All I wanted was to sit down with a cup of (decent) coffee and watch for a while as the world went by. But, modest though it was, my ambition was thwarted. I'd been sitting in Carluccio's for 15 minutes without being approached by a waiter before I realised that the place was under-staffed and much of the world was going by while I remained thirsty.
I decided to cut my losses and go elsewhere - a place I remembered in a nearby back street, a ramshackle independent cafe called Tarkk whose proprietors claim to be "passionate" about coffee. And so they are: if only they were equally passionate about customer service the place would be great. I joined the short queue at the counter where, without a smile, they took my order - and my money - and instructed me to take a seat. After the by now customary wait of 15 minutes I approached the counter to ask how they were getting on. The ensuing consultation between the three staff members resulted in another instruction to sit down but no acknowledgement that they had clean forgotten to make the coffee. An apology would have been nice - accompanied by a 'courtesy' croissant perhaps - but neither was forthcoming. I sat obediently, feeling somehow to blame and fretting that perhaps I hadn't followed their required procedure.
And so it was that what ought to have been a mindless morning routine became a contemplation of comparative business models. On the one hand the corporate, Carluccio's, whose success depends on perfecting a system for delivering customer satisfaction; on the other the independent, Tarkk, whose success depends on - the same thing. It's not all about the coffee.
Carluccio's failed because the waiter was either unable to cope or not sufficiently motivated to make up for his co-workers' absence. Otherwise it's a successful, expanding business with a good understanding of the need for powerful branding (a jolly, fat Italian chef with a catchy name); consistency of offering in the tried-and-tested MacDonald's manner; stylish, modern interiors; a standardised menu and a usually robust system for delivery.
I wanted Tarkk to please me but it conspired not to, leaving me instead with the impression that its modus operandi is designed for the convenience of the proprietors and/or those who work there. The obscure name (trikky to spell) may have some significance to whoever devised it, but to me is just weak branding. The space, furnished with disregard for comfort and disdain for interior design, reeks of cheap recycling. As a small and probably underfunded business, it could and should have deployed its biggest asset - personality - when it most needed to. It's not all about the coffee.
Not that I have become obsessed with 'customer satisfaction' but, when I went later to see the work of German artist Sigmar Polke at Tate Modern, the topic was still on my mind. It's a retrospective exhibition covering the years 1963 - 2007, which means that there's a lot of art on the walls. In fact, considering the entrance fee of approximately £12, the show is rather good value for money. But Polke was a great experimenter with new techniques and by the time I was halfway through the galleries I began to tire of work which seemed to have been made more for the sake of the process than the expression. Just show me the art, I thought, never mind your systems of delivery.
On my way home I paused at a falafel street-stall. The cheerful operator, sensing my interest, insisted I try a sample. It was delicious. I made a purchase and, strolling happily on my way, realised I was experiencing real 'customer satisfaction': and it wasn't all about the falafel, either.