Restaurant Marketing Magazine by Janet Berge

OCTOBER 2010

marketing MARKETING SOLUTIONS FOR RESTAURANTS

»»» Inside Behind the Scenes with Kahala Brands Chef-Rateur — Special Touches Point of Purchase — The Silent Sales Force The Secret Sauce — Telling your Story TM

PUBLISHING

Positive +Personnel

Positive Sales

mUrgent sits down with Juice It Up! Business Development & Marketing Director, Carol Skinner, to discuss the marketing strategy of the 104 location franchise, the importance of email marketing and social media in the fast-paced franchise industry and why they chose mUrgent as their local store email marketing and social media partner. Q: Why did you choose mUrgent? A: We chose mUrgent because it has a reputation for being the expert in email marketing, as well as mUrgent’s affiliation with the IFA. Since day one, mUrgent has delivered excellent results and performed beyond my expectations. The support team is always available when needed and has been conscientious and creative in its approach to Juice It Up!’s email marketing campaigns. Q: What are your plans for social media and how will mUrgent be helping? A: Our initial plan was to get it established with Facebook and Twitter, and then build the fan base allowing us to extend our reach by going directly to those who support our brand, products and promotions. We are still in our beginning stages, but feel social media will be the premier way to develop our business and our brand for the future. With mUrgent, we’ve integrated a social media component to our email campaign, which will drive traffic to our social media sites and will allow recipients to share the coupons, offers and promos with friends and family members who may not be members of the Smooth eClub. Q: How will mUrgent help your marketing efforts? A: It’s all about reaching the consumers and managing the database to effectively bring them in to the store and,

ultimately, increase sales. mUrgent understands that and offers ongoing strategy and specific solutions to achieve success with our marketing efforts. Q: Have you seen results since signing up? A: Absolutely! Our Smooth eClub database has increased beyond our initial expectations within the first few months. I know we have a long way to go but I believe mUrgent, with its strategic approach to our local store email marketing efforts, can help us get there. Q: Do you think other chains should choose mUrgent? A: Yes, the process is so easy and the customer service is excellent. mUrgent takes the guesswork out of email marketing, plus mUrgent offers tracking, reports and analysis that show results. Q: Anything else you would like to share? A: I look for businesses we can partner with for the long haul. I get dozens of calls every day from companies who want to “help me” with my business, but ultimately if I have a partner who delivers results, offers competitive pricing and provides the service I need to make my job easier, I’ll stick with them. mUrgent is one of those partners and I believe that mUrgent can successfully help us achieve our goals. At this point, there’s no need to look any further.

mUrgent offers the most affordable and flexible email marketing solutions with social media integration. Get control over your local store marketing with results-driven strategy and a complete solution that you can count on boosting sales each and every month.

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | August 2010

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R E S T A U R A N T

M A R K E T I N G

M A G A Z I N E ®

M a r k e t i n g

Contents 40

S o l u t i o n s

f o r

R e s t a u r a n t s

OCTOBER 2010

F R O M T H E C OV E R :

+ Positive

Personnel

= Positive

Sales

pg marketing ingredients 3 2011 Marketing Calendar 7 Finding the Secret Sauce 11 Trends for Today’s Consumer 15 Point of Purchase –

The Silent Sales Force 19 Facebook or Restaurants 22 Responsible Marketing

bright ideas

14 TOMS Shoes for Tomorrow

chef-rateur

24 Special Touches

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27 faces

& places

food & menu

public relations

30 Crisis Management 34 New Rooms & Social Media 36 Behind the Scenes

48 Creating an Oyster Festival 50 “Small” is Still the New “Big”

Cold Stone Creamery

arracting guests

40 Arrow Spinners & Street

Teams

employees & training

43 Positive Personnel =

Positive Sales 47 Just Say “YES”

00 pick of the pub 52 Boudin SF

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

Editor’s Note Welcome to the premier issue of Restaurant Marketing MagazineTM. Our goal with this new publication is to provide restaurant operators and marketers with in-depth marketing reports and strategies along with success stories four times a year. In this premiere issue, we share some of the top ideas and strategies for making the most of today’s economic climate. While consumers continue to eat out, they have changed the way they spend in restaurants. A survey conducted late last year by the consultancy Horizons revealed that 40 percent of consumers ordered a starter less often when they ate out than they did a year earlier. The same percentage had cut out desserts and a third of diners shared dishes to save money. Also, ordering wine by the glass rather than the bottle had become commonplace. The “great recession” has taught us all to be more demanding — food must be good quality, service must be efficient and friendly and value for money is paramount. Restaurateurs need to accept the new consumer, ensure their operations are consistently good and adapt their menus to reflect these changes. Our content and coverage for Restaurant Marketing Magazine is intended to share both internal and external marketing programs vital to riding out the difficult times and to adjust promotions, offers and messages to consumer’s changing needs. “Will Work 4 Customers” is our new 2010 motto for the restaurant industry. The days of waiting for customers to come through the door are over. Savvy restaurant operators will use their time and effort to generate their own sales by getting out of their four walls and becoming involved with the community and inviting area businesses and potential guests in to dine. Today’ restaurant owners and marketers have to be much more focused on the new “ROI — Return on Involvement” to be the consumers’ choice. We welcome your input, ideas, success stories and photos. Just send an email: duke@dukemarketing.com and for more frequent marketing updates, follow our blog at: www.marketing-cookbook.blogspot.com.

L Duke 2

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

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MARKETING INGREDIENTS

the

2011

marketing

calendar m

arketing professionals are the keepers of many things— the company’s art work and logos, photography and business card templates, past and present collateral, manuals, and advertisements, and press clips, just to name a few. However, one of the most important elements to track is communications. Working with so many different companies as an outside partner, we see different ways our clients put the dates, deadlines, and launches together, but we found the trick, in one simple format—a calendar. Not just a simple calendar, but a calendar with each component of a business plugged in and visible to all. For instance, a franchise organization needs to keep track of its franchisees, their store openings and schedules, as well as company-wide new product development. New products create a need to market them (once tested and refined), and then marketing has to develop a name and messaging, package design and signage, advertisements, press releases, e-mail campaigns, and so on. Using a calendar can work wonders. For a marketing department, a calendar is a must. With so many integrated communications involved in marketing, and the amazing amount of details, we have to be able to look ahead and plan accordingly. Most magazines work 60-90 days in advance, so if you need to place an advertisement for September, you are almost

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too late in June Although there are not always ads to run, there is always a rush before a launch date or deadline in the marketing department. It only makes sense to have a master calendar that can be shared within the marketing department and with partners (Ad agency, PR firm, Duke Marketing, etc.). Many companies now have an Intranet so all company employees can access information not available to the public. This has helped tremendously, but even a simple spread sheet can work. The most successful marketers get used to doing a yearly communications calendar and are proactive instead of reactive. Or at least until some urgent project becomes the focal point and the whole “ahead of time” concept is hard to reach. If you can determine what the year ahead looks like, a calendar also helps for budgeting. If you can calendar when new products or stores will be introduced, when major announcements or promotions are planned, you can actually see opportunities to try new ideas and budget accordingly. For public relations it can help with making deadlines for pitching news stories. Typically every business has trade publications and they are typically monthly, so determining the editorial they plan to cover for the year will help marketers hone their messages and stories to pitch ahead of time, by putting early deadlines on a calendar, to land a featured in the publication.

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

marketing calendar january

{download Excel spreadsheet template here}

february

march

april

may

june

august

september

october

november

december

Action

Promotion

Public RelationS

press release

pr stunt

event

WEB

facebook

MATERIALS

in-store signage

give-aways

ADVERTISING

direct mail

radio/tv

EMPLOYEES

july Action

Promotion

Public RelationS

press release

pr stunt

event

WEB

facebook

MATERIALS

in-store signage

give-aways

ADVERTISING

direct mail

radio/tv

EMPLOYEES

»»»»»

Here are some

tips to help you get

rolling!

1. C reate a list of top priorities that you KNOW have to be accomplished in the year ahead. 2. C reate a spread sheet for each of the areas you are responsible for. Example: public relations, advertising, direct mail, web, promotions, etc. put across the top of the spread sheet. 3. B egin to make a list under each heading of the top priorities for each of these areas.

fter you get through with all the 4. A priorities, then begin to fill in a “wish list” of things you would like to be able to accomplish in the next year. Perhaps you would like to launch a new product, or introduce a new marketing tactic to the field.

5. N ext comes “Calendaring”. Create a visual calendar and indicate what items on your spread sheet will go into what months. For example: indicate the month

M A R K E T I N G I N G R E D I E N T S : The 2011 Marketing Calendar

Besides keeping a marketing calendar, marketing professionals usually need to know what the sales team, operations team and internal departments are doing for the year as well. If sales is having a conference or tradeshow, marketing will probably need to know this, since they will need collateral, a booth, signage, etc. Adding all internal dates on a marketing calendar will actually create a master communications calendar for the entire company, and soon, the marketing team will be proactive leaders with a nice calendar!

Providing a calendar to restaurant general managers and/or franchisees is a great way to keep everyone in the know. Togo’s Sandwiches gave out a 12 month calendar to all 242 franchisees at a recent meeting. The monthly features provide tactics that are easy to use and important dates are noted.

(and date if you can get that specific), that you will start each of he priorities, the month that it gets launched or implemented, and fill in the calendar for the year—what this will do is show you how you can integrate other items around specific priorities and make sure you have enough time to get everything done to execute. The calendar diagram

in the center of this page is an example of a visual way to show what is happening when, and can serve as the entire company’s visual for the year. One can be created for each of the areas of responsibilities, for example, one for advertisements that are running, one for press releases and subjects to target, and so on. 6. N ext finding out what it all costs. Once you figure out your priorities, your wish list and your calendar and it all looks like it can work, the

next step is to determine the costs associated to create your budget. 7. C reate your plan—once you have clearly defined the priorities, understood the timing and calendared them, including lead times to prepare, and you have determined a budget for all, creating the plan is easy! It is almost like starting with the diagrams first and then writing the report. This way you can see how everything works together and can present your plan both written and visual.

