Pizza Hut 2002 Annual Report Download - page 20

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18.
Customers prefer our
multibranded restau-
rants 6 to 1 over single
branded ones.
see where it takes them. It’s the folks who see the possibility unfolding in front of them and jump out to make this
thing work, it’s these folks who will lead in Multibranding. The others will come along because this is all about mak-
ing money. That’s why we’re in the business
—
we’re here to increase profits.
Aylwin: How does Customer Mania impact operations?
Jackie: We think Customer Mania is a great initiative and very important to our success. We have seen improve-
ments in operations because of Customer Mania. I’ve been looking at our 1-800 customer hotline calls and have
noticed that our service complaints are down and I think we can continue to lower them. We think Customer Mania
brings focus to why we’re in business
—
and we’re in business for the satisfaction of our customers and Team
Members.
Larry: We’ve had an absolute blast with it. Before Customer Mania, we all understood the importance of good hos-
pitality, but what Customer Mania does for our Team Members is make them realize that indifference to customers
comes across as rudeness. What Customer Maniacs need to do is totally bury indifference and make themselves
feel as if their customers are guests in their homes. When we explain it to Team Members like that and they try it,
they become believers.
Al: Customer Mania from the restaurant point of view is contagious. I have seen managers develop their teams
completely around Customer Mania. Say a Team Member shows up one morning and the manager senses that the
person is not going to contribute. The RGM might tell the Team Member to take a couple of hours off, regroup and
come back ready to contribute to the overall benefit of the restaurant. Customers can feel the enthusiasm of
Customer Mania at the front counter, and that’s why it’s contagious.
Jackie: Okay Aylwin, let me ask you one. As the President, Chief Multibranding and Operating Officer, what are the
resources you’re putting behind Customer Mania?
Aylwin: I’m glad you asked. We’re serious about Customer Mania and we’re dedicated to driving it across the sys-
tem. In addition to the quarterly training in the restaurants, we’re putting about 150 or so of our best managers,
30 to 40 from each of our brands, into the restaurants to inspect the stores and ensure that we are meeting or
exceeding our CHAMPS standards. This “CHAMPS Excellence Review” process allows us to then sit down with the
leadership and go over the results so that we can improve upon them. This represents an $18 million commitment
to ensure that our leaders get the training, support and encouragement they need to succeed. Encouragement is
key. We’re using this as a great way to recognize our teams and create more role models for Customer Mania.
We have
the potential
for 13,000
multibranded
units in the
U.S. alone.