San Francisco Restaurant Group - Marketing Proposal
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San Francisco Restaurant Group - Marketing Proposal



Final round interview - Aug 2010

Final round interview - Aug 2010
SFRG - Marketing Proposal and Action Plan
Group owns - Solstice, Fly Bar One, Fly Bar Two, and Big Nate's BBQ



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  • Hi Christopher, how did you arrive at the number of $950K for average sales per restaurant in SF? Is this an actual average of restaurants, or was it derived from other data? Thanks for the help!
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    San Francisco Restaurant Group - Marketing Proposal San Francisco Restaurant Group - Marketing Proposal Presentation Transcript

    • SF RESTAURANT GROUPMarketing ManagerFly Bar – Solstice – Big Nate’s
      Christopher Serio
      Marketing MBA
    • Table of Contents
      • SF Restaurant Group
      • Company Overview, Landscape, SWOT
      • Marketing Plan
      • Ideas, Calendar, Costs, and Tracking
      • Marketing Manager
      • Mission, Objectives, Competencies
      • Appendix
      • Cover Letter, Resume
    • SF Restaurant Group
    • SF Restaurant Group
      • SFRG 2009 Revenue - $5 Million
      • Fly Bar’s
      • Smaller spaces and crowded on weekends, great happy hour, good sangria, friendly staff
      • Flashy and trendy website, no reservations
      • Solstice
      • Tasteful atmosphere, decent prices and service, casual drinks and tapas
      • Flashy and trendy website, phone reservations
      • Wednesday jazz night, private lounge for parties
      • Big Nate’s BBQ
      • Iconic traditional BBQ in SF, rebranding may be necessary, expansion possible
      • No website, Facebook group with 44 members
    • SF Restaurant Landscape
      • Over 800,000 people in San Francisco
      • 3,000 bars and restaurants in SF, the lions share are privately owned and operated
      • 5% of total restaurants in CA
      • One bar or restaurant for every 265 people
      • Statewide sales of $58 billion annually
      • Estimated sales of $2.9 billion for SF
      • Four restaurants owned by SFRG
      • 0.13% of total restaurants in SF
      • Average sales per restaurant in SF - $950,000
    • Neighborhood Competition
      • Lower Pac Heights
      • Location of Solstice and Fly Bar One
      • Attractions – Kabuki Theatre, Alamo Square, Japantown, Fillmore Jazz
      • Competition – NOPA, Dosa, Woodhouse Fish Company
      • Polk Street & California (Tender-Nob)
      • Location of Fly Bar Two (at Larkin)
      • Attractions – Great American Music Hall, Grace Cathedral, Lafayette Park, AMC Theatres
      • Competition – Swan Oyster Depot, Olea, Amelie, Nob Hill Grille, Osha Thai, Sushi Rapture
      • SOMA & Mission (South Van Ness)
      • Location of Big Nate’s BBQ
      • Attractions – Orpheum Theatre, Victoria Theatre
      • Competition – Monk’s Kettle, Sushi Zone, Walzwerk, various food stands and markets
    • SWOT Analysis
    • Marketing Plan
    • SFRG Marketing Audit
      • Learn current business and marketing efforts from SFRG – best practices
      • What is the vision of the group?
      • What are your goals?
      • Meet with employees, gain their thoughts
      • Great resource for creative ideas
      • Review historical numbers
      • 2009 revenue of $5 million
    • Online Campaign
      • – visibility, reservations, revenue, credibility
      • Websites - build the website for Big Nate’s
      • Align sites stylistically
      • SEM – optimize for brand recognition and create campaigns for consumer action
      • Blogging – post facts about SFRG, menu updates, loyalty offerings, features
      • E-Newsletters – join monthly email list, receive news and offerings
      • Social Media – Facebook contests and advertising
    • Offline Campaign
      • Logo’s for Solstice and Big Nate’s
      • In line with Fly, brand recognition for SFRG
      • Business cards for venues at each restaurant
      • Survey’s and business cards with check
      • Consumer feedback, promote social media
      • On menu advertising – Facebook and Twitter, weekly specials, plug other venues
      • Locally sourced, healthy options for guests
      • Weekly or monthly charity parties
      • Loyalties and club members
      • Networking – buzz, word-of-mouth, neighborhoods
      • Placement – exposure at SF festivals
      • SWAG – pens, magnets, mints
    • Measurement & Tracking
      • Revenue, Revenue, Revenue!!!
      • Reports - ROI, monthly, quarterly, annually
      • Compare revenue to historical restaurant data
      • Reservation tracking through Opentable
      • Convert lost business into guests and revenue
      • Track guests needs, repeat business, and guest loyalty
      • Google Analytics
      • Track website activity, visits, average page clicks, menu downloads, and conversions (reservations)
      • Facebook Advertising & Fan Pages
      • Promote within restaurants and track conversions (fans)
      • Target “fans” and promote to them through FB
      • Vertical Response (email)
      • Track percentages for opens, clicks, bounces, unsubscribes, forwards, conversions, and non-responders
      • Blogging
      • Track visitors, reads, follows, and conversions
    • Annual Marketing Calendar & Costs
    • Marketing Manager On Boarding
    • Marketing Manager
    • Marketing Manager
      Objective’s and milestones for this role:
      • 2010/11 revenue growth of 20%
      • Projected revenue of $6 million for SFRG
      • Each guest generates $30, goal of 200,000 guests, average of 135 guests per restaurant per day
      • Effective implementation of both online and offline marketing campaigns
      • In restaurant promotions, online tracking and campaigning, recommendations from staff, feedback from guests
      • Master knowledge of competition, marketing, and menus
      • Websites, occupancy, menu changes, offerings
      • Entrepreneurial drive, taking ownership and initiative with position and assigned tasks
      • Analyze and interpret ROI of marketing initiatives and communicate findings
    • Candidate Competencies
      • Intelligence & Analytics – learn quickly and process data to draw business insights
      • Organization & Planning – able to focus on key priorities in an efficient and productive manor
      • Flexibility & Adaptability – to changing priorities and conditions, handle complexity and change with ease
      • Work Ethic – possesses willingness to work hard and settle for nothing short of A-quality deliverables
      • Creativity & Innovation – generate new and innovative approaches to problems
      • Sociability – brand advocate, effectively promote portfolio through sociality and professionalism
    • Organizational Competencies
      • Teamwork – collaboration through departments striving towards logical and obtainable goals
      • Honesty & Integrity – ethical, maintaining trust and confidence with employees and consumers
      • Proactive & Committed – has the agility to move quickly and take a forceful stand without being abrasive
      • Personnel Development – employees learn, improve, and grow within their roles to better the company
      • Passion & Enthusiasm – energized and excited about products, approaching challenges with a can-do attitude
      • Strategic Thinking & Vision – see and communicate big picture in an inspiring way, understanding competitive landscape, industry opportunities, and threats
    • Appendix