2016 Retail Playbook_ 12/16 - revised 12/14/20

P L AY B O O K Retail

About This Guide • All information in this guide is for use by TouchPoint Support Services associates only. Because our processes and procedures are proprietary, broader distribution is strictly prohibited. This guide should never leave the work premises. • While these guides are printed and static, the online version is kept up-to-date. Please use the digital playbook on the TouchPoint intranet to print information for posting or training.

Essentials This list represents the “essentials” of service delivery. These proven elements enable us to deliver consistently on TouchPoint standards. The Essentials are considered mandatory. 1. We conduct interactive GoBEYOND pre-service meetings daily. Areas to be covered are: • What is on the menu • Pricing • Suggestive selling • Allergen review • Associates taste food • Celebration • Safety • Diversity For a “thumbs up,” all must be present. If any are missing, “thumbs down.” 2. Managers and associates review cleanliness of retail space throughout meal period. • The retail/dining area is well maintained, clean, and organized • Uniforms and hygiene standards are checked for compliance continuously during each shift (check during pre-service meeting) For a “thumbs up,” all must be present. If any are missing, “thumbs down.”

• To access this guide online, click on the “Associate Login” link on IAmTouchPoint.com

• In the text, you will see items highlighted in blue that reflect hyperlinks. The hyperlinks are functional only in the digital playbooks.

©2020 TOUCHPOINT SUPPORT SERVICES. ALL RIGHTS RESERVED; UPDATED DECEMBER, 2020

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3. Pricing and value perception

• FDA regulations • All items are priced to the 9’s • Hours of operation signage near entrance and always visibl For a “thumbs up,” all must be present. If any are missing, “thumbs down.” 7. Jack and Olive where available (On the Go acceptable) • System for ensuring coolers are properly stocked is in place. For a “thumbs up,” all must be present. If any are missing, “thumbs down.” 8. Weekly sales and promotion menu • Customize the weekly feature template from Business Excellence on the MyCompass.com site. Use this to post at the entrance. • Extra copies are available for customers. • A Marketing and Superfoods table is present and near the entrance with items for sale. • A Business Excellence Wellness LTO offered each month • 2 for 2.49 bottled water • 2 for 2.79 bottled sodas • The Touchpoint managers guide will be used for all stations. For a “thumbs up,” all must be present. If any are missing, “thumbs down.”

• Consider your budgeted food cost • The local market and your competition • How much of a discount you give and the percentage of your sales that are discounted. • Product cost, including contribution and profit • Compass has specific recommendations for beverage pricing that can be found on My Compass • All items should be priced to the nine’s • Retail manager can speak to value perception • Pricing strategy is evident For a “thumbs up,” all must be present. If any are missing, “thumbs down.” 4. Managers are present in café during peak hours. • Managers are assisting in overall operation of retail space • i.e. stocking, assisting guests, maintaining cleanliness, etc. 5. Evidence of proper smallwares package • Any specs for this essential? For a “thumbs up,” all must be present. If any are missing, “thumbs down.” 6. Signage • Use of Webtrition for signage updates • Use of digital signage • Signage is to be easily understood and seen by customers. • Avoid clutter. Follow the 90/10 rule – 90% of the table

is for sale and 10% is signage. • No ($) are used in Retail area

9. Engage your guest

• Consider demographics • Know what is important to your customer • Research competition • Plan marketing well in advance • Introduce new marketing to customers in advance so they can plan to participate • Customer surveys is used • Connect with guests during service (table-touches, pre-bus, sampling, etc) • Results are shared with team For a “thumbs up,” all must be present. If any are missing, “thumbs down.” 10. Product placement and merchandising • Items you want to sell needs to be visible • Everything is appropriately stocked • Make sure your products are neat with the best side facing the customer • Group products that go together to encourage add on sales • Products that are at eye level sell best • Don’t use prime locations for items like condiments

• Create plan-o-grams for your retail area • Evidence of plan-o-grams being used • Areas are free of clutter

Customer Survey.................................................................. 62 Mystery Shopper.................................................................. 64 Onsite Insights...................................................................... 68

