HAVE FUN STORMING THE CASTLE!

March 1, 2024

There is a classic scene in the movie, The Princess Bride, where Billy Crystal aka Miracle Max wishes Westly, and his two companions to “HAVE FUN STORMING THE CASTLE!”, as they all set out to help rescue his true love Princess Buttercup from Prince Humperdinck.

So, why am I citing a satirical line from a movie in a LinkedIn article? Well, it’s been my career [and in some ways my life] motto. Life is short and work consumes many, many hours-so make it the best, have fun, and most importantly love what you do. And since my children began school, I would voice to them every morning as they walked out the door “Have fun storming the castle!

I learned at a very young age when I started working for Kelsey’s along with the many teammates lead by Paul Jeffery, that each and all honestly loved what they were doing. They had a passion, an energy, a positive attitude that I gravitated towards and have never wavered to this day. Sure, we all have those *#@$! type of days, and foodservice has been in turmoil since 2020, but there is nothing else I would rather do than what I have been working at my entire career.

To be transparent my business has suffered, like the foodservice industry, and several associates had suggested I change [pivot was a big word] my focus, my field as the understanding of branding, strategy and design skillset could be applied to many other industries.

From a practical perspective it makes sense, BUT from a passionate perspective it goes against what I always believed - Love What You Do. Do What You Love.

Foodservice is about people, not a product. It is an industry like no other, one that has heart, passion, perseverance and always a positive attitude. And now in its worst of times, how can I turn my back and walk away from something I truly love? And to cite another classic line for the same movie, “There is nothing more noble than true love.”

Unfortunately, there is no miracle pill to help rescue foodservice, but if there is anything I can do to help the many operators and suppliers, I certainly can concoct an effective and experienced remedy.

Scott Moore, President of Stir Creative Communication Inc., has been helping foodservice and hospitality suppliers and operators increase sales for over 30 years. For innovative and revenue-increasing programs, marketing and promotional campaigns and much more, contact Scott at 905-484-3094, scott@stircommunications.ca, or visit www.stircommunications.ca.

IS SUBSCRIPTION THE PERSCRIPTION?

March 2, 2023

Subscriptions are becoming the norm in many other industries. Its a means and way to create consistent cash flow, communicate with your customers and reinforce loyalty.

Recently I am beginning to witness the subscription strategy in the foodservice sector. Mainly in QSR with a complimentary/discounted food or drink item. From a customer perspective it is a value equation-they pay a nominal fee for something greater if they were to pay the actual menu price. And for operator, with so much competition for the customers commitment and cash, they realize the subscription model as an innovative strategy to drive more guest visits, engagement, and a long-term term loyalty.

For example, Subway US in August 2022 launched its first Footlong Pass subscription program, which discounts the item 50% once a day throughout September, and they sold all 10,000 of the available $15 passes in six hours. The Milford, Conn.-based sandwich chain said the Footlong Pass was created for its MyWay Rewards program members, allowing them to order one Footlong sandwich per day for the month on the Subway smartphone app or at Subway.com.

There are several other examples in foodservice, but will they become mainstream, or will customers disregard due to subscription fatigue from so many other sectors?

For the casual dining segment, which has suffered the greatest losses, I perceive this as an opportunity to engage guest trial, increase repeat visits and drive desperately needed dollars on a consistent basis. And unlike traditional loyalty programs which are somewhat passive, knowing the guest has paid upfront, they are more likely to redeem for their reward on a regular basis.

As well, pending the offer, the guest will most likely dine with other family and friends. Consequently, for a nominal discount/incentive, both the guest visits and cheque average will certainly increase. And in the case of Subway’s Footlong Pass subscription program, it netted $150,000 which definitely bolstered the bottom line.

Today with so many mainstream loyalty programs, I believe that the subscription model can be the prescription, the point of difference, not only for QSR but the casual dining segment. Consumers are comfortable with subscriptions, the nominal monthly fee is not a hindrance, and most likely they are going to play where they already paid. Hence increased visits, traffic, and revenue.

Do you think subscriptions are the prescription to increase sales and loyalty?

FOREVER A FOODIE.

February 8, 2023

This past weekend I was asked “what is my passion?”

I paused for a minute as I was taken back by such an intriguing question from someone I just met. Forget the small talk, lets do a deep dive into my soul to bring, what beats my heart, to the surface.

I proudly and profoundly announced FOOD! Yes FOOD!

