35:38
Owner: Jeremy Julian
SUMMARY KEYWORDS
guests, restaurant, people, accuracy, data, brand, takeout, incidents, feedback, create, pizza, yelp, typically, form, brands, customers, improve, tattle, food, cards
SPEAKERS
Alex (58%), Jeremy (41%), Intro (1%)
I
Intro
0:02
This is the restaurant technology guys podcast, helping you run your restaurant better.
JJ
Jeremy Julian
0:13
Welcome back to the restaurant technology guys podcast. I thank you guys for joining us each and every time because I know that you guys have 1000s of choices. And it feels like there’s new podcasts that come up every day, and how you guys can spend your time and energy. Today we are back on the tech front and we are joined by a founder and CEO of a product called Tatel. Alex, why don’t you tell our audience out there a little bit about yourself and where where you grew up in the restaurant of China, we were talking a little bit pre show about the fact that it’s been in your blood similar to mine. And then we can talk a little bit about what tattle does for Restaurant Brands and how it’s helping people make the make the world a better place.
AB
Alex Beltrani
0:49
Of course, happy to do so Jerry, thank you very much for having me on. Yes, happy to dig into the background. I think much like yourself, I grew up in and around my parents restaurant, which is probably the initial stroke of inspiration to even be doing anything in the hospitality tech space. So back in the early 1980s, they ran a restaurant called the village way in Long Island, New York and port Jefferson. And at the time, my dad was an accountant loves numbers, my mom was a substitute teacher mostly dealt with kids. But with their powers combined, they open up a restaurant probably against better judgment, and realized very quickly after eating at a Denny’s restaurant one night, that this common card that they were given out was pretty cool. And it was a pretty good way for them to take all the feedback from their guests, and then perhaps try to assign some kind of quantitative measurement to make better decisions for their brand. So my parents would print out all these paper, customer comment cards, and they had eight core questions they typically put on them, like how satisfied are you with hospitality of staff speed of service menu, knowledge, attentiveness, accuracy, food quality, cleanliness, atmosphere, all the pillars of the guests experience, and they would make sure the draft staff would put them on tables at the end of the meal, the guests would fill them out, they would bring them to my father in the back office, his Microsoft Excel lab, basically. And he created a heat map on where all these operational categories over or under index, the server that was responsible for good or bad experiences, the time of day, and then he’d have this playbook and we’d give it to my mother and my mother would discern from all the information, how she was going to train the staff to be better in areas that were underperforming. So I think one of her famous ones was, you know, the team’s menu knowledge. And that dinner period, which is typically where higher ticket price items are sold, was subpar, you know, based upon some of the data. So she conducted a test. And if the staff did not pass the test within 90% or above, they simply couldn’t go out on the floor, and she would take their table. So that is sort of the full scope way of how do we collect information? How do we package your way for the team to understand how do we train them to execute in a manner that the guests are pleased with? And typically, that was the recipe that allowed them to keep the business open for over 15 years, you know, in the poor Jefferson area until they eventually sold around, you know, early 2000s.
JJ
Jeremy Julian
3:16
That’s crazy that they were doing so much of that stuff manually. And I think I think now in the year 2023, where that’s at versus where it was back in the 80s. The other thing I’ll throw out to you is I think there’s probably some therapists that work just on people that that were scarred by the restaurant industry when they grew up, you know, and I think we should probably subscribe to whoever that therapist is. Because it’s it’s been a joy to be part of the restaurant industry for 26 years, but it’s also a pain in the ass from time to time. I’m sure for you too.
AB
Alex Beltrani
3:44
Yeah, completely. I’d love an hour of their time for free. Yeah, exactly.
JJ
Jeremy Julian
3:47
I’ll sit I’ll sit on their couch and you know, turn in the insurance claim for that. Yeah, so um, so I love the backstory. I love where you guys came from. I said it in the intro that that title sounds like it came from that but but for those that are not familiar with title and what title is and what it does, tell me a little bit more about how you parlayed comment cards on paper on three by five index cards, or whatever they were, and all of this Excel craziness to I mean, it’s Excel craziness but awesome Excel crazy. And it’s because ultimately, data is not valuable unless you can make better business decisions out of it. I talked to the audience about that all the time. And it sounds like it sounds like that’s kind of kind of what your parents did was took that data and made better business decisions. But talk to me about the inception of Tableau, where did it come from and and what is it?
