It may be the most maligned food on the planet - and the least marketed: haggis, a strictly Scottish dish made of minced sheep organs and suet mixed with spices, bound together with oats and stuffed back into the stomach of the hapless ovine.
This offal-filled orb (which looks as if it might burst open at any moment to reveal a screeching baby Alien) is then boiled for three hours before being served.
To Americans, haggis is as foreign as food gets. Fish and chips, corned beef, bangers and mash, shepherd’s pie — we can get any of these British imports at the “authentic” English pub in town. But Haggis? Not so much.
Recently, a restaurant marketing colleague of mine took a trip to Scotland. Naturally, everyone wanted to know if she was planning to try haggis. Not wanting to be labeled a culinary coward, she vowed that she would.
Still, everyone was jut a little surprised when she returned and said that she had, indeed, tried haggis at The Dome restaurant in Edinburgh. We were ever more surprised when she said that it was actually pretty good.
She counted off three things that made for that successful experience: 1) The Dome offers haggis as an appetizer-sized (i.e., “safe”) portion; 2) the restaurant presents this appetizer in a fabulous golden-crispy phyllo shell; 3) they accompany it with an amazing whiskey sauce.
For my colleague, this was a culinary triple play. Without taking a huge risk, she discovered a tasty, “not at all grody” new dish. The Dome’s chef had made it easy for her to be adventurous.
Which brings us to the problem with floundering casual American restaurants.
Right now, they’re playing it too safe in their marketing and promotion strategies, having decided that Americans only want “familiar and comfortable” in a down economy. But this is true only to a point.
Even in belt-tightening times, most middle class Americans want to feel just a little more cosmopolitan than the schlub next door. They’re willing to take risks on new flavors — just not wild, expensive ones.
Instead, they’ll try familiar dishes with a fresh take on the flavor profile or a new style of presentation, interesting new appetizers that allow adventuring on a budget, new sauces or sides that update an entrée without reinventing it from scratch. This is exactly what the Dome did with haggis. And for them, it was an easy win.
For the casual American restaurant, incremental changes allow freshening of the menu without an expensive overhaul. They give customers a reason to sit up and take new interest. They get word of mouth promotion going. And they send a subtle message to all that this *&^%$#@ recession can’t go on forever.
Showing posts with label marketing. Show all posts
Showing posts with label marketing. Show all posts
Tuesday, March 23, 2010
Wednesday, March 25, 2009
The Frugal Diner: Here to stay?
Could the worst of the bust be behind us?
It’s hard to say. As of today, the Dow is up almost 20 percent from its abysmal low of March 9. Despite the daily dire pronouncements from CNN that we could still be on the brink of economic catastrophe, fears of the Later Greater Depression seem to be receding.
On the other hand, a Nation’s Restaurant News article today announced that consumer spending had taken a significant dive in early March, down more than 10 percent compared to January and February and more than 32 percent compared to the same period a year ago.
But that was early March, and as stated above, the Dow has moved convincingly northward since then.
Whether now or months from now, we can be sure that the market will recover and consumer confidence will rebound. When this happens, the death grip that even the comfortably flush have maintained on their wallets will ease.
To which restaurateurs from all corners reply, “Yes, but by how much?”
As Americans climb out of the consumer confidence basement (feeling a little like Auntie Em venturing out of the root cellar after an F5) … then what? Will optimism swiftly return and have consumers spending again like there’s no tomorrow? Or will caution prevail and keep consumers saving like there’s definitely a tomorrow … and it’s going to be absolutely terrible?
Most economists agree that the economy will show signs of recovery in the second half of 2009. Almost all also agree that increases in consumer spending will be more gradual than in past recessions, when spending has come roaring back based on pent-up demand. This time, it was consumer demand — specifically for credit and real estate loans — that created the bubble that burst so suddenly and dramatically.