Congratulations on the Premier Issue of Restaurant Marketing Magazine. â&#x20AC;&#x201D; Your friends at Fishbowl

www.fishbowlmarketing.com

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ÂŽ | June 2010

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MARKETING INGREDIENTS

Finding the

Secret sauce W

hat is the secret sauce to restaurant marketing? Everyone wants the silver bullet, the sure fire way to get customers, lots of them, always returning and telling their friends. What would the right concoction be? One cup of each: great food, great story and great people? Let’s see what works.

What works? Giving away free food, in the way of sampling or coupons to redeem something free, works to drive awareness and trial and ultimately sales. People love free anything. On a segment of the Food Network, there were actually

people bobbing for chicken wings in a tub of blue cheese dressing for a free bucket of wings and a t-shirt. Consumers will go to great lengths to get something free. Having opened more than 150 restaurants in the United States, I can tell many stories about guests who lined up 24-48 hours before a restaurant opening just to be the first in line to win meals for a year. What else works? Entertain with a story. Usually the most successful restaurants have a unique story to tell, either about their chef, food or how they got started. Ask Ralph Rubio, the founder of Rubio’s Fresh Mexican Grill the 190+ unit fast casual brand,

how he got started. He’ll tell you about his trips to San Felipe when he was attending San Diego State University and every chance he got, he and his friends would go to San Felipe to eat fish tacos and drink cold beers under the palapas on the beach. His most famous menu item when he first opened was the fish taco, and you’ll find that even after 25 years, it’s that same story and the fish tacos that keeps his fans coming back for more.

Ralph Rubio has been telling his fish taco story for more than 25 years.

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

R E S T A U R A N T M A R K E T I N G M A G A Z I N E 速 | June 2010

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M A R K E T I N G I N G R E D I E N T S : Finding the Secret Sauce

What makes a successful marketer? One cup of each: enthusiasm, stamina and no fear? Think about another successful restaurant brand, El Pollo Loco, and how my colleague Karen Eadon, their chief marketing officer, took the gloves off and went to–head with the biggest chicken chain in their recent grilled promotion. The promotion, however you look at it, cut through the clutter and stood out. And by the way, it drove some serious double-digit sales results. The brand itself showed enthusiasm, stamina and no fear! Great people can be the secret sauce. Ever been to Wildfish Seafood Grille in Scottsdale, Arizona or in Newport Beach, California? These four star, fine dining restaurants are doing gang busters in the tough economy. On a recent visit to Newport Beach, it was packed on a Monday night. This place is all about the people. From the greeter at the door to the friendly sommelier, to the adorable expediter to the general manager him or herself,

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“

Every successful restaurant brand can easily articulate what they do better and different than anyone else and why guests should eat there.

each makes a quiet statement at the perfect moment in time. Whatever they serve tastes delicious even before it arrives from the descriptions told by the server and on the lovely parchment menu. Different servers come by and check to see if you need anything, and often clear unwanted dishes, as if each team member in the restaurant watches each other’s back. We find out later that they do indeed share tips with all wait staff, bus and dishwashers, chefs and cooks. “We’re like a big family,” said Gwen, general manager Wildfish Seafood Grille, Newport Beach. So, is it the food, the marketing campaign, the people or a whole combination that makes the secret sauce? For each brand it is different. Some rely heavily on the food or chef-driven concepts like Wolfgang Puck, and others rely heavily on standing out from the competition like the fast food restaurant brands, and finally there are those that stand out by making a most memorable experience with their people. The secret sauce is different for every restaurant brand.

else and why guests should eat there. That is their secret sauce. The successful restaurant operator is part entrepreneur, part chef and part marketer. These three part masters are ChefRateurs, those that own and operate a restaurant and have a great story to tell. Understanding your own secret sauce, what makes you unique, your own story, and telling that story with enthusiasm and no fear to your potential guests can be your own silver bullet for restaurant marketing.

secret sauce

Every successful restaurant brand can easily articulate what they do better and different than anyone

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

Congratulations on the Premiere Issue of Restaurant Marketing. â&#x20AC;&#x201D; Your friends at Menu Calculator

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Analysis for Restaurants & Professionals 10

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ÂŽ | June 2010

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MARKETING INGREDIENTS

trends Today’s for

Consumer

ith restaurants becoming more aware that eye-catching promotional and merchandising tactics provide significant influence on sales, marketers are placing more emphasis on creating innovative, eye catching point of purchase materials. The investment in design innovation is significant, both in time and money. Where to start with your own brand? Consumers are placing increasing demands for information. And while this isn’t a license to clutter your restaurant with more copy (we’re always promoting restraint), it is a call to examine your information architecture and find new ways your visual cues might convey the requisite information—quickly, of course. Think of ways your point of purchase materials can create delight, show consumers new ways of doing things or empower them to do things they never could do very well before. For design, the challenge is to convey simplicity, multi-function and sophistication with few words, while still harnessing an intuitive ease of use www.restaurantmarketingmag.com

Information on-demand. “Information” will likely be a big part of marketers strategy. Why? The Internet has spoiled your customers. Used to finding information at a glance, or at the very least a few keystrokes away, consumers are increasingly comparing their hyper-connected online experience to their experience with products and services. Woe to brands that make consumers work too hard or, worse, leaves questions unanswered. McDonald’s Japan is responding. The company has “QR” codes printed on its wrappers, so consumers

can scan them with their phones to instantly connect to an Internet site with all the relevant nutrition and allergy information. Alpha (fe)males. Women are going to be big news this year. Within a decade, the companies that do the best job of marketing to women will dominate every significant product and service category. Liberated or not, women still make the majority of the purchase decisions, especially for a household. By the end of 2010, women are expected to control 60% of U.S. private wealth. Whether or not women are the intended users, they

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

M A R K E T I N G I N G R E D I E N T S : Trends for Today’s Consumers

{

Today’s woman, whether she’s a stay-at-home mom or a corporate climber, is always on the go, and ease-of-use and convenience symbolize to her that your restaurant will make her life easier.

are the prime audience restaurants must attract. But just because females are the purchasers doesn’t mean the design elements have to be “feminine.” Women look to restaurant brands that provide a distinct point of difference. Today’s woman, whether she’s a stay-at-home mom or a corporate climber, is always on the go, and ease-of-use and convenience symbolize to her that your restaurant will make her life easier. Ethical consumerism. Another trend that is expected to skyrocket in 2010 has been years in the making. Ethical consumerism has become the phrase to describe Americans’ penchant for shopping with a conscience. And it’s no longer just about environmentally friendly materials but, now, the consequences of manufacturing and consumption as well. Brands have responded by significantly stepping up the number of products taking an ethical stance, such as organic, hormone-free, ecofriendly, locally-grown, cruelty-free

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

and other “ethical” claims So how does these impact restaurants? To begin, it points to issues of biodegradability, recyclability, reusability and, even, the reduction of packaging overall. Brands are now being held much more accountable for their environmental and social practices; if you’re not tuned in to all these ethical demands, you’re simply going to lose out. “Enviro-biographies” are going to be attached to just about everything, letting consumers know the entire life story of a product: where the materials were harvested, where it was constructed, how far it traveled, and where it ended up after being thrown away or recycled. Safe and secure. We’ll also be seeing increased scrutiny towards food safety and security measures. Last year’s H1N1 outbreak, and all of the media coverage it received, is a big factor. Add to that the ongoing debate about the prospect of agricultural terrorism, the rising number of counterfeited goods and the release of new packaging toxicity studies and you have a recipe for heightened anxiety about food

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Can you write a caption for this McDonald’s visual that could go here? Can you write a caption for this McDonald’s visual that could go here? Can you write a caption for this McDonald’s visual that could go here? Can you write a caption for this McDonald’s visual that could go here? Can you write a caption for this McDonald’s visual that could go here? Can you write a caption for this McDonald’s visual that could go here? Can you write a caption for this McDonald’s visual that could go here?

safety and packaging. Look to other categories. Influence comes from any number of directions. There aren’t hard lines between what is relevant to a marketer in one category versus another these days. Consumers tune in to what’s relevant, and what’s served up in a unique way, and tune out the rest. They don’t ‘consume’ marketing by category. Gas stations, convenience stores and general merchandisers like Target and Walgreens are adding fresh food and grab and go items for busy consumers. These foodservice at retail brands are watching restaurants, are you watching them? Product visibility. Does your brand “break through” even from several feet away? Some restaurant brands simply look more compelling than the competition, which helps them break through clutter and connect with consumers on an emotional level. Try the gutter test. We’ve all seen them, cups smashed in the gutter on the side of the road; can you tell what brand it is? Where it came from? It’s a great way to see if your brand can really stand out and make an impact visually, in a split second.”

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Kids! The phenomenon of overscheduled kids who require constant shuttling to and from activities might underlie a valid shift toward on-the-go consumption and convenience meals. This is unlikely to reverse itself in the foreseeable future. But, just forcing your product into a cup holder or backpack is not the solution. Product formulation and structure must work handin-hand to create true out-of-home convenience. Busy Lives. Harried lives drive consumers’ expectations that the things they buy improve their busy lives. The majority of consumers are not passionate about “design” per se—and if they are, it is surely a trend rather than a shift. But they are forever thrilled by design that delivers. Restaurants brands that are better than expected are broaching a new frontier of unabashedly delighting the consumer. Positioning your restaurant brand so that it truly accommodates the way a consumer wants to use it— is more important today than ever.

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

Bright Ideas f

TOMS shoes for tomorrow f

or TOMS shoes making covetable footwear and giving back to children in need are one in the same goal. While traveling around the world in 2006, Blake Mycoskie, came up with the creative vision of TOMS shoes when he saw that many children in third world countries didn’t have shoes to protect their feet. In countries where walking is a way of life and shoes are scarce, Blake saw an opportunity to change the lives of children. TOMS shoes is built on the premise that with every shoe purchased, a child in need gets a new pair of shoes. “One for today and one for tomorrow.”

