A sales brief that works - all the tips

A briefing is the kick-off to a successful shift. When a briefing is well planned in advance and delivered correctly, it greatly impacts the performance of the shift and our team's ability to provide excellent service and sell properly.

Here are our tips for a briefing, as it should be conducted.

Prepare for the briefing

Describe the shift, the goals of the briefing, and the desired results. It is useful to match the goals of the briefing to the nature of the shift and the extent of our ability to be available to enforce the issue. What do we mean? ---> What day of the week is it and what shift (weekend brunch, Thursday evening) What is the planned employee base, are most of the employees new or veterans and is the base full, what challenges does the shift ahead of us hold (crowded door, large tables, lack of staff). The changing nature of the shift dictates the goals we will set for ourselves in the briefings (sales and upgrades, reducing the restaurant's turnover, providing the staff with extensive knowledge on a specific subject). For example, wine upgrades may today be a less suitable goal for stressful shifts, because it will be difficult to observe the staff in the sales process and devote time to corrective training. We would probably prefer to devote a briefing to wine upgrades on slightly calmer shifts.

Brief length - up to fifteen minutes

Beyond that - beyond that, we may lose the team's concentration. Beyond the regular parts of the briefing (updates on rations, bar, shortages, and the status of manpower), it is worth devoting time to the goals of the shift and how to achieve them. It is worth sticking to a schedule so that we do not have to subtract from the time dedicated to the goals of the shift.

Focused brief - 2-3 points

Moreover, it will be difficult to enforce during the shift. Again, make sure that the goals align with the nature of the expected shift.

It all comes down to the sales floor.

Every topic discussed in the briefing should be summarized in steps that the team will take to achieve the goal. If it's about selling wine - how will we offer the wine, to whom, which wine will we upgrade from, what is the right sales pitch. If we talked about reducing the fraction in the restaurant, every waiter comes out of the briefing with complete clarity about the actions he needs to take on the shift.

Ask the team questions

It is worth verifying their knowledge

Define clear goals and objectives for the shift

How many bottles does each person commit to selling and what steps will they take to reduce the deficit in the upcoming shift?

It is imperative to enforce the points we discussed in the briefing during the shift.

Report to other managers on success in achieving the goals we set for ourselves.

In the end-of-day report or in relevant groups. This way we set a standard that everyone aligns with, and can share our information and experience with other managers.

In conclusion

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