Train your team to operate Fudi

Training should prepare the team for actual service

A loyalty program can be well set up and still fail to operate. It happens when staff don't know when to mention Fudi, hesitate before registering a visit, mix up QR codes, or improvise when an exchange doesn't go as expected. The problem is not usually a lack of disposition: frequently, the team received a general explanation, but did not practice the tasks they will have to perform in front of a diner.

Training to operate Fudi does not consist of showing all the application screens. It consists of defining what each person should do, practicing the flows they will actually use and checking that they can solve them without stopping the service. A staff member does not need to learn how to configure the program or manage the subscription; You do need to recognize the main registration flow, confirm information before accepting a trade, and know when to ask for support.

By finishing this guide you will be able to define responsibilities, organize a practical session, prepare responses for incidents and review if the learning is being applied during the shift.

Before training, define how Fudi will work in your restaurant

Training cannot compensate for incomplete rules. If during the session no one knows what the benefit will be, who authorizes a redemption, or what QR code will be used at checkout, the team will learn different versions of the process. Afterwards, each turn will resolve the doubts in their own way.

Before assembling staff, the owner or manager must make these decisions:

• Public program: what the client accumulates, what rewards exist, what is their validity and under what rules they are redeemed. The team needs to explain it without promising something different.
• Invitation moment: at what point in the service Fudi will be mentioned. It can be during the order, when collecting or when presenting the account, depending on the operation.
• Main visit flow: if the diner will scan a QR from the branch or if the team will identify their account.
• Backup flow: what alternative will be used when the main procedure is not available.
• Redeems Manager: who will review and confirm the rewards during each turn.
• Escalation: to whom doubts, errors or unusual operations will be reported.

Fudi supports different ways to register a visit: the diner can scan a printed or dynamic QR from the branch; the restaurant can scan the diner's personal QR; You can also search for an existing account by email or WhatsApp and register the visit manually. Having several options does not mean that you should teach all of them as if they were equivalent. It is advisable to choose a main flow, a backup one and reserve the others for controlled situations.

For example, a counter cafe may use a printed QR as the primary flow and scanning the diner's personal QR as a backup. A full-service restaurant may prefer to have the waiter or cashier identify the bill when closing the table. The decision depends on the pace of care, the time of payment and who has access to an authorized device.

You must also define the message that the client will hear. The team should not explain the entire program in every interaction. A short sentence is usually enough:

At Fudi you accumulate visits to receive a complimentary drink. You can register today's session from this code and check your progress in the application.

This phrase is just an example. Replace the reward with the actual benefit of your program. If your requirements, validity or rules change, update the information in Fudi first and then the team script. Don't allow old versions to circulate in notes, messaging groups, or printed materials.

Train by responsibilities, not with an identical session for everyone

Fudi allows you to assign the roles of owner, administrator, manager and staff, in addition to limiting access to all branches or specific locations. That structure should reflect the actual operation of the restaurant. Giving broad permissions to avoid differentiated training may make it easier to get started, but it also leaves more people with access to tasks they don't need.

Owner or administrator

You must know the general configuration, the program, the branches, the roles, the scope of each member, the QR channels, the goals and the reports. Your responsibility is to get the operation ready and ensure that common criteria exist. You do not need to personally execute each visit or exchange.

Manager or branch manager

You must supervise the flow, check that QR codes are available, support staff and attend to incidents with the permissions assigned to you. You also need to know how to review your branch results and detect when an issue requires escalation to the administrator.

Staff

You must explain the program, execute the main visit flow, use approved backup, review a trade before confirming it, and stop for an exception. You don't need to set up rewards, modify roles, or view information that doesn't apply to your branch.

In a small restaurant, the same person can cover two profiles. Even so, it is advisable to separate the tasks: when you act as administrator you configure; When you attend a line, you follow the operating procedure. That distinction helps avoid impulsive changes in the middle of the service.

Before sending invitations, review what each member really needs to do. Fudi allows you to invite by mail, issue a one-time invitation code, resend or revoke invitations, and assign access by branch. Each person must accept your invitation and use their own account. Sharing access between shifts makes it difficult to withdraw permits when someone leaves the restaurant and weakens control of the operation.

A rule of thumb is to assign the smallest scope that will allow the job to be accomplished. Staff at a single branch do not need access to all of them. Whoever registers visits and confirms exchanges should not receive owner permissions so as not to “get stuck.” If an operation requires additional authorization, define who will give it and how they will be reached during the shift.

Design training with observable objectives

Saying “the team has already seen Fudi” does not allow us to know if they are ready. Before the session, turn the expected learning into actions you can observe.