AB
Alex Beltrani
4:36
Yeah, so it’s a customer experience improvement platform and what you said was dead on to take in data and then infer information from it to then package it into some kind of actionable playbook is extremely difficult for even the best brands in the space today. So I had of course the initial stroke of inspiration from my parents. My story didn’t intersect until many years later, I was working at A startup in New York City. And I was enamored with the ability for them to move their product into the local space for restaurants and other retail brands to use. And this product was was operationally designed and mostly save time. So I began knocking on about 3000 Restaurant tours in Manhattan, believe it or not, and began asking them questions around some of the pains they had around technology and the ways that I could maybe help improve it for them. So some of the pains that I heard was their distaste for Yelp, while it helped them promote their brand, and it’s a great PR tool for buyer influence, it didn’t really help them improve operations. And then the other side was, they didn’t really have tools that were monitored, or actionable, where they can use feedback to really improve their staff operations as well. So I, you know, began this process and I came out with a few customer comment cards from brands that we’re still using, you know, the common card all the way, you know, since I guess my parents use it at the concession period, with Denny’s in the 80s. Till now, over a 30 year period, it just felt like there was an opportunity to really improve upon what was being used. So I told them, I would build out Tatl, and basically create a system where it was digital, they didn’t have to order new cards, if they wanted to change the questions. They always complained to me about the stack of common cards they had in the back office, because they were dead set on getting feedback, but they had no time to take all the information and put it in an Excel spreadsheet like my dad did to create decisions and actions from it. So I said that we would do all the analysis for them. And we basically spit out recommendations whereby if they were to improve a certain operational area, like let’s say menu knowledge, like my mom used to try to do, then that would be the best area to drive overall satisfaction and thus, revenue. So I kept hearing this much more. And I began to sink in some of my own money, I put in about, you know, $50,000 of my own money, basically all of my savings, hired a team overseas, and then finally a team in the States, and then went back to any of the customers who remembered me and tried to get them to sign up and pay a little bit to launch, which they ended up paying, you know, with a credit card. So for me, that was validation. And then, of course, the hardest part was from, you know, 2000, and really 13 all the way to 2015, showing usefulness in the product and the data, meeting with the general managers, the owners, how to pull the data, how to package it. So really, from that time on, after we had a product and market, raise some funding, it’s been really, you know, up to the the team has done an unbelievable job of taking this information to now work with very large mid market and enterprise brands to drive real action across really could be 1000s of employees, inside the getting Brent, focus on the one thing that will probabilistically prove the higher increase in guest satisfaction and revenue on a month by month basis.
