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BIS QSR VIP Survey

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Survey of BIS QSR VIPs

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BIS QSR VIP Survey

  1. 1. What has been the biggest marketing challenge you have faced in the last year? ● Attribution of sales results to actual marketing efforts. We do so much - could everything contributing to sales success, or is it really just great ops? So many platforms, so much data, no platforms have the same common denominator and each data set is parsed so many different ways it is hard to interpret. ● Gaining any sort of ROI out of influencer marketing. It just isn’t there - so we’ve stopped trying to work with influencers and refocused our efforts towards our own social ads/boosted content instead.
  2. 2. What has been the biggest marketing challenge you have faced in the last year? ● Setting clear objectives and measurement for cross- department teams to follow and report on. ● Related to many digital media initiatives, and also third-party delivery, a challenge top-of-mind has been trying to determine what incremental sales are being driven through these channels. Not always being able to have some sort of control group with campaign testing makes it challenging to prioritize opportunities, especially if budgets are limited.
  3. 3. What has been the biggest marketing challenge you have faced in the last year? ● Budget to allocate to digital media buys. TV, streaming and mobile ads can get costly without measurable results. ● Finding the right balance of our campaign for obtaining new customers and customer retention. ● For us, it remains finding ways to stay top-of-mind with consumers with very limited budgets.
  4. 4. What has been the biggest marketing challenge you have faced in the last year? ● Technology and all systems working together so that we can lead a potential customer from marketing efforts through all tech channels to finally make a purchase in the digital space. ● Increased competition and continuing to find ways to stand out and connect with your customers.
  5. 5. What has been the biggest marketing challenge you have faced in the last year? ● Maintaining our relevancy as a brand and maintaining relevancy as a category -- "Sandwich Relevancy," if you will. We are seeing share being stolen by Chicken, Mexican, C-store, Grocery/Big Box Retail and, to a lesser extent, QSR burger. if you can get a quality sandwich on every corner or you can easily make one at home, how do we make a restaurant trip for a sandwich relevant again? We are taking a comprehensive look -- from menu, to product development, to media placement, creative and Loyalty -- at how we make a trip (or click, or tap) to us as compelling and relevant as it was before.
  6. 6. ● Talent improvement/salaries and traditional media spending ● Balancing out the budget across paid social and paid search. We’re seeing more ROI out of our search media than social. Social is good to promote LTO’s, but for overall brand awareness and driving in- restaurant traffic – search is performing better. ● Increasing allocations to digital media by 5-10% have been the biggest, most consistent change. Where have you seen the biggest shifts in your media/marketing spend in the last two years?
  7. 7. ● The biggest shifts have been towards our Facebook Advertising Funnel. We recently saw that we had a return on our ad funnel, basically starting off with brand awareness which starts with our Blogs, ties in some FAQs about who we are, which then flows to our website, to promo codes, to abandon carts, to lost customers. ● More media spend and public relations. Trying to shift as much as possible into working media and less into production. Where have you seen the biggest shifts in your media/marketing spend in the last two years?
  8. 8. Where have you seen the biggest shifts in your media/marketing spend in the last two years? ● While we haven't had major shifts, we are spending more on digital channels -- mobile and digital display, paid social and search. We have also seen diminishing returns on terrestrial radio and may consider adjusting those weights in the near future.
  9. 9. ● Going all in on digital media. Moving away from traditional radio, broadcast, print, etc. Trackable ROI. ● In our company markets, we have discontinued all traditional broadcast (TV/radio). We are spending more on digital, but directed at specific messages & actions, and now spending on Third-Party platforms to improve performance there (delivery providers, ezCater). Where have you seen the biggest shifts in your media/marketing spend in the last two years?
  10. 10. Where have you seen the biggest shifts in your media/marketing spend in the last two years? ● We’ve backed off on our digital media spending in the last year. We focus our spend on strategic direct mail and driving our loyalty and online platforms.
  11. 11. ● Unlocking access to delivery for our customers specifically for those shopping our own branded ecommerce website ● The benefit is we’re exposing our brand to larger audiences we may not have reached via the delivery marketplaces and providing convenience of delivery. ● Incremental customers – especially for brands that already did not deliver What has been the biggest benefit from working with the new generation of delivery providers?
  12. 12. ● Certainly brand exposure to new/different audiences, but there are inefficiencies and issues on both ends (restaurant and vendor) that require improvement to ensure there is long-term payoff. ● The biggest benefit is the incremental sales attached to occasions where we would not have reached the customer. Another benefit is the awareness we have seen from working with delivery partners. What has been the biggest benefit from working with the new generation of delivery providers?
  13. 13. ● It's an occasion we wouldn't be able to service with our current platform & staffing levels. ● It’s proven to be an incremental visit for our brand in addition to our in-restaurant and online experience. ● Some of our restaurants are now generating as much as nearly 40% of their sales from delivery -- while they are extreme examples -- in the right market, delivery appears to be key to unit- and market-level growth. What has been the biggest benefit from working with the new generation of delivery providers?
  14. 14. ● The biggest benefit has actually been the hardships we have dealt with as a consumer of said delivery providers. We were able to partner up with Lunchbox and use all those struggles as a consumer to launch our brand new app and online ordering. We were able to see the setbacks and struggles of 3rd party ordering and fix them for our in-house platform. Granting online loyalty, free delivery, and the inside scoop on promotions and specials has been a huge win on winning guests over to our platform. What has been the biggest benefit from working with the new generation of delivery providers?