So the likely answer is that consumer spending will resume … but with the housing market still gasping for air, working Americans desperate to bolster their diminished 401k plans and a pervasive sense of national animosity toward conspicuous consumption, spending won’t begin to reach previous levels for years, not months.
As markets and jobs stabilize, consumers will slowly but surely begin to trade up again in their choice of restaurants, just as they traded down when things were looking grim. But with a bit more hesitation this time. A key component of this trade-up will be the attraction of greater perceived value at more expensive establishments.
The best way to encourage this perception is to continue to promote the value-oriented menus, pris fixe dinners, two-for-one specials and combos that helped keep restaurateurs from losing loyal customers from defecting during the downturn.
The message, of course, must be freshened up from the “we’re helping you in hard times” mantra that consumers have heard throughout the recession. A new, optimistic message will be in order.
Additionally, restaurateurs will need to consider freshening the offers themselves to come across as being responsive to a changed outlook; diners will be looking for something new, a break from the value-menu staples that got them through their budget crisis. As long as that break doesn’t look too dramatic. And this presents an excellent opportunity to begin to walk margins back to a more comfortable place. “Walk” being the operative word.
Your new message, new look, new offerings and new specials will signal to your customers that you’ve weathered the downturn with them and are looking forward, just as they are, to better times to come.
Even if they don’t come quite as quickly as any of us would like.
Could the worst of the bust be behind us?
It’s hard to say. As of today, the Dow is up almost 20 percent from its abysmal low of March 9. Despite the daily dire pronouncements from CNN that we could still be on the brink of economic catastrophe, fears of the Later Greater Depression seem to be receding.
On the other hand, a Nation’s Restaurant News article today announced that consumer spending had taken a significant dive in early March, down more than 10 percent compared to January and February and more than 32 percent compared to the same period a year ago.
But that was early March, and as stated above, the Dow has moved convincingly northward since then.
Whether now or months from now, we can be sure that the market will recover and consumer confidence will rebound. When this happens, the death grip that even the comfortably flush have maintained on their wallets will ease.
To which restaurateurs from all corners reply, “Yes, but by how much?”
As Americans climb out of the consumer confidence basement (feeling a little like Auntie Em venturing out of the root cellar after an F5) … then what? Will optimism swiftly return and have consumers spending again like there’s no tomorrow? Or will caution prevail and keep consumers saving like there’s definitely a tomorrow … and it’s going to be absolutely terrible?
Most economists agree that the economy will show signs of recovery in the second half of 2009. Almost all also agree that increases in consumer spending will be more gradual than in past recessions, when spending has come roaring back based on pent-up demand. This time, it was consumer demand — specifically for credit and real estate loans — that created the bubble that burst so suddenly and dramatically.
So the likely answer is that consumer spending will resume … but with the housing market still gasping for air, working Americans desperate to bolster their diminished 401k plans and a pervasive sense of national animosity toward conspicuous consumption, spending won’t begin to reach previous levels for years, not months.
As markets and jobs stabilize, consumers will slowly but surely begin to trade up again in their choice of restaurants, just as they traded down when things were looking grim. But with a bit more hesitation this time. A key component of this trade-up will be the attraction of greater perceived value at more expensive establishments.
The best way to encourage this perception is to continue to promote the value-oriented menus, pris fixe dinners, two-for-one specials and combos that helped keep restaurateurs from losing loyal customers from defecting during the downturn.
The message, of course, must be freshened up from the “we’re helping you in hard times” mantra that consumers have heard throughout the recession. A new, optimistic message will be in order.
Additionally, restaurateurs will need to consider freshening the offers themselves to come across as being responsive to a changed outlook; diners will be looking for something new, a break from the value-menu staples that got them through their budget crisis. As long as that break doesn’t look too dramatic. And this presents an excellent opportunity to begin to walk margins back to a more comfortable place. “Walk” being the operative word.
Your new message, new look, new offerings and new specials will signal to your customers that you’ve weathered the downturn with them and are looking forward, just as they are, to better times to come.