JJ
Jeremy Julian
7:57
Well, and I think, I mean, we talked about it a lot on the show, and I know that you’re a newer listener to the show, but it’s like, it all goes back to the guest experience and making sure that the guests are getting what they came in to pay for what it is that they were looking for. And, you know, especially when you get beyond it, you know, there’s 168 hours in a week, even restaurant owner, they got to sleep, sometimes they can’t work seven days a week, you know, 24 hours a day. And so even in a single restaurant, we did have somebody on from Yelp a few months ago, and even talking with her about it, and she deals with the restaurant vertical in Yelp. I like what you’re saying, and we talked about and she’s like, yes, you have to respond to these things. But then you also have to go back and make you have to discern for yourself what people are saying through text in Yelp, and then make better business decisions, you guys can go back and listen to the show with Emily, wash wash Kovac, from Yelp. And we talked about that. And it was it was fantastic. Because at the end of the day, it was exactly what you’re talking about. But the thing that I love that you guys are doing, and you know that the power of this data is what your parents did manually in Excel and reading these comment cards and categorizing them into food quality, versus service levels versus and then being able to respond to it sounds like you’ve digitized that talk to me a little bit more about about that journey. Because what people were doing, you know, paper comment cards, they still was at a brand last week, and they had paper comment cards, and I’m like, Well, what are they going to do with this? And then I’ve had others where I’ve gotten the text message or I’ve gotten the the, you know, the email after the fact you know, I get them all the time for Amazon sellers by Amazon, you guys. I’m sure a lot of our listeners will buy from Amazon and it’s not really Amazon. It’s somebody else and they want to know how did it how did you make out? But then the question ends up coming back. What am I doing with that data? So talk to me about that journey because there’s so many touch points, there’s food, there’s safety, there’s menu knowledge, there’s ambiance, there’s, you know, and you can’t solve all of it. But you’ve got us you’ve got to figure it out or else you’re gonna you’re not going to end up being successful
AB
Alex Beltrani
9:59
completely and I think To your point earlier, you know, from from your last guests on, you know who worked at Yelp, there there is this battle between text based feedback and structured feedback which is dispensed in the form of perhaps multiple choice questions or causal based factors, which is the next tranche of causality or granularity that we provide to operators. And I think it really comes down to the guest feedback intake, and how you create those filters by which you’d ingest data. So Yelp right is like completely open, right? It’s free, right text, it’s unstructured data, you cannot command the guests to give you a score on food quality, speed, accuracy, menu knowledge, they’re just going to write whatever they’re going to write about. And you’re not going to know the time that they actually had their experience. Was it dine in
JJ
Jeremy Julian
10:50
there? Where they are in their transaction record? That was it?
AB
Alex Beltrani
10:55
Was there any validation that they’re actually a real guess, was it or was completely relished, as well. So there is definitely this balance between the seamlessness for guests provide feedback. And then you need to balance it out with the usefulness of the data for someone like a GM who’s at max capacity every single day putting out fires left and right. So I think sometimes we get knocked for having a longer survey. But the reality is that, you know, we have a 94.3% survey completion rate, with survey questions, up to 55 questions. And we will need to dig deeper into these operational categories to even provide information that anyone can make use of so, you know, we talked about the operational category of, of, let’s say, accuracy, right. And I think historically, people think that accuracy is like, was it accurate? Was it not? Was it yes, it wasn’t. And that couldn’t be further from the truth, especially with pizza brands. So while accuracy can be a yes or no question, if it’s no, like, what do you what do you improve? Do you improve? You improve the the temperature? Do you improve the maybe it’s, you know, the toppings the finishes? They’re distributed?
JJ
Jeremy Julian
12:05
Yeah, there’s so many,
AB
Alex Beltrani
12:08
completely. And I think what we’ve seen is that, you know, typically for pizza brands, and they’re very customizable, while the fast casual that we work with, you know, there could be one, build your own pizza, that contributes to 55% of all the accuracy incidents, and what’s causing all the accuracy incidents, 70% of the time, is the uneven distribution of toppings and finishes, specifically meats and veggies. So like, don’t ask, follow up questions about the menu item, the operational category of food quality, the factors that would comprise that menu item, you really are not setting up the team for success, to be able to say, Oh, well, like thank you for this playbook. I know exactly where I can make the biggest impact. It’s improving the topping distribution of the build your own pizza. So that’s the balance because yell, you know, when and maybe other free, right? Forms of feedback intake might be like, hey, whatever is on your mind, just let us know, we want to make it easier for you. But the easier you make it for the guests, the harder you make it on the operations team, because there’s just simply not enough granularity to really, you know, find footing it to make improvements.
