What measures canSam implement at this time to furtherpromote a recovery process?

When Sam Goodman opened a new Sammies caf in Beijing's Motorola Building, he cut prices by 50 percent for the first three months in order to attract customers. The initial period was very successful, but when he returned prices to normal, sales dropped dramatically and fell short of targets. The local store manager, when presenting the figures, suggested that Goodman simply lower the sales targets. Goodman was frustrated; the manager had failed to address any of the issues that were keeping customers from returning. There were countless orders that went out with missing utensils, in the wrong bag, or (with items) simply left out. Delivery orders were being sent hours late or to the wrong location. This typified Goodman's early experience; the market was showing interest in Beijing Sammies's products but he knew that without exceptional service, good food would not be enough. Goodman questioned whether he could find employees who were thinkers and problem solvers and he wondered how to improve upon the business in order to turn Beijing Sammies into a sustainable and profitable enterprise. According to Goodman, face and money were the two most important subjects. With experience as a student and businessman in China, he knew one must observe the cultural beliefs: Face is a huge issue here, and as the economy develops, so is money. If one is not relevant, the other is. Once you recognize this is crucial, it was not hard to learn. The difficult part is incorporating it into the business. We need to offer a superior experience in order for customers to justify paying more. This means providing a quality product with excellent service. It sounds easy, but in China the concept of service is not the same as in the West. I just can't seem to get my employees to understand that there is a way to serve the customer while also keeping the company's interest at heart. It is an, "all for us" or "all for them" mentality here. Throughout the company's initial years, Goodman sought to teach a service-oriented approach to his employees. In doing so, he ironically learned that face was as much of an important issue for Beijing Sammies's customers as it was for its employees. Page 455