CHAMPSwith a Yes! program.Omar: The unannounced visits really are a great training tool and great way to recognize my team. I use them as achance to pat my people on the back and show them how important they are. And that I care about them. My teamis important to me. I really like seeing the increased focus on Team Member training and the fact that we’re trainingmore frequently. It makes us better able to give our customers what they want. And that’s what it’s all about. Givingour people the confidence to handle every situation and get better and better at serving our customers.Aylwin: It just shows you, with people like this running our restaurants, putting their capability first and the capabilityof all our people in the system first, satisfied customers will follow and our company will make more money.That’s our formula for success.24.
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Page 7: Below “Since the roll-out of ourC

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