JJ
Jeremy Julian
13:12
Well, I think I’m going down that that theory, and I’m I was actually just in New York City a couple weeks ago, at NRF. I’m talking with some different technology companies, because I have had two interactions with two companies we do business with, and they say over 70% of their guests complaints, come back to order accuracy. And, you know, so across the board, it’s what our accuracy, but to your point without knowing what is it in the order that’s not accurate as the quality is this, you know, is it? Is it that they missed the ranch dressing that was supposed to go with the salad? Is it that they didn’t put bacon on the you know, the bacon cheeseburger? Is that that the sauces, you know, running on the pizza, because the delivery, and part of why I’m trying I’m challenged to solve that is one, it’s such a large percentage of their guests complaints. And number two, we found and I think with COVID, this has happened and I think it’s only going to it’s proven to still stay as far as the percentages as people are still doing takeout a lot. You live in New York City. So it’s always been taken out a lot. But But even in suburbia, you know it, people are doing DoorDash GrubHub UberEATS. And they’re calling in their orders, man, I just I just did a demo with a brand last week. They said 61% of their orders go out via takeout, you know, during some form or fashion. So that’s less than that’s insane. And if 60 to 70% of your problems are via that, talk to me a little bit about that and kind of how do you use a tool like title to help help brands make that better? Because if 70% of your problems are that way, and 60% of your customers are doing via takeout, that’s a huge percentage that you potentially lose. Not only that connection, but but the ability to make it right to create the guest experience that you want when you open your brand.
AB
Alex Beltrani
14:59
Completely And it’s really true, I think the habit has stuck with so many guests that now, restaurants do not believe that off premises like a fading form of their operations, it’s actually like a core pillar and probably will continue to grow, you know, as it has the last four years. So with us, we grew about 400%, after, you know, COVID, hit in March 2020. And while a lot of that came from the desire to measure the offense experience, because at the time, that was where most restaurants can only conduct their business, and take transaction, so overnight, you know, you used to be able to, you know, greet a guest, bring them to their table, or greet them at the line, or whatever it was, and have, you know, a more personal sort of exchange with them to actually provide a form of hospitality. And I think with
JJ
Jeremy Julian
15:46
the quality issue, you saw him in the dining room, they didn’t eat it, the server would go, say, What happened to this taco, why are you not eating it? Oh, because you put guacamole. I said, No cuacamole. So you take it back, and you’re fixing it. When that goes out via DoorDash. Driver, you’re screwed. Sorry, to
AB
Alex Beltrani
16:02
rectify everything. It’s like another form of surveillance, it’s really interesting for for what we see in our data, there’s typically, you know, across our fast casual brands about a 4% rate of incident for dining, and then as you move up to take out and then delivery, which is the furthest form away from the restaurant itself, it could be about a 30% incident rate, on average, you know, at
JJ
Jeremy Julian
16:24
least amount of control that they have over that guests experience. So sorry.
AB
Alex Beltrani
16:28
I always say that, you know, right now, restaurants are operating three different forms of businesses. They’re operating down there, they’re operating takeout, and they’re operating delivery. And the things that work for dunan. Don’t and can’t work for takeout and delivery. So you can’t you can’t rest on some of the things that you’ve been doing for the last 20 years, you have to really wage this war and win it in the kitchen. So whatever happens as the last touch point for the staff wherever they package in the meal container, however, they cooked it from a temperature standpoint, accuracy you mentioned, we even see that in our data, about two thirds of all incidents are off premise or accuracy. So if they’re not winning the war in the kitchen, by the time the food leaves location, like that’s it, that’s done. So
JJ
Jeremy Julian
17:10
as I’ve been telling people about this problem that we’re trying to solve, you know, it’s great to get the data and then you beat the you know, cooks and the delivery drivers into submission to fix it, trying to think beyond the box. And I’ve got some ideas about it, we had a guest on from a pizza accuracy, machine learning computer vision company, from quality, where it would look at the pizza to figure out doesn’t have the sausage, which is awesome. And, and I think that there’s more and more of the stuff coming. So you guys will hear some some people on the show in future months, because I’ve been talking to them and it’s coming, that you know, the computers is getting down cheap enough that people can see that it does have bacon on that burger before it goes out the door. And at the same time, if you don’t fix it, the more I talk to people that are consumers in the space, they tell me all the time, I won’t go to XYZ brand, because I’ve tried them three times, and the food never shows up the way I want it to. So I’m just done. I’m gonna go to a brand that gets it right. I’m sure you hear stories like that all the time.