Since 2006 over 300,000 pairs of shoes have been given to children in need. Companies like TOMS shoes demonstrate that purchasing power makes a difference. Restaurateurs can take a cue from TOMS business model by hosting a shoe fundraiser in their own community. Invite local community members to come and eat for free with the donation of a pair of shoes. For more information about TOMS shoes please visit http://www.tomsshoes.com.

The Dukester

Restaurant Marketing Seminar

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

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MARKETING INGREDIENTS

POP

Point of Purchase The Silent Sales Force

or restaurateurs, marketing within the four walls is just as important as marketing outside the four walls. Point of purchase materials are essential in carrying out the communication of marketing messages within the restaurant. These materials allow consumers to make perceptions about a brand and can potentially drive traffic, increase sales and positively impact consumer choices. Point of purchase materials help consumers make purchasing decisions at these strategic locations throughout the restaurant. Choose a message to communicate. Restaurants can use POP materials to share about instore events, sell menu items or introduce new menu items. These materials can communicate a message, share the brand story and increase trial. It is very important that brands commit to a message and follow through with their POP materials. The message should be clear and to the point and should fit into the brandâ&#x20AC;&#x2122;s positioning with all other marketing materials.

{

Table tents, check presenters and table numbers provide messaging space to communicate to guests.

M A R K E T I N G I N G R E D I E N T S : Point of Purchase, The Silent Sale Force

»»» Utilize all different types of POP.

Here are some of the different forms of POP that are available to restaurants: »

T able Tents & Register Toppers: Use these at the tables and on registers in the restaurant to market upcoming events, specials or promotions. Use these to upsell drinks, desserts and appetizers as well as to promote new menu items.

» Wall Hangings & Signs: Posters and signs with a message, logo and food photography shot can help increase

sales of new and existing guests. Use these to share store messages, increase customer appetite and drive sales of menu items.

»W indow Clings: These are easy to put up and attract attention from the outside. » Ceiling Danglers: Use these to promote new menu items in the store as an alternative to posters. » D igital Advertising: These work best for quick service restaurants to keep customers entertained while they

wait in line. They can be used to advertise menus options and events. Fast Casual Magazine says, “Digital signage and digital menu boards have shown plenty of promise for quick-service chains, especially their ability to offer centralized control over promotions, price changes and menu rollouts.”

» C heck Presenters: Many restaurateurs forget to utilize this important tool that customers are insured to see

when they pay the bill. Use these to share upcoming event information, bounce backs or the restaurant story.

» G ift Card Displays: These can be utilized all year round, not just for holidays. Use POP merchandised gift cardholders to increase impulse buys for birthdays, graduations and other holidays outside of winter like Valentines Day or Easter.

Point of purchase materials increase impulse buys. Research shows that 53 percent of those in-store purchases are made on impulse. Depending on the restaurant establishment, quick service or fast casual, impulse purchases can occur at the register or the table. Both register toppers and table tents can help promote the impulse purchases of dessert and appetizers. Using enticing food photography and creative copy, restaurants can increase sales of both new and profitable menu items. These are both great ways to launch sales of new menu items or increase profits by selling higher

margin menu items. Brand the point of purchase message. Point of purchase materials should always reinforce brand positioning and should include the same design aesthetic, logos and colors as the rest of the marketing materials. Similarly, POP materials need to be synced with one another. Too many messages in the restaurant window, at the register or table can confuse guests and lower restaurant brand perceptions. POP messages need to be positioned to work together to form a single

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

message to drive sales and increase traffic. Use point of purchase materials to inform guests about events and promotions. Restaurateurs need to take advantage of those customers that they already have because these are the ones that are most likely to attend special events and participate in promotions. Restaurateurs should always integrate point of purchase materials to communicate the message about events and promotions. Table tents, register toppers and check presenters can be used to share these messages to in-store guests, while banners, posters and a-frame signs can communicate event messages to community traffic outside the restaurant.

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“

Take advantage of vendor partnerships when creating point of purchase materials. Often, vendors can provide photos or even help pay for point of purchase materials if their logo is included. For example, Duke Marketing recently helped Sandella’s Flatbread Café design POP collateral for their Mardi Gras promotion in which the entire chain gave away a Pepsi with the purchase of their Brazilian Flatbread.

Point of purchase materials should include the same design aesthetic, logos and colors as the rest of the marketing materials.

Pepsi contributed a soda photo to add to the posters, table tents and banners that Sandella’s used to promote their Mardi Gras celebration.

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

M A R K E T I N G I N G R E D I E N T S : Point of Purchase, The Silent Sale Force

Restaurants have a very valuable tool at their disposal to drive home the messages of POP materials— food! Using samples along with POP is a great way to increase sales. Restaurants can use bakery display cases to show off new menu items, or provide small pastry tasters to increase add-on purchases.

Finally, restaurants must remember that POP cannot stand alone. POP must be integrated into all the marketing efforts of the brand. Whether the POP exists to promote an event or communicate about catering orders, all employees must fulfill their sales and local store marketing obligations. Staff members also need to communicate

POP messages, like new menu items, by upselling to patrons in the restaurant. Signs do promote the message within the four walls, to existing guests, but to create an integrated marketing campaign that works restaurateurs must share their message with the public.

the Do’s&Don’ts of

POP:

» D O use POP to create a

» DO use point of purchase

» DO integrate all point of purchase branded materials.

» D O keep POP simple and

branded message.

» D O use point of purchase materials to increase sales.

» D O use eye catching food

photography and contrasting colors to get the attention of guests.

» D O use point of purchase ma-

terials to inform guests about upcoming events and promotions.

materials to sell new and high profit menu items. direct.

» D O partner with vendors for POP.

» D O rotate POP every 4-8 weeks.

» D O place POP in highly visible

» D ON’T forget to put a logo on point of purchase materials.

» D ON’T forget to add an offer to increase sales.

» D ON’T use point of purchase

materials without a food shot if you are marketing a new menu item. Please make sure that the food shot looks professional.

areas to drive sales.

» D ON’T use multiple point of purchase materials to share many different messages.

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

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MARKETING INGREDIENTS

facebook for Restaurants

or restaurateurs, community involvement and interaction is essential to spreading positive word of mouth, increasing trial, frequency and loyalty. However, for busy restaurateurs, getting outside the four walls and communicating with loyal patrons as well the community can prove challenging. Social media sites, like Facebook, can help restaurateurs regularly share interactive messages, even when it is impossible to get outside of the restaurant. Further, restaurateurs can get to know fans, get valuable feedback and create beneficial relationships with local community members. Although Facebook cannot completely supplant traditional marketing and public relations tactics, it creates another channel to share these messages within the local community. Facebook creates a virtual space for members of the community to interact with a restaurant and can help a local restaurant establish its place in the community. Restaurants can use Facebook to impart messages about events, new menu items, daily or weekly specials or other promotional offers to drive traffic and increase sales in the restaurant. Guests and restaurateurs can engage in direct communication using Facebook to increase frequency and loyalty with their fans.

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E 速 | October 2010

M A R K E T I N G I N G R E D I E N T S : Facebook for Restaurants

Creating a Facebook Page. First and foremost, restaurants need to create a Facebook page. Perhaps Business Week puts this best, “Resistance to Social Media is futile. Your competitors are already there. Your customers have been there for a long time. If your business isn’t putting it out there, you ought to be.” Creating a Facebook page for a restaurant is easy and if you don’t have one already, chances are that people want to follow your brand. Restaurants can choose to preface their company in the business, group or product category and can then tailor their profile to match their brand by adding additional general and contact information and photos. The information section should typically resemble the information that appears on your website, such as store hours, locations, what kind of food your restaurant serves as well as the types of drinks that are available, what type of dress is expected or whether your restaurant accepts reservations. Restaurateurs can also include a link to download a menu, a sample of signature menu items and a backgrounder about the chef.

Communication is Key. Facebook provides restaurants with many options for successful public relations and communications. Networking through fans is one of the best ways that restaurateurs can share information and create a following on Facebook. Restaurants can reach out to fans by posting notes or links, which share news stories about local promotions or recent restaurant reviews. Restaurants can also send out event invitations for events where fans can R.S.V.P. or upload photos or video. Facebook also allows restaurants to interact with fans through polls, quizzes, or group discussion. Engaging in communication with fans through these various tactics on Facebook creates a buzz and helps build a fan base. Restaurants should use these free and easy tools of Facebook to connect with their community, and most importantly, use them often to keep their Facebook fan base connected. Facebook Update. Like any form of communication, social media sites cannot flourish if the site is left to its own devices. To generate a buzz, a Facebook site needs to be updated regularly to generate on online community

tips:

» D O NOT use Facebook to pitch other brands or the media. It is inappropriate and simply does not work. » F acebook Pages ensure better search engine optimization results, spreading information about a business. It only takes a few hours to create, but businesses must be sure they have the time to update it frequently.

» C ross Promote Your Facebook Link on your website and blog, even on your restaurant menus or table tents to increase fan base and page visits.

» P ost Videos of Events, cooking demonstrations or a restaurant tour to keep fans interested with your brand.

» P romote events online. Let people know about specials or events by sending an event invitation

on Facebook. This can increase viral marketing through news feeds from your network outwards in the greater social graph.

» S hare Information on Facebook Post restaurant locations, a website URL, what types of credit

and to build readership among fans— if content is left alone a fan base will never grow. Facebook provides a channel to harness relationships in the virtual world, but for meaningful relationships to grow, restaurants need reciprocate comments, post new information and engage their fans. By restaurants simply positing status updates once a week or more often they can increase click through rates and page views. Dairy Queen, for example, shares links from its other sites, like its “Blizzard of the Month”, but this small act increases fan participation of posts and comments. When users comment, their friends will see links to these comments on their own Facebook walls. An investment in time can engage restaurant clientele, help restaurant’s receive feedback, both positive and negative, and promote products and marketing efforts to their fan base. Measuring Success. A popular Facebook page can easily spread word of mouth about events or promotions and even increase sales and drive traffic to a restaurant location. To expand the fan base, many restaurants host a contest or giveaway. Contests and giveaways help measure online success with real world numbers. Take Einstein Bros. Bagels Facebook promotion as a good example. The national bagel chain gave out digital coupons for a free “bagel and shmear” to Facebook users that joined their fan page. Before the giveaway launched, the fan page had 4,000 fans, and it grew to more than 300,000 fans in less than two days, according to the company. Restaurants can use this example to create their own contest, such as monthly dinner for two giveaways exclusively for Facebook fans. This tactic helps build brand ambassadors and can create a viral effect that will help bring Facebook fans to your restaurant. Integrated Marketing. Restaurants should use Facebook to create a buzz about in store promotions, events or contests. Baskin Robbins’ makes it easy for Facebook fans to participate in their “Birthday Club” promotion, which gives participants a free ice cream each year on their birthday just

cards are accepted, hours, name and photo of the chef and a link to a menu.

