NEW YORK - The New York Times featured earlier this week the U.K.??s Pret A Manger, a chic grab-and-go food chain, as offering a "fresh approach to fast-food" service. And because of its customer service strength, the company has begun to slowly expand in New York and other U.S. cities.
A sizable portion of the company??s success is being attributed to its exemplary customer service, with uber-friendly employees who personalize the customer experience.
"What makes Pret A Manger a compelling business case study is its approach to customer service and to training and motivating its staff," the Times writes. "Yes, Pret happens to make sandwiches ?" but the lessons are worth knowing, whatever your line of work."
Pret??s goal is to serve customers within 60 seconds, "complimenting your earrings" in the process or something similar.
The company has built a fairly loyal workforce, with a turnover rate of about 60 percent ?" exceptionally low for the fast-food industry, where the rate is normally as high as 400 percent.
The company??s U.S. success is growing, with sales at its 34 U.S. stores increasing 40 percent from the same period last year. The company is focused on convenience, ensuring its stores our adequately staffed to handle demand.
"A very important part of Pret is you see four, five, six to nine people [working the registers]," said Clive Schlee, Pret??s CEO. "Pret A Manger does mean ready to eat??not ready to wait."
Schlee said the company hires, pays, and promotes workers based on qualities like cheerfulness. And there??s a "Survivor"-like element to working for the company. New hires are sent to a Pret A Manger shop for a 6-hour "test" day, and the employees there vote whether to keep them (90 percent of prospects are retained).
Gaining support from existing employees is key, but those workers are motivated to select only those likely to success, as bonuses are awarded based on a team??s performance.
It all begins with a very detailed training program, something the company spends a great deal of energy perfecting.
"If people know what they??re there to do, and how to do it, there??s no confusion," said Andrea Wareham, Pret??s human resources director.