The Results

1. The new steak is delivered to the customer and is cooked perfectly and the fast response of the kitchen shortens the awkward time frame in which the other 5 people at the table have started their meals.
2. The other 5 customers have observed the manner in which the waiter resolved the problem.
3. The floor manager, unaware of the events to this point, stops by the table and asks if everything is okay.  The entire table lauds the food and the service.
4. Upon the offer by the floor manager to pick up the cost of the steak, the customer ‘insists’ that he be charged.
5. The cost of the steak is $24.95.
6. The meal is fully billed at $259.70.  The waiter receives a 25% tip.
7. The skill and temperament of the waiter has directly saved the restaurant $73.35 in contrast to the bad service scenario previously outlined.
8. Most importantly is the value of the defusing of a potentially bad situation, totally attributable to the attitude and skill of the waiter. Inherent in that value is the same radiation dynamic that exists with a bad customer service experience. One bad experience is repeated to 12 people who will tell 3-5 other people. That same dynamic exists in recovering the goodwill of an unsatisfied customer.
9. In addition to the primary customer, who has been made to feel important and respected, the other members of the table were part of the experience as well.
10. The good performance of the waiter saves the restaurant $73.35 for every similar experience. Service miss-steps are on-going. The skill lies in resolving them, preventing the miss-step, in these situations is limited and rare.  This valued employee saves the company expense, and adds revenue, for each customer service problem. He is an on-going asset to the company. Assuming that this will happen at least 4 times a month, he then saves the company $3,520.58 in revenue and blocks the chance for the same level of increased expense. Total direct savings: $7,041.16.
11. NOTE: The skilled customer service provider manifests their job and their skills with the internal and external customer. His manner played a big role in pleasing the customer but a bigger role in setting the tone for the proper reception from her associates in the kitchen.  This, as well, carries over to the other waiters and waitresses, even the ones not so well-wired, when they see the tip results.  The instance described illustrates how the skilled customer service performer achieves personal gain by striving to please the external customer as well as those he works with. This is in stark contrast to the poor performer who is only about personal gain and rationalizing inadequate performance but achieves just the opposite.