Even if they don’t come quite as quickly as any of us would like.
Wednesday, February 25, 2009
What Do You Do When the Party’s Over?
Lent begins today. So? Why mention this in a restaurant blog unless it’s a reminder to stock up on fish fillets?
Well … actually, Lent is worth mentioning because it presents a fitting parallel to the economic climate restaurants find themselves in just now: After the mad abandon of the Mardi Gras party, a period of sober reflection.
Right now, plenty of operators are dazed and wandering in the desert of diminished expectations, wondering exactly when the refrain changed from “We’re in the Money,” to "Brother, Can You Spare a Dime?" and when — if ever — they’ll hear “Happy Days Are Here Again.”
All they know for sure is that it was Fat Tuesday and then, suddenly, it wasn’t.
But the thing about Lent is that we’re supposed to wind up better for having spent 40 days in a process of self-reflection, right? This is absolutely key, and dazed wandering absolutely does not count as self-reflection. So, the question becomes “What do we do during this time of consumer self-denial?”
The answer lies in a three-step process:
1) Stop wandering. In difficult times, the natural reaction is to bounce from gimmick to gimmick hoping that one will appeal to some demographic group that still has cash they’re willing to part with.
Stop. Just stop.
If consumer perceptions are hard to change in good times, they’re downright impossible to budge in hard times. If you’ve built your image as a family place, do not think that you will begin to draw millennials by firing up Jack Johnson on the PA and mentioning WiFi next to the $1.99 kids meal promo in your next FSI.
You are what you are. This is the time to refine your focus, not redefine it.
2) Start thinking. So, okay. Things are slower. Be still. Sit. Breathe. Take time out while you have it and contemplate where you were (and how you got there), where you are now (and why), and where you want to be when the music starts again. Because it will. It always does.
Make a list. Make many lists. There’s nothing more clarifying than seeing your thoughts on paper.
Who loves you? Why? What have you historically done exceptionally well? What do you do that nobody else can? How can you communicate this to the people who love you … and others like them who have not yet discovered you? How can you help them justify spending money on your products?
Remember: It’s the economy that’s changed, not the consumer. People still crave the same things, still aspire to the same experiences. Your task is to figure out how to package your products with empathy — that is, to appeal to your customers’ traditional cravings in a way that allays their insecurity about spending.
3) Begin planning. The U.S. economy will revive. Consumer confidence will return. Give consideration now to what you will need and want to implement when the time comes, from POS systems to marketing materials to franchising packets. In the process of looking ahead, you’ll uncover not only long-term objectives, but also some surprising short-term opportunities.
Again, it’s that pen and paper concept. When you begin to formalize plans, all sorts of related ideas and opportunities emerge.
Finally, during this time of self-reflection, consider this: the further you hold a looking glass from yourself, the more you see in it. Have someone with considerable distance from your enterprise hold the mirror for you — and the earlier in your “wilderness experience,” the better.
A responsible outside marketing and promotions specialist will certainly help you in the process of refining, list-making and preparing. And they’ll do it within the context and perspective of your broader market, not with just a close-up view to your brand.
Start now. This could take more than 40 days. And you’ll want to be ready when the music starts again.
Well … actually, Lent is worth mentioning because it presents a fitting parallel to the economic climate restaurants find themselves in just now: After the mad abandon of the Mardi Gras party, a period of sober reflection.
Right now, plenty of operators are dazed and wandering in the desert of diminished expectations, wondering exactly when the refrain changed from “We’re in the Money,” to "Brother, Can You Spare a Dime?" and when — if ever — they’ll hear “Happy Days Are Here Again.”
All they know for sure is that it was Fat Tuesday and then, suddenly, it wasn’t.
But the thing about Lent is that we’re supposed to wind up better for having spent 40 days in a process of self-reflection, right? This is absolutely key, and dazed wandering absolutely does not count as self-reflection. So, the question becomes “What do we do during this time of consumer self-denial?”
