-by Jack Falvey
Readers Digest,
February 1993 issue.
Where
I live are two similar buildings that I visit regularly. Both are
free-standing, single story structures with ample parking and drive through
facilities. Each has a canvas banner tied across the front. One says, “Try Our
Chicken Fajitas”; the other, “Try Our ATM,” or automated teller machine. In
many ways they are in similar businesses. The wonder is that they take such
different approaches to the same customers.
Dick Morrison,
owner of the local McDonald’s, discovered that more than 50% of his
business came at his drive-through
window. So he ripped out the side of his building and added a second window
just for the cash part of the transaction. The existing window was used for
order pickups. He then attached two-way radios to his employees so they could
work as a team to better serve his driving customers. The object was to serve
more customers faster, and thus build volume and profits.
At the
other business, a local branch bank, a larghe number of customer used the
drive-through window. It did double duty. Hooked up to the window was a
vacuum-tube system that connected with an-other drive-through unit on a small
island opposite. This way, two customers could be served at once. However, the
bank figured that switching the customer island to as automated teller machine
would cut cost and increased profits. So the vacuum-tube unit was torn out and
replace with an ATM. An hour was also cut off the drive-through window schedule.
Soon there
were long lines at the drive-through window, and customers were complaining.
Ever the salesman, the bank manager replied that ATMs are the next great wonder
of the world, and that everyone should give the machine the machine.
At
McDonald’s, Dick Morrison has an office in his building. He is seldom in it. He
says his customers won’t take the trouble to go back to see him, so he works
outside a lot, cleaning up trash and pruning the roses. Everyone in town knows
that the guy in the cardigan sweater and baseball cap is Dick and that he owns
the place.
Inside
McDonald’s, even though there are many more customers than in the bank, there
are no red-rope mazes. No one says, “Who’s next?” all you here is, “Can I help
you over here?” Behind the counter is a level of activity an army gun crew
would admire. Sometimes three people will fill just one order. They look over
ones shoulder at the computer screens and run to get what’s missing. All the
managers help when things become busy. Often, during lunch hour, Morrison cooks
the fries to free one more counterperson and speed up his operation
.
At the
bank, the manager has an office on the corner of the building. It has two glass
walls, so the drive in-line often wraps right around it. Everyone can see him in
there, either on the phone or doing paper work. Since his back is to the
windows, he never makes eye contact to those in line.
Sometimes
people line outside park their cars, hoping to get through quicker on the
inside. But the teller line inside seldom seems to have more than two windows
open. There maybe three or four extra workers doing things in the back, but
they are usually too busy to help the people standing in line. And to all those
bank people sitting at their desk only ten feet away, the customer seems to be
always invisible.
Do people talk about the fast service at
McDonald’s? Always, for they always go
there. Do people talk about the slow service at the bank? All the time. And
they do everything they can to keep them from going there. They cash checks at
the supermarket or the gas station. They send deposits by mail.
Knowing
what customer needs and want is basic to any business. The people at McDonald’s
have mastered this lesson. Many experienced bank managers have not. And they
are paying the price. The folks in my
town aren’t surprised that McDonald’s has been thriving, while the area’s bank
have not.