Five social media strategies are outlined for restaurants: 1) leverage the expanding user base of social media sites, 2) design a social media-aware organization, 3) empower customers without hindering the brand, 4) dedicate human resources to social media, and 5) provide guidelines for employees. The document also discusses trends like the growth of social media site users and leadership using social media. It emphasizes continuously adapting social media plans to changing technologies.
Comprehensive social media strategy by john bellJohn Bell
Â
We spend millions defining and communicating the brand via marketing and communications channels. We need to take a fresh look at how the brand can behave in
social media. A crisp definition of our social brand will guide us from mere tactics to more impactful strategy. It will focus the efforts around best
practices from ethics to results and help our brands reap the benefits of social media faster and with a more enduring effect.
Five Tools to Know About When Developing Software for Social NetworksAltoros
Â
Community-driven blogs and social network activities are spreading like wild fire. To remain competitive, both industry leaders and smaller companies are forced to promote within social networks. This white paper will review 5 useful tools and 5 popular social media marketing campaigns.
The Customer-First Imperative: Five Steps for Applying Social Media to Genera...NM Incite
Â
This white paper outlines 5 steps for applying social media insights to transform global marketing and brand strategies:
1. Measure your social performance relative to âexpectedâ outcomes
2. Link your segmentation approach to online discussions
3. Overinvest in data hygiene
4. Cast a wide net
5. Maintain measurement consistency across brands and markets
Chief Marketing Officers Guide to Social Media October 2013Emoderation
Â
This guide from eModeration and iStrategy provides a birdâs eye view of social media for CMOs. It examines: what social media can achieve; how consumers behave on social media; resourcing social media; moderating and managing communities online; the pitfalls; and what you can measure in terms of ROI.
Comprehensive social media strategy by john bellJohn Bell
Â
We spend millions defining and communicating the brand via marketing and communications channels. We need to take a fresh look at how the brand can behave in
social media. A crisp definition of our social brand will guide us from mere tactics to more impactful strategy. It will focus the efforts around best
practices from ethics to results and help our brands reap the benefits of social media faster and with a more enduring effect.
Five Tools to Know About When Developing Software for Social NetworksAltoros
Â
Community-driven blogs and social network activities are spreading like wild fire. To remain competitive, both industry leaders and smaller companies are forced to promote within social networks. This white paper will review 5 useful tools and 5 popular social media marketing campaigns.
The Customer-First Imperative: Five Steps for Applying Social Media to Genera...NM Incite
Â
This white paper outlines 5 steps for applying social media insights to transform global marketing and brand strategies:
1. Measure your social performance relative to âexpectedâ outcomes
2. Link your segmentation approach to online discussions
3. Overinvest in data hygiene
4. Cast a wide net
5. Maintain measurement consistency across brands and markets
Chief Marketing Officers Guide to Social Media October 2013Emoderation
Â
This guide from eModeration and iStrategy provides a birdâs eye view of social media for CMOs. It examines: what social media can achieve; how consumers behave on social media; resourcing social media; moderating and managing communities online; the pitfalls; and what you can measure in terms of ROI.
JEGI & IAB Social Media Ecosystem ReportAmir Akhavan
Â
JEGI is pleased to share with you the recently released Social Media Ecosystem Report, developed by Amir Akhavan, who covers Technology, Marketing Services, and Interactive at the firm, and supported by the Interactive Advertising Bureau (IAB). In the evolving world of technology, change is a constant state, wherein todayâs news often becomes instant history. As such, this report is intended to do two things: first, to capture a moment in time, to bring its readers up to date on some of the latest developments, as brands become publishers, as advertisers seek ever more finite detail about their targets, and as users reinforce their role as kings of the hill; and second, to provide some observations about where the social ecosystem is likely to go. For more information, contact Amir Akhavan at amira@jegi.com or 212-754-0710.
