Lesson #3: Create a Fresh Focus For Your Company
Lesson #3: Create a Fresh Focus For Your Company
Joyce wanted Tim Hortons to stand out from all the other coffee chains that he knew he was up against. To do that, Joyce implemented a new set of business practices that focused on keeping things “Always Fresh.” For Joyce, that was not going to be just a motto; his company was going to live and breathe “Fresh.”
To that end, Joyce began to insist that all Tim Hortons coffee pots be cleaned three times a day and that no coffee be older than twenty minutes from the time the brewer stops dripping. All grounds were also to be thrown out immediately afterwards. That way, no extra water would drip into the coffee. Joyce thought that insisting on these rules would allow the flavour of his coffee to be at its best.
Although coffee was still the cornerstone of Tim Hortons, Joyce wanted this freshness to be replicated throughout all of the store’s stock. The temperatures of all cheese products and sandwiches were to be checked every other hour, as with soups. Donuts were to have a shelf life of no more than eight hours and could also be made to order. Bagels and other breads were also to be sold for no more than eight hours after they were made, while cookies, danishes, and croissants could go up for twelve hours. Only enough cakes for a given day were to be baked in any one store.
Joyce’s principle was based on making less, more often. He wanted Tim Hortons customers to get the best products all the time. He wanted the chain to develop a strong reputation for high quality, to be a place where patrons knew they could always go for a fresh experience.
A few years after Joyce had left the business, a newspaper reporter discovered that Tim Hortons had actually begun using frozen dough for their doughnuts rather than making it fresh at each store in the mornings. Furious with the new management’s decision to pull away from his “Always Fresh” motto, Joyce publicly criticized the company. “The idea of using frozen products thoroughly disappointed me,” says Joyce. “It wouldn't be done in Tim Hortons restaurants if I still owned the company, even if, in the long run, it may have been the best way to operate the chain.”
Joyce understood that it was Tim Hortons’ reputation for freshness that kept customers coming back for more. And, there was no price that could be put on that.
Lesson 3 Create a Fresh Focus For Your Company
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The moment Joyce assumed ownership control of Tim Hortons, he knew something had to change. His hockey star partner had a good idea in the coffee shop, but its success – or lack thereof – was speaking for itself. Joyce did everything he could to turn things around, from expanding the food menu to include sandwiches and altering the doughnut recipes, to adding iced cappuccinos to the drink list. But it was not until Joyce stumbled upon a unique business practice that the chain would begin to take off. The company’s new motto? “Always Fresh.”
Joyce wanted Tim Hortons to stand out from all the other coffee chains that he knew he was up against. To do that, Joyce implemented a new set of business practices that focused on keeping things “Always Fresh.” For Joyce, that was not going to be just a motto; his company was going to live and breathe “Fresh.”
To that end, Joyce began to insist that all Tim Hortons coffee pots be cleaned three times a day and that no coffee be older than twenty minutes from the time the brewer stops dripping. All grounds were also to be thrown out immediately afterwards. That way, no extra water would drip into the coffee. Joyce thought that insisting on these rules would allow the flavour of his coffee to be at its best.
Although coffee was still the cornerstone of Tim Hortons, Joyce wanted this freshness to be replicated throughout all of the store’s stock. The temperatures of all cheese products and sandwiches were to be checked every other hour, as with soups. Donuts were to have a shelf life of no more than eight hours and could also be made to order. Bagels and other breads were also to be sold for no more than eight hours after they were made, while cookies, danishes, and croissants could go up for twelve hours. Only enough cakes for a given day were to be baked in any one store.
Joyce’s principle was based on making less, more often. He wanted Tim Hortons customers to get the best products all the time. He wanted the chain to develop a strong reputation for high quality, to be a place where patrons knew they could always go for a fresh experience.
A few years after Joyce had left the business, a newspaper reporter discovered that Tim Hortons had actually begun using frozen dough for their doughnuts rather than making it fresh at each store in the mornings. Furious with the new management’s decision to pull away from his “Always Fresh” motto, Joyce publicly criticized the company. “The idea of using frozen products thoroughly disappointed me,” says Joyce. “It wouldn't be done in Tim Hortons restaurants if I still owned the company, even if, in the long run, it may have been the best way to operate the chain.”
Joyce understood that it was Tim Hortons’ reputation for freshness that kept customers coming back for more. And, there was no price that could be put on that.
Lesson 3 Create a Fresh Focus For Your Company
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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