TABLE OF CONTENTS

RETAIL PROGRAM Retail Standards. .................................................................... 6 Hours of Operation.............................................................. 10 Station Concepts.................................................................. 14 Weights and Measure.......................................................... 18 Sustainability Practices. ....................................................... 20 Wellness Practices................................................................ 22 Small Store Solutions .......................................................... 26 Unstaffed Solutions – Vending and Avenue C................... 30 Catering ............................................................................... 34 Doctors Dining Room ......................................................... 36 RETAIL MARKETING Branded Concepts External................................................ 42 Branded Concepts Internal................................................. 46 Café Marketing..................................................................... 48 Uniform Guidelines.............................................................. 52 Product Placement and Merchandising ............................ 54 Signage................................................................................. 58 Promotions. .......................................................................... 60

RETAIL TRAINING Retail Certification................................................................ 72 Pre-Meal Meetings............................................................... 76 I Am Great Training.............................................................. 78 RETAIL FINANCIAL PRACTICES Retail Pricing......................................................................... 82 Cash Management............................................................... 86 Loss Prevention. ................................................................... 88 RETAIL REFRESH Traffic Flow............................................................................ 92 Planning a Refresh................................................................ 94 Planning a Renovation......................................................... 96 OTHER Opening and Closing Checklists...................................... 102 Retail Marketing Review.................................................... 104

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RETAIL PROGRAM

Why this is important: Retail standards exist because:

• It is important to represent our brand.

• We are committed to our clients and customers who depend on consistent pricing.

• Standards provide a guide for our facilities while maximizing revenue and profit.

RETAIL PROGRAM Retail Standards

What to do: • Become familiar with the many resources provided on My Compass. They include (but are not limited to): o The Business Excellence page for trends and merchandising ideas and retail solutions. o The Field Systems page for systems that can promote excellent retail. o The Centers For Excellence page for a full description of the required quality standards.

• Use the Retail Excellence page for all of our resources that will enable you to meet our retail standards.

• Work with your CEC to develop a program that is specific to your location.

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• Pay attention to all updates and recommendations for marketing promotions.

• Envision 2020 is a great resource for understanding and communicating the overall retail goals for Compass Group.

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Why this is important:

Hours of operation need to be carefully planned as they can be either the source of loss or additional success for your operation.

What to do:

• Check your contract for hours of operation listed there. You should know what these are and follow them.

RETAIL PROGRAM Hours of Operation

• Sometimes the hours of operation are not the best for the business. Use the following guidelines for recommending changes: o Are there times that you are open when you have almost no sales? o Are there times either prior to opening or after closing when you believe customers would come to your café?

• Discuss potential changes for improved service and increased revenue and profit with your RDO.

• Consider other options for filling gaps in service or for taking care of business that is insufficient to warrant opening your café. These could include:

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o Cart service o Automated options such as Vending or Avenue C

• Digital signage should display hours of operation near the entrance.

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Why this is important: Most of our customers are hospital associates. Because they eat with us every day, they want options in their café. Station concepts are a way to provide different experiences in one location.

What to do: Your café is probably already designed to offer different station concepts. Even if it isn’t, you can change the theme of what you serve to create the feeling of different stations on different days. • If your stations have not already been planned, your Corporate Executive Chef can help you design your stations. • As you decide what to offer make sure that you put your customer first. Consider: o Who is your customer? What are their demographics?

RETAIL PROGRAM Station Concepts

o What is important to them? Remember, on average we are only capturing 50% of our potential customer base. o Where are they going? What can you do to attract them? o Who is your competition?

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• A good resource for planning your stations is the Deliver Flavor Station Guides.

you have committed to in the contract and which will allow you to make a profit on your station items.

• Here are some tips that you will also find reflected in the station guides: o Breakfast represents your single greatest opportunity to build sales, customer participation, satisfaction, and profitability. o The entrée station is a great way for you to feature regional favorites or an exciting new promotion for your guests. o Flavor and freshness are the top two decisions drivers for pizza purchasing. Operators and suppliers should focus on quality and freshness. o Keeping in mind that the majority of our business is at lunch, the deli must be a significant part of our retail offering. o The grill station is extremely versatile but over time, the grill has become over-populated with multiple menu items and has somewhat lost its identity. It is also one of the busiest stations, with the most opportunities for creativity and profit. o Whether they are made-to-order, pre- packaged, or served on a salad bar, salads can significantly contribute to the overall sales of your café. Operators are revamping their menus in response to guest demands for salads as a stand-alone entrée, side substitution, an appetizer, or a component of a combo meal. • Always make sure that your prices are set at the level

o Remember, when pricing your retail menu, you should always consider your contractual food cost to price ratio, employee discounts, specialty paper, competitor pricing, market value, and ultimately profit contribution.