I suspect the stranger was a bit surprised as perhaps she thought sports, cars, beer or other typical male oriented themes would be my response. But food and all associated pursuits is what I love.

Beyond the obvious attributes and musts of food, I believe that food means family, friends, many memorable moments and has endless tastes and timeless traditions. It brings people together - to laugh, cry, tell stories, celebrate, remorse, cheer and so much more.

Not only do I love to stand in front of a stove and/or barbecue, to create many meals, but food is also the “why” I do for a living. Since I began my career, most of it has been in the foodservice industry, either on the client and/or agency side. I have worked with two national restaurant chains, local independent restaurants and many suppliers, and no matter the size, scale, or format, the one common denominator is the passion to prepare and serve people amazing experiences.

To me going to a restaurant and waiting for the meal is like opening a present on Christmas morning. The anticipation, the presentation, the aroma, and the satisfaction of a delicious meal with friends and/or family is simply the best. It's also knowing how much hard work, effort and passion has been put into every meal by my fellow foodies - the owners, operators and staff - that makes the experience so much more rewarding.

So yes, I am a professed FOODIE, both personally and professionally.

To me the plate is the canvas, the food is the paint and the masterpiece is a meal prepared with passion.

What is your passion?

DARE TO DRAW OUTSIDE THE LINES.

February 3, 2023

As children we were told to colour inside the lines. Don’t go outside or over the lines-it will be messy, distracting and in some cases, you failed the assignment.

This way of thinking, although teaches discipline and structure [which is required by society to a degree], it limits our instinctive pursuit for something better, different, abstract.

Imagine if Steve Jobs, Phil Knight, Ray Kroc, Jeff Bezos and many others alike stayed inside the lines, did what they were told to do and did what others had done. Well, the world would certainly be a very boring and different place.

So, what’s my point?

Well today in the world of foodservice I believe that now more than ever it is an absolute must to go beyond the lines, to push the boundaries, ask what if and why not? Both suppliers, owners/operators and supporting businesses such as Stir, must foster a new mindset to calm the chaos and bring engaging ideas to fruition.

As examples…

• Early 2020/pre-covid, the on-line experience and third-party delivery companies were slowly evolving, yet today both are a mainstay and very critical to the lifeline of the industry.

• During my tenure with Kelsey’s and Montana’s in early 2000, both craft beer and plant-based foods were not even on the radar and now both are readily at retail and on most menus.

• In a minute, many of the traditional media formats have become obsolete, and now most of the customer/consumer communications and connections are digital.

Some may call this progress, but I perceive it as that child who dared to draw outside the lines. That the status quo was a definite no, and “To boldly go where no man has gone before”, is not just a classic line from a TV show, but an attitude, a mantra, and a means to make the impossible, possible.

So, I ask, what is the next big thing in foodservice? What can services, suppliers and operators do better and different, not only to survive, but thrive? I suggest we all open our proverbial colouring books and dare to draw outside the lines.

How do you draw different?

A PARTNER, NOT A PRODUCT.

January 10, 2023

A foodservice supplier alert. Your product is only the point of entry into a highly competitive segment. What makes the difference is your insights and resources to be a valued partner.

Today, the role of a supplier is much more than the product you produce. It’s about how to leverage the product to become a true partner with your customers. The owners and operators can purchase from a variety of suppliers for any product or service. The critical difference in the decision process is how and what you do to support the operator.

As a Marketing Director for two national restaurant chains, it was the suppliers who took the interest and initiative to support the sales of the specific product by developing unique recipes/menus, staff incentive programs and/or guest promotions. The results were an increase in overall sales and volume for both the restaurant and the supplier - a win-win!

I do realize there are budget and man-power limitations, but the investment does not have to be significant. Its more about the effort and the empathy you demonstrate to the operator that you are not only willing to support the product but more importantly, your partner.

There are a variety of effective strategies and tactics a supplier can leverage to go above and beyond the product, such as:

• Recipe and menu development
• BOH staff training and enhancement
•  FOH training and retention incentives
•  Supplier social marketing
•  Management training and education
•  Chain store and area incentives
•  Guest incentive promotions
•  Friends and family programs

The critical aspect to developing an effective sales support program is to think “Customer First”. Be sure to ask what is unique about the operator, what are their needs, how can the budget be spent effectively and efficiently to drive the greatest results? Be sure to execute some due diligence to identify the specific needs and the unique attributes of the brand and operations. This will aid in developing an exclusive and very successful strategy.

