All I wanted
was to sit down with a cup of (decent) coffee and watch for a while as the
world went by. But, modest though it was, my ambition was thwarted. I'd been
sitting in Carluccio's for 15 minutes without being approached by a waiter
before I realised that the place was under-staffed and much of the world was
going by while I remained thirsty.
I decided to
cut my losses and go elsewhere - a place I remembered in a nearby back street,
a ramshackle independent cafe called Tarkk whose proprietors claim to be
"passionate" about coffee. And so they are: if only they were equally
passionate about customer service the place would be great. I joined the short
queue at the counter where, without a smile, they took my order - and my money
- and instructed me to take a seat. After the by now customary wait of 15
minutes I approached the counter to ask how they were getting on. The ensuing
consultation between the three staff members resulted in another instruction to
sit down but no acknowledgement that they had clean forgotten to make the
coffee. An apology would have been nice - accompanied by a 'courtesy' croissant
perhaps - but neither was forthcoming. I sat obediently, feeling somehow to
blame and fretting that perhaps I hadn't followed their required procedure.
And so it
was that what ought to have been a mindless morning routine became a contemplation
of comparative business models. On the one hand the corporate, Carluccio's,
whose success depends on perfecting a system for delivering customer satisfaction;
on the other the independent, Tarkk, whose success depends on - the same thing.
It's not all about the coffee.
Carluccio's failed
because the waiter was either unable to cope or not sufficiently motivated to
make up for his co-workers' absence. Otherwise it's a successful, expanding
business with a good understanding of the need for powerful branding (a jolly,
fat Italian chef with a catchy name); consistency of offering in the
tried-and-tested MacDonald's manner; stylish, modern interiors; a standardised menu
and a usually robust system for delivery.
I wanted
Tarkk to please me but it conspired not to, leaving me instead with the
impression that its modus operandi is designed for the convenience of the
proprietors and/or those who work there. The obscure name (trikky to spell) may
have some significance to whoever devised it, but to me is just weak branding.
The space, furnished with disregard for comfort and disdain for interior design,
reeks of cheap recycling. As a small and probably underfunded business, it could
and should have deployed its biggest asset - personality - when it most needed
to. It's not all about the coffee.
Not that I
have become obsessed with 'customer satisfaction' but, when I went later to see the work of German artist Sigmar Polke
at Tate Modern, the topic was still on my mind. It's a retrospective exhibition
covering the years 1963 - 2007, which means that there's a lot of art on the
walls. In fact, considering the entrance fee of approximately £12, the show is
rather good value for money. But Polke was a great experimenter with new
techniques and by the time I was halfway through the galleries I began to tire
of work which seemed to have been made more for the sake of the process than
the expression. Just show me the art, I thought, never mind your systems of
delivery.
On my way
home I paused at a falafel street-stall. The cheerful operator, sensing my
interest, insisted I try a sample. It was delicious. I made a purchase and, strolling
happily on my way, realised I was experiencing real 'customer satisfaction':
and it wasn't all about the falafel, either.
No comments:
Post a Comment