Restaurant Marketing Report: What You Missed

Restaurant Marketing Report: Here are the top Wow Street Marketing Report issues you may have missed in October and November:

The Wow Street Restaurant Marketing Report  is “intelligent restaurant marketing for intelligent restaurant owners and executives.

Subscription information is at: www.RestaurantMarketing.com/newsletter.html

1. What Are Your Employees Worth? Are They Helping Or Hurting Your Business?restaurant marketing newsletter

2. What’s The Real Power Of Birthday Greetings?

3. Holiday Alert & Checklist: The Time To Do This Is Now

4. Million Dollar Marketing Lesson: The Strategy Behind Smiles

5. The Secret To Attracting & Hiring Special People To Work For You

6. Waiting For More Sales? The 6 Most Powerful Things You Can Do Now Without Waiting

7. The Best Holiday Promo You Can Do For Your Community
The Wow Street Restaurant Marketing Report is a concise, to the point, no BS, 35-second read; great insight into building your restaurant or retail business. For intelligent restaurant marketing, subscribe and get 4 issues per month, click here.

###

 

Facebooktwitter

Wow Street Restaurant Marketing Report: Why It’s Not Free

The Skinny On All Of Those Free Restaurant Marketing Newsletters:

Restaurant Marketing & Restaurant Marketing Newsletters: I get a lot of questions on why I charge $15.99 a month (4 weekly issues) for my Wow Street Marketing Report, while others are available for free. The answer is simply “value.” Actually, I don’t charge enough for the Report. Shame on me!

As a business person, I’m sure you despise giving away free product all of the time. It truly hurts the bottom line.

The fact is, there’s absolutely no sustainable value in “free.”

And that’s why amidst all of the free restaurant marketing newsletters that frequent your inbox, ten years and 492 plus issues ago, I made a decision to produce a short concise weekly marketing report, focused on 35-seconds of intelligent restaurant marketing and executive management insights.

My goal was … and still is … to help restaurant owners/executives take it up a notch and be great. I also decided to make my Wow Street Marketing Report subscription-based – as an impetus to provide valuable content not found in the various freebies that are out
there.

While I know it’s easy to get spoiled with all of the free newsletters, there’s always a catch somewhere – an up-sell, a sponsor, a tease, or articles by ghost writers with absolutely no restaurant marketing experience, a way to increase one’s email list, or just plain inferior content.

The Wow Street Marketing Report is written by me – restaurant marketing professional, who consults with restaurants, does workshops for restaurants – all on a regular basis – who like you, places a value on their product.

My client, Barry’s Pizza, one of the most successful pizza/Italian restaurants in Houston – who gets $25 for a small pizza (it’s absolutely fabulous!) – has a sign posted when people flinch about his prices: “Quality is like oats… if you want nice fresh oats, you must pay a fair price … unless of course you can be satisfied with paying a cheaper price on the oats that have gone through the horse.”

The next time you get a free hospitality marketing newsletter, there’s a chance – much like the oats – it’s been through the horse. :)  Click here if you want to subscribe to the Wow Street Marketing Report.

 

 

Facebooktwitter

Do You Believe In Restaurant Miracles?

mir•a•cle

A miracle is a highly improbable or extraordinary event, development, or accomplishment that brings very welcome consequences.

Every month, we're performing miracles – business changing events – things that just weren't expected to happen –

  • One restaurant owner, with a little operational tweak, increased sales 23%.
  • One restaurant CEO of a regional chain negotiated with vendors saving thousands of dollars a year.
  • One restaurant owner learned how to get more revenue from his database.
  • One restaurant owner learned a great method to hiring top-notch employees.

… in all, there's been over 150 "game-changing" miracles – for restaurants of every size and concept.

We create miracles every month – and have been doing so for the past two years. Things that you don't expect. Amazing achievements that would never happen. Miracles that make more profits. Miracles that make you a better restaurant owner.

The Restaurant Executive Think Tank makes miracles each month – miracles for those restaurants that are already successful … and want more.

If you believe in miracles; if you are successful and want more, we can make miracles happen for you – each month.

Reply back and I'll send you more info. The Restaurant Executive Think Tank is an executive level group concept, limited to restaurant owners & CEOs.

Attn: Hotel owners & retailers: Executive level groups are being formed for your category.

###

Facebooktwitter

What 6 Restaurant Owners Say About Facing 2013

Marketing Restaurants. No pundits here. No BS. You get this straight from restaurant owners who are living and breathing the business 24/7.

I asked 6 prominent restaurant owners to talk about the operations and marketing challenges and opportunities they expect to face in 2013.

1. Hudsons Canadian Tap House  (Mike. Y)

www.hudsonstaphouse.com

1. What do you see as your biggest
operational challenges for 2013?

  • Strong competition,
    sustaining a quality staff and rising costs.

2. What do you see are
you biggest marketing challenges to increase revenues?

  • Understanding our customer and
    what resonates in order to allocate marketing efforts and dollars and doing fewer
    promotions but with a stronger  impact.

3. Do you see your
customer's buying habits changing and what are you
doing to keep up or stay ahead of them? What's the "key" that brings
them to … and returning to your restaurant?

  • Customer service, making sure we do the enter and exit greetings;  creating raving fan’s in customers and staff; hiring only those with the
    hospitality gene or as we would term the "Canadian EH" – Energy &
    Hospitality.

4. If you were to put an overall operations
and marketing theme to 2013 to meet your objectives, what would it be?

  • 2013 is our year of getting back
    to the basics.