Remember its not about the product you make. Rather how you leverage the product to make a true and beneficial partnership with the operator.

What effective partnership programs have you experienced as an operator or a supplier?

‘TIS THE SEASON.

December 19, 2022

With increasing interest rates to curb consumer spending, food costs on the continuous climb, shortage of quality labour and many other challenges, one could not fault you, the folks in foodservice, to assume the persona of Mr. Scrooge.

But that is not in your DNA. Forever the optimist, you manage to keep moving forward, to make sure the proverbial stockings will always be stuffed and to always bring good cheer to all. It’s the mindset of the man in the red suit that is forever part of your soul.

So, you better not pout, you better not cry, I’m telling you why, ‘cause many customers are coming to dine…. if you’ve been good for goodness sakes.

At this time of year its always good make a list and check it twice to find out what has been naughty or nice. As with many customers enjoying the spirit of the season, now is the time to review all the work of the elves and the workshop.

Steps of Service

Step back to gain a customer’s perspective.

• The hostess stand, the bar and service. Does each deliver a great guest experience?

• Review the greeting from the hostess, are the servers introducing themselves, asking about prior or first visits and are they providing any suggestions while considering the meal choices?

• Make sure the manager is visiting each table to meet, greet and give a sincere thank you.

Environment and Energy

The intangibles. Its the first impression when a customer walks into the restaurant.

• Does environment have energy and excitement?

• Does the lighting and music fit the desired mood and ambience?

• Overall cleanliness of the windows, walls and washrooms-make sure all are spotless.

• Could the décor need an update, or a coat of paint?

Today for Tomorrow

There is a saying “to fish when the fish are biting.” Since ‘tis the season with much traffic and sales, be sure to take advantage of the opportunity to provide incentives today, for tomorrow.

• Give every guest a value-added bounce-back offer for the new year. The offer could consist of the complimentary appetizer with purchase of two entrees. Feature night with a combo meal deal. A theme night[s] with wine pairings.

• Ask the guests to visit your website and sign-up for the weekly newsletter/social posts.

• Sell a 3-month subscription for $50 to $100. Valid for a complimentary entrée once a week/month from January to March.

If you have reviewed and refined all perspectives, you are now ready to put a bow on a successful business, not only for this holiday season but for many more.

I wish you a Merry Christmas and a Happy new Year!

Cheers to all!

SERVICE WITH A SIDE OF SOCIAL.

October 18, 2022

It is a constant challenge for all restaurants to create awareness and relevance to drive guest traffic and grow sales.

Awareness can come in many forms; sponsored ads, posting on social platforms, guest on-line reviews/word of mouth, third-party aggregators, and networking within the local community, etc. All these marketing tactics should be consistent as the competition is always looking to capture the customer.

But the most critical task is to convert the customer into a loyal guest.

They say you only have one chance to make a good first impression, so exceptional service is essential. We all have experienced the good, the bad and the ugly when it comes to service, so ensuring that the proper hiring process is in place, detailed training is completed, and constant staff engagement are all vital steps as every employee is an integral component of the marketing strategy.

Like loyal guests, management should treat the staff in the same manor, particularly when quality staffing is in such short supply. In my experience engaging the staff at all positions will be rewarding not only for the employee, but the guest as well as it will help lead to an overall sales growth and loyalty from both sides of the plate.

Constant communication and gratification are the key motivators and the mechanics to developing a core staff that truly care about the business and the guest. These can come in many forms.

• Endorse an open-door policy as the server is on the front-line and can provide critical and instant feedback.

• Empower the employees to suggest improvements to the menu and steps of service.

• Execute regular staff incentive programs for both the FOH and BOH against specific menu item[s], a slow dining period or a seasonal promotion.

• Engage key suppliers to teach and train the staff about specific products and recipe development/enhancement.

• Extend an invite to monthly meetings for all staff to discuss upcoming changes to menu/operations, share the many successes and a forum for open feedback.

So, as on-going tactics and advertising generates awareness and traffic, it’s an engaged employee that will not only convert the customer into a long-term loyal guest but will be a proud and appreciated ambassador.

EVERYBODY. NOBODY.

September 30, 2022

In today’s economy with increasing inflation, interest rates, cost of goods, staff wages and general overhead, restaurants bottom lines are drastically decreasing.

The obvious and instinctive impulse is to search for sales-anywhere and anybody.