AB
Alex Beltrani
18:08
I don’t think it’s super natural that if a guest has a bad experience, they’re just going to come back less often. I don’t think that’s far the scope, reality happening. So yeah, I think that the more you can generate happy satisfied guests, the more often they’ll come or maybe they’ll come at the same rate, which is a win. And if you deliver bad experience, they come at a lower frequency. So feedback sentiment is predictive of however, which way you’re going. And to your point on food imaging. I mean, we’ve been working, you know, in sort of a use case right now with a team called glitzy. And they have cameras that are very low cost install inside the kitchens of different restaurants, we have this one use case right now where we can effectively say that based upon the food images of the gridseed team, if a certain sandwich, like a chicken sandwich is cooked for longer than about three minutes and 30 seconds at this one partner store, then we can predict with like a 90% probability that it’s going to be an incident for the guests because the chicken might be burned. So it does get into this new form of being snow predicted and be proactive. You can take things off the line, when you just know probabilistically, like the guest is not going to enjoy this, they’re not going to have a great experience. And then they’re not going to come back.
JJ
Jeremy Julian
19:22
I think it’s going to be necessary because I think more and more, you know, your mom and dad might have seen that in the comment cards and realize that the fish special on Friday nights, that’s probably not what people want, because they see that they’re reading the comment cards and doing that. But as you get beyond 135 2200 stores, it’s impossible to do that without data. And without, you know, the staffs are less trained than they have ever been. And guests expectations are higher than they’ve ever been. I think everybody got a whole pass rate in 2020 when things started, but now it’s you know, 2023 and people are like I don’t give a crap. I’m gonna get what I want and I’m paying for it and there Gotta beat the crap out of you if you don’t do it, right.
AB
Alex Beltrani
20:03
Yeah, absolutely. And to your point on need, you know, as you become a bigger brand, you just lose control, you lose visibility, you lose measurement, you lose. You know, this sort of the insight and familiarity of, you know, being a small owner of five stores, and you can walk in any store on a weekly basis and just kind of get a feel and temperature check on what’s going on. I think that, yeah, as brands grow, and as the ordering experience becomes more distributed between dine in, take out delivery, like measurement is absolutely essential to feel connected to your business, and to be able to make the best calls. And that’s, that’s always the balance for us as a tech provider, you know, how do we not over inundate the guest, you know, but we’re finding that if they’re filling out surveys at 94% completion rate, then there might not be a great medium for them to do this outside of calling the operator or maybe writing on Yelp or writing an email to info at insert restaurant name.com. You know, so, yeah, we I think we are finding now that, you know, we’re probably moving towards, towards a state of, of Moneyball, you know, by being able to really optimize every decision for maximize profit, because we’re collecting as granular data as they really need even to like a menu item level.
JJ
Jeremy Julian
21:22
Well, I’d love to, I’d love to, to, I guess, double click on on the 94% take rate. I know, even on our own business, typically, I only get the really, really happy or the really, really pissed off. Like the it’s like, it’s always the extremes. And the even then the Yelp Yelp conversation I had with Emily, it’s similar, you either get the really, really good the five star ratings, or the one star ratings. But if I had, if I had never, I’ve never filled out a survey when I had a just okay, experience, were a median experience. Tell me tell me more about how you guys have gotten to that because I know some of your competitors and some of your longtime competitors. I alluded to it earlier. With SMG they were less than 10% Take rates. And another one of your competitors was at a trade show recently talking about the fact that he was high 90s, as far as you know, his take rate on the why is that now that you think people are more willing to give feedback to the restaurant to make things better? And what does that I guess what does that say about the consumer? What does that say about the restaurant brand? Or is it just that your tech? Is that damn good that people take, you know, take the survey 94% of the time? Or is it a combination of both, or all of it?
AB
Alex Beltrani
22:25
I honestly think it’s all of it. Okay, I know that tattle might connote something negative to the point where we’re only getting complaints, but it couldn’t be I’ve covered their fists at home.
