Foodchain may have lost David Jones almost $40 million in operating
expenses, write-downs and provisions in 2002, but that doesn’t stop us
noticing one thing the gourmet food stores are getting right: providing
noticeboards on which customers can comment on the service and
products. The boards invite customers to take a moment to “let us know
your thoughts about us”.
And use it customers do. “Don’t close!” was the message tacked on the board at the St Kilda outlet the day after DJs announced the extent of the chain’s losses. The four stores receive about 30 messages a month each, says general manager Jon McAtamney. None is censored. The head office management team reviews every posted item and pins a summary to the board.
In July, for example, more organic food and recyclable shopping bags were demanded and customers were told what action was taken. Some comments bring unexpected benefits. “I love the hot chocolate!” led management to discover that St Kilda was using a particular recipe, which is now used in other stores. Requests are heeded.
Anger at the $2 trolley fee forced a policy change, and electric toothbrush heads are now stocked after a customer suggested it.
Can Foodchain survive?
The noticeboard fits Foodchain’s position, which is distinct from supermarkets. “We’re not looking at the mass market,” says McAtamney. “We are looking at a particular demographic and want them to feel involved in the store.”
Plenty of attention is given to staff selection, training and uniforms, and Foodchain spends around twice as much on wages as supermarkets – made possible by focusing on selling premium goods. But can Foodchain survive?
DJs has already closed one of the original five stores and will soon decide whether to cut its losses.