Food Industry
Industry: Email Alert RSS FeedCustomer disservice: are NYC restaurants slipping?
Nation's Restaurant News, Dec 9, 1996 by Milford Prewitt
Ever hear this one?
A guy orders Prime rib at a restaurant and its seems to take a long time to prepare. Finally, the server comes out of the kitchen with the order, but he is pressing his finger into the meat.
"Why is your finger on my food?" the guest asks in a controlled rage.
"Oh, I didn't want it to fall off the plate again," the server replies.
I'll bet a New York restaurant patron made up that joke and chances are that he made it up in the past year or so. I fear that the joke is reflective of a disturbing erosion in the quality of customer service here.
Most RecentFood Articles
This is hardly a blanket condemnation. I know that most operators in the city assign a very high premium to serving their guests. Indeed, I can name a few places in town where patrons are likely to return not so much because the food is so outstanding as because the staff makes them feel as if they own the joint.
But then there's the 1997 Zagat Restaurant Guide and some notes I collected from friends and might be on the wane.
Zagat which measures food service and decor on a 0-to-30 numerical scale, reported, service and decor on year in a row, the average service score was about 16.7 in New York, while food was higher at 18.5.
"You should see some of the letters we get," says Allan Ripp, Zagat publicist. "People are complaining."
My immediate reaction to all of this is that maybe some restaurateurs have taken the industry's past few boom years here for granted. New York's foodservice industry has been riding high along withe the city's recovery as a destination center. Hotels are running 90-plus-percent occupancy rates, new restaurants continues to open and some have reservations books that are filled until next year.
With such demand and no sign that it's softening maybe some restaurants have come to believe that there's always another guest. So what if service suffers a little?
Here's an example of what I mean.
At a new East Village restaurant, a waiter brought me the night's special crabmeat cakes, instead of the free-range roasted chicken I ordered from the permanent menu. I have a horrendous allergy to shellfish and would never have ordered that meal for myself.
Here why would I put this in if you didn't order it?" the waiter said, pointing to the unreadable chicken scratch on his pad. "I can hear."
Indeed? Why would I order it for myself if I can't eat it?
Here's more:
* At a popular Lincoln Center area restaurant that also is a branch of struggling national chain, a colleague's mentally challenged friend - who was dining with her parents - were treated shabbily once the wait staff picked up on her mental retardation. Noticing that she was wearing tennis shoes, the staff said there was a dress code that precluded sneakers even though there were others customers in even more casual states of dress
* Looking for a late-night snack in Times Square my colleague Mark Hamstra sat at the counter of a virtually empty national chain restaurant for 10 minutes unattended. Fed up, he had to walk to find the manager to ask for a waiter. The manager said OK. But instead of delivering a server the manager went directly to a booth to resume a conversation with a friend. Hamstra left unserved.
* My associate at work, Amy Zuber vows she is never returning to a hot new restaurant on the Upper East Side - the newest venture from a prominent local restaurant group It seems as the restaurant's hip patrons might say that a waiter "copped a major attitude" when Zuber pointed out that the entrees were delivered before the appetizers. "Oh, do you still want them?" the server asked in a snit. "Do you always have appetizers?" Although the waiter later admitted that he never wrote down the appetizer request, that didn't stop him from acting annoyed and ill-tempered toward Zuber's party the rest of the night.
Let's hope those are cautionary tales and not symptoms of a broader pathology. Remember that old saying: A person has a good time at a restaurant and at most might tell one other person about it. But if he has a bad time, he'll tell 10 people before the week is out.
Brought to you by CBS MoneyWatch.com
- Best- and Worst-Paid College Degrees
- 6 Things You Should Never Do on Twitter or Facebook
- How Much Sleep Do You Really Need?
- 6 Big Myths about Gas Mileage
- 5 Rules for Immediate Annuities
- Death in the Family: 12 Things to Do Now
- Dumbest Things You Do With Your Money
- 6 Online Networking Mistakes to Avoid
- 401(k) Mistakes to Avoid
- 5 Economic Scenarios to Keep You Up at Night
- The Real ‘Best Places to Retire’
- Best Credit Cards for You
- 12 Tough Questions to Ask Your Parents
- The Real ‘Best Colleges’
- Home Buyer Tax Credit: How to Cash In
- Why You Shouldn't Bash Cash
- 8 Phony 'Bargains' and Better Alternatives
- Danger: 3 Debit Card Scams to Avoid
- 6 Myths About Gas Mileage
- 29 Fees We Hate Most
- Quick and Easy Ways to Boost Returns
- Best Stocks to Buy Now
- Lower Your Taxes: 10 Moves to Make Now
- New Jobs: 8 Lessons from Real-Life Career Switchers
- The New Job Market: Who Wins and Who Loses?
- Health Care Reform's Public Option: Everything You Need to Know
- Volunteer Work When Unemployed: Should You Work for Free?
- Whose Recovery Is This?
- Long-Term-Care Insurance: 4 Biggest Risks to Avoid
Content provided in partnership with
Most Recent Business Articles
- "Do not rely on a single economy" ; Larsen and Toubro (L and T) was affected due to the slowdown particularly the products businesses, which include switchgears, construction equipment and industrial bars.
- "The first deliberate call we took was not to lay off anybody" ; The diversified group decided to reskill all surplus workers.
- "Government had to step up its demand" ; The downturn affected the government as much as India Inc. The outgoing advisor to the Government of India details its impact and its lessons.
- "Help your customers even in difficult times" ; Oil was at an all-time high at over $135 per barrel just before the financial meltdown. Then oil crashed to a low of $35 per barrel in January this year, bringing down any fresh demand for pipes fr
- "You have to be visible as a leader" ; Transparency is a standard operating procedure for communications during a downturn.
Most Recent Business Publications
Most Popular Business Articles
- 7 tips for effective listening: productive listening does not occur naturally. It requires hard work and practice - Back To Basics - effective listening is a crucial skill for internal auditors
- Using object-oriented analysis and design over traditional structured analysis and design
- FAS 109: a primer for non-accountants - Financial Accounting Standards Board's "Statement 109: Accounting for Income Taxes"
- Design a commission plan that drives sales - Sales Commissions
- The best time to buy a car: December is not the only time to get a new set of wheels. We'll show you when to make your move to the dealer's showroom