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Why this is important: Having a properly calibrated scale ensures that your portions match your nutritionals and guests are being charged the correct amount.

What to do: • S cales must be calibrated a minimum of once a year and include a sticker indicating calibration and certification.

RETAIL PROGRAM Weights and Measure

• If there is no sticker evident, contact the TouchPoint Licenses and Taxes Department at mms/ tsslicensing@iammorrison.com or 1-251-461-3050.

• If the scale displays pricing by the pound, the monies collected must be by the pound, and the pricing displayed must be by the pound.

• S cales set for a tare weight subtract the weight of the container from the weight of the product.

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Why this is important: Compass cares about people and the world we live in. Because of this, Compass has a strong commitment to sustainability in everything we do. This means that we pay attention to what products we use and how we use them. Our cafés are our best opportunity to showcase our sustainability practices. What to do: First understand your client’s focus on sustainable initiatives. Most hospitals have them and what you do should either meet or exceed their expectations. • While we use the term sustainability, the full category is Corporate Social Responsibility and includes more than just practices in sustainability. • There are lots of resources and up-to-date information on sustainability initiatives that can be found on the sustainability page on My Compass. • The Compass healthcare sectors also participate in the Healthier Hospitals Initiative of Practice Greenhealth. Your RDO can connect you with your sustainability expert. • If your client or someone else has an interest in the general Compass record for sustainability, the CSR report on the sustainability page is updated each year.

RETAIL PROGRAM Sustainability Practices

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Why this is important: Compass strives to be a healthy employer by promoting wellness. We represent our clients to their communities. Our cafes provide the window to offer healthy alternatives.

What to do:

• First understand your client’s focus on wellness initiatives. Many hospitals have them and what you do should either meet or exceed their expectations. • Our position is to offer options and stealth health vs. dictating what is available. Some of our clients take a stronger position such as eliminating all sugar sweetened beverages. • There are lots of resources and up-to-date information on sustainability initiatives that can be found on the wellness page on My Compass.

RETAIL PROGRAM Wellness Practices

• We are also connected to the Partnership for Healthier America if your client has an interest in this.

• We have a defined Wellness Platform (with audits) on the Mindful Choices page that retail facilities are expected to implement whenever possible.

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• TouchPoint has operationalized the Balance Kitchen for healthcare and more information can be found on this Balance page and on the BE Balance Kitchen page. • Additional resources are located on the TouchPoint nutrition and wellness page under the wellness and sustainability button. • Be aware of some “hot buttons” in wellness that Compass has made significant inroads in improving. This is listed and updated regularly. As a start: o Zero added trans fats in our products o RBGH free dairy products o Reduced offerings of sugary beverages and snacks

oReduced sodium in our recipe ingredients such as soup base. o Reduction of fat in recipes and reduced fried food offerings o Increased availability of whole grain products as a default offering in such items

as pastas, breads and grain dishes o Progress toward the reduction of antibiotics in our meat supply

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Why this is important: Not every café can support a full retail program either due to physical or resource limitations. It is important that we maximize our potential regardless of size.

What to do:

RETAIL PROGRAM Small Store Solutions

Work with your Corporate Executive Chef and Retail Marketing Champions to develop the program that is best for your account.

• Compass offers solutions that are developed specifically for small retail locations. Some of these are: o Simply Puur a wellness inspired small model. o Outtakes and On The Go for C store and to go offerings. o Avenue C solution which requires no staff. • If you have a traditional small café there are resources that will help guide you to creating the best experience for your customers in the Small Account Solution. • Remember that limitations of layout and staff should not prevent you from fully representing our brand standards or from providing a great dining experience

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for your customers. Your CEC can advise you on how to rotate your offerings for variety or create self- service and take out options when staff is limited.

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Why this is important: There are many locations in hospitals that would benefit from some type of food and or beverage service during off-hours or in a situation where we cannot provide staff. These unstaffed solutions can be a great supplement to your retail program.

What to do: Vending is available in every hospital and is associated with our retail program. We should work to have true ownership of the program.