State of the Media: The Social Media Report 2012NM Incite
Â
The âState of the Media: The Social Media Report 2012â jointly released by Nielsen and NM Incite, breaks down new data on how social media is impacting consumer behavior, advertising, marketing, social TV, mobile, social care and more.
a recent presentation given on improving our emergency response time by holding fire extinguishers more accountable and linking them to other life safety systems
Amp Agency - The Psychology of Social - February 2012Steven Duque
Â
Once  considered  a  fad,  social  media  has  become  the  epicenter  of online experience.  Many  social  media  users  express  a  profound  connection  to  sites  like  Facebook  and  Twitter,  while  others  prefer  smartphone  apps  like  foursquare.  Understanding  and  exploring  why  social  media  has  such  strong  behavioral  and  psychological  connections  with  users  can  help  marketers  better  identify strategies for outreach, interaction and content creation. In this report, AMP's Insights Lab has partnered with a team of psychologists and consumers to explore the behavioral and psychological philosophies that bond consumers to social media and then translate those principles into business strategies.
Social media is not a gadget, it is becoming the most powerful marketing and sales tool and you must leverage it to create value for your business. This study gives you a frame to build and improve your social media strategy, going through case studies and best practices. I would be very happy to read your comments, to answer your questions and, above all, to have your inputs to enhance the interest of this study with a conversational approach. I wish you a good reading, I am looking forward to read you too!
Social media Marketing Presentation by vaibhavjainVaibhav Jain
Â
This is a Social media Presentation made by me a few months ago with a few Basics inside the PPT. Hope it Helps you to Grow your business. the Images used here are From Search Engine's and i hereby do not Claim to be the owner of the same. This PPT is in the interest of People and the content is wholly Written by me(@followvaibhav).
JEGI & IAB Social Media Ecosystem ReportAmir Akhavan
Â
JEGI is pleased to share with you the recently released Social Media Ecosystem Report, developed by Amir Akhavan, who covers Technology, Marketing Services, and Interactive at the firm, and supported by the Interactive Advertising Bureau (IAB). In the evolving world of technology, change is a constant state, wherein todayâs news often becomes instant history. As such, this report is intended to do two things: first, to capture a moment in time, to bring its readers up to date on some of the latest developments, as brands become publishers, as advertisers seek ever more finite detail about their targets, and as users reinforce their role as kings of the hill; and second, to provide some observations about where the social ecosystem is likely to go. For more information, contact Amir Akhavan at amira@jegi.com or 212-754-0710.
State of the Media: The Social Media Report 2012NM Incite
Â
The âState of the Media: The Social Media Report 2012â jointly released by Nielsen and NM Incite, breaks down new data on how social media is impacting consumer behavior, advertising, marketing, social TV, mobile, social care and more.
a recent presentation given on improving our emergency response time by holding fire extinguishers more accountable and linking them to other life safety systems
Amp Agency - The Psychology of Social - February 2012Steven Duque
Â
Once  considered  a  fad,  social  media  has  become  the  epicenter  of online experience.  Many  social  media  users  express  a  profound  connection  to  sites  like  Facebook  and  Twitter,  while  others  prefer  smartphone  apps  like  foursquare.  Understanding  and  exploring  why  social  media  has  such  strong  behavioral  and  psychological  connections  with  users  can  help  marketers  better  identify strategies for outreach, interaction and content creation. In this report, AMP's Insights Lab has partnered with a team of psychologists and consumers to explore the behavioral and psychological philosophies that bond consumers to social media and then translate those principles into business strategies.
Social media is not a gadget, it is becoming the most powerful marketing and sales tool and you must leverage it to create value for your business. This study gives you a frame to build and improve your social media strategy, going through case studies and best practices. I would be very happy to read your comments, to answer your questions and, above all, to have your inputs to enhance the interest of this study with a conversational approach. I wish you a good reading, I am looking forward to read you too!
Social media Marketing Presentation by vaibhavjainVaibhav Jain
Â
This is a Social media Presentation made by me a few months ago with a few Basics inside the PPT. Hope it Helps you to Grow your business. the Images used here are From Search Engine's and i hereby do not Claim to be the owner of the same. This PPT is in the interest of People and the content is wholly Written by me(@followvaibhav).
Whitepaper: Social Media Influence - Applications, Metrics and TheoryTravis Stephens
Â
TL;DR Social Media influence is largely based upon a peer-presence, as people are the new medium. As a business, utilizing the knowledge that people develop certain control over your brand can be harnessed, as opposed to letting it overpower. Knowing and utilizing your metrics, a business can strategically develop touchpoints to facilitate in steering their audience.