BUT there is a well-known quote - “when you try to be everything to everybody, you’ll become nothing to no one.” This should be the marketing law to live by. The most successful brands and businesses know who their ideal/core customer is - there wants, needs, motivations and demographics. This detailed profile acts as the starting point, a filter, the basis to build a profitable business and marketing plan.

But when it comes to many restaurants, both independent and chain, they take a “catch-all” approach. The messages and marketing efforts are mixed and for the mass. The menu is an ambiguous range of meals from pizza to pitas, chicken wings to cacciatore, salmon to steaks and many other sorted items that simply don’t make sense for operations and causes customer confusion.

The days of build it and they will come, have gone. When opening a restaurant there are many, so many, factors that come into consideration based on the menu, the style of service [upscale, casual, quick serve, take out etc.], location and competition. But first and foremost, who is the core customer you want to engage? What type of menu items and atmosphere/environment do they find appealing, what is the price point they are willing to pay, where do they live/work, plus other relevant customer touch points to consider.

This customer clarification needs and wants, will enable all critical decisions. From location to recipe development and menu cost, atmosphere and interior design elements, staff persona/style of service, brand expression, and all marketing messaging and activations. In fact, it makes the decision-making process quite simple - if it does not align within the core customer profile - pass.

Chipotle, The Keg, Chick-fil-A and Starbucks are prime examples of very successful restaurant brands that know who they are, who their core customer is and why they continue to come back and are so loyal. Simply put, they know their lane and do not stray.

With so much competition and limited consumer disposable income, it is imperative to truly know your core customer, as it will facilitate a focus on one, and everybody alike.

Can we help determine and develop your core customer?

EATER-tainment

June 29, 2022

Unlike a retail packaged product that sits on a shelf, a restaurant visit is a live experience for all the senses. From the moment the guest arrives there is an anticipation about the entire experience. Either be it a first time or a loyal guest, the tone, feel and vibe of every visit must have a certain energy and entertainment appeal that aligns with the restaurants positioning and the guest’s perception.

The critical first impression happens the minute the guest enters. Is the lighting just right for the time of day, is the music style and volume complementary or does it contradict and does the décor reinforce the type and style of restaurant?

Next, it’s the greeting from the host. Make sure they are full of energy and welcome each guest with wide smile and a warm greeting. Be sure they ask questions with regards to prior visits or if a first timer. If it is the first visit, ensure the hostess takes the time to chat with them, tell them about the restaurant, what makes it unique and suggest some of the signature dishes that they may want to consider. In essence-reassure their dining decision.

The second act is of course the server, the connection, the messenger, and the most critical role in the EATER-tainment experience. The server must be engaged, make them feel welcome and prepared to answer any questions and/or recommendations about the menu and the meals. And of course, be prompt to respond to any questions or concerns and maintain constant communication.

And now the star of the show, the finale, the reason to believe the guest has chosen the right restaurant and the meal that matched their desire. If it was plated properly and timely served, they will have already eaten with their eyes and the anticipation to taste has heightened. Did the menu descriptor match the meal appeal and the many senses-sight, scent and taste?

At this point if all went well and expectations were met [hopefully exceeded] there is now a new brand advocate, a fan and the most important a loyal guest. With so many dining options, it is critical that all operators review their restaurant through the guests’ many senses. Remember the front-of-the-house is a theatre and the show must go on without any misses or miscues.

Its all about the EATER-tainment factors that can add up to a five-star review.

Note: To many this article would appear to be an operations/steps of service commentary. And asking why a creative/marketing agency is commenting about the guest experience. Well, any guest touch point is marketing. Whether the website, social content, or advertising, any interaction with the brand is critical and must deliver on the promise. All marketing functions must be seamless, have the same voice and in fact the physical experience is the most critical of all. External promoting can get the guest to try, it’s the EATER-tainment that will have them return again and again.

ME-N-U

May 18, 2022

The menu, is a list of all available food and beverage items and their respective cost. Some are quite elaborate with photos, unique design and elaborate descriptions. Some in leather covers or laminated and others are simply a short list of items printed on a standard sheet size. It is one of the first impressions and ultimately the dining decision determinator.

That’s a lot to ask of a piece of paper.

Although they vary from content, construction and cost, the menu is the conduit to the guest. It’s essentially responsible for first time visits, returning, or looking for something new and different. It’s the physical connection between the operator and the guest, hence ME-N-U.

When I was responsible for the design of the Kelsey’s and Montana’s menus, it was critical to portray and capture the brand persona and position. It was a customer communication tool to reflect the brand benefits and features. It reinforced their dining decision and narrative in the brand promise. With finessed food photography, call outs to attract attention to the key bottom-line contributors/signature items, all were engineered to increase the brand perception and the guest cheque average.