RETAIL PROGRAM Unstaffed Solutions

• It is always our goal to work with our own vending solutions vs. having a competitor provide vending.

• Our first choice is to introduce Canteen vending. Your RDO can help you work on that, but you can also find out more about the offerings of Canteen on My Compass.

• Canteen will make the determination regarding whether or not they or one of their franchisees can serve your location. • For those times when Canteen cannot serve your location, your RDO can connect you with resources to do Vending internally.

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• Avenue C is the perfect unstaffed solution when you need more than a bank of vending machines. Your RDO can assist you with exploring the options for Avenue C.

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Why this is important:

Catering is a part of every hospital food service program. It is just as important that our brand standards be represented in catering as anywhere else.

What to do: Hospitals have different approaches to catering. Some look to completely minimize this expense. Others use it as a service satisfier. Still others leave it up to specific departments to control their own catering expenses. • You should know what approach your hospital wants to take to catering and design a service that meets their needs. • In order to best control your catering program you should fully design a program that includes all aspects: o How to order

RETAIL PROGRAM Catering

o Suggested menus for different services o Pricing and charging for the service

• There are resources for TouchPoint Catering that can help you get your program started.

• You can also reference the BE Catering page of additional ideas.

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Why this is important: Many hospitals have a doctor’s dining room and use it as an enticement for doctors to bring their business to the hospital. It is just as important that our brand standards be represented in the doctor’s dining room as anywhere else.

What to do: Hospitals have different approaches to doctor’s dining rooms. Vending is available in every hospital and is associated with our retail program. Regardless of your system having the right offering and tracking the expenses of the doctor’s dining room is very important. • You should know what approach your hospital wants to take to their doctor’s dining room and design a service that meets their needs. • In order to best control your doctors lounge program you should fully design a program that includes all aspects: o Specific menu rotation and service style o Hours of operation o Identifying doctors and other authorized users

RETAIL PROGRAM Doctors Dining Room

o Tracking participation and expense o Charging or billing for the service

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• Many of the resources for catering can help you design your doctor’s dining room program. There are resources for TouchPoint Catering that can help you get your program started.

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RETAIL MARKETING

Why this is important: An external or “street” brand can be very powerful in a location that is competing with local street brands or when a facility is large enough that multiple options make sense.

What to do:

• Compass has agreements with a number of external brand partners. You can find all of the resources for this on the BE External Brands page. • Most branding decisions are made as part of an initial sales proposal, but occasionally we may propose one as circumstances change.

RETAIL MARKETING Branded

Concepts (External)

• The most popular external brands in healthcare are coffee brands and yogurt brands.

• There are some important things to consider with external brands. o There is a franchise fee that comes right off the top (typically). o The operational rules are defined by the brand – not by you. o Product specification, recipes, marketing and reporting requirements are also determined by the brand.

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o Once the brand is determined you can’t switch it to another concept. o Many external brand franchises are a variation of a “fast food” solution. Many hospitals are not in favor of this type of option.

• While external brands have their place in our business, they are rarely preferable to our own internal brands and your RVP should be engaged in any decision or discussion.

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Why this is important: There are many inconveniences associated with external brands. These brands do not always translate into more revenue or better profit.

What to do: • Given the limitation of external brands and the immense talent and resources within Compass, we have a wealth of internal brands that can do just about everything that external brands can do without the inconvenience or commitment. You can find the resources for internal concepts on the BE Internal Concepts page. • Many of these concepts are proposed as part of an initial sales proposal but due to their ease of use they are often included as part of a Café refresh. • If you think one of the Compass internal concepts will work for you, reach out to your RDO to begin the discussion.

RETAIL MARKETING Branded

Concepts (Internal)

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Why this is important: Our retail services typically serve what is called a “captive audience”. This means that our customers come to us, in part, because we are convenient. That is not enough however to ensure success. In fact, we must work harder through clever marketing and wide variety to keep our customers interested, and to compete with either brown bagging from home or local competition. What to do: Compass Group and the healthcare sectors have an immense resource of marketing ideas and material. The Compass BE Marketing page is one source. The following pages also offer resources more customized to healthcare. You should take your direction from your Culinary and Marketing teams.