Next Generation Social Media: Alignment of Business Processes and Social Inte...Vinay Mummigatti
Â
As enterprises try to catch up with the social media buzz, many companies are starting to realize that it is difficult to define tangible business outcomes around social media investments. Social intelligence and social analytics are new con- cepts which have the potential to help enterprises move beyond basic marketing and define a goal-oriented strategy around social media.
The next wave of social media investments will be in enterprise programs that are designed to facilitate participation in social media interactions, analyzing the data generated and taking real time actions that govern product, marketing, distribu- tion and pricing processes.
The larger ecosystem of any enterprise includes business partners, employees and customers. Each of these constituents plays an important role in processes that govern innovation, customer experience, collaboration, supply chain, talent management and overall business growth. Social media is emerging as the glue that binds these groups and creates tidal waves that can make or break the fu- ture of any company. The only way organizations can ride this wave successfully is to track the social interactions, derive events and patterns that can lead to business process improvements across different functional areas. Another aspect of social media which is internal to an enterprise is in terms of collaborative busi- ness processes where collective knowledge sharing and decision-making is greatly enhanced through social tools.
Certain emerging trends in technology such as the collaboration between social media and mobile technology providers have created a revolution in the adoption rate of social media. The confluence of social media and mobile technologies is creating upheaval not just in competitive dynamics but also across social and po- litical spheres.
The focus of this paper is to enable organizations to define a strategy around Social Media and tie it to measurable outcomes as defined by core processes that are critical to the survival and growth of any enterprise.
Understanding the Different Kinds of Beef in the MarketplaceMark Moreno
Â
The U.S. beef industry offers products that appeal to potential
customers. It accomplishes this through fresh beef identified
by different USDA quality grades (Prime, Choice and Select),
company brands and production methods (conventional, natural,
grass-finished and organic).
The taste, texture, tenderness and other properties of products
carrying these designations can vary, and marketers may
capitalize on the attributes that objectively describe their
products and their production methods. Thatâs the nature
of marketing.
It is important, though, that proponents of these types of
production methods not misrepresent their beef or beef from
animals raised conventionally. To claim conventional beef
is inferior because it contains minute additional quantities
of certain chemicals (e.g., hormones or pesticides), when the
amounts are insignificant and proven safe by science is not
appropriate. To say that grass-finished beef is superior because
it contains minute additional quantities of certain chemicals
(e.g., conjugated linoleic acid or vitamin E) when it is not
reasonably possible to eat enough to improve personal health,
also is not appropriate.
The U.S. beef industry has a wide variety of types of beef from
which consumers can choose, all of which are safe, wholesome
and nutritious. Conventional, natural, grass-finished and organic
beef are defined by production and marketing distinctions, not
by nutritional or safety differences.
http://www.beefresearch.org/CMDocs/BeefResearch/Beef%20Choices.pdf
The Facts; Busting the Grass-fed Beef MythsMark Moreno
Â
Marketing claims that grass-fed beef is healthier or
more eco-friendly are a myth. Grain-fed and grassfed
beef are defined by production, marketing and
taste distinctions, not by nutritional or environmental
differences. The No. 1 reason consumers purchase beef
is taste. Grain-fed beef, like the Certified Angus Beef ÂŽ
brand, delivers the superior taste consumers desire.
Memorandum Opinion Sysco US Foods Merger / AcquisitionMark Moreno
Â
Americans eat outside of their homes with incredible frequency. The U.S. Department of Commerce, for instance, recently reported, for the first time since it began tracking such data, that Americans spent more money per month at restaurants and bars than in grocery stores. 1 Of course,
Americans eat out at many other places, too-sports arenas, school and workplace cafeterias, hotels and resorts, hospitals, and nursing homes, just to name a few. The foodservice distribution industry supplies food and related products to all of these locations. Foodservice distribution is
big business. In 2013, the market grew to $231 billion. By some estimates, there are over 16, 000 companies that compete in the foodservice distribution marketplace.
The two largest foodservice distribution companies in the country are Defendants Sysco
Corporation ("Sysco") and US Foods, Inc. ("USF"). Both are primarily "broadline" foodservice distributors. As the name implies, a broadline foodservice distributor sells and delivers a "broad" array of food and related products to just about anywhere food is consumed outside the home.
In 2013, Sysco's broadline sales were over 40 billion and USF's were over 20 billion.