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

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by signing up. When Facebook users click on the image of its “Birthday Club” they can sign up for the Birthday Club on the Baskin Robbins webpage. This helps increase their email database and drive traffic to their homepage so that users can see other information about the national ice cream chain. Restaurants can use this example to hold their own e-club contest or invite Facebook fans to events and promotions in store. This can help increase sales and drive traffic to a restaurant location. Picture This. One of the more gratifying uses of Facebook is sharing photos from events, activities or food shots that display the restaurant experience. Fans become more engaged and connected through pictures of the restaurant brand. Not to mention that those that have never been to your restaurant will be encouraged to visit a restaurant if their Facebook page offers compelling photos. Recently, Duke Marketing assisted Sandella’s Flatbread Cafe in Aliso Viejo with their Fat Tuesday Mardi Gras celebration.

Duke Marketing took photos of the event and posted pictures to the brand’s Facebook page. Posting photos allows restaurateurs to make a connection with those in their community while inspiring others to come try the restaurant. Use existing applications to promote your story. Polls, quizzes and other applications are readily available in the administration section for Facebook page owners and take only a few minutes to install. Restaurateurs can use applications like Opentable, for online reservations, or Zagat, to share reviews, which are easy to find within Facebook’s application directory. Another option, if you know how to develop HTML, is to create your own tab customization using Facebook’s

HTML-style FBML markup language. These can help drive product awareness, give away a coupon or free menu item and increase participation in discussions about a restaurant brand. A final note. The goal of any restaurant’s marketing campaign is to increase frequency and loyalty among new and existing guests. Making and updating a Facebook page can help promote recommendations, which ultimately increases frequency and trial. To directly track the return on the cost of running a Facebook page, proprietors should try more advanced methods of using pages. A tab with an image of a printable coupon would be one way to track internet success into real world numbers. Most importantly, restaurateurs should use their Facebook often so successes translates into increased frequency and loyalty at their restaurant.

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Networking through fans is one of the best ways that restaurants can share information and create a following in Facebook.

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

MARKETING INGREDIENTS

Responsible

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ccording to the National Restaurant Association’s (NRA) 2010 Restaurant Industry Forecast, restaurants will account for 9% of the workforce, currently contributing 4% of the gross domestic product and these numbers are expected to grow. The restaurant business may soon become the nation’s argest employer. The US has lost jobs in manufacturing, hi-tech industries, agriculture and more to other countries. As such a large employer, we have a responsibility to aid in the economic recovery. This does not mean adding more employees or supporting the IRS by donating more to taxes. What this means is being responsible when purchasing product, supplies and materials.

national producers and companies. This will increase the velocity of the dollar, offering you a return in investment by helping to create a healthy economy.

Restaurateurs must think “sustainability” on a local and national level. Work with your distributor by asking what products you can order which are made or grown locally. It is surprising how many already have sources for “organic” and “ sustainable” lines now available. This helps by distributing your money locally, statewide or nationally, which will help employ and support local, state and

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

How does this benefit you? It is good PR. By using menus, signage, check presenters and just having you and your people tell others of your efforts, you create goodwill, loyal customers, and ambassadors willing to share your story bringing more business to your table. Restaurants have the ability to become part of the solution by taking an active part, thinking where their money is being spent.

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source locally: » Food » S upplies » Materials

it creates: » Jobs » Good Will » Loyal Guest

» B rand Ambassadors » Healthier Economy »M ore Business

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As such a large employer, we have a responsibility to aid in the economic recovery.

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

CHEF-RATEUR

special

touches

With celebrity chefs and foodie culture on the rise, consumers are more curious than ever about the face behind the food. Creating a local celebrity chef is a wonderful way to inspire consumer intrigue. The story of the chef is important to share with guests, the community and the local media. The chef’s story can be communicated through the website or

A great way for chefs to get to know guests is through an intimate food and wine tasting event, cooking class, or a educational session. By showing guests the art of tasting, they will better understand the complexity of the food and wine pairing as well as the selection of wines a restaurant has to offer. Chefs can invite wine vendors to help with this event. A cooking class is also a great way for chefs to get to know locals and loyal patrons.

By providing special touches, chefs and the restaurant they work for will stand above & beyond others and they will stand out and be the consumer’s choice.

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The importance of special touches is to create a personal relationship between the chef and the customer. Chefs need to assert their position in front of guests to create this relationship. Bringing food items straight to the table with an introduction makes guests feel important. A chef can bring a plate of food or a warm tray of freshly baked cookies straight from the oven and serve them to a table of guests. This creates an intimate connection with guests. Similarly,

on the menu. On a more personal level, chefs can share their favorite recipes with guests. Hand signed recipe cards from the chef passed out alone or tied to a bag of cookies, is a great way to impress guests and share a story.

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onsumers have lots of choices when it comes to restaurants. How do restaurants stand out to be the consumer’s choice? In a tough economy, restaurants must deliver a memorable experience. One of the greatest ways to create a memorable and enjoyable experience for guests is through special touches. Now more than ever, guests are very selective about their dining choices. Guests have the expectations of a fine dining experience, without a hefty price point. Guests crave an emotional connection and a high level of customer service, as well as an experience that cannot be matched.

the act of finishing a dish at the table is a wonderful way to win the heart’s of customers. Providing simple touches like tossing a salad or dusting powdered sugar on a desert is a touch that personalizes the dining experience. experience. Providing guests with something additional, that they did not order, is a great way to impress guests and to create a valuable relationship with patrons. In the face of the recession, many restaurants have cut back on extra amenities before a meal. These small touches are what often define the consumer’s choice. A small taster, like an amouse bouche, before guests order or before they are seated is a special touch that will be remembered. The chef can deliver small, complimentary desserts for guests when the meal is complete. Bringing out a taster is a great way for chefs to meet their loyal patrons before and after the dinner rush. If the chef doesn’t have time to make this trip, waiters can help by bringing tasters “Compliments of the Chef” to guests.

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

M A R K E T I N G I N G R E D I E N T S : Facebook for Restaurants

Special touches like bringing hot cookies out of the oven for guests creates a memorable experience.

tips:

» P osting a sample video of a cooking demonstration can help get

people to sign up for a cooking class. Chefs can also work with the local community college to promote the culinary classes.

» I t is imperative that chefs and restaurants get involved in the

community. Whether this means giving back with a fundraiser or hosting a kitchen tour for kids, the community will recognize these personal actions and will be loyal diners.

» H ost a local’s night. Have the chef provide a tasting event for locals only and donate the proceeds to a local charity.

» H ave chef take photos with guests. Create a photo album to share at the front of the restaurant and email guests their portrait with the chef. This will make anyone feel like a celebrity!

A chef instructed cooking class reveals the secret of the restaurant chef and provides guests with an unmatchable experience. Not to mention that educational sessions are also a very popular community activity and are a great promotional tool for restaurants. The chef may not always be able to make a trip out to the restaurant floor, but with a bit of planning, special touches from the chef can still be arranged. Bottling a restaurant’s signature sauce or preparing small bags of cookies to give to customers at the end of their meal is a special touch that keeps the restaurant in the mind of the guest long after they have left the restaurant. However, when bottling

and packaging food, restaurants must adhere to FDA rules and regulations. For example, a bottled sauce, even if it is only a marinade, must be vacuum packed and stored at a proper temperature, especially if it contains perishable ingredients. To take this step out of the restaurant kitchen, chefs can license their sauce to an established proprietor so that FDA regulations are followed. However, this can be expensive and consideration must be given. If bottled items are meant as a give away to guests or to sell in house, an at home canning or preserving method may be a better approach. Food items like dry rub spice mixtures, herb infused oils or packaged homemadebread is great to give to guests at the end of the meal and require less regulation. Including a recipe card with an oil or spice rub for a popular dish at the restaurant allows guests to enjoy their favorite dishes in their own home. A guest book is a great way that chefs can engage with customers even when the kitchen is busy. The hostess can ask guests to sign the book at the end of their meal. This is an interactive activity that guests enjoy. The chef will too feel proud reading the compliments of loyal guests, which can help a chef get to know his or her diners.

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For many chefs, social media provides a way to market themselves to the public. The Internet is a great space for chefs to share their love of food and their opinions with their community. Youtube videos of cooking demonstrations from the chef are a great way to interact with guests at home. New York Times says, “For many chefs in the current economic climate, cooking no longer seems enough. To make their names, they need to develop online personas as well as culinary ones.” Other social media channels like Facebook or Twitter allow chefs to share photos, recipes and stories from the kitchen. This allows the chef to communicate with guests on their free time to answer questions and comments. Now more than ever, restaurants must take initiative to ensure loyal diners. Chefs in particular must assume a public role to make a personal connection with guests in order to increase loyalty and frequency. Whether chefs provide a complimentary taster or post a cooking demonstration on the Internet they are showing their dedication to their community. By providing special touches, chefs and their restaurant will stand out be the consumer’s choice.

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FACES & PLACES

faces & places The International Culinary School and The Art Institute of California-Sacramento invited Linda Duke to Speak to the Restaurant Management class shown here. Students are working towards a Bachelor of Science in Culinary Management and Duke shared real client case studies and firsthand experience to students getting started in the dynamic culinary field.

PR@Cal, a social group of students from UC Berkeley, Haas School of Business, which focuses on educational topics regarding public relations, hosted an educational dinner and mixer and a panel of industry experts. Linda Duke was one of the panelists and students enjoyed hearing real client examples and enjoyed one-on-one questions with Duke afterward.