  15. 15. What has been the biggest challenge in working with the new delivery platforms? ● The percentage cut. We know we need to be in that space, but the percentage cut the 3rd party delivery providers are taking begins to eat away at the profit margins. We’ve had to cut some of the providers due to cost, luckily we still have the same volume. ● Delivery orders increase the kitchen work flow capacity. We’ve actually had to randomly throttle the delivery requests during peak times in order to make sure the in-restaurant dining experience doesn’t suffer.
  16. 16. ● Working to deliver the customer experience as if they were a customer walking into our restaurant (from the food quality to the service to the intent to return). MOST of this is on the brand to bridge this disconnect, but it requires innovation from both parties. ● The biggest challenge has been the inconsistent quality of guest experience. We lose that one to one guest experience. Because of this we have unfortunately seen some inconsistencies. What has been the biggest challenge in working with the new delivery platforms?
  17. 17. What has been the biggest challenge in working with the new delivery platforms? ● The market places pivoted from customer service focused customer support model (during which they held our hands and helped us use their platforms) to a SAS based platform model limiting customer support. That was a tough pivot for all different stakeholders in our system. ● Technical integrations in store and trying to access the data they capture from our customers. Spoiler alert they don’t share our customer data with us!
  18. 18. What has been the biggest challenge in working with the new delivery platforms? ● The platforms have revolving teams and do not have established processes. ● Menu inconsistencies across all locations and different reps from these platforms controlling side-bar conversations. ● Managing consistent menus across all providers and negotiating the commission fees. ● Cost, contracts, inconsistency, can't control speed or customer service.
  19. 19. What has been the biggest challenge in working with the new delivery platforms? ● They need to raise their 3PD menu prices above the in- restaurant prices. This can help -- to a certain extent -- with profitability of 3PD orders, but it also negatively impacts affordability perceptions for the brand and may, in turn, be a barrier to greater delivery growth for the brand.
  20. 20. What has been the biggest challenge in working with the new delivery platforms? ● They severely limit our access to more robust advertising within their apps -- primarily because they want us to share our consumer databases with them. The 3PD brands want us to provide our consumer databases to them so that they can market to our existing guests. But they have not offered any kind of data to suggest that doing so would not cannibalize more profitable dine-in, take-out and online ordering/pick-up orders. ● Fees, of course, but also the lack of consumer data.
  21. 21. What marketing channel or approach has been most successful in driving growth in the last year? ● Delivery Marketplace and online ordering have both seen huge growth numbers but we do not believe there are many net new customers. We have seen some exciting results from price point delivery promotions for our proprietary ecommerce website. We also saw strong growth from EZ Cater in Q4.
  22. 22. What marketing channel or approach has been most successful in driving growth in the last year? ● With Lunchbox we are able to hone in on a more targeted audience, tailor more relevant content to our guests, and most importantly cross promote on our web and app which has been a major roadblock for us in the past.
  23. 23. What marketing channel or approach has been most successful in driving growth in the last year? ● Continued growth in off-premise across multiple destinations (online ordering/pick-up, take-out and 3PD) and a continued decline in dine-in business. Off-premise now represents more than 60% of our business.
  24. 24. What marketing channel or approach has been most successful in driving growth in the last year? ● Delivery is the sales channel that's seen the strongest YOY growth. ● Online/mobile ordering has also been up significantly for us after we made improvements to our functionality & experience last fall (fewer clicks to order, order history, better upselling, online coupon offer redemption).
  25. 25. What marketing channel or approach has been most successful in driving growth in the last year? ● Focusing on loyalty and the ability integrate databases across various platforms to improve retargeting efforts of paid advertising. ● Leveraging first party data to target customers across channels like email, text, paid social ● Our loyalty rewards app has been our most successful marketing channel. Staying top of mind to your most loyal guests makes the world of difference.
  26. 26. What marketing channel or approach has been most successful in driving growth in the last year? ● We find that our TV advertising has been most effective as a shift medium and our audio, digital and social as an intercept medium. ● Search Marketing ● Facebook. It's been driving great success for direct to consumer marketing tactics and conversions have been through the roof.
  27. 27. What marketing channel or approach has been most successful in driving growth in the last year? ● Highlighting our best sellers was very successful for us last year. Helped highlight our brand strengths across various dayparts. It allowed our team members to focus and retrain the basics instead of learning new products or LTOS.
  28. 28. ● Programmatic Display Advertising driving engagement (beyond delivering an impression) and geofenced conversion data being accurate Which has been most disappointing?
  29. 29. ● Our influencer marketing campaign that we ran in the summer of 2019. We were able to get some great content, but we were never able to truly track our results. Looking back, we probably should have focused more on the micro influencers with 20,000 - 40,000 followers vs 100,000+. ● Influencer (I personally think there is a reckoning coming where this type of marketing begins to fade) Which has been most disappointing?
  30. 30. ● Social media - for the brand and for our individual locations. We haven’t demonstrated a correlation with sales and transaction growth. ● Our other loyalty programs like our text club and email marketing don’t have as much impact as we would like. ● We still have a lot of opportunity in Catering. It's hard to get sustained results without a lot of boots on the ground, but partnerships like ezCater have helped. Which has been most disappointing?
  31. 31. Which has been most disappointing? ● The most disappointing has probably been terrestrial radio which is not offering us as strong an ROI as all other media. I am very curious to hear if other brands are seeing a similar under-performance in terrestrial radio. ● Radio. It's there, always on, but in our world where ROAS is so trackable via digital channels, radio is always going to be difficult to prove worth.

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