Recovery Flow Builder for Unhappy Restaurant Guests

① The five cases and who enters the flow

Of the five, four have somewhere to write to and one does not. That one is not a gap in the method: it is the rule working.

The fifth one stays out because there is no CRM and no dining-room guest list: from the room you can only recover whoever left a detail, and nobody asked this one for it. The case is not lost, it moves whole into block ⑤ and leaves the flow here.

Two findings the count puts on the table: two of the four that enter broke inside the strong slots of the house —Tuesday-to-Friday lunch and Sunday midday—, which is where most people see it; and the platform one has no checkable fact because nobody weighs the plate at dispatch. Illustrative figures, built from the data you gave.

② What gets replaced, what does not, and how far

The gesture is costed at recipe cost and never at menu price. The difference between replacing and giving away fits in one column.

Monthly ceiling: 5 replacements per location, 10 across both, or 150,000 COP of recipe cost, whichever comes first. Against 4,458 tickets in the month that is 0.22% of the checks. These three cases take 55,300 COP of the ceiling: room for seven more.

SUPUESTO: the house has no written food cost ceiling for what it replaces, so the 34% its own menu averages is used here and the replacement is asked not to go past it. This is not an industry yardstick: it is yours, taken from your own recipes. If you set the ceiling at 30%, the trout misses it by 5 points and you would replace with another dish or fix its price first. Argue with the assumption before signing off on the monthly ceiling.

A finding that is not a failure of the offer. The Trucha al ajillo sells at 46,000 COP and its recipe costs 16,100: 35% food cost, one point above the menu average. Replacing it is still the right call, but the problem there is not the offer, it is the menu price. The Sancocho lands at 30.8% and the Bandeja at 31.9%; both fit, and the contribution margin a full month of replacements takes away still sits under the ceiling. Illustrative figures.

③ The three private messages

One per route, signed with a name and a role, sent without editing anything beyond the name and the dish.

Profile private message (cold trout, within 24 hours of the public answer):

Good afternoon, don Julián. I am writing separately: I am Marcela Ruiz, floor manager of Sazón de Origen in Laureles. Your trout left the pass on Thursday at 1:21 and reached your table at 1:40, and that is on us, not on the day. From Monday no trout leaves without going under the heat lamp and the hot-section chef answers for the time at the pass. I have the Trucha al ajillo held for you whenever you want to come back; tell me a day and I will keep it.

Email (sancocho sent back):

Doña Elvira, this is Marcela Ruiz, floor manager. On Sunday we charged you for a sancocho you sent back, and that is not how it is done. The Sancocho de tres carnes stays in your name, with no expiry. If you tell me what went wrong with the plate —the meat, the salt, the temperature— I will take it to Monday's kitchen meeting with your name on it.

WhatsApp (cold delivery):

Don Andrés, this is Marcela Ruiz, from Sazón de Origen. Your Tuesday order took 52 minutes and we promise 35. I am replacing the whole order, bandeja and sancocho, on the day you ask for it. Does this week work?

The line that never gets written, in any of the three: "we will give you 20% off your next check". A percentage on something not yet bought replaces nothing, and it does teach the price of a complaint.