JJ
Jeremy Julian
22:33
So when they’re tattling on each other.
AB
Alex Beltrani
22:37
And honestly, that’s what was meant to be it was meant to be the inverse of Yelp. And while Yelp might be an exclamation, and public, and you know, sort of frayed or sprayed out in a way where anyone can hear it tattle, I mean, your kids are going right to you to tattletale, and you’re the one who can actually, you know, lay the verdict down on on the fan, but I think for for us, we thought we thought of it as a more private conduit to the people that would matter inside of the business that could actually do something about it. So consumers don’t really know that, that we exist, we’re just the conduit between the guest and their restaurant. But what we’ve seen in our data is that, for the most part, the vast majority of feedback is positive, you know, four or five star ratings about 78%, which means that 22% of guests are having incidents, however, you know, because these restaurants are now doing far more revenue and transactions who dine in takeout delivery, you know, we typically see I mean, a poor performing brand, and our platform can see about 60% of all of all orders to delivery the incidents. Wow, that’s really that high, we’re typically for dine in, you wouldn’t really see a brand above 10%, you know, for incidents?
JJ
Jeremy Julian
23:47
Well, and I’d love to, I’d love to ask your opinion on that. Because about 10 years ago, we we launched a product and put technology in the hands of the consumer, when I go on DoorDash, I can get it exactly how I want it. I ordered on DoorDash exactly how I want it, if I’m going into and this was an interesting paradigm for us, even in kitchen management and food quality management. If I go into a dining room, and I know the burger has the lettuce, tomato pickles on the side, when I go dine in, when I go on DoorDash like I might not tell the server, no pickles because I don’t like pickles, or I don’t like tomatoes. My wife doesn’t like tomato. So tomato show up on her burger. She’s like, send it back, I need a new burger. Whereas on DoorDash I’m gonna say no pickles, or no tomatoes, because those tomatoes might leak on my burger. And I’m not going to be happy. But if I’m dining in and I know that I’ve been there, and I know that the tomatoes show up on the side. I might not order it that way. Do you think there’s a correlation between the guest dissatisfaction and the fact that you have so much control from a takeout app perspective? Like I guess just you know, what we had found this brand, when they didn’t put tech in the hands of the consumer. They would have you know, 20% of the orders would be modified. But as soon as they put Tech in the hands of the consumers, over 80% of the orders got modified, meaning no tomatoes or no pickles, or no ketchup or whatever on that cheeseburger. And so it created operational inefficiencies. And I think I just wonder, I guess it’s just something that I’m getting about, is it something that you think because we put tech in the hands of the consumers, not only are their expectations higher, but they can say no tomatoes, whereas if I was in, in the dining room, I might know that it’s on the side, and I don’t really care, just let it show up on the plate.
AB
Alex Beltrani
25:27
Yeah, I think they’re empowered to do so I even think we’ve already seen from maybe a Shake Shack, or after one of their earnings calls, they had launched kiosks in certain locations and not others. And the average check price for ordering through the kiosk was far higher. I think we anywhere from 10 to maybe 20%. Higher, I believe it’s just a quick recall. But yeah, I do think that if you give people more options, I can better articulate their needs in a way that even the restaurant probably prefers, then I think you’re gonna have more participation in a lot of great ways, from obviously the revenue uptick, and then probably, you know, a more organized, detailed way of asking for what you want.
JJ
Jeremy Julian
26:07
Yeah, yeah. So I’m gonna pivot a little bit here and ask because I know as a consumer, and I’m sure you’ve had the same problem, Alex, where you fill out a survey, and it’s not very kind, and then you don’t hear back from a brand. You tell them you had a crappy experience, and then you don’t hear back from them. Talk to me a little bit how Tatel helps manage that? Because I think, you know, I think when people give feedback they expect to hear, you know, I’m sorry, let me make it right. Let me do something for you. Let me whatever, let me understand what your problem was. So that I mean, I had a horrible experience at one of my, one of our customers. Ironically, I happen to know the general manager. So I talked to the general manager while I was in living room, but then I filled it out, because it was a kitchen problem. And, you know, we had a party at 12. And my food didn’t show up for a half hour after everybody else’s, it was a bad experience. If it was my first time that Brandon had been at that brand hundreds of times. But if that was my first time the brand, it probably would not go back. I then filled out a survey and I’ve since text the COO to say Do you know this is crappy, I didn’t get a response back. But in general, talk to me a little bit about how Tatel manages now because I think not only understanding that there’s a problem, but resolving it both operationally and organizationally as well as interacting with the guests are both critical to solving this, I guess for lack of a better term.