Order Granting Preliminary Injunction Sysco US FoodsMark Moreno
Â
After considering the extensive record in this matter
and the partiesâ legal arguments, the court finds that the FTC has carried its burden of showing that a preliminary injunction of the proposed merger between Sysco and US Foods is in the public interest. The FTC has shown that there is a reasonable probability that the proposed merger will
substantially impair competition in the national customer and local broadline markets and that the equities weigh in favor of injunctive relief. The courtâs reasoning is set forth in the accompanying Memorandum Opinion. Because the Memorandum Opinion likely contains âcompetitively sensitive informationâ of Defendants and third parties, Protective Order Governing Confidential Material, ECF No. 87 Âś 1, the court has issued the Memorandum Opinion under seal to allow the parties to propose redactions of competitively sensitive information. The parties shall meet and confer and present to the court proposed redactions to the Memorandum Opinion no later than 5:00 p.m. on June 25, 2015. After considering the proposed redactions, the court will issue a public version of the Memorandum Opinion on June 26, 2015.
Sysco - US Foods PROPOSED FINDINGS OF FACT AND CONCLUSIONS OF LAWMark Moreno
Â
The evidence is overwhelming that the proposed merger is intended to capture the enormous efficiencies in excess of $1 billion in cost savings that will occur when Sysco and US
Foods combine These savings will enable the merged entity to compete more effectively including by lowering prices to the benefit of their customers. With the exception of handful of suspect customer and competitor declarations procured by the FTC speculating that prices might go up there is no evidence that prices will increase as result of the
Affordable Care Act - Next Steps for RestaurateursMark Moreno
Â
Understanding the ACA and âoperationalizingâ it in a
restaurant business will be challenging. The Treasury
Department and Internal Revenue Service published final
regulations in February and March that provide the rules
by which employers will comply with the employer-mandate
and employer-reporting requirements.
Getting Out of PA-DSS Scope and Eliminating the High Cost of EMV: What you need to know
by Mike English
Executive Director, Product Development
Heartland Payment Systems
FTC Complaint Sysco US Foods AcquisitionMark Moreno
Â
Respondents areâby a wide marginâthe two largest broadline foodservice distributors in the United States and each otherâs closest competitor. Sysco and US Foods are the
only two broadline distributors with nationwide networks of distribution centers, making them the best options for customers with facilities spread across the country.
Respondents also compete fiercely with one another in numerous local areas to serve independent restaurants and other foodservice customers.
MEET THE REVOLUTIONARY VENDING MACHINE WITH TOUCHSCREEN TECHNOLOGYMark Moreno
Â
DIJI-TOUCH MAKES VENDING OPERATIONS A TOUCH MORE EXCITING. THIS INTERACTIVE MACHINE TURNS EVERYDAY SNACKING INTO A DYNAMIC VENDING EXPERIENCE.
Touchscreen TechnologyâEasy and fun to use.
Unique EngagementâEntertaining advertising and promotional content create memorable user experiences.
Remotely Monitor Machine Status and InventoryâEnjoy full analytics and reporting at your disposal.
Purchasing any technology can be confusing, and this applies to the purchase of a point-of-sale (POS) System. This document will provide you with a checklist of questions and information you should have discussed and/or documented before or as part of your purchasing process. The first document is a checklist of questions you should ask, and the second is a definition of terms for your purchase agreement. Both of these documents will help protect you and your business and help ensure that you make an appropriate
purchase from a qualified POS Systems provider. It is intended to clarify the terms of your agreement and avoid any misunderstanding on the scope or services and terms of the purchase agreement.
Bermar America Put a Sparkle into Wine by the Glass SalesMark Moreno
Â
About
We believe that wine-by-the-glass should be served as the wine maker intended, freshly hand poured from the bottle with craft.
Mission
Have you ever been served a bad glass of wine ? Our mission is to help hospitality operators guarantee that they never serve that inferior experience, and to help them create 'moments of magic' in their wine service. We believe that the art and science of wine service should strive to elevate the wine experience to maximize enjoyment.
Description
At Bermar America we believe that wine-by-the-glass should be served fresh, and hand poured with craft just as a wine maker intended. We are committed to helping wine professionals create these ' moments of magic' with their wine service, and deliver the finest quality wine experience for their guests, . We provide our unique high precision wine preservation technology , Le Verre de Vin and Pod ...