RETAIL MARKETING Café Marketing

o TouchPoint Retail page o Morrison Marketing page o Morrison Retail Strategy page

• It is important to plan your marketing program well in advance. This will help you to identify the necessary resources.

• Effective marketing must be announced well ahead of time so your customers can plan to participate.

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• You should always have some type of marketing promotion taking place. It is a good idea to have multiple non-competing promotions going at one time. It makes sense for example to offer a product LTO (limited time offer) at the same time you are promoting a new grill item as well as a seasonal celebration. Sometimes these are combined or synchronized to celebrate a specific event such as Halloween or Valentines Day. • It is important to remember that it isn’t enough to have great food and fair prices, you must be an expert marketer to compete in a retail environment.

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Why this is important: The “look” of your staff says as much about your café as any of your marketing material. It is a mistake not to give this important brand identity serious attention.

What to do: • First, know the latest policy on uniforms. There is information on uniforms in the P&P manual E004. • Retail marketing has specified the uniforms for our retail associates. You can get this information from your marketing department.

RETAIL MARKETING Uniform Guidelines

• Your hospital may have its own requirements for uniforms and you should know and follow those as well.

• Once you know the expectations, your job is to make sure that the policy is followed.

• You should never allow an associate to work out of uniform. Unclean or sloppy clothing is out of uniform.

• It is also a good practice to hang a full-length mirror in your department so your staff can check that they are presentable before they leave the kitchen.

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Why this is important: Products that are easy to see sell best so where you put your products can hurt or improve your sales and profitability.

What to do:

RETAIL MARKETING Product Placement & Merchandising

• Here are some helpful product placement guidelines: o Everything you want to sell needs to be visible. o Make sure your products are neat with the best side facing the customer. o Group products that go together to encourage add on sales. o Products that are at eye level sell best. Don’t waste

prime locations on things like condiments. o Avoid clutter. Make it easy for your customer

to see what you are trying to sell. o Create or use plan-o-grams for beverages and anywhere else.

Once you have a good location for your various products, commit it to writing so that your staff can follow the same plan every day.

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o Don’t be afraid to move a product if you believe it will sell better in another location.

• Work with your CEC o Get their expertise on what works best o Review the resources on MyCompass to get their input.

• There is an excellent recap of Mapping the Servery in the Core Refresh Program on MyCompass.

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Why this is important:

• It conveys our brand standard through consistent marketing. • It can be the first thing a customer sees. • It helps to identify products. • It conveys important nutritional and allergen information. • It provides the guest with instructions about our products.

What to do: Work with your Corporate Executive Chef develop a signage program that fits the needs of your account. For information visit TouchPoint Signage Standards. • Use Webtrition for signage updates. • Use Digital Signage. Visit the TouchPoint Marketing page to see effective use of signage. • F or instructions on ordering new signage, visit the TouchPoint Signage and Merchandising page. • S ignage must be clean, show no wear, understandable and easily seen by customers. • On the Go labels should be printed through Webtrition. • Indicate any potential allergens on signage. All food allergy questions should be referred to a pre-designated manager or chef who is knowledgeable about recipe and menu contents.

RETAIL MARKETING Signage

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Why this is important: Compass places a high importance on partnering with our community in everything we do. This includes blending recognizable products with trending, charitable and seasonal offerings.

What to do: Understanding your local market will allow you to cater to your community. Utilizing current merchandising trends will increase value perception. Using a consistent format provides a clear understanding of product cost. • A Marketing and Superfoods table present and near the entrance with items for sale • A Business Excellence Wellness LTO offered each month

RETAIL MARKETING Promotions

• A FIT meal option offered weekly • Good Spread product is offered and prominently displayed • Current Beverage Promotions are in place • The Touchpoint Managers Guide used for all stations

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Why this is important:

Paying attention to the feedback from your customers will help you retain them and improve sales.

What to do:

• Your client or your sector may require a retail survey.

RETAIL MARKETING Customer Survey

• Regardless of what survey tool is used, you should work to get as many responses as possible. The more responses, the more accurate the results.

• Having a feedback box at the entrance ensures we are meeting our customers needs.

• Many surveys, including the traditional Compass Retail Survey, have a summary of recommendations and steps for following up. Be sure to take advantage of these. • Be sure to share the results with your entire retail team so that they are aware of what needs to change and their role in on-going success.