———-
2. Quesada Mexican
Grill
 
(Steve G.)
www.quesada.ca

1. What do you see as your biggest
operational challenges for 2013?


  • Managing staff. In particular, motivating managers to be more involved
    with promoting the restaurant internally and externally.

2. What do you see are you biggest
marketing challenges to increase revenues?


  • Generating brand awareness in new markets that are spread out geographically
    (we are now a 12-unit chain).
  • Staying ahead of the curve as consumers are
    becoming more educated and sophisticated in their understanding and
    appreciation of Quick Service Mexican. We aren't the only ones in our
    market anymore.

3. Do you see your customer's buying
habits or decision making habits changing and what are you doing to keep up or
stay ahead of them? What's the "key" that brings them to … and
returning to your restaurant?


  • When we started, many people understood burritos and
    tacos to be what they had at Taco Bell. Now, they are expecting bolder
    flavours and are more open to experiencing new tastes and levels of spice.

  • The other key is maintaining our place in their minds through customer
    service.

4. If you were to put an overall
operations and marketing theme to 2013 to meet your objectives, what would it
be?

  • 2013 is our year to raise the bar in terms of introducing new flavours and higher quality
    ingredients.

  • 2013 is our year to streamline operations so managers and
    owners can focus more energy on local marketing- being the 'Mayor' of their restaurant.

———-
3. Parks Blueberries
(Diane P.)
www.parksblueberries.com

1. What do you see as your biggest operational challenges for 2013?

  • Layout & expansion plans

2. What do you see are you biggest
marketing challenges to increase revenues?


  • Watching margins to insure quality product.

3. Do you see your customer's buying
habits or decision making habits changing and what are you doing to keep up or
stay ahead of them? What's the "key" that brings them to … and
returning to your restaurant?

  • Changes in daily specials; introducing frozen
    dinners

4.  If you were to put an overall
operations and marketing theme to 2013 to meet your objectives, what would it
be?

  • 2013 is our year of uncertainty. 
  • 2013 is our year to keep up and stay ahead of operational and economic challenges that are beyond our control.

———-
4. Coburg Pizza Company
  (Terry D.)
www.coburgpizza.com

1. What do you see as your biggest
operational challenges for 2013?


  • Increasing sales in a continued down economy.

2.  What do you see are you biggest
marketing challenges to increase revenues?


  • Keeping an eye on marketing expenses
    while (which continue to increase), while at the same time, trying to expand
    reach.

  • Marketing the message and the WOW, while others continue to discount their foot
    into our guest's doors

3.  Do you see your customer's buying
habits or decision making habits changing and what are you doing to keep up or
stay ahead of them? What's the "key" that brings them to … and
returning to your restaurant?


  • The keys for our guests remain the
    same, great hospitality and imaginative food. However, though these remain the
    biggies, price points are grabbing more market-share.

  • For some of our guests their habits
    have changed: they prefer our product, but buy Little Caesar's because they can
    feed everyone for $10

4.  If you were to put an overall
operations and marketing theme to 2013 to meet your objectives, what would it
be?

  • 2013 is our year to be remarkable and memorable. 

———-
5. Dinghy’s
Restaurant & Bar
(Steve C.)


www.dinghysrestaurant.com

1. What do
you see as your biggest operational challenges for 2013?

  • Seasonality is always our biggest
    challenge. 70+percent of our sales are in the three summer months. Then
    offseason revenues fall to less than one-fifth of peak season. With huge
    wait lines in the summer, we may be losing customers because of that.

2.  What
do you see are you biggest marketing challenges to increase revenues?

  • To get a better reach with our
    advertising budget. Always trying to improve our placement with Google
    searches. Marketing needs to focus on “shoulder months” when we can
    accommodate additional customers.

3.  Do
you see your customer's buying habits or decision making habits changing and
what are you doing to keep up or stay ahead of them? What's the "key"
that brings them to … and returning to your restaurant?

  • Our customers continue to search
    for the value proposition.  I refuse
    to discount.  To retain customers,
    we rely exclusively on consistently good food and great customer service.

  • We keep them coming back with
    excellent service where every customer is a member of the family – and by
    focusing on what we do well and sticking to it.  We’re known for in-house smoked items
    like ribs, brisket, pulled pork, turkey legs, chicken and chicken wings.

4.  If
you were to put an overall operations and marketing theme to 2013 to meet your
objectives, what would it be?

  • 2013 is our year to improve efficiencies
  • 2013 is our year to improve marketing reach
  • 2013 is our year to update our website

———-
6. The Grapevine Italian Restaurant  (Tom P.)
www.grapevinerestaurant.com

 1. What do you see
as your biggest operational challenges for 2013?

  • Recruiting great employees as the
    economy gets better it always gets difficult

 2.  What do you
see are you biggest marketing challenges to increase revenues?

  • The major casual dining chains had a bad
    year which means they will be coming back last year with all
    their intellectual and financial might to get their growth back.
    We need to counter this as they introduce their new promotions before they
    erode the gains made in 2012

3.  Do you
see your customer's buying habits or decision making habits changing and what
are you doing to keep up or stay ahead of them? What's the "key" that
brings them to … and returning to your restaurant?

  • Buying habits are constantly
    changing, we use limited time offers to try to key in on what they want
    and if we hit it wrong they are easy to change. We keep talk about our
    restaurant going by keeping thing fresh and new (decor, menu etc)

4.  If you
were to put an overall operations and marketing theme to 2013, to meet your
objectives, what would it be?

  • Year of
    –  excellence
  • Year to – exceed guest expectations & growth
    will come naturally
  • Other - 

###

Facebooktwitter
css.php