General Information
Wine Preservation Systems and a company that stands for quality, service, education, and great wine!
a retrofit device developed by The
Madison Energy Group and a leading product
development company which reduces the energy
consumption of commercial grade coolers and
freezers.
Commercial refrigerators waste 15-30% of their
energy on up to 60% more cycles than necessary to
maintain food temperature at the appropriate
level.
Thermostats measure air temperature instead of
food temperature (air is less dense and fluctuates
significantly more
Reduced CO2 emissions
Reduced energy consumption
Endorsed by the Green Restaurant Association
@MadisonEnergy
Restaurant Trends 2014 by Restaurant BriefingMark Moreno
Â
Hudson RieHle, Senior VP, Research & Knowledge Group, National Restaurant Association, predicts that the oPeRATinG enViRonMenT FoR ResTAuRAnTs in 2014 will continue on the same positive â but modest â growth path. âOverall, weâre certainly not looking at a rebound to prosperity, but things are headed in the right direction. Last year was the fourth consecutive year of growth for the restaurant industry, although modest. Moving into 2014, economic indicators such as real domestic product, real
disposable income, and employment growth remain positive.â Employment growth â which Hudson says shows signs of being somewhat higher in 2014 â is especially key for the industry because even a small uptick in employment translates into a greater ability for consumers to spend in restaurants.
Food & Water Watch Comment on Proposed Sysco US Foods MergerMark Moreno
Â
Washington, D.C. â In response to the latest news of giant food corporations seeking to further consolidate, Food & Water Watch demanded that the U.S. Federal Trade Commission undertake a thorough and comprehensive analysis of the proposed merger between the two biggest U.S. foodservice distribution firms: Sysco Corp. and US Foods Holding Corp. These companies deliver food to restaurants, schools, hotels and other cafeteria and hospitality establishments.
In a letter sent yesterday to FTC Bureau of Competition Director Deborah Feinstein, Food & Water Watch outlines several antitrust concerns with the proposed corporate union that deserve close scrutiny; requests the agency to oppose the early termination of the antitrust review and urges federal regulators to extend the merger waiting period to thoroughly review the implications of the proposed merger. Food & Water Watch http://www.foodandwaterwatch.org/pressreleases/food-water-watch-slams-sysco-us-foods-merger/
Interesting mobile option to engage customers. Opt4Text⢠is the premiere custom Mobile Marketing provider for your business. Text message marketing instantly connects your brand with your audience. The best part is that your message is as relevant as the moment you hit the send button.
You can link to a mobile website to utilize pictures, videos, songs or ringtones! No longer are the days of expired coupons or wishes that you were able to tell your audience about a emergency or special. It's time to call your audience into action!
HOUSTON, TX and ROSEMONT, IL â December 9, 2013 â Sysco Corporation [NYSE: SYY] and US Foods today announced an agreement to merge, creating a world-class foodservice company. The total enterprise value of the transaction is approximately $8.2 billion and the combination has been approved by the Board of Directors of each company.
One chefâs knife has been a champ in our kitchen for nearly two decades.
Can any other blade come close to offering what it doesâand at a bargain price?
by Hannah Crowley
Therma-Tek Range Corporation may appear to be a new company in the market, but our tradition and combined experience spans more than 100 years. The owners are seasoned professionals in the design, development, manufacture and sale of commercial foodservice equipment. After selling and re-capitalizing their prior company; which was another well known and established manufacturer of residential and commercial cooking equipment, the owners decided to continue their tradition of success in manufacturing the highest quality foodservice cooking equipment with the formation of Therma-Tek Range Corporation. Our products carry this experience behind them, which sets them far ahead of our competition. The company represents quality, strength and performance, backed by unparalleled warranty and continued service. We carry a reputation in the marketplace for developing and delivering quality, value conscious, innovative products in a timely manner. We continuously emphasize research and development, as well as cutting edge product development, with a close understanding of market trends and needs.
Mercerâa company name highly regarded in the culinary
tradeâis synonymous with quality, professional cutlery. A leader in the commercial market for more than 30 years, and the predominant supplier to more than 90% of culinary academies
in North America, Mercer brings you the finest tools used by
the industry.
