Top 10 Reasons Not To Hire Me

1.       You’re not interested in real results; you just want your ego stroked.

2.       You’d rather just act like my friend by hanging around me and hope to get free advice.

3.       You can’t stand the truth that your problem may be you.

4.       You’re business is perfect just the way it is.

5.       Your spouse does that job.

6.       Your kids do that job.

7.       You have a friend helping you who used to be in the business.

8.       You don’t have the time to devote to working on your business because you’re too busy working in it.

9.       You have plenty of profits.

10.     You have no profits.

What other excuses have you been coming up with not to call and have me help you take your business to the next level?

Call me to discuss your opportunity for free. 877-535-2324

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Top 10 Reasons Your Management Bonus Program Is Crap

1.       You’ve created nothing more than another way for managers to game the system.

2.       You’ve based it on absolutely nothing that makes any real impact on your business goals.

3.       You’ve not grounded it in your businesses core values.

4.       Your focus isn’t on growing better people but growing better profits.

5.       You reward anyone who can blow mist on a mirror.

6.       You’ve not tied it to specific growth and performance goals for each individual manager.

7.       You reward behaviors that are already part of the manager’s job description.

8.       You have one only because everyone else has one too.

9.       You give the same amount to every person at each level based on group criteria.

10.   You give them out even though your business isn’t profitable.

10.5  You haven’t changed it in more than 2 years even though your management ranks have turned over 70+%

10.6  You relied on your HR manager’s survey of other companies and their best practices to tell you what your people need.

10.7  You don’t have an HR manager so you bought that HR kit in a box that told you what your people need.

10.8  You have no measurement in place to determine the effectiveness or level of engagement that the program encourages or discourages.

Call me and I can help you design an effective bonus program that gets real results for your people and your business. 877-535-2324

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The Yin and Yang of Restaurant Marketing

I have long been an opponent of operators using coupons and discounts to try and build their businesses for multiple reasons.

• They accept lower margins as an accepted way of growing the business.
• They force you to compete solely on price.
• They focus on short term results.
• They create a situation (I compare it to a drug addiction) that requires you to constantly seek out bigger better deals in order to simply maintain existing traffic levels, let alone build them.
• They take away your ability to compete on any perceived value differentiation.
• You become a commodity in your market area and susceptible to any differentiated brands that exist or enter your market area.
• You are forