The gentle art of upselling

Related tags Staff Sales Ali carter

Do your staff know today's special dishes? They should. But if they don't, then train them, says Ali Carter If businesses are going to be successful...

Do your staff know today's special

dishes? They should. But if they don't, then train them, says Ali Carter

If businesses are going to be successful then each staff member needs to increase sales as much as possible. There is no shame in getting customers to part with as much of their hard-earned cash as possible. They will enjoy the attentive and informative experience of being served by someone who knows their stuff. It's true that some staff are too afraid to sell because they don't want to appear pushy or they feel that they don't have the skills or confidence to succeed. Here are some very helpful tips, but what are the actual benefits of staff selling effectively to

customers?

l Increased average customer spend

l Improved customer perception of a business

l Increased levels of customer satisfaction

l More staff job satisfaction

l More staff job security

l Potential to get more tips

Effective selling skills

Effective selling skills are measured using a number of criteria, some of which are personal characteristics, but all of them can be developed with the right coaching and training.

The criteria include:

l Thorough knowledge of the products and services being offered. Walk into most pubs that serve food and ask the barperson: "What is the soup today or the daily special?" and I guarantee that in 99% of venues, the reply will be "I'll just go and ask." Why don't they know? This is basic information that should be part of their daily routine, just like bottling up and setting up the bar

l Natural and demonstrable enthusiasm for the products and services

l Knowledge of local facilities and attractions

l Good, active listening skills

l Telephone manner

l Understanding the power of body language.

Product knowledge is essential if expectations are to be exceeded. Service staff need to be able to inform the customer of the products and services on offer in a concise and polite manner. They also need to be able to advise on:

l How to order

l What to order

l What is currently available and unavailable

l What can be recommended

l Give information on the ingredients in dishes and how they are cooked if asked, including accompaniments to dishes. This, in particular, will be seen as excellent service

l When to pay and what payment methods are accepted

l What other services and facilities are available

Natural selling

It is important that all selling techniques are approached in a professional and "natural" way and not forced on customers, as this can become irritating.

Some of the selling points to consider could include:

l "Selling up" or suggesting expensive alternatives. Customers will ask why they should choose these so staff must be able to explain the positive aspects of these dishes

l Selling side orders, starters and desserts

l Selling profitable dishes. Why not "gold star" products, literally: mark the most profitable with a gold star like we did at school and encourage staff to sell those products in preference to others

l Suggestive selling on additional drinks,

desserts and coffee (also don't forget to offer tea to customers as an alternative)

l Selling the idea of visiting again

Every staff member can sell more convincingly through prior sampling of the products and convey the attributes (taste, texture) using descriptions and recommendations based on personal experience.

It is much easier to sell to, and persuade, an existing customer to buy more products than it is a new customer. Research suggests that attracting new customers is at least six times as expensive as growing trade among regulars.

Table service is a good way of combining great customer service with a sales opportunity. More pubs are offering food as the smoking ban approaches because it provides a great opportunity to increase sales.

I have devised a customer status tick-list to help staff remember to sell and serve. It reminds staff to not only provide cutlery and serve the food, but to also keep selling by offering more drinks, mineral water, desserts, liqueurs, coffee etc.

The same principle could be adapted at the bar.

How to get your staff to have knowledge?

Ask them to compile a list of 10 facts they should know before they start work. Here are some good examples:

Product knowledge test:

l What would you recommend as your premium lager?

l What is the soup of the day?

l I have a nut/gluten/lactose allergy so can I have the chicken dish?

l When is the next quiz night?

l I'm driving but I would like a beer. What's your cask ale with the lowest ABV?

l What's the ale in the steak and ale pie?

l I'm having the Pasta Carbonara but don't want wine. Can your recommend a beer?

l What malt whiskies do you have?

l What is "sex on the beach" like?

l What is your house wine like?

Wine recommendations are tricky. It can be a scary subject for bar staff who may not drink wine, don't like wine and failed their geography GCSE.

The secret is to walk first and run later - it's better to help staff talk confidently and knowledgeably about one wine rather than blandly and unimpressively about all. (Wine will be covered in more detail in the next Get Carter).

Of course, you don't want your staff to simply sell product. You want them selling the future of your business too, so they need to be up to speed on events and bookings, what's happening soon, how much, how to book, what time and lots of detail.

To help your staff think along these lines give them regular product knowledge tests with small prizes for the winner and put their "name in lights" on the staff notice board. A league table is also very good for staff

motivation.

Simple techniques

There are simple selling techniques that all staff can use

l Suggestion selling: this is when the customer has not made a specific request but there is an opportunity to suggest products or services (your higher GP items) that may appeal to them. These could be at the beginning, end or other breaks in the meal, when they first arrive etc. If possible it should be suggestions of something related to their current products/experience, for example: "Why don't you treat yourself to a liqueur with your coffee?"

l Related selling: suggesting products that go with, or accompany, dishes ordered by customers. "Would you like garlic bread with your pasta?" or "How about a glass of dessert wine with your pudding?"

l Alternative selling: offering alternative products to the ones requested by the customer. This is when you don't have the item requested, for example offering Kronenbourg instead of Stella Artois, but make sure the alternative is "like-for-like", so substitute a high GP product with another high GP product. Failure to offer an alternative can be perceived as staff indifference and 68% of people who don't return, do so because of this.

l Selling up: this is an extension of alternative selling. This time offer alternative products that are bigger, better and more expensive. This should be a win-win situation for you and the customer. "Rather than your two glasses of wine would you like to order a bottle? It's another £2.50 so it's good value?"

l Body language: recognising sales opportunities is a matter of observing and "reading" customers, to identify those who could potentially be sold to. Signals to look for include: uncertain body language, looking around, scanning the bar, hesitation in ordering, changing drinks from round to round or studying menus for a long time. Excellent service would be to go and sell to these customers. The nodding dog technique is also effective: the next time a customer asks for a glass of wine, instead of giving them a choice - small medium or large glass, look them in the eye and say large one? Do this while nodding your head, most times the customer will simply nod back in agreement. Give it a try,

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