World renowned commercially, Mercer historically supplied culinary education and professional chefs who have come to rely on the company for its distinct product offerings. Working closely with chef educators, chefs, and the leaders in this industry, Mercer constantly develops and expands its product lines to fulfill their needs. As the trend in the culinary arts continues to gain popularity, Mercer's new product offerings have allowed the company to expand its brand from the broadening professional base and to crossover into the consumer market. The ever-more-sophisticated home consumers are seeking those products used by the professionals. With a growing business in retail cutlery through gourmet, specialty, and department stores, Mercer's products are squarely positioned as high quality professional grade, but with a distinct value advantage.
The hallmark of Mercer's cutlery: exceptional quality in materials, unique design, and dedicated craftsmanship, honed to the exacting performance needs of the discriminating chef makes our products the undeniable choice for the professional and the enthusiast. Mercer is committed to delivering products and services that you can build on and
grow with.
Mercer Cutlery is a division of Mercer Tool Corp. This third generation family business which began as a small industrial company has evolved into a corporation with two distinct product ranges: Mercer Abrasives (www.mercerabrasives.com), the original industrial division offering bonded abrasives, coated abrasives and related products; and Mercer Cutlery, offering professional quality culinary tools and sets.
Today, Mercer's corporate commitment is summarized in these five words: Quality, Performance, Delivery, Service, and Price. The company will continue to offer products people know, use, and trust.
If you have comments, questions, or suggestions about Mercer, this website or any of our products, please e-mail us at: info@mercercutlery.com
Mercerâa company name highly regarded in the culinary
tradeâis synonymous with quality, professional cutlery. A leader in the commercial market for more than 30 years, and the predominant supplier to more than 90% of culinary academies
in North America, Mercer brings you the finest tools used by
the industry.
World renowned commercially, Mercer historically supplied culinary education and professional chefs who have come to rely on the company for its distinct product offerings. Working closely with chef educators, chefs, and the leaders in this industry, Mercer constantly develops and expands its product lines to fulfill their needs. As the trend in the culinary arts continues to gain popularity, Mercer's new product offerings have allowed the company to expand its brand from the broadening professional base and to crossover into the consumer market. The ever-more-sophisticated home consumers are seeking those products used by the professionals. With a growing business in retail cutlery through gourmet, specialty, and department stores, Mercer's products are squarely positioned as high quality professional grade, but with a distinct value advantage.
The hallmark of Mercer's cutlery: exceptional quality in materials, unique design, and dedicated craftsmanship, honed to the exacting performance needs of the discriminating chef makes our products the undeniable choice for the professional and the enthusiast. Mercer is committed to delivering products and services that you can build on and
grow with.
1. Social Media update: Five Social Media Strategies for Restaurants
Social Media update:
Five Social Media Strategies
for Restaurants
keeping foodservice executives current on industry developments
I
By Erik Thoresen, met with the creative director at one of the leading ânew mediaâ agencies in 1999
Director of Product Innovation in the uncertain months leading up to 00:00:00, January 1, 2000. At the time, ideas
about the post-Y2K world and the advent of new media captured the lionâs share of
headlines in the tech arena.
T years ago, new media began paving the way for what we now call âsocial mediaâ and
en
Web 2.0. The nearly ubiquitous term âWeb 2.0,â coined way back in 1999 by author Darcy
DiNucci, envisioned many of the characteristics of todayâs social media platforms.
Back in the late-1990âs, there was a surplus of white papers on the future of online media
and the new doors that would be open to consumers and businesses alike. Today, a quick
Google search for the term âsocial media white paperâ turns up about 177,000 unique
hits. A slightly modified search for âsocial media blogâ yields nearly 1.67 million hitsâ
clearly a sign of the times. In 1999, the growing consensus was that the impact of new
media on âbusiness as usualâ would be immense. Today, in a world where Internet traffic
is dominated by social media sites, it is hard to disagree that it has turned out that way.
But, as anyone in the restaurant industry who subscribes to marketing or technology
email groups would tell you, the world has enough white papers on social media. With
that in mind, the goal of this white paper is to focus specifically on the strategies that
todayâs operator can use to enhance âbusiness as usualâ through social media.
With such rapid technological development, it is not clear whether social media will
literally âchange everythingâ as new media did, or if all the buzz will someday be buried
alongside the remains of the Y2K doomsday predictions.