Upon completion, a staff member should be able to:

1. Explain the program in a correct and understandable sentence.
2. Register a visit using the main flow without help.
3. Run the approved backup flow.
4. Confirm that the branch and account are correct before accepting a visit.
5. Review the reward and the diner before confirming a redemption.
6. Recognize when you should stop and ask for support.

For a manager, add objectives such as verifying the branch's QR codes, checking that each member has the correct role, observing a complete operation and consulting the results of the corresponding period.

CDC training standards recommend starting with a specific need, establishing measurable objectives, using relevant activities, and evaluating whether what is learned is later applied on the job. The same institution distinguishes between having understood a session and being able to transfer that learning to the position. (cdc.gov)

An initial session for a simple operation can be organized in less than an hour. It is not a universal duration: a chain with several registration channels or different responsibilities may need separate modules. This agenda serves as a starting point:

1. Purpose and rules of the program, 5 minutes. The team understands what behavior the restaurant seeks to encourage.
2. Diner experience and script, 8 minutes. Each person practices a brief explanation.
3. Visit log demonstration, 10 minutes. The person in charge shows the flow at normal speed and then step by step.
4. Practice in pairs, 15 minutes. Each member registers a visit and uses the backup.
5. Redeem Demo and Practice, 10 minutes The team reviews the reward before confirming it.
6. Incidents and final verification, 10 minutes. Each person solves a case without receiving instructions during execution.

The explanation must be made with the devices, accounts and codes that will be used in the operation. A presentation can help introduce the process, but it is not a substitute for practice. The CDC's adult learning guide recommends showing the immediate relevance of the task, using real cases, allowing people to practice, and reinforcing concepts after the session. (cdc.gov)

##Teach each flow with four steps

For each task use the same sequence: explain, demonstrate, practice and verify. Repetition of this structure makes it easier for the team to focus on the operation.

1. Explain the purpose

Before touching the screen, indicate what the task is trying to accomplish. When registering a visit, the goal is to associate an accepted interaction with the correct account and the correct branch so that Fudi applies program progress and rewards.

When confirming a redemption, the goal is to verify that the displayed reward belongs to the diner, corresponds to the benefit that will be delivered, and can still be used. Understanding the purpose helps staff not move forward mechanically when something doesn't match.

2. Demonstrate the complete process

Do a first demonstration at normal speed, as you would in front of the client. Then repeat it with pauses to mark the decision points. Avoid narrating each button; highlights where information is confirmed and what signs force you to stop.

For a visit, it shows how to confirm the branch, identify the diner through the approved channel, review the information and accept the transaction only once. At the end, it explains that the diner can check their progress and rewards from their account.

For a redemption, ask the diner to open an available reward, scan their temporary QR, review the reward and bill, deliver the benefit according to restaurant policy, and confirm once.

Fudi protects visits and swaps against duplicate transactions, but that protection is not a substitute for human review. Staff should read what is displayed before confirming, especially when there are multiple benefits or when the customer expected something different.

3. Practice with realistic situations

Each member must take the device and execute the flow. Observing another person creates familiarity, but does not demonstrate that you can operate during service. Organize pairs: one person acts as a diner and another as a member of the restaurant; then they exchange roles.

Practice at least the following scenarios:

• Normal registration through the main channel.
• Registration through approved endorsement.
• Customer who does not yet have an identifiable account at Fudi.
• Repeated attempt within duplicate protection.
• Code that has expired or has already been used.
• Location validation that is not met.
• Successful redemption of an available reward.
• Doubt about a reward or exchange confirmed in error.

You don't need to cause all errors within the system. Some can be represented as cases: describe the situation and ask the collaborator to explain what they would do. The important thing is to check that you will not improvise a visit, use another account or give a different reward to “solve quickly”.

4. Verify without giving clues

At the end, ask each person to complete an operation without instructions. The evaluator must verify that he/she started from his/her own account, worked in the correct branch, explained the program without altering its rules, reviewed the information before confirming, and knew who to turn to in the event of an exception.

A person is ready to operate when they can complete the task and explain why they would stop in certain cases. Ending the session or answering “yes, I understood” is not enough. The CDC recommends evaluating both immediate learning and its subsequent application in the workplace; a deferred verification helps detect which part of the process was forgotten or difficult to execute. (cdc.gov)

Adjust the timing and script to the type of service

The same phrase and the same point of contact do not work the same in all restaurants. Training should reflect the diner's actual journey.