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NRAShow2010

A B

> > > Please send your photos in from restaurant industry events to be in Faces & Places next issue.

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P O

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Captions: A) Ed Frechette of Au Bon Pain and Fast Casual Industry Council Member leads the Fast Casual seminar at the NRA show. B) LDuke at the NRA booth on the show floor. C) Celebrity Chef Spike Mendelsohn and LDuke at his cookbook signing. D) Nik & Al Bhakta of Genghis Grill with Mike Fagen of Duke Marketing E) Wall Street Journal Network Radio Editor and LDuke at ZED451 in Chicago. F) CSP Media’s Paul Reuter and friend with LDuke. G) Fast Casual Council Members enjoy dinner out. H) Mike Fryer, editor Food & Beverage News enjoys the press tour of ZED451. I) The Broaster Company had a line at their booth the whole day—free chicken. J) Darren Tristano of Technomic and Paul Barron of Fast Casual at Technomic’s annual Ritz reception. K) The Monkey Media gang! L) The Fast Casual panel at the NRA show was standing room only. M) TV and Radio talent for Wall Street Journal sips a cocktail at the press tour of ZED451. N) CNBC has a youth production crew O (recent college grads) produce local news. The crew filmed a piece about ZED451. O) Fast Casual Panel NRA Show. Left to right: Scott Davis of Panera Bread, Louis Basile Chairman of the Fast Casual Council and CEO of Wildflower Bread Company, Don Fox, CEO of Firehouse Subs and Fast Casual Council Members, Linda Duke & Paul Barron. P) Linda Duke, Louis Basile and Dawn Sweeney, CEO of the National Restaurant Association at the meet and greet event for the Fast Casual Council following 25 the panel at the NRA show.

PUBLIC RELATIONS

Crisis

Management Food Borne Illnesses. Every year, the effects of food borne illnesses sicken nearly 76 million Americans. Getting people sick is the last memory that restaurateurs want to leave in the minds of their customers. So what can restaurants do when trouble strikes? Well, most importantly restaurants need to take control of the situation, deal with the problem at hand so no one else gets sick and then work to return trust to their communities.

When a small restaurant chain experienced an E. coli break out in their restaurants they took action immediately. They contacted all general managers and ordered them to discard all produce and any other suspicious food that could have been contaminated. Further, they found a new lettuce supplier to take the place of the supplier that delivered the contaminated lettuce. Next, they coordinated their own private investigation with state and county health officials to pinpoint the source of the outbreak. Within a matter of days they publically apologized to their communities in which the restaurants are located. The restaurant chain invited the media to the restaurant to film their new lettuce washing procedures. They sent food to news crews and published a full-page ad in the local newspaper offering three days of free food at their locations. This act

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brought in nearly 50,000 customers throughout the three-day period, many of who said they would return and pay their moneys worth next time. Finally, the chain also created a 1-800 number giving customers the opportunity to call in with their medical claims, which they paid in full. Restaurateurs can use valuable educational measure to control preventable food borne illnesses in the kitchen. Educating employees about hand washing, sanitizing, keeping foods at their proper temperatures or heating foods to their proper temperatures are all preventative measures. Food safety programs like the National Restaurant Association’s ServSafe® work with restaurants to educate others about proper food handling. Please visit http://www.servsafe.com for more information.

Practicing the plan for crisis management is essential to ensure that everything goes smoothly in the event of a crisis.

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

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estaurateurs need to know how to manage and deal with a crisis. Irresponsible or irrational actions pertaining to a crisis can be damaging to a long withstanding reputation. Restaurateurs can learn from other’s stories and take necessary steps to handle their crisis in a positive manner. Once restaurateurs learn to deal with a crisis at hand, they can work to rebuild trust in their communities and return to satisfying their customers with great food.

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Social Media Scandal. The fear of a social media scandal is a real concern for restaurants. The problem of a viral video, photo or Internet rumor can spread like wildfire in a matter of minutes damaging the restaurant’s reputation far beyond the 3-mile radius. Domino’s Pizza provides a great example of properly dealing with a social media crisis. When two Dom-

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ino’s employees posted to Youtube crude acts behind the scenes in the restaurant kitchen, Domino’s had a full blown crisis on their hands in a matter of hours. The video attracted an alarming number of views and threatened positive perceptions of the Domino’s brand. However, Domino’s reacted quickly to the situation and turned a negative attention grabber into a positive situation. The pizza chain listened, responded and

reassured the public that this was an isolated event, through the same video channel that the perpetrators used to post their crude acts. The video was removed within a few days with the Domino’s company assurance video posted in its place. Domino’s instilled trust in the public by using Youtube to demonstrate that what these employees did was wrong and that it does not reflect on the whole of the Domino’s brand. Natural

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Disaster. A natural disaster is not an isolated event at the restaurant because it affects the entire community. Restaurateurs can work to provide assistance and a meeting place for their community members. For example, after Hurricane Georges hit Key West, Florida, Mangoes restaurateur Amy Culver-Aversa worked to feed more than 1,000 residents and disaster relief workers despite power outages. The day following the storm, the restaurant worked to feed the police, firefighters, members of the National Guard, the media, locals and staff members. Additionally, during the two week clean up, Mangoes provided hot meals for anyone who visited the restaurant and even delivered meals to those that were housebound. Mangoes worked with other Key West restaurant to prepare meals with their running generator for food that would otherwise be spoiled in order to fuel the effort. Overall, the restaurant

worked with the local community in their time in need and was greatly respected for their actions—they stood out as a responsible restaurant and a community leader.

tips:

» Social media networks are powerful assets in managing a crisis. This is the space where many people will come to look first for the truth from those that they trust.

» The affects of the crisis do not just affect your business. They affect the community and the general public as well keep this in mind. » In order to make sure that crisis plans get practiced, set a date and time each month to carry out the scenarios. » Create a crisis management team that incorporates all different sectors of your company. Having a diverse team from including quality

assurance, operations, claims and communications helps keep clear communication throughout all aspects of the company as well keeping options open to different suggestions about way to deal with the problem.

» Local non-profits are there to help. Whether raising money or spreading good word, these are community members that you can trust. » Keeping good relationships with the media is essential for positive press during a crisis. Until waiting for a crisis to occur, bring the media some food and drinks just to let them know you think they are important.

» If it isn’t already mandated by the state, every business should have an evacuation plan. This needs to be posted clearly where employees will know to find it. On the plan should be listed emergency phone numbers, a corporate contact and medical phone numbers. Training employees in CPR and first aid can also help when managing an emergency.

» You should have well-stocked first-aid kits, fire extinguishers, and fully charged batteries for things like portable telephones. » Print out copies of a prepared statement to hand to customers that have questions. » Brands may need to be willing to bring in a psychological counselor for employees during post-crisis management. » Restaurateurs are important members of the community. People trust and rely on your business. During a crisis it is essential to appear visible, open and human. Approach the media with confidence in your leadership.

» Competition is tough but if restaurateurs attempt to see the positive elements they can make the most of the situation. Fox example, restaurateurs could have a cooking competition between their store and the competition. They could both invite the local media and community and broadcast it through the media. They could sell food all day as well and raise money collectively for charity. This could become an annual activity that brings community members to both establishments.

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P U B L I C R E L A T I O N S : Crisis Management

tipsfor crisis management While no restaurant enjoys a crisis, the result doesn’t have to be entirely negative, even if the restaurant is at fault. Generally, the public is forgiving of honest mistakes. When restaurants admit the error and make amends with the community, they may have a chance to enhance their reputation. Here are some tactics to reinvigorate consumer trust: Give food away. This is a great way to increase traffic, keep the restaurant full and change customer perceptions that have been damaged by a crisis. Involved the media. The media can help restaurants improve their image. Restaurants can invite the media to film about improved food safety initiatives, help with finding criminals or spreading the word about how a restaurant has turned a negative situation into positive situation. Keep customers informed. The worst possible thing your restaurant can do during a crisis is to keep customers in the dark. Customers want to know what is going on at your restaurant and it is your responsibility to keep them informed. Restaurants can and should use social media, media outlets and in store POP to keep customers in the know about action steps that restaurants have taken since the crisis. Instill Trust. As leaders in their communities, it is imperative that restaurateurs take the necessary steps to reinvigorate confidence in the public about their brand. Restaurants need to share information with the public and keep communication lines open—especially if people are in danger. Restaurants must remember that building trust again takes time. If restaurateurs are taking positive steps in the right direction and staying true to their communities, trust will follow. Don’t give into panic. Yes, it is important that restaurants act quickly, but it is also important that they do not make anxious or rash decisions. The first signs of a crisis are tense moments, but take a few moments, collect your thoughts and start thinking rationally about the situation. Take care of regular business. Do not get so highly wrapped up in the problem at hand so that you neglect your daily business responsibilities and most importantly loyal customers. Similarly, when fixing a problem the focus should be on taking care of what needs to be dealt with immediately. Communication following a crisis will flow more smoothly once the problem has been handled. Bring in a professional. Handling media calls, getting business back on track and taking care of regular customers may be too much to take on, especially if you’re facing your first crisis. A crisis management team knows how to handle the situation at hand, and most likely has in the past handled one similar to the one that you are facing. Most importantly, a trained crisis management firm allows you to get back to work and takes some of the stress off of yourself and other workers.

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

PUBLIC RELATIONS

Newsrooms &

social media »»»»»» S

ince the collapse of the financial sector last fall, the journalism industry has lost jobs at almost thee times the rate of jobs lost in the country. News media, including newspapers and broadcast, have lost 35,885 jobs since September 15th 2008. While each new social media tool has its own unique features and benefits, all share common characteristics. Message. We must tailor the message to fit the channel. With social media, the message requires two big adjustments. One is length: social media demands concise, well-honed messages, with no room for excess verbiage. The second adjustment involves tone: Corporate speak isn’t accepted in social media. If you want your message to connect with your audience via these channels, then it needs to be straightforward, open and honest. Audience. Social media allows you to focus on narrowly targeted audience segments. Using Facebook fan pages, Twitter’s robust search capabilities, intensely focused message board and other social media grouping tools, users seek out like-minded people online. We are essentially sorting ourselves into audience segments through our online habits. An online audience can provide insights into attitudes and opinions of critics and evangelists. Its simply a matter of knowing where and how to look for them and then doing what we do best: engage people and cultivate relationships. Channel. As with every aspect of your communications plan, using social media channels should be appropriate to the situation. Consider and evaluate social media tactics the same way that you would traditional media. Often this leads to a program that is a blend of traditional and new media tactics. The basic fundamentals for effective communication are constant: Finely tune your messages: know your audiences, which are more micro segmented that ever and deliver your messages using channels, new or traditional, that are appropriate for your audience. Today however, it is equally important to be prepared for the speed with which information spreads and evokes conversation.