What is clear is thisâthe social media phenomenon is on the move. T put things into
o
perspective, it took radio 38 years to reach a total audience of 50 million. It took television
13 years; the Internet four; the iPod three. Facebook hit an audience of 50 million in two
years and has increased 50% to about 300 million users in the last six months alone.
The Social Media Opportunity for Restaurants
The reach of social media is widespread and growing rapidly. The emergence of social
media offers restaurants the unprecedented chance to listen in on what others think
about your organizationâto monitor your restaurantâs âbrand pulseâ in real time, gain
qualitative consumer insights, track responses to marketing programs/promotions,
and create a better understanding of your brand champions. Moreover, social media
November 2009 platforms offer restaurants a low-cost alternative to traditional media for promotional
and brand-building initiatives.
Š 2009 All rights reserved. continued on following page
1
2. Social Media update: Five Social Media Strategies for Restaurants
Social Media Headlines
Before we explore the five social media strategies for restaurants, letâs look at several
noteworthy trends in social media currently making the headlines.
ď§ Transforming employees and customers into partnersâSites like Facebook,
MySpace and Twitter offer a communication platform for those who interact
with your restaurant and can impact the brand on a local level.
ď§ Formalizing social mediaâs roleâCheck out any major job board to see
the variety of positions available and assortment of goals attached to new
roles in organizationsâranging from intern to senior vice presidentâ
that address the growing presence of social media. These positions are
sure to evolve in step with innovation in social media platforms.
Just a few social media examples ď§ Top leadership joining the conversationâLed in part by early blogging
linked to the food industry: efforts by McDonaldâs in the area of corporate social responsibility, more
top executives are using social media platforms to reach the general public.
ď§ Explosion of social media monitoringâTracking campaign effectiveness is
a growing business, with services and applications dedicated to the major
platforms. Examples include Inside Facebook (which tracks Facebook
metrics), Technorati (focused on blogs) and Twitter Counter (a Twitter
tracking application).
Strategy #1âGetting the Attention of an expanding User Base
Most operators with a social media presence pursue the goal of growing the number
of âfansâ or âconnectionsâ that they have with consumers. While promotions and
links can help build an operatorâs social media base, many are also benefiting from the
rapid pace of growth of social media penetration.
New survey data released by TNS and The Conference Board show a substantial 16
percentage point increase in just a yearâs time in the proportion of Internet users who
visit social media sites. In Q2 2008, 26.7% of U.S. Internet users surveyed said that
they visited social media sites. The percentage grew to 42.7% in Q2 2009.
The base of users of major social media sites is changing each day. For example, the
fastest-growing group of Facebook members is older adults. The base of 18- to 25-year-
olds represents more than a third of users, but has only grown 15% in the past year. In
contrast, 26- to 34-year-olds are about a quarter of users, but numbers in this age group
have doubled within a year. And older age groups (ages 35 to 65) have seen annual
growth rates of 300% to 500%--in part due to their relatively small base.
Adults and younger people use social media in somewhat different ways. For every age
group, the #1 usage is staying in touch with friends. However, significantly more teens
than adults employ social media to make plans with their friends (72% versus 57%).
This is directly relevant to the restaurant industry, since many of those plans made in
the online world for meetings in the real world involve restaurant occasions.
Strategy #2âDesigning a Social Media-Aware Organization
Social media platforms are becoming more than just a consumer trend. A recent
study by the Association of National Advertisers (ANA) found that 66% of marketers
utilized social media in 2009, compared to just 20% of marketers in 2007. The top
social media sites being used by companies include:
ď˘ Facebook (74%)
ď˘ YouTube (65%)
ď˘ Twitter (63%)
ď˘ LinkedIn (60%)
Š 2009 All rights reserved. continued on following page
2
3. Social Media update: Five Social Media Strategies for Restaurants
The reality is that more and more B2B social media opportunities exist today.
Developing expertise and fluency in these major social media platforms is a good
first step in developing a social media-aware restaurant organization.