• There is a great presentation on MyCompass that speaks to following up on a retail survey and responding to your survey results.

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Why this is important:

Mystery shopper reviews are a great way to see “what your customers are seeing”.

What to do:

• Your may use a mystery shopper as a way of assessing your service.

RETAIL MARKETING Mystery Shopper

• It is nearly impossible for managers to get a candid look at their service. Staff are aware when management is present and consciously or unconsciously are more careful in their work. • Mystery shoppers are trained to look at services from the customer point of view with a reference of what they “should see” if things are running well. • Mystery shoppers should not be seen as a “gotcha”, and you should help your staff understand that they provide a unique perspective. • In addition to finding flaws in our service, mystery shoppers help us recognize when we are going above and beyond. Their reports should be used for positive recognition.

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• There are samples of mystery shopper programs and surveys on MyCompass. You can check out this sample Mystery Shopper Survey from Morrison.

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Why this is important: On-site Insights can help you understand both what your current customers wish they had in your café but also why customers choose to eat elsewhere.

What to do: • On-site Insights is a Compass proprietary program that you can use for customer focus groups and non-customer focus groups.

RETAIL MARKETING Onsite Insights

• Work with your RDO and Retail Marketing Manager to plan an On-site Insights event.

• They must be done in a professional manner to be successful.

• There are a number of resources on MyCompass about On-site Insights. You can find a step- by-step plan for On-site Insights that will take you from communication to conclusion.

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RETAIL TRAINING

Why this is important:

The Compass Retail Certification can help you maximize your retail sales.

What to do: • The objective of the Retail Certification program is to provide retail managers with the knowledge to maximize and measure the performance of their retail accounts in an environment that is convenient and impactful.  • The Retail Certification Program is a lot more than

RETAIL TRAINING Retail Certification

a set of classes that people take. Throughout this program each participant will apply what they learn through completing assignments at their account and measuring the impact.  • The course primarily takes place on-line via MyLMS and instructor-led WebEx Classes.  • The Retail Certification program is divided into three parts: o Part 1 focuses on marketing fundamentals. o Part 2 focuses on applied retail methods. o Part 3 focuses on analyzing the impact the of the program at the account.

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• There is no cost for the course, except for possible regional travel to the final Part 3 presentation and graduation ceremony. Participants do

need access to MyCompass, which costs $37.50 paid in period 1 and in period 7.

• Your sector training leader can connect you with current Retail Certification course offerings or can assist in asking for a class to be scheduled.

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Why this is important:

Pre-meal meetings help your staff to sell more product and keep customers happy.

What to do:

• Prior to each meal, you should gather the retail team around to talk about: o What is on the menu o Pricing o Suggestive selling o Allergen review

RETAIL TRAINING Pre-Meal meetings

o Food tasting o Celebration

• Use this opportunity to gain alignment of the team and answer any questions.

• This is your best opportunity to do refresher training on any topic.

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Why this is important:

Retail service workers who have a good understanding of their role and how to interact with customers will help maximize sales.

What to do: • I Am Great Training should be done for every new retail associate and refreshed at least annually with the whole team.

RETAIL TRAINING I Am Great Training

• You can access I Am Great Training on MyCompass.

• I Am Great Training is not specific to any sector.

• Topics covered in this training are: o Retail safety o The retail customer experience o Service behaviors o Ownership and empowerment o Suggestive selling o When things go wrong o Service recovery o Other tips

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RETAIL FINANCIAL PRACTICES

Why this is important:

Appropriate pricing in retail can maximize customer traffic, sales and profit.

What to do:

• All items are priced to the nine’s.

• Price products without use of dollar signs.

F INANCIAL PRACTICES Retail Pricing

• Ask purveyors providing signage to follow pricing standards.

• Be sure that you understand your contract requirements for pricing and are following them.

• Your account may also have specific pricing protocols that you should use. Your RDO or retail marketing manager can help with this.

• Compass has specific recommendations for beverage pricing that can be found on MyCompass.

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• When you have latitude in pricing, you should take into consideration: o Your budgeted food cost.

o The local market and your competition. o How much of a discount you give and the percentage of your sales that are discounted. o Product cost including contribution to profit.

• Compass has good reference material for planning your pricing strategy.