• Cafeteria or quick service: mention Fudi during the order or payment, with the QR visible. The team needs a very brief message and the ability to guide without stopping the line.
• Full service restaurant: Presents the program when handing over the bill or closing the table. Coordinate waiter and cashier to avoid duplicate invitations.
• Bar or high-volume establishment: place the QR in a visible point and prioritize self-service. Staff can focus on resolving questions and confirming exchanges.
• Business with several branches: keep the same script and the same rules, but practice with the devices, managers and conditions of each location.

During peak hours, the team must know which part of the flow can be shortened and which cannot. Explanation may be reduced, but not review before confirming a visit or exchange. If the operation proves unfeasible during certain periods, define a specific procedure instead of letting each collaborator decide whether to record later or promise to correct it later.

Prepare visible aids for the shift

An initial session should not be the only source of information. Leave a one-page job aid near the point of operation or in an easy-to-refer internal channel. It should contain brief instructions, not a complete copy of this guide.

Includes the approved invitation phrase, the main flow, the backup, the minimum review before a exchange, and the name or title of the incident handler. Also add actions that should not be performed, such as sharing accounts, using another diner's account, or selecting a different branch to avoid validation.

Do not include passwords, personal customer data or screenshots that quickly become obsolete. If the interface changes, the help should remain understandable because it describes decisions and controls, not exact button positions.

Before launching, check the following:

• All invitations were accepted.
• Each member has the correct role and scope.
• The printed QR is legible and well placed, or the dynamic QR is available on the intended device.
• The location, validation radius, hours and time zone of each branch were reviewed.
• The program is active and its rules match the script.
• There is at least one person per shift capable of dealing with incidents.

Train incidents before they occur

Operational errors are aggravated when the employee feels that they must resolve them in front of the client without help. Includes agreed responses for the most likely situations.

Dynamic code expired

Open or show the current code and try again. Do not use an old capture or change methods without reviewing the operation.

The code has already been used or duplicate protection appears

Stop and confirm if the visit or exchange has already been recorded. Don't repeat multiple times or generate a second operation to compensate.

Location fails validation

Check that the device and branch are correct. If the configuration appears incorrect, please request support. Don't choose another branch just to accept registration.

Search does not find an account

Explain the official flow for creating or accessing the account and use only approved support. Never record the visit on someone else's account.

The reward does not match what the customer expected

Read the benefit, validity and available rules. If there is a discrepancy, ask for support before delivering something different. The team must not promise substitutions that are not authorized.

A trade was confirmed in error

Immediately notify anyone who has permission to review it and, where appropriate, revert it. Fudi allows an authorized role to reverse a redemption and reset the reward. That feature should be used as a controlled fix, not as an everyday resource.

The device on shift is not available

Use the previously authorized backup device or channel. Do not share credentials or ask the customer to hand over their password.

It is also advisable to rehearse communication with the client:

The system tells me that this operation needs review. I will not repeat it to avoid duplicate registration; I'm going to ask the person responsible for the shift for support.

The phrase informs what is happening without blaming the client or promising a result that has not yet been confirmed.

Launch in turns and reinforce during the first week

When possible, start with a lower-pressure shift or a pilot branch. The goal is not just to check that the application works; It should also reveal whether the script is natural, whether the QR is well placed, whether the responsible person is available, and how much time each interaction requires.

After the first turn, gather the team for a few minutes. Ask when it was easier to mention the program, what question was repeated, what step took the longest, and what incident was not contemplated.

Adjust the procedure, not just the explanation. If everyone understands how to scan but no one can access the dynamic QR quickly, the problem is availability. If staff know the benefit but avoid mentioning it because the script interrupts the line, changes the timing, or reduces the message.

For the first week, use reminders five to ten minutes before some shifts. Repeat a task, raise an issue and allow one member to explain the procedure to the rest. Short distributed sessions help reinforce learning after people have already attempted to apply the process. The recommendation to repeat concepts, practice, and provide follow-up materials also appears in the CDC's adult learning guide. (cdc.gov)

Includes Fudi in the induction of each new hire. Do not depend on another collaborator to “teach you when there is time,” because this informal transmission usually involves shortcuts and loses controls. The new person must accept their own invitation, practice the flows of their position, and pass the same operational check.

Check the app at work, not just attendance

The evaluation must combine direct observation with the results available in Fudi. The platform allows you to review accepted visits, different diners and rewards redeemed by period and branch. It also allows you to compare performance with daily or weekly goals, consult the distribution of diners by visit or level, and detect unusual exchange activity.