Today menus are of a different mindset. Although they are still the messenger, the number of items and the style/design have been simplified to decrease food and labour costs while increasing profits. The one element that appears to be disappearing is leveraging the menu as a critical branding element.

The menu is a silent sales tool. Guests ponder over their meal decision for many minutes, hence the opportunity to reinforce the operators point of difference. It could be the premise and position, perhaps the quality and care of each recipe or a short story regarding the history and how tasteful traditions have been passed down.

Pending what is unique or the reasons to believe, take the opportunity to tell that story to your guests. It will not only reinforce their dining decision today but for many future visits. Remember dining is essentially a one-to-one experience between the operator and the guest.

The menu is the conduit, the messenger, and the narrative between ME-N-U.

What are the critical elements you consider when constructing a menu to engage the guest?

HELP WANTED.

March 17, 2022

Unfortunately, restaurant staff shortages are common, in fact 93% of all operators are in need of help. With Covid being the culprit, many past and potential employees have left the restaurant trade for other industries, education, and opportunities.

Although technology has filled some vacancies, there is a desperate need for qualified personnel that view foodservice not just as place holder, but as a long term and meaningful career. I can speak from personal experience, knowing many friends and associates that have gone from waiting on tables, cleaning dishes, working the line to now leaders, executives, mentors, and entrepreneurs in the foodservice industry.

The challenge for the operator today is to not only attract but to maintain and retain the staff. Many have implemented higher wages, benefit plans and other forms of both short and long-term incentives, these must continue in order to populate the proper staffing levels. But with limited time and tight budgets, operators are now looking to their key suppliers for unique incentives and programs to help with the staffing situation.

With such a vested interest in the success of the business and the industry, suppliers should step up to support their clients. Not with an “off-the-shelf” staff promotion, but one that is tailored to the specific needs and opportunities for all participants-this is a must. The custom approach does take due diligence, determination of common objectives, and mutual agreement regarding the program mechanics and methodology, but the results are worth the effort.

This is how Stir can HELP.

As an experienced foodservice marketing specialist we have developed and executed many successful staff incentive programs on behalf of the supplier and the operator. There are many short-term tactics and long-term strategies that can be implemented to excite and incent all staff from the hostess team to the dishwashing crew. The critical criteria is keep it simple, obtainable for ALL, and to leverage as an effective tool to reward the staff for their on-going efforts and continued employment loyalty.

Do you WANT HELP with staff recognition, rewards, and retention?
Contact Scott Moore at Stir: scott@stircommunications.ca.

NO PROBLEM.

March 14, 2022

For most suppliers, manufacturers and service providers having a quality product at a competitive price point is simply the point of entry. The decision-making difference is how you and your product can help solve a problem.

In my many years as the Marketing Director with Kelseys Restaurant, the motto was “No Problem Service”. If there was a guest complaint or concern, both management and staff were empowered to ensure the problem was resolved and the guest was satisfied and pleased with the entire experience.

Today in the new world of foodservice, the need to solve problems is even greater. For many operators and suppliers, the list of worries is long, and in many cases resources are short. This scenario is where problem solvers become a valued partner. From strategic development and sales programs to menu engineering and driving customer traffic, operators and manufacturers are looking outwards for a trusted and valued resource for reliable and innovative solutions.

At Stir, we have always viewed our role as a solution provider, an idea incubator, a trusted advisor for the foodservice supplier and operator. With 30 plus years of industry experience working with both entities, we bring unique skill set to the table that yields a different perspective to the problem. A perspective that changes the narrative from a negative to a positive.

We have partnered with makers of coffee, tea, beer, dairy, baking ingredients, meats, bakery, soup, and frozen meals. And restaurants that range from roadhouses, to ribs, pizza, chicken, and BBQ specialities. Each and all had a concern, a problem that required a knowledgeable and realistic understanding of the audience and how it could be resolved practically and profitably.

Another word for a problem is opportunity. An opportunity to solve-not with a thing, but with thinking. Different thinking, deep thinking, experienced thinking for a successful solution.

At Stir we think, we solve. No problem.

What opportunities can we solve for you?

SUPPLY AND DEMAND.

February 11, 2022

Lack of ingredients, logistics, production and staffing shortages, not to mention temporary and permanent restaurant closures-manufacturing has also suffered along side the operator for the past two years and likely into the foreseeable future.