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Coming in 2011

Local Store Marketing

University www.lsm-u.com

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E 速 | October 2010

PUBLIC RELATIONS

Behind the

Scenes Did you know when you were going to college that you wanted to do PR?

For as long as I can remember I’ve always been attracted to marketing, communications and philanthropic endeavors. I was the public relations chair for my sorority, Kappa Kappa Gamma, and I had a public relations internship with the American Cancer Society in college. I graduated from Arizona State University with a B.S. in Marketing.

What was your first PR job? I was a public relations coordinator for Santy, a Phoenix-based full-service marketing agency. I was there three years and focused on retail, restaurant and luxury accounts. After paying my dues, I was ready to give all my attention to one brand at a more strategic level.

How did you get the Cold Stone job? How long have you been there? The first time I had Cold Stone was during my freshman year at ASU and I instantly loved it. More specifically, I loved the concept of creating your own ice cream Creation, which was relatively new at the time.

When I learned that Cold Stone Creamery was based in Scottsdale, Arizona, I really set my sights on working there. A friend of a friend made the introduction for me and when a public relations coordinator positioned opened up, I grabbed an interview. I’m told the competition was fierce, so I was extremely lucky to land the position.

With my new position I could leverage my experience working with entrepreneurs, which in Cold Stone’s case were franchisees. I was also able to leverage media contacts that I developed at Santy to help put Cold Stone Creamery on the map. When I started with Cold Stone in 2003, there were only 300 stores. By 2005, we had more than 1,000 stores in the US and had begun our international expansion. It was exciting and challenging to be part of such a high-growth company. This is my 8th year with Cold Stone Creamery and Kahala combined. (Note, Kahala is a multi-brand franchisor that acquired Cold Stone Creamery in 2007.)

Most exciting PR project you have done for Cold Stone? Getting Cold Stone Creamery on The Oprah Winfrey Show is most definitely

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the highlight of my career. After four years of relationship building with the producers, the founders of Cold Stone were invited on the show. The Oprah Winfrey Show constructed a store-like set so the Cold Stone branding could not have been better. After taking a bite of our ice cream Oprah declared, “I get it. I get what all the fuss is about. This is incredible.” It was music to my ears.

What is the most terrifying or difficult PR project you have had to do for Cold Stone? When it comes to the different facets of public relations, I find live events to be the most challenging because you never know if there going to be a success until the event actually starts. It was 2005 and we were hosting the World’s Largest Ice Cream Social to benefit the Make-A-Wish Foundation simultaneously at all stores nationwide. We invited actress Nicolette Sheridan to a store in L.A. to be a celebrity server. She was at the peak of her popularity due to her character on “Desperate Housewives.” A coworker and I were sent to oversee the event. When we arrived hours before the event to set-up, paparazzi were already lining up. By the time the event began we had at least 50

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public relations, Kahala

LEFT TO RIGHT: Jami Thompson, director of public relations for Kahala Brands with Desperate Housewife, Nicolette Sheridan and Summer.

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Q&A with Jami Thompson, director of brand

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E 速 | October 2010

Harpo Studios, Chicago. Oprah doesn’t allow any cameras or phones, even for the guests inside the studio but I got a picture of us with Don and Susan Dutherland, their five daughters, the producer (red dress) and a crew member (green scarf).

paparazzi and every national entertainment broadcast network in attendance. If we hadn’t hired additional security guards at the last minute, we could’ve lost control of the crowd. When it was all over, it was a huge success and gave the Cold Stone Creamery brand the relevancy boost it needed. A few months later, Life & Style ran a two-page spread titled “Celebrities Love Cold Stone Creamery.” It was such a flattering piece, couldn’t have asked for better!

What is a typical week look like for you? Every day brings something different, whether it’s a new crisis or a new opportunity. However, removing the unknowns, any given day could consist of the following:

»M eeting with the Kahala executive team and brand leadership teams on strategic initiatives.

» P roactive and reactive media relations.

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

» S trategizing with our corporate

partners such as Tim Hortons or Rocky Mountain Chocolate Factory.

» C ontributing content to Pipeline,

Kahala’s quarterly glossy magazine. I’m the editor for the “Green Scene” section.

» C oaching franchisees on local media opportunities

» Brainstorming upcoming promotional ideas with the marketing team.

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The Make-A-Wish team that helped grant

a wish for Kate. Her wish was to create a Cold Stone Creation that would be dished out to help the organization. We made her Tastemaster for the day. She made ice cream, conducted a taste test, was presented marketing ideas, had a lab coat, had an office, etc.

»W orking on cause marketing

endeavors with the Make-AWish Foundation or the National Breast Cancer Foundation.

Do you have a favorite Cold Stone Flavor? Cookie batter ice cream is my current favorite, however, rumor is our Tastemaster has just created cinnamon bun batter ice cream in his lab. It could be a new favorite! .

Favorite part of working for Cold Stone? I love promoting a product that just about everyone loves. I also love that fact that by helping the brand succeed, I’m helping franchisees realize their dreams of being a successful small business owner. It’s also rewarding to work for a brand that does so much for the community, either through local store-level fundraisers or through our national philanthropic efforts with the Make-A-Wish Foundation or National Breast Cancer Foundation.

Biggest challenge today with social media and handling PR? I love social media – it’s finally putting the public back in public relations. Before we were limited to working with a few key media influences to spread our message, now we can reach customers directly via the

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web using interesting and informative content. Social media is a game changer for marketers and I find that very exciting.

How do you show your success— how do you track/measure your PR effectiveness? A Cold Stone Creamery success is always determined by sales and franchisee profitability. However, since our campaigns are integrated, it can be difficult to track success or failure back to one specific strategy or tactic. Other ways we measure success is through anecdotal feedback from franchisees and customers and through the significance, tone and reach of a media placement. Again, I think social media is exciting because you get instantaneous and raw feedback from your customers.

Goal you have yet to accomplish? I’d like to accomplish my dream of becoming an entrepreneur in the future. I admire the people who have the courage to take a leap of faith like the franchisees and clients I’ve serviced over the years.

What’s next (that you can share—news?) for Cold Stone?

edible pieces of art that will set the bar for the industry. In 2010, we’re also going to continue to expand our licensing portfolio to include Cold Stone Creamery branded cocoa mix.

What is the COOLEST Cold Stone you have visited (International?) Our flagship store in Times Square is incredible from the inside out. The marquee sign lights the street up and many of the crewmembers are Broadway hopefuls.

What do you do for fun? Hobbies or passions when you aren’t working? My three biggest passions outside of work are: 1) Dogs: I have a long-hair miniature dachshund that I adore and I volunteer at a local no-kill shelter; } 2) Friends and family: I love to celebrate the little and big things with my close group of friends here in Arizona or my family here and back in Oregon; and 3) I just got back from my first trip to Cabo San Lucas and I still can’t stop talking about it. It’s my goal to have a vacation on my calendar at all times. My next two vacations this year are in Las Vegas and Telluride, Colorado.

Over the holidays we’re introducing a new line of ice cream cakes inspired our international partners. They are R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

ATTRACTING GUESTS

Arrow Spinners StreetTe a

rrow spinners and street teams are cost effective marketing services which allow restaurateurs to place their marketing or advertising messages anywhere in the community, anytime. Restaurateurs can effectively use arrow spinners and street teams to increase brand recognition, promote visibility, get outside the four walls, reach their target market and engage the local community at a fraction of the cost of traditional advertising. Unlike traditional advertising methods, arrow spinners and street teams offer a creative approach to advertising and marketing using brightly colored signs and handouts that are hard to forget and impossible to ignore. Increase Brand Recognition. Using arrow spinners and street teams can help increase ad views in the community. These groups use guerillamarketing tactics and colorful signs to target a larger audience and drive traffic to the restaurant location. Street teams and arrow spinners lure walking traffic and can be used throughout the community to pass out fliers, bounce backs or coupons to promote a restaurant.

Promote Visibility. Hidden location? Off the main strip? Away from other restaurants? These are a few challenges that restaurateurs often face with their restaurant location. However, restaurateurs can effectively drive traffic to a hidden location with the help of arrow spinners and street teams. These groups use word of mouth, fliers and posters to increase visibility throughout the local community. Their positive reminder helps drive traffic of lapsed guests and increase traffic of both new and potential guests. Get Outside the Four Walls. Restaurants get busy; food has to be served, books need to be kept, payroll needs to be calculated, among hundreds of other tasks that make getting out side the four walls difficult. Arrow spinners and street teams can alleviate this responsibility from the restaurateur to communicate a message and make a community presence. Their messages can effectively increase awareness, drive trial and share information about promotions. Reach Your Target Market. For restaurants, reaching their target market is vital to increasing sales. Arrow spinners and street teams are able to work

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ÂŽ | October 2010

with a restaurateur to target a certain audience or demographic based on locations where these groups frequent. For example, if a restaurateur wishes to offer early bird specials for senior citizens, arrow spinners or street teams could spend time in front of churches, retirement homes or recreational facilities to pass out fliers or complimentary cards. Restaurateurs also can use these groups to target a day part such as lunch or dinner to increase traffic and sales.

Arrow s increas in the c

Engage the Community. Arrow spinners and street teams remind and engage the community about a restaurant while driving traffic and increasing brand recognition. Their colorful signs and fliers remind community members about a restaurantâ&#x20AC;&#x2122;s location, share information about promotions and communicate information about food specials or new menu items.