These data alone do not explain the cause of a result, but they help decide where to observe:

• One branch records much less than the others. Check if the QR is visible, if the team has access, if the script occurs at the right time and if location validation is properly configured.
• Accepted visits are far from the goal. Observe how many real opportunities there are per shift and how many times the program is mentioned. The cause may be the process, not a lack of technical knowledge.
• There is activity, but few different diners. Check if participation is concentrated in a small group and review duplicate warnings before drawing conclusions.
• Exchanges raise a lot of doubts. Check if the rewards are clearly described and repeat the confirmation practice.
• Unusual exchange activity appears. Review operations, managers and scope of roles before attributing a cause.

Don't set a universal adoption rate during training. Compare each branch with its real opportunities, its goals and its own behavior between weeks. A coffee shop with a constant line and a visible QR will have a different dynamic than a reservation restaurant where the invitation occurs at the end of a long meal.

Complement the reports with a watch list. During a shift, a manager can record how many reasonable opportunities there were to mention Fudi, how many times it was done, what doubts arose, and at what step support was requested. This information is used to interpret the result, not to monitor each conversation.

Satisfaction with the session is not enough either. Just because the team says the training was clear doesn't show they can apply the process with noise, a line, and other pending tasks. Evaluate performance: correct operations, reduced need for support, consistent responses and absence of shortcuts.

Adapt the plan to the complexity of your restaurant

A small restaurant with a single shift can directly train the entire team and do two reinforcements during the first week. Still, you should put the flow in writing and designate who will resolve issues when the owner is not present.

A multi-shift, high-turnover operation needs at least one responsible person per shift, a stable job aid, and a mandatory module for new hires. It is a good idea to record who has already demonstrated each task, not just who attended a meeting.

A restaurant with multiple locations can start with a pilot location, correct the procedure, and then replicate it. Keep the program rules, redemption criteria, and core script the same. Adjust the moment of interaction or the operational channel when the physical distribution requires it, and compare reports by location to decide where to reinforce.

When there is no dedicated manager, appoint a shift manager even if their main position is another. This does not imply granting owner permissions. Define what you can resolve, what you need to escalate, and how to contact the administrator.

Common mistakes when training the team

Teach before closing the rules

When the program still changes, staff learn provisional information and lose confidence in the procedure. Set up and test first; then train with a ready-to-operate version.

Show all features to all people

A session on configuration, reports, menu, billing and daily operation disperses attention. Each profile must learn what it needs to execute and understand who the rest belongs to.

Give a demonstration without individual practice

The flow seems easy when done by someone who already knows it. The difficulty appears when the collaborator must respond to a message or confirm in front of the client. Each person must operate the device.

Launch during peak demand time

Pressure favors shortcuts and causes first experiences to be associated with delays. Carry out the pilot when there is time to observe and correct.

Sharing accounts or giving excessive permissions

Sharing access makes it difficult to withdraw permissions. Giving administrative functions to the entire team eliminates controls that Fudi allows to establish through roles and scope per branch.

Correct the person only

If several collaborators make the same mistake, review the process. Maybe the QR is far away, the script is too long, the redemption policy is ambiguous, or the person in charge is not available. Repeating the instruction without correcting the cause produces the same result.

Forget new hires

A well-executed pitch deteriorates when new people learn through informal observation. It incorporates Fudi into induction and retains the same practical verification.

A seven-day implementation plan

This calendar is a reference. You can compress or expand it depending on the size of your computer.

Day 1: Define the operation. Choose the main flow, the backup, the invitation moment, the exchange manager and the escalation procedure.

Day 2: prepare Fudi. Review the program, branches, location, schedules, roles, invitations and QR channels. Run full tests with authorized accounts.

Day 3: Train owners, administrators and managers. Align rules, permissions, supervision, goals and reading reports.

Day 4: Train staff. Uses demonstration, pair practice, incidents, and individual verification.

Day 5: perform a pilot. Select a shift or branch with conditions to observe. Record doubts, times and shortcuts.

Day 6: Adjust. Fix script, code placement, permissions, or job help. Repeat the scenarios that failed.

Day 7: Launch and follow up. Operate with the corrected procedure, perform a reminder before the shift and schedule the first report review.

Over the next two weeks, combine brief observations with reports by date and branch. If a task is not applied correctly, decide whether more practice, clearer instruction, or a change in the process is needed.

The next step

The best starting point is not a long presentation. It is a defined operation: a main flow, a backup, clear responsibilities and a complete practice before serving the first diner. Set up accounts and permissions, perform test transactions, and verify that each member can explain what they will do when everything works and when it should stop.

After the launch, use Fudi's results and the manager's observation to improve the procedure. Training is finished when the team can operate consistently during the service, not when the meeting concludes.

Sources consulted

• CDC Quality Training Standards.
• CDC: Evaluate Training — Measuring Effectiveness.
• CDC: How to Captivate and Motivate Adult Learners.