The two are in tandem, both relying on each other for sustainability and success.

I recall working for Kelseys and having lunch with Paul Jeffery the founder. He asked me to look around and take note the guests. He then stated quite emphatically that without the guests we would both be out of work. In other words, respect and take care of each guest because they are responsible for our pay cheque.

That has always stuck with me and now more than ever, suppliers must support and take care their customers. Many operators and owners have been stretched and stressed to the limit thus supplier support is critical for survival.

A quality product and a competitive price is simply the point of entry.

Operations, especially independent and small chains have limited capacity and cash flow to keep the open sign on. The suppliers who have stepped up their game with innovative and cost-effective products, prepared unique recipes with less ingredients to reduce food and labour costs, and developed staff incentive and retention programs-those are the companies that have and deserve the customer’s loyalty.

In my many years as an employee with the Kelseys group, and now as a foodservice focused marketing agency I have witnessed a range of supplier/operator programs. Some have been very successful and well, some not so much. The critical component to building an effective promotion is “Customer First” strategy. Due diligence and defining what makes the operation unique are the most important factors for a turnkey, easy to implement and execute program.

Taking care of the customer is critical, unfortunately many suppliers have neglected to fend and fund their partners. They have failed to support the ones who have supported them. In these difficult times it is imperative that the supplier take care of their customers as they are ultimately responsible for their pay cheque.

Hence no supply. No demand.

ON THE SIDE.

January 18, 2022

A common practice in the restaurant industry to increase the guest check average is have the guest order an extra side, additional drinks, and desserts. The result is an increase in gross sales and tip pool for the staff.

But with Covid and the chaos it has created, I believe the strategy should be more about repeat purchases not about squeezing every dime and done.

A repeat customer brings stability and is much more sustainable for long term sales, profitability and ultimately survival. But to obtain and maintain a steady stream of regular guests there must be more than just the meat and potatoes.

How or what can operators do to increase the value and experience of their products and services? What can be done “on the side” to grow long term sales beyond the meal, particularly in Ontario, when most are consumed in the home?

Loyalty programs are becoming predominate, everyday I get discount flyers in the mail or and I have received numerous bounce back coupons. Surprisingly, many sales tactics have not changed, considering how much the conditions have changed. And yes, I am aware of the grocerant and the ability to sell liquor, but still I think much more can be done for very limited resources.

I understand that the operators are dealing with many issues: supply and staffing shortages, increased costs, indoor seating closures… but more than ever, now is the time to get out of proverbial delivery box thinking.

From my 3D perspective [1/X-Marketing Director for Kelseys and Montana’s 2/Owner of a foodservice focused marketing agency and 3/frequent restaurant customer], there are many easy and effective ideas that will create recurring long-term sales:

partner with other like-minded local retailers in a cross promotion
provide a small sample of another meal or side dish with the order
leverage key suppliers for incentive and promotional programs
develop a value menu
friends and family program for staff
look to other industries for different ideas

Although many operators are thinking day to day, the courage to look to tomorrow will result in greater sales on the side for many more months.

What unique tactics and strategies are you aware of or can recommend garnering long-term repeat customers?

FIND YOUR VANILLA.

December 16, 2021

There are 100’s of ice cream flavours, yet the most popular is and always will be vanilla. And I would wager that the most popular pizza is pepperoni, plain potato chips are the best sellers and chicken noodle soup rules.

I could continue with other examples but the point I am trying to make is vanilla sells and consistently increases revenue. In the restaurant business we call them Stars, a consistent menu item that is popular and contributes to the bottom line.

Why do you think most restaurants have 30 to 50% of the same menu items?

Recently I had a conversation with a popular restaurant chain as they were to embark on a brainstorming session to develop ideas to maintain the bottom line without taking menu price. Presently, with such a varied menu they are forced to carry extra ingredients, extensive and on-going staff training and longer cook times, which all add up to increased food and labour costs.

Hence the search for vanilla begins.

The first place to find dollars is to evaluate the menu and delete any items that either do not sell, only have single use ingredients, and of course do not contribute to the bottom line. Next assess the balance of the remaining menu and potential new items to improve the process and profit.

That said, if every restaurant sold only vanilla, the experience and the menus would be very boring and bland.

I am first in line and very enthusiastic about recipe ideation, developing new flavours, testing taste profiles and to always be in pursuit to make every meal better and different-in essence to find a unique vanilla.