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Teams

spinners and street teams can se brand recognition and awareness community.

considered and this does not mean discounting.

tips:

Saying “yes” to your guests adds extra sales and develops loyalty. Today, many » people large, extravagant Use find a message with a call to action on signs and deserts too large fortoone, even two handouts motivate people to come into the For example, provide a something free people to restaurant. share. With consumer beltwith purchase offer samples tightening, deserts mightorbe easier to of signature menu itemssize within the restaurant. sell in smaller and price. Instead of losing because of cakes » sales Position arrowslices spinners in a desired location to inand cheesecakes are so large, crease traffic from a say target market or demographic. “yes” to guests whenarrow theyspinning request company can help with A trained half orders. Charge half price for these this process. “slivers” and make guests very happy » Amaking ny sign or flier should always clearly display the while stillrestaurant the sale. logo and colors. Try to integrate arrow spinners or entrees. street teams Say “yes” to splitting Thatinto the marketing message by having them wear your branded shirts or hats. is offering no charge for putting

» Restaurants can have their own arrow spinning sign

created and hire an employee or intern to spin near the restaurant during lunch hour to lure drivers and passers-by.

» Have arrow spinners and street teams sample food. » Are you near a college campus? Hire college stu-

dents interested in marketing or communications to work as a street team to pass out fliers and hang posters on campus in exchange for food.

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HALF PAGE AD #1

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | June 2010

Quarterly, in-depth and online restaurant marketing publication. Tips, tactics and success stories. One year Subscription.

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EMPLOYEES & TRAINING

+ Positive = Positive Personnel Sales O

ne of the greatest challenges that the restaurant industry faces is the high turn over of employees. In fact, employee turn over rate in the restaurant industry is nearly 60%. Therefore, it is critical to keep employees happy, which keeps the restaurant healthy. Happy attitudes drive customer frequency and loyalty, so it is critical that restaurateurs focus on employee satisfaction everyday.

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Smiling samplers help drive sales.

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The restaurant industry is one of the largest employers in the United States. Restaurateurs, as vital leaders in this growing economic sector, have the ability to change and improve the lives of their employees by fostering an educated workforce. For some restaurants this means a motivational or an educational kick-off meeting once a year to increase employee retention and job satisfaction.

R E S T A U R A N T M A R K E T I N G M A G A Z I N E 速 | June 2010

E M P L O Y E E S & T R A I N I N G : Positive Personnel = Positive Sales

Employees are the cogs in the wheel that keep business turning year after year. Their good words and happy attitudes drive customer frequency and loyalty.

tips:

» Find ways to make employe

creating different hours. Pro to your restaurant.

» Be an emplo

show, Unde about y

» Som due to long ho offer and how you ca

» Throw an employee party, li

» Use trust games to build sup

a ball across to their fellow co which build positive relations

» Don’t keep secrets from you

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | June 2010

transparent with their staff. www.restaurantmarketingmag.com

E M P L O Y E E S & T R A I N I N G : Positive Personnel = Positive Sales

For other’s, meeting with employees before promotions or involving them in local store marketing activities keeps employees motivated and in the know. For example, teaching employees about business-tobusiness relationships by passing out food in the community helps employees learn the importance of marketing skills, makes them feel proud while breaking up their everyday routine. Take for example Wegmans Food Markets, the multi-unit grocery retailer, which has a program that exemplifies dedication to employee training and education. Last year the chain increased spending on employee training by 13%. Wegmans also awarded 1,423 employees tuition scholarships for their education. Educated employees feel that their increased job skills give them positive responsibility in their lives, and increased potential and education to build a brighter future for the restaurant industry. When employees are appreciated they feel a better connection to their workplace. Positive attitudes, great customer service, coming to work on time everyday and doing an all around great job should never go unnoticed. Kip Tindell, CEO of the Container Store, which is named as

one of the “100 Best Companies To Work For” by FORTUNE Magazine, understands this concept very well. The Container Store coined Valentines Day as “National We Love Our Employees Day” to thank their employees for their hard work and dedication. The Container Store worked with their vendors to create special goody bags to give to their 4,000 employees. Employees also received Valentine’s Day inspired National We Love Our Employees Day tshirts, sweet treats in the stores, and a mention in a full-page ad in The New York Times Sunday edition that listed every employee’s name. Using the company newsletter or Facebook is an applicable way to build recognition and demonstrate to others what makes a great employee. Restaurant operators should recognize what employees do to stand above the rest to build a community of positive and happy workers. Gas cards, money and gifts, are all great incentives, but restaurants have something wonderful to give away to their employees everyday— food! As most restaurateurs know, food makes their customers happy, and it makes employees happy too. Employees can make better recommendations to guests when they know what the food tastes like,

which can help drive sales of new and profitable menu items. Only when the staff gets to taste the menu items can they be passionate about ingredients and preparation of foods. A ‘family dinner’ before the start of a shift involving the entire restaurant staff can be used to facilitate understanding of food and cooking methods. This engaging activity establishes trust in the restaurant and helps employees to better understand the food as well the brand they work for. Extending the spirit of giving with a special discount for employee’s friends and family also makes employees feel more engaged in their workplace. Not to mention that offering a friends and family discount increases brand loyalty and positive word of mouth in the local community. For many restaurateurs the past couple of years have proved challenging. Profit losses have lead to increased cutbacks in jobs and cutting staff often means that loyal employees have to work twice as hard for the same amount of money. This equation does not lead to happy workers. However, some restaurants, despite rough times have worked to improve employee retention and satisfaction. The fast casual sandwich brand, Panera Bread has kept its stores

ees lives more enjoyable. Perhaps they are having difficulty-finding daycare or are interested in ovide them with answers to their challenges, and their positive attitude will be a HUGE reward

oyee for the day. Be an employee for the day. Take a cue from ABC’s newest reality television ercover Boss and work as a regular employee at your restaurant. You can learn a great deal your employees, what is working in the restaurant and what is not, and ways to improve.

me of the challenges the restaurant industry faces and reasons for low employee retention is ours, low pay and a lack of benefits. Take the time to research what benefits you can afford to an provide a better work environment for your staff.

ike a BBQ, so employees can get to know one another better and have some fun.

pport with one another. Create a circle of trust by having employees stand in a circle and pass coworkers. This activity stresses the importance of eye contact and communication, both of s and demonstrate the importance of being part of a team.

ur employees. Good leadership is all about communication, and the best leaders are completely . Share your sales with staff so they understand and can offer help and solutions.

E M P L O Y E E S & T R A I N I N G : Positive Personnel = Positive Sales

your greatest return on investment. Employees work face to face with patrons and are the life support of your business. Kip Tindell, CEO of the Container Store says, “Think about if the thousands of the companies across the country would put their employees first, communicate to them, and make them feel a true sense of ownership in the business. fully staffed, despite the economic slowdown. The company is also testing a new cash bonus program for hourly employees, while expanding a program for long-term incentives. While all restaurant brands may not have the ability to avoid cutbacks they can increase employee loyalty by offering rewards and recognizing hard work.

In a workforce of 13 million and growing, it is hard for restaurateurs to ignore the powerful difference they can make in the lives of their employees. When restaurateurs demonstrate loyalty to their employees they can increase loyalty to their restaurant brand and the restaurant industry. Implementing strategies to listen, educate, feed and reward employees for positive behavior and sales, will build positive attitudes everyday. Remember, employees are

Can you imagine what the business world in America would look like? And talk about customer service. When you have happy employees, there’s no doubt you’ll have happy customers.” Show employees they are important assets to the company and you will increase employee retention, sales, customer loyalty and make positive change for the future generations of the restaurant industry.

CONGRATULATIONS FROM www.TECHNOMIC.com

EMPLOYEES & TRAINING

Just Say

“Yes” r

estaurants are feeling the pinch of the “Great Recession” due to consumers eating out less often. Finding ways to please guests has become even more important to make your restaurant the place guests choose when they finally do open their pocket books to eat. Any advantage you can offer needs to be considered and this does not mean discounting. Saying “yes” to your guests adds extra sales and develops loyalty. Today, many people find large, extravagant deserts too large for one, even two people to share. With consumer belt-tightening, deserts might be easier to sell in smaller size and price. Instead of losing sales because slices of cakes and cheesecakes are so large, say “yes” to guests when they request half orders. Charge half price for these “slivers” and make guests very happy while still making the sale. Say “yes” to splitting entrees. That is offering no charge for putting one entrée on two plates. Today many people want smaller portions, sometimes splitting a salad and/or an entrée is plenty of food for two. Also consider guests want variety, sharing dishes is a great way to allow them to try different things. By saying “yes” you make your restaurant unique and different and your guests know you care. People don’t like being told “no.” People like the feeling of being special, spoiled, looked after, appreciated and anything to accommodate their requests gives the operator an advantage. Instead of looking for ways to charge more or discount or do what the “other guy” is doing, find ways to please by saying “yes” to guests.

ways saying “YES” helps 1. P eople are cutting back, if you help, you will win.

2. B ecause you are helping guests

with their budget and portion size, they ma come in more often.

3. G uests will tell others and bring in friends to share a meal.

4. Y ou will end up doing more business! 5. H alf a sale is better than no sale!

FOOD & MENU

Creating an

Oyster festival

n festival is a food festival centered on the oyster. There are a number of oyster festivals worldwide, including Australia, New England and Northern California. Each year, a small restaurant chain in Northern California, Left Bank Restaurants, celebrates Oyster Week. The promotion gives Left Bank restaurants a unique promotion to generate addon sales and generates news about their fresh shucked menu item and winners of the contest they offer.

R E S T A U R A N T M A R K E T I N G M A G A Z I N E 速 | October 2010

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Here’s how it works:

The Promotion 1. E ach day of Oyster Week one oyster is marked with a golden X for LUNCH and one for DINNER.

2. T he recipient of the “golden” oyster is given a gift certificate which will allow the guest to receive one dozen free oysters on the guest’s next visit to build frequency and loyalty. 3. T here are two winners per day. One at lunch and one at dinner. The Contest 1. At the end of the week, all golden oyster recipients are entered into a drawing (20 people total). 2. T he name drawn will receive a gift certificate which allows the winner to a one night stay at a local Bed & Breakfast.