84 | Retail Financial Practices

Retail Financial Practices | 85

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Why this is important: Good cash management protects the business, our associates and customers.

What to do:

• Be sure that you have a clearly outlined cash management process and that you are careful to follow it.  • Your sector Accounting Policies have specific procedures for cash management.  • Included in your process from the Finance Manual are: o Cash Handling Policy o Cashier Declaration (Rules for Cashier) Accounting o Management Declaration/Agreement

F INANCIAL PRACTICES Cash Management

o Surprise Cash Register Count o Daily Cashier Checkup Sheets o Cash Deposit Reporting o Change (Coin) Orders Procedures

Retail Financial Practices | 87

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Why this is important:

Preventing theft and cheating will save you thousands of dollars.

What to do: • Make sure that all managers and supervisors are aware of daily loss prevention practices.

F INANCIAL PRACTICES Loss Prevention

• Have your team attend Compass Loss Prevention classes.

• Remember that loss prevention is not just about cashier theft. It can be about actual product theft, failure to pay or misuse of discounted pricing.

• Compass has a Loss Prevention Department with resources on MyCompass.

• Follow up and report theft to the appropriate authority. Never turn a blind eye or make an exception.

• Listen sincerely and follow up on associate reported theft.

Retail Financial Practices | 89

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RETAIL REFRESH

90 | Retail Marketing

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Strictly confidential; do not remove from premises or share outside of TouchPoint associates. 12/20

Why this is important: Good traffic flow in your café will allow you to maximize customer participation and sales.

What to do: • You may be limited by the physical constraints of your café but regardless of the circumstances, you should analyze the flow of your business.

RETAIL REFRESH Traffic Flow

• Poor flow can cause loss of customers during peak periods and cost extra staff during slow periods.

• Eurest has a great guideline on MyCompass called Mapping the Servery.

• Work with your RDO or CEC on how best to impact the layout of your space.

Retail Refresh | 93

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Why this is important:

Refreshing the look of your café will reenergize your customers and your business.

What to do: • Know when the last time your café was given a new look. If it is over three years, you should speak to your RDO about doing a retail refresh. Some facilities refresh their look annually. Your sector will guide you on what is best for your business. • A retail refresh should not cost a lot of money and can range from a new paint job to rearranging the location of product or updating signage.

RETAIL REFRESH Planning a Refresh

•Compass has refresh strategy resources to help you decide what is best for your location.

• You can also access refresh resources on MyCompass.

Retail Refresh | 95

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Why this is important:

Retail renovations can be very disruptive to service so it is important that they be planned well.

What to do:

• Sometimes the only way to refresh your café is through a renovation.

RETAIL REFRESH Planning a Renovation

• Renovation decisions are typically made between the company and our client and require a significant capital investment. • If your café is slated for a renovation be prepared to assist in managing the process and the disruption of service.

• Some important pointers: o Be sure that you or a company retail expert has input into the design of the facility. o Make sure that the equipment that is recommended will work for your business and with your staff. o Look at the finishes for cleanability and durability. o Renovations are a great time to address traffic flow issues.

Retail Refresh | 97

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o Know who is going to actually manage the project. o Be sure that your menu will work in this space or that you can design a menu that fits. o Conduct an On-site Insights process to be sure that you are including customer preferences in your design. o Prepare a plan for temporary service while the facility is under construction.

98 | Retail Marketing

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OTHER

100 | Retail Marketing

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Strictly confidential; do not remove from premises or share outside of TouchPoint associates. 12/20

Why this is important: Using checklists to open and close your business will help it to run smoother, cleaner and more efficiently.

What to do:

OTHER Opening & Closing Checklists

• The retail and dining areas are well maintained, clean, and organized.

• Implement formal opening and closing checklists for your café.

• Assign the responsibilities to the appropriate staff or manager.

• Make sure that the checklists are documented every day to avoid mistakes.

• Refer to the overall department checklist to create a checklist for your café.

• Use this example of department opening and closing on MyCompass if you do not have one.

Other | 103

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Why this is important:

You should regularly review your department for compliance to standards.

What to do:

• Make sure you have the correct retail review documents for your sector.

OTHER Retail Marketing Review

• Use it as a training tool with your staff to understand the standards.

• Set up a plan for a routine review of standards compliance.

• Fix anything that is not up to par.

Other | 105

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