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

1. SF RESTAURANT GROUPMarketing ManagerFly Bar – Solstice – Big Nate’s Christopher Serio Marketing MBA

3. Company Overview, Landscape, SWOT

4. Marketing Plan

5. Ideas, Calendar, Costs, and Tracking

6. Marketing Manager

7. Mission, Objectives, Competencies

8. Appendix

11. Fly Bar’s

12. Smaller spaces and crowded on weekends, great happy hour, good sangria, friendly staff

13. Flashy and trendy website, no reservations

14. Solstice

15. Tasteful atmosphere, decent prices and service, casual drinks and tapas

16. Flashy and trendy website, phone reservations

17. Wednesday jazz night, private lounge for parties

18. Big Nate’s BBQ

19. Iconic traditional BBQ in SF, rebranding may be necessary, expansion possible

21. 3,000 bars and restaurants in SF, the lions share are privately owned and operated

22. 5% of total restaurants in CA

23. One bar or restaurant for every 265 people

24. Statewide sales of $58 billion annually

25. Estimated sales of $2.9 billion for SF

26. Four restaurants owned by SFRG

27. 0.13% of total restaurants in SF

29. Location of Solstice and Fly Bar One

30. Attractions – Kabuki Theatre, Alamo Square, Japantown, Fillmore Jazz

31. Competition – NOPA, Dosa, Woodhouse Fish Company

32. Polk Street & California (Tender-Nob)

33. Location of Fly Bar Two (at Larkin)

34. Attractions – Great American Music Hall, Grace Cathedral, Lafayette Park, AMC Theatres

35. Competition – Swan Oyster Depot, Olea, Amelie, Nob Hill Grille, Osha Thai, Sushi Rapture

36. SOMA & Mission (South Van Ness)

37. Location of Big Nate’s BBQ

38. Attractions – Orpheum Theatre, Victoria Theatre

40. Marketing Plan

42. What is the vision of the group?

43. What are your goals?

44. Meet with employees, gain their thoughts

45. Great resource for creative ideas

46. Review historical numbers

48. Websites - build the website for Big Nate’s

49. Align sites stylistically

50. SEM – optimize for brand recognition and create campaigns for consumer action

51. Blogging – post facts about SFRG, menu updates, loyalty offerings, features

52. E-Newsletters – join monthly email list, receive news and offerings

54. In line with Fly, brand recognition for SFRG

55. Business cards for venues at each restaurant

56. Survey’s and business cards with check

57. Consumer feedback, promote social media

58. On menu advertising – Facebook and Twitter, weekly specials, plug other venues

59. Locally sourced, healthy options for guests

60. Weekly or monthly charity parties

61. Loyalties and club members

62. Networking – buzz, word-of-mouth, neighborhoods

63. Placement – exposure at SF festivals

65. Reports - ROI, monthly, quarterly, annually

66. Compare revenue to historical restaurant data

67. Reservation tracking through Opentable

68. Convert lost business into guests and revenue

69. Track guests needs, repeat business, and guest loyalty

70. Google Analytics

71. Track website activity, visits, average page clicks, menu downloads, and conversions (reservations)

72. Facebook Advertising & Fan Pages

73. Promote within restaurants and track conversions (fans)

74. Target “fans” and promote to them through FB

75. Vertical Response (email)

76. Track percentages for opens, clicks, bounces, unsubscribes, forwards, conversions, and non-responders

77. Blogging

79. Marketing Manager On Boarding

80. Marketing Manager

82. Projected revenue of $6 million for SFRG

83. Each guest generates $30, goal of 200,000 guests, average of 135 guests per restaurant per day

84. Effective implementation of both online and offline marketing campaigns

85. In restaurant promotions, online tracking and campaigning, recommendations from staff, feedback from guests

86. Master knowledge of competition, marketing, and menus

87. Websites, occupancy, menu changes, offerings

88. Entrepreneurial drive, taking ownership and initiative with position and assigned tasks

90. Organization & Planning – able to focus on key priorities in an efficient and productive manor

91. Flexibility & Adaptability – to changing priorities and conditions, handle complexity and change with ease

92. Work Ethic – possesses willingness to work hard and settle for nothing short of A-quality deliverables

93. Creativity & Innovation – generate new and innovative approaches to problems

95. Honesty & Integrity – ethical, maintaining trust and confidence with employees and consumers

96. Proactive & Committed – has the agility to move quickly and take a forceful stand without being abrasive

97. Personnel Development – employees learn, improve, and grow within their roles to better the company

98. Passion & Enthusiasm – energized and excited about products, approaching challenges with a can-do attitude