5. The restaurant that sells the most oysters overall will also win. Each employee will receive a Movie pass at the winning location.

Implementation & Execution uild excitement within team in 1. B regard to sales contest

2. “ Oyster Festival” details given to servers

Objective 1. C reate awareness of a unique promotion 2. P rovide servers with knowledge that will allow them a level of comfort when selling oysters. This will create a habit of suggestively selling the “oyster course” pre hors d’oeuvres. Therefore adding an additional course to the check. 3. T he event will not only get servers trained on up-selling oysters but other courses and beverages Execution & Marketing

3. A ll servers participate in an additional contest.

1. F lyers, check presenters, bag stuffers and table tents

4. The server that sells the most oysters as a percentage of total sales receives a gift certificate for a night at the same pre-selected Bed & Breakfast.

2. A press release to send out to target publications 3. S pecifics on daily and grand prizes to be given 4. Set dates and times for Oyster experts to come in to present to servers to provide more information. 5. W inner guidelines for employees and for guests

ost/ess armed with details for 3. H “Oyster Festival” for making reservations, to be mentioned to guests.

4. A n oyster bar set up with shucking station and display oysters on seaweed 5. S chedule Oyster experts to be on hand for guests to watch shucking in action and to generate excitement for the promotion. Pairing 1. O ysters and Guinness beer or Champagne are perfect to pair with Oyster Festival. Work with your beverage supplier and offer your guests a special beer or sparking wine along with the Oysters for a perfect pairing. No Oysters? 1. I f you don’t have Oysters on your menu, this promotion can work by promoting shrimp, clams, or mussels instead of Oysters, or another signature menu item.

6. O yster characteristics, details and pricing

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R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

FOOD & MENU

“ New

“Small” is still the

mall is still the new BIG! Many restaurant brands across the country have already introduced smallsized menu items such as sliders, mini sandwiches, street-food sized tacos and pitas, and even Kobe beef sliders such as restaurant veteran Scooter Simmons, added to his successful Wipeout Bar & Grill menu at Pier 39 in San Francisco. Consumers have been gravitating to small plates and small bites along with smaller prices and this trend seems to be continuing this year as well.

Scooter Simmons, restaurant industry veteran shown here with his recent menu addition of Kobe Beef Sliders. Simmons added these new sliders to his Wipeout Bar & Grill concept located at San Francisco’s Pier 39. Simmons, known for his originality of menu items and guest experience, was one of the founders of the popular Chevys Fresh Mex concept.

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

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“BIG”

« Boudin SF, a fast casual bakery café,

created smaller versions of their sandwich favorites including burgers and chicken sandwiches for a recent VIP party. Guests love being able to handle these easily while mingling with guests at vents and can taste more than one at this size.

Daphne’s Greek Café recently introduced Street Pitas. The palm sized pita sandwiches are served as a combo with two street pitas rice and salad.

Togo’s Sandwiches introduced Mini Classics and offer six of Togo’s best sandwiches on a freshly baked round roll for $2.50 each. The six featured Mini Classic sandwiches include Togo’s #3 Turkey & Cheese, #7 Roast Beef, #20 Albacore Tuna, and the three most popular shown here #9 Hot Pastrami, #24 Turkey & Avocado, and #29 Chicken Salad.

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Consumers have been gravitating to small plates and small bites along with smaller prices and this trend seems to be continuing this year as well.

www.restaurantmarketingmag.com

R E S T A U R A N T M A R K E T I N G M A G A Z I N E ® | October 2010

PICK OF THE PUB

Pick

of the

pub Over 100 fans lined up 48 hours prior to the grand opening and enjoyed food, drinks, games and fun!

Pick of the Pub will be an on-going feature of a restaurant marketing success story. Have a story? Please email duke@dukemarketing.com

R E S T A U R A N T M A R K E T I N G M A G A Z I N E 速 | October 2010

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hat do you get when you have over 100 people lined up at a restaurant and waiting for the doors to open for over 48 hours? You get the biggest Grand Opening for Boudin SF in Roseville, California. Boudin Bakery, established in 1849 and the creator of the Original San Francisco Sourdough French Bread, also operates the very popular fast casual brand, Boudin SF. Serving full breakfasts, lunches and dinners, Boudin SF also features healthy children’s menus -- all prepared quickly and using only top-quality ingredients. “Our goal for Boudin SF is to combine the quality and tradition that Boudin has represented for more than 150 years with the needs of today’s busy families and on-the-go professionals,” said Dave Wolfgram, CEO of Forklift Brands and Boudin Bakery. “We’re particularly proud of our ‘Good Eater’s Club,’ a program designed exclusively to encourage children to eat sensibly.” At Boudin SF’s recent opening in Roseville they gave away “Daily Bread” or 365 loaves of bread to the first 100 guests in line. The event drew TV media interviewing guests who slept, ate and played games for over 48 hours! Boudin’s head baker, Fernando, created a life-sized alligator out of their famous bread and guests also enjoyed a bread toss for prizes. Other grand opening activities included a ribbon cutting, VIP party and fundraiser for the Roseville Children’s hospital. “In order to increase awareness and sales for any new restaurant, it is imperative to become friends with the most important people in the community,” says Linda Duke. “ Many operators don’t realize how important having these VIP‘s come in and taste the food and experience the restaurant is to driving sales. More than 60 percent of the guests had never been to the restaurant which was open for a couple of months before the party. The cost to put on a tasting event is minimal compared to the return of word of mouth that is spread right after the event.”

PUBLISHING

A division of Duke Marketing, LLC 4040 Civic Center Drive, Suite 200 San Rafael, CA 94903 (415) 492-4534

SUBSCRIPTIONS

www.marketing-cookbook.com/order $36 annually Over the past twenty years, Linda Duke, the editor’s firm, Duke Marketing, has developed marketing programs for some of the top restaurant brands in the United States. Her specialty is consulting and teaching restaurant owners, Chef’s and operators how to apply marketing tactics to help accelerate restaurant sales, frequency and awareness. She has provided on-site coordination for over 200 restaurant openings and even more on-location events across the United States using her own marketing recipes. “We’ve learned how to create and implement turn-key programs that drive sales for just about any restaurant concept, and have put these programs into an easy to follow recipe format,” Duke says about her recently published book, Four Star Restaurant Marketing Cookbook— Recipes for Restaurateurs. This marketing cookbook aimed at restaurant operators, provides dozens of marketing tactics written in a recipe format and the author’s real restaurant case studies which are used to illustrate concepts and results, and assists readers in understanding how their own sales building programs can be easily executed. Restaurant Marketing Magazine is an ancillary resource to Duke’s cookbook and provides more in-depth information about individual marketing strategies.

www.restaurantmarketingmag.com

DRIVE SALES with Easy to Execute MARKETING PROGRAMS FOUR STAR RESTAURANT MARKETING COOKBOOK

www.marketing-cookbook.com Recently published, Four Star Restaurant Marketing Cookbook — Recipes for RestaurateursTM, is a 300 page marketing resource for restaurant operators. Creative marketing programs are written in an easy-to-use recipe format, with ingredients needed, directions to implement and tips, tools and tactics to drive sales. Over 250 real restaurant case studies and photos are included. Available to purchase online at: marketing-cookbook.com

See what operators are saying: Recipes for Restaurateurs is a practical ‘how to guide’ written in an easy to follow format with case studies and proven sales building programs. Our franchisees will truly benefit from implementing and following many of its recipes and instructions.” “Recipes for Restaurateurs is a comprehensive, easy to follow book of effective marketing strategies and is a great tool we purchased for each of our general managers. Ms. Duke trained 65 managers of our Me-n-Ed’s Pizzerias how to use the recipes and provided motivation and directions for effectively driving sales and we are already seeing success.” “Recipes for Restaurateurs is an incredible resource for not only those to enter the restaurant business, but for those that have been running restaurants for years.”

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Serving Restaurant Marketers for over 75 years!

What every restaurant marketer needs!

Advertise Here $300 Marketplace

Food & Menu Menu development, menu promotions and

Restaurant Marketing Magazine is a quarterly digital publication that provides restaurant operators and marketers in-depth marketing reports and strategies along with success stories four times a year.

trends.

Limited advertising is available to reach restaurant marketing decision makers.

social section.

INSIDE EVERY ISSUE:

rant marketing brand leaders.

Bright Ideas Features a unique marketing idea and

Pick of the Pub A “Best of” feature of a best marketing

photo.

Marketing Ingredients Topics include social media, planning, strategy, marketing trends.

Cartoon Funny restaurant marketing caption. People & Places Photos of events, people & places and Behind the Scenes Interviews and photos of top restau-

campaign for a restaurant brand. Ad

Price

Size

Features marketing tips for chefs and restaurant owners, menus and events, case study or profile.

Spread

$5,000

two full pages

Public Relations Features hot topics, trends, case stud-

Full Page

$2,500

7” x 10”

Attracting Guests Unique promotions and ideas will be

Half Page

$1,250

7” x 4.875” horizontal only

Chef-rateur

ies and how-to’s for today’s restaurant communicators.

featured.

Employees & Training Marketing is only as good as

those that execute the tactics— restaurant crew. Tips, tricks and tactics.

Frequency & Loyalty Stories, tactics and case studies

of how to attract restaurant customers and keep them returning.

Promotions & Events Ideas, case studies and behind

the scenes at restaurant promotions and events.

Marketplace

$300

3.375” x 4.875”

For ad sales or additional information, call: OCTOBER 2010

marketing MARKETING SOLUTIONS FOR RESTAURANTS

Michael Fagen »»» || Inside mfagen@dukemarketing.com || (415) 492-4534 Behind the Scenes with Kahala Brands

Chef-Rateur — w w w. resta u ra n tmar k eti n gmag. com Special Touches TM

Point of Purchase — The Silent Sales Force The Secret Sauce — Telling your Story

Positive +Personnel

Congratulations, Linda with your new Restaurant Marketing Magazine!