The eclectic style and endless selection of restaurants is what makes the industry so dynamic and pushes all to constantly improve and innovate. Therefore, all suppliers and operators should be finding, refining, and defining their own vanilla in every aspect of operations, marketing, and innovation.

The more vanilla on the menu, the more sales you can scoop to the bottom line.

How would you grow the bottom line without increasing menu prices?

HOW REWARDING IS LOYALTY?

November 24, 2021

Last week MyMcDonald’s reward loyalty program launched nationally, another amongst the many in the fast food and coffee industry. The landscape is becoming littered with many loyalty programs, so it begs the question: Are they rewarding the already loyal customer or is it driving new guest traffic and increasing the cheque average?

For McDonald’s I would assume the overall goal is both, but one would think it should be the latter or why would they invest so much in a customer who already is loyal to the golden arches. Is the present McCustomer crossing the street to claim their Tims Rewards? Yes, there is the built-in component of customer insights and relevant data along with a mailing list to promote LTO’s and members only incentives. But with only 17% active membership in typical loyalty programs, does the income warrant the investment?

A few years ago, one of Stir’s foodservice customers had a very high customer attrition rate with independent operators due to the distributor sales rep who was not brand loyal, only bonus loyal. In order to reconnect with the customer, commence a one-to-one conversation and reduce conversion, Stir developed a custom rewards program from ground zero.

The platform was built with the independent operator in mind - easy to understand, easy to participate and easy to redeem. There was no extra paperwork or proof of purchase required which was a critical strategy to grow and maintain the membership. With bi-weekly incentives and easy to achieve rewards, not only did the attrition rate drop dramatically, but it also increased the variety and volume of the clients’ product listings.

In this case the rewards program was a success, but that was B2B, not sure the results are the same for B2C. Personally I have been a member of the Air Miles program from its inception, but I don’t recall crossing the road to fill up at Petro-Canada versus searching for a Shell. In fact, I don’t think it has influenced any of my purchase decisions [except perhaps an extra bottle of wine at the LCBO].

As a prior Marketing Director of two national casual dining chains, I truly understand the value of a loyal customer. They visit the store many times a month, they are a dedicated brand advocate, and, in some cases, they care about the brand so much they confide and provide some invaluable feedback.

In the restaurant business, I think what really drives loyalty is very simple-quality food, value for the dollar and a sincere effort and appreciation from every step of service.

They say it is a lot easier to keep an existing customer than gain a new one. So, what is the ultimate objective of a loyalty program? It is to claim and maintain your customer turf, to drive incremental customer traffic and sales or is it a mandatory “ME TOO” must have?

All thoughts and perspectives are welcome.

A MATTER OF FACT.

November 17, 2021

• 12,000 restaurants closed in past 18 months in Canada

• 80% of restaurants are losing money or barely breaking even

• 70% rely on federal wage and rent subsidies

• 90% understaffed

Very daunting numbers for the restaurant industry to say the least, but the one figure that can’t be calculated is the 100% passion and the never-ending will to persevere.

There aren’t many industries that could have survived the endless turmoil and troubles encountered from the pandemic, but owners and operators are exceptionally resilient as they evolve and adapt, not only to survive but to soon thrive.

The industry has been forced to examine every aspect of the business. From reviewing and reducing ingredients and menu items, the size and space of the real estate, leveraging new technology both in-house and online, to developing ghost brands to drive a second source of revenue. All and every means in an effort to stave off any further cost increases from an already modest bottom line.

Perhaps the pandemic was a necessary evil to revive a somewhat dated industry and force it to look inward not only at their operations, but outwards to the entire foodservice ecosystem including manufacturers, suppliers, distributors, and other vendors.

Although the restaurant industry is presently struggling, it will survive. As a matter of fact, it will become proficient, stronger, and superior; it will be the beacon for other industries when in turmoil.

And in the case of the restauranteur, you must look beyond the facts, because you can’t put a number on the human spirit, their ingenuity, and the will to survive.

What do you think about the future of the foodservice industry and what are the keys to recovery?

"NOOOORM"

October 7, 2021

That forever famous greeting we all recall when the jovial and satirical Norm Peterson would walk into the legendary bar on the television series Cheers. Isn’t it ironic that many decades later, everyone is looking for the new “NORM”?

From revising the menu, recipes and food costs, the increased expense of curbside and delivery, the Covid precautions and procedures, the lack of skilled and unwilling workforce to many dealing with insurmountable debt, restaurant owners and operators are in the midst of sorting out the many disruptions and disturbances that Covid has and continues to cause.