The answer lies in a three-step process:
1) Stop wandering. In difficult times, the natural reaction is to bounce from gimmick to gimmick hoping that one will appeal to some demographic group that still has cash they’re willing to part with.
Stop. Just stop.
If consumer perceptions are hard to change in good times, they’re downright impossible to budge in hard times. If you’ve built your image as a family place, do not think that you will begin to draw millennials by firing up Jack Johnson on the PA and mentioning WiFi next to the $1.99 kids meal promo in your next FSI.
You are what you are. This is the time to refine your focus, not redefine it.
2) Start thinking. So, okay. Things are slower. Be still. Sit. Breathe. Take time out while you have it and contemplate where you were (and how you got there), where you are now (and why), and where you want to be when the music starts again. Because it will. It always does.
Make a list. Make many lists. There’s nothing more clarifying than seeing your thoughts on paper.
Who loves you? Why? What have you historically done exceptionally well? What do you do that nobody else can? How can you communicate this to the people who love you … and others like them who have not yet discovered you? How can you help them justify spending money on your products?
Remember: It’s the economy that’s changed, not the consumer. People still crave the same things, still aspire to the same experiences. Your task is to figure out how to package your products with empathy — that is, to appeal to your customers’ traditional cravings in a way that allays their insecurity about spending.
3) Begin planning. The U.S. economy will revive. Consumer confidence will return. Give consideration now to what you will need and want to implement when the time comes, from POS systems to marketing materials to franchising packets. In the process of looking ahead, you’ll uncover not only long-term objectives, but also some surprising short-term opportunities.
Again, it’s that pen and paper concept. When you begin to formalize plans, all sorts of related ideas and opportunities emerge.
Finally, during this time of self-reflection, consider this: the further you hold a looking glass from yourself, the more you see in it. Have someone with considerable distance from your enterprise hold the mirror for you — and the earlier in your “wilderness experience,” the better.
A responsible outside marketing and promotions specialist will certainly help you in the process of refining, list-making and preparing. And they’ll do it within the context and perspective of your broader market, not with just a close-up view to your brand.
Start now. This could take more than 40 days. And you’ll want to be ready when the music starts again.
Wednesday, October 29, 2008
Why Your Food Photography Doesn't Sell Your Food.
If you're doing food photography the right way — paying what it takes to hire an expert food photography team with a specialized food photographer, food stylist and art director — then you can pretty much ignore this post.
What's wrong with this picture?
For you other guys who aren't doing it the right way (and you know who you are), I've got a bone to pick with you!
You're probably falling back on one or more of these rationalizations:
- I get a cheaper price by using a general photographer.
- Why hire a stylist when we have a corporate chef to style food?
- I want to cram a boatload of shots into a shoot day and specialists don't like that.
- Why pay a premium to shoot a bunch of photos we might not end up using?
- We bought an expensive digital camera and lights, so we can do it ourselves.
- Our foodservice company gives us pictures for free, so why pay?
Nearly every restaurant marketing or operations manager will swear that the food is what makes their restaurant. So why do they place so little importance on making their food absolutely irrresistible to potential and core customers in photographs?
The only way customers will realize how "craveable" your menu offerings are is to see them. And the better they look in pictures, the better your customers know they'll taste. In fact, along with price and cuisine, the appearance of your food is the chief criterion a diner uses to measure you against your competitors.
The only way customers will realize how "craveable" your menu offerings are is to see them. And the better they look in pictures, the better your customers know they'll taste. In fact, along with price and cuisine, the appearance of your food is the chief criterion a diner uses to measure you against your competitors.
After 15 years of doing restaurant promotions, I can cite plenty of before-and-after stories of double-digit sales increases that followed when resources were properly allocated to food photography.
Given that a relatively small investment can pay impressive and almost immediate dividends, I'm baffled that so many large, established chains are willing to skimp.
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