It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.

Let's see how this applies to the restaurant business.

If you're a high-performing employee, wh

Manage like the airlines? And what, lose a ton of money? The analogy seems odd, but once you get past the initial shock, it should make more sense. There are two different philosophies about running airlines these days: status treatment, where the more you fly, the better you're treated; and treating everyone the same.

Let's look at the two and how you can apply it to building guest and employee loyalty.

Status Treatment

Fly more frequently--thus spending more money--and you receive additional perks. Many tangible rewards are provided: better choice of seats, more bonus miles, special lines for check-in and security, ability to upgrade, and so on. Additionally, there are the intangible perks like more favorable treatment when boarding, bending the rules to keep you happy, and being placed on the top of the standby list for an earlier flight.

Who prefers this kind of treatment? The frequent flier of course! There is a direct relationship between the production they provide--and the money they spend--and the treatment they receive. Does this system anger some folks? Yes, but they're the infrequent, non-producing fliers who spend little money with the airline.

Everyone's The Same

The other school of thought is to treat everyone the same. No special perks or favors for the frequent traveler--just equal treatment.

Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.

It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.

Let's see how this applies to the restaurant business.

If you're a high-performing employee, wh

Status Treatment

Fly more frequently--thus spending more money--and you receive additional perks. Many tangible rewards are provided: better choice of seats, more bonus miles, special lines for check-in and security, ability to upgrade, and so on. Additionally, there are the intangible perks like more favorable treatment when boarding, bending the rules to keep you happy, and being placed on the top of the standby list for an earlier flight.

Who prefers this kind of treatment? The frequent flier of course! There is a direct relationship between the production they provide--and the money they spend--and the treatment they receive. Does this system anger some folks? Yes, but they're the infrequent, non-producing fliers who spend little money with the airline.

Everyone's The Same

The other school of thought is to treat everyone the same. No special perks or favors for the frequent traveler--just equal treatment.

Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.

It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.

Let's see how this applies to the restaurant business.

If you're a high-performing employee, wh

Who prefers this kind of treatment? The frequent flier of course! There is a direct relationship between the production they provide--and the money they spend--and the treatment they receive. Does this system anger some folks? Yes, but they're the infrequent, non-producing fliers who spend little money with the airline.

Everyone's The Same

The other school of thought is to treat everyone the same. No special perks or favors for the frequent traveler--just equal treatment.

Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.

It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.

Let's see how this applies to the restaurant business.

If you're a high-performing employee, wh

Who prefers this treatment? Typically, it's the infrequent flier who has plenty of time to get to the airport early and get a better seat. There's no correlation between performance (that is, spending money with the airline) and benefit. The reward goes to those who arrive the earliest. Who gets angered standing in long lines and getting a crummy seat? The frequent producer--who is costly to lose.

It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.

Let's see how this applies to the restaurant business.

If you're a high-performing employee, wh

It's true that Southwest Airlines, which is known for its service (and financial performance), treats everyone the same. But this analogy is not about the service on the planes; it's about the approach towards their performers. Airlines have plenty of cost issues forcing them to lose money.

Let's see how this applies to the restaurant business.

If you're a high-performing employee, which type of manager would you prefer? Just like the frequent flier, you'd like to work for someone who treats the top performers better. After all, you do more of the work.

Guests feel the same way. If you're a regular, you want to be rewarded for it--and if you get treated better, you keep returning. Many people go out of their way to remain loyal to a brand in return for flier miles or points. (I've received all kinds of free golf and ski items just for renting from one car company.) Create a loyalty-building system for guests and employees. It rewards performance.

On the other hand, if as an employee you're an "infrequent performer," you'd prefer the manager who treats everyone the same. Being a frequent guest or performer in this situation nets you nothing but being another order to process or paycheck to hand out. This restaurant is just another place to eat or work.

Provide rewards and incentives for your top performers and frequent guests. Incentivize employees who are selling better than others, putting out great product with minimal waste on the line, or providing great service over the phone, at the drive-thru, or for delivery--it will drive your business and keep your good employee with you.

Treating regular guests in the same manner will create brand loyalty and drive sales.

Does it tick off some employees or guests? Yes, but it's the ones who don't produce results for you.

If you manage all your guests and all your employees the same, you'll lose the top-performing employees and guests to your competitors since they're not valued for their efforts or for the business they give you. Worst of all, these top-producing guests and employees might become loyal to your competition.

Be fair! Provide the best for the best and let the non-producers go work for your