Strategy #3âGiving Power to the People Without Hindering
Brand Power
In one of the first issues of the tech-savvy magazine Wired, the author of an article
entitled Where Is the Digital Highway Really Heading? mused:
âLife in cyberspace seems to be shaping up exactly like
Thomas Jefferson would have wanted: founded on the
primacy of individual liberty and a commitment to pluralism,
diversity, and community.â
This was back in 1993. The idea that intensification of personal communicationâ
through emails, text messages, tweets, blog posts and YouTube videosâwill impact
the power of brands is not new. However, the game has changed, from counting
page hits to hitting the right social networks. Media mogul Rupert Murdoch
recently shared his perspective on this shift:
âTechnology is shifting the power away from the editors, the
publishers, the establishment, the media elite. Now itâs the
people who are in control.â
For restaurants, protecting and promoting your brand in the social media space
should not focus on what others say about your brand, but instead on building a
strong brand presence on the major social media platforms.
Strategy #4âDedicating Human Resources
Check out Smokey Bonesâ national website at smokeybones.com. It immediately
asks visitors to enter their zip code to be directed to a local website. Each unit has
its own microsite, Facebook and MySpace page. An employee at each restaurant is
designated as âweb hostâ and is tasked with updating the social media sites regularly
with photos and news about the restaurant and its eventsâalong with his or her
own personal information and opinions.
Identify someone to lead your restaurantsâ social media initiatives on a corporate
level. Also, consider identifying unit-level leaders. An internal social media expert
at the executive level should:
ď§ Be fluent in core social media platforms.
ď§ Understand platform development and integration.
ď§ Translate measurements and tactics for integration in strategic planning.
ď§ Guide others in using social media and act as a source to mediate conflicts
and assist with execution.
Although designating individuals in the organization as social media ambassadors
represents an investment in both time and resources, the impact is twofold. First,
it helps formalize your organizationâs strategy around social media. Secondly, this
investment allows your organization to connect and interact with customers.
Š 2009 All rights reserved. continued on following page
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4. Social Media update: Five Social Media Strategies for Restaurants
Strategy #5âProviding Guidelines for Success
This spring, Pizza Hut placed a highly publicized ad for a summer âTwinternâ tasked
with the full-time job of collecting and sharing insights and experiences via blog,
Twitter, Facebook, YouTube and emerging media.
With more businesses joining the social media conversation and an expanding base of
employees empowered to engage in social media activities on behalf of the restaurant
(whether chain or independent), the need for guidelines is apparent. Some basic
guidelines include:
ď§ Identify ground rules about sensitive information, including content related to
competitors.
ď§ Encourage creativity, but give employees specific details about what they can
and cannot do.
ď§ Focus content on relevant information that reflects positively on your restaurant
brand and associates.
Within large chain restaurants, formalized internal policies are increasingly required.
IBM began a formal push in 2005 to encourage its employees to participate in the
blogosphere. A useful benchmark for balancing corporate control with the open nature
of social media can be found on the IBM social computing website (www.ibm.com/
blogs/zz/en/guidelines.html). Another resource is the UKâs Chartered Institute of
Public Relations Social Media Guidelines (www.cipr.co.uk/socialmedia/).
IBMâs guidelines are preceded by this statement: Below are the current and official
âIBM Social Computing Guidelines,â which continue to evolve as new technologies and social
networking tools become available. Social media policies should embrace collaboration and
creativity while reminding employees, âDonât forget your day job.â
Final Thought: Develop a Roadmap and Be Ready to
âRecalculate Routeâ
There are four basic questions a restaurant organization should ask when developing a
strategic social media roadmap:
ď§ What platforms make the most sense for our organization to have a presence?
For which ones should we just âlisten in?â
ď§ In what ways can the organization systematically track social media
âconversationsâ and the effectiveness of social media initiatives?
ď§ How can we internally implement a system that allows us to continuously learn
and adapt to changes in social media technology?
ď§ How will our organization define success in social media?
In an age of widespread use of GPS navigation, the notion of ârecalculatingâ your route
is nothing new. The same technique should be applied to social media planning. Rapid
growth of one platform may lead to new opportunities to integrate campaigns into
another (i.e. linking YouTube content through Facebook). And while Facebook and
Twitter rule the roost today, reinvention and redefinition are the very nature of social
media technology. In other words, keep an eye out for the next big thing.
next steps
To receive a preview of the preliminary results from our upcoming consumer survey research
on social media, contact Erik Thoresen at 312-506-3854 or ethoresen@technomic.com.
Š 2009 All rights reserved.
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