Suppliers are also struggling with their own issues from supply chain and logistics, P&L, to understanding and adapting to the new customer and consumer demands. Needless to state, the entire foodservice ecosystem is amid many shifts from all perspectives, and I believe now is the time for a reverse strategy for success.

The lengthy and arduous list cannot be solved at once, so priority is critical to the process. My recommendation is start at the end; commence the change with the consumer, the guest. Consumers are demanding local, fresh, vegetarian, innovative, minimal ingredients, the means to order and how they obtain their meals and perhaps the most influential is to socially like or dislike the experience in minutes.

Consumers are now more than ever THE crucial influencer in the revolution of the restaurant industry-the guest is always right. They determine where and how to dine, what they consume, what they are prepared to pay, will they return, recommend, and are always searching for better.

Talk to the guests, what is social media saying about your operations and what’s trending, execute real time consumer research. Essentially ask NORM “what’ll it be, what’s up, what’s new, what can we get you?”

There you will find the new and true recipe for success.

Stir’s “Customer First” thinking defines how we are a valued and experienced resource for suppliers and operators. It’s not about the product, it’s not about the brand, its about incorporating game-changing strategies that will lead to the new NOOOORM!

ABOVE AND BEYOND.

September 2, 2021

Today more than ever producing a quality product at a fair price is essentially the point of entry for foodservice suppliers. An extremely diminished customer base in conjunction with reduced menu items, the competition for sales in all sectors is immense and intense.

Covid has certainly created chaos, but from chaos comes opportunity. The industry has been disrupted so now is the time to think different, think about innovative strategies to support the operator.

How can suppliers support existing customers, gain new customers and in turn grow sales?

Beyond the traditional rebates, discounts and staff incentive programs, suppliers must develop innovative and new strategies for the “new norm”. They must thoroughly examine the state of the industry and their clients, then based on the industry’s most urgent needs, challenge themselves to think out of the box, think beyond the product. Suppliers must ask themselves…

• How can we help improve the guest experience?

• What can we do to support employee confidence in the foodservice industry?

• How can we lend our technology to drive more guest traffic?

• Are there any cross-pollination opportunities with the retail division?

• Is there any innovation or strategies from other industries that we can leverage?

• How can we stay customer focused in a forever changing landscape?

Today suppliers must perceive themselves as partners with each of their customers. Imagine yourself as an owner-think about what and how you can resolve many of the challenges, the opportunities to improve your store and the ailing industry. The outcome of the ideas generated will not only set you apart from the competition but will certainly cultivate customer loyalty and positively enhance volume and sales.

Stir’s disruptive and different thinking is how we can be a valued experienced resource for suppliers to leverage. It’s not about the product, it’s about developing game-changing strategies that go above and beyond the norm… to lead the new norm.

MORE WITH LESS.

August 3, 2021

The new recipe for restaurant success is simply do more with less. With all operational costs on the rise, it is imperative that the ingredient and product list is much less and can do so much more.

When I was working at Kelseys and Montana’s the number of menu items was in the range of 50 to 60 as we had something for everyone on the menu. The countless ingredients and products plus the continuous training of the kitchen and serving staff was challenging at best. And the time it took the guest to review the menu, then cook, serve and eat was not the most cost-efficient model.

The pandemic has forced the restaurant industry to evaluate all aspects of the business as the operator searches for any efficiencies to maintain profitability. How can one product, one ingredient be used on many items-can it travel well, is the prep time minimal and does it have a decent shelf life? These are all critical assessments that the operator is reviewing item by item to create a distinctive menu that will drive guest traffic and dollars to the bottom line.

In conjunction as a valued partner in the process, suppliers should look to their R/D department to develop and/or improve current products. Not only the classics but innovative items that both the operator and the customer are looking for to satisfy the budget and the appetite appeal.

Stir can engage in the process to discern and develop effective strategies on behalf of the supplier to support both the franchise and independent operators. Our unique understanding of both partners provides a 360 perspective that will prepare an effective and efficient platform that will support the “More with Less” strategy.

Scott Moore, President of Stir Creative Communication Inc., has been helping foodservice and hospitality suppliers and operators increase sales for over 30 years. For innovative and revenue-increasing programs, marketing, promotional campaigns and much more, contact Scott at 905-484-3094, scott@stircommunications.ca, or visit www.stircommunications.ca.

ingredients for success

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