AB
Alex Beltrani
27:22
Yeah, absolutely. I’ll do one anecdotal story. And I’ll segue into all the features, bells and whistles. But yeah, I have this was one of our my first ever customers on Tableau, I think was one of the first 10. And he was inspirational. And I was building out the incidence management section of the tattle dashboard. And what he spoke a lot about was that he was, you know, working as I think, you know, one of the owners or general managers of a grocery store, and for the first 100 customers at the store, they would pick certain customers out and deliberately forget to give them all their groceries. And what they would do is follow, meet them in the parking lot to basically say, Hey, sir, ma’am, you forgot your bag. And they they were so affirmed that that created higher loyalty, and, you know, allegiance to their grocery store. And they would do it as a tactic, because it was just so far above and beyond what anyone else would typically do. So I guess, in Tatel sense, you know, all the feedback was coming in, it’s either a five star, a four star, a three, a two, or a one. So basically, you can discern that the five star guests are super satisfied, and the one star guests are not satisfied at all. So we have a system by which you can create your own templates to try to create a certain outcome from that type of sentiment. So maybe it’s a five star guest, you’d want to probably send them to maybe Yelp, maybe Google reviews so that they can, you know, stand on the soapbox and tell everyone to come have the same great burger, you know, that everyone else should enjoy? If it’s maybe a four star, maybe it’s not, doesn’t qualify for public review site. But maybe they indicated that, you know, no, they’re not a member of the loyalty program. So you would send out an email with instructions to become a loyalty member for three twos. And ones. I mean, these are all incident based gas that’s been proven in our data to come at a lower frequency than the four and five star guests when that happened, absolutely. So very easy to send, you know, a coupon or reward through one of our loyalty integration partners, to try to win them back. And then in our system, we track the responses. So if you do send an apology email to a guest, there’s, I think, right now an 86% probability that they’re going to respond back with a thumbs up that they were satisfied with the reply. And for the most part, it’s really all they’re trying to hear. And I read a lot of inspiration from Danny Meyer’s book, setting the table. He loved the comment card because he can reach back out to all these guests, you know, beyond the four walls, the restaurant and I think with delivery and takeout being so void of any real hospitality, that it is so important to create that conduit because that’s the community that you’re typically a part of and walking into the establishment that you do not get any more. So anything to really extend hospitality. It’s such an advantage, I think Are there other other restaurants?
JJ
Jeremy Julian
30:02
Well, and I, I’ll I’ll I guess expound on that, that I see this as a huge opportunity because of what you’re exactly what you’re saying is, so many people when 2020 hit, they didn’t have any guests interaction. So when they ordered from you, you didn’t have the ability to reach back out to him if there was a problem. Now, with with technology and having some form of guest sentiment and guest feedback, you can at least engage with them. If it’s bad, if it’s good. If it’s, you know, to your point, these templates that you guys have created to help. I’m going to ask one last question. Before we wrap up our talk for today. Alex is really Yeah, talk to me about how how do you get this title transaction tied to the point of sale transaction. And again, I know I’m kind of teeing you up to talk about bells and whistles and all of what you guys do. But it’s, it’s no good if I don’t know that the salmon is always where people are having the problem. You know, but but understanding that salmon is a corollary to don’t sell salmon salmon to go because salmon sucks when it gets some m&m, I don’t know that salmon sucks when it gets to somebody’s property. But it may very well not be an item you want to sell and delivery, but you want to sell and dine in because it doesn’t travel well or whatever else.
AB
Alex Beltrani
31:09
Yeah, completely. I mean, there’s so many of those unlocks that restaurants have that they have no idea that they’re there working with one of our larger pizza brands is basically uncovered using our data that anytime a guest orders a cookie, overall guest satisfaction is 2.5% higher than when they do not. They’ve also discovered that if there are four modifiers on the pizza, together at any time, on any order, the average score is about an 85% for that pizza. So any new LTO that this pizza brand is going to be creating, they’re always going to be putting these four modifiers because they guarantee at least a floor on the guest satisfaction. So there’s a lot of great granularity. For us, I think, you know, at any restaurant brand, that the key is to drive revenue, you know, feedback should be an ROI investment that the team is really making. So what we typically do, we ingest all this data. And typically these brands are sprawling throughout the country, they might have anywhere from 50 to right now 2000 locations on our platform. And the hardest part communication is identifying what to work on at the location that if they improve, it will increase overall satisfaction and revenue. So we do that on their behalf. So typically, if accuracy is the one main thing at the Pasadena location in California, let’s say you team up with the goal, they’d have the entire month to improve the accuracy category for let’s call it, you know, maybe a build your own pizza. And if they do that there’s an 86% probability that overall satisfaction goes up. And if overall satisfaction goes up, there’s a point of revenue, it’s really not earth shattering. You think about
JJ
Jeremy Julian
32:47
your customers, amazingly, back in order more, it’s amazing how that works, right?
AB
Alex Beltrani
32:51
The art is, how do you communicate that amongst 1000s of people, the science is pretty far behind
JJ
Jeremy Julian
32:56
it. Well, and I think that it’s amazing that you guys are are working with so many different brands and able to capture this data to be able to create, you know, create data models that say, the Pasadena is a problem with accuracy, you gotta fix the Pasadena site with the accuracy, because a good operator knows that. But we’ve gotten thinner, you know, we’ve gotten less educated, we’ve gotten less experienced in the restaurant, you know, COVID is really taking taken a toll on it. So how do we use data? How do we use data to help with that? And that’s, that’s the critical part that I think, no different than the food accuracy thing, where I’m talking to people about this machine learning deals, or we’re taking kts data and, and using it to help people make better decisions on what needs to, you know, what’s causing checks to be long, and all of those kinds of things. So, for those that want to learn more about what Tatel does, Alex, how do they get in touch with you with your team? How did they learn more about the brand, just jump on the website, talk to their POS partner? Talk to me a little bit more about those that are less familiar with you, but are like, I knew what Alex just told me I needed to have over the last 35 minutes or whatever.
AB
Alex Beltrani
34:02
Yeah, absolutely. I mean, brands find they’re not measuring feedback, and they’re not using it as a revenue driver, which it absolutely is at its core, please visit get tattle.com is our website, there’s a litany of resources from amazing use case, you can probably identify the tech stack that you’re currently using, we integrate with over 30 plus different point of sale, digital ordering, loyalty, kiosk, mobile payment apps, you know, in the space, and that would be a great first start. And obviously, our sales team would be eager to speak with you and of course, learn a bit more about your business and how we can help.
JJ
Jeremy Julian
34:35
Well, Alex, I, I, I know you and I talked for a show and and you know you’ve hit the nail on the head and so many of the areas that you know, I’d love to I’d love to see a picture of the stack of comment card someday from your parents restaurant back in the 80s Because I’m sure there’s there’s some legacy thing on 35 millimeter film somewhere out there, over the Colleen Carson and your dad sitting there in Excel.
AB
Alex Beltrani
34:59
Addressing the Beltran On your home, so yeah,
JJ
Jeremy Julian
35:01
I love it. I love it. Well, I appreciate you taking time and to our guests, I mean to our to our audience because we know that you guys have got tons and tons of other options on how you spend your time and how you spend your energy. So we appreciate you guys taking a bit of time to learn a bit more about what tattles doing for restaurants. Alex, thank you so much and to our audience out there, make it a great day.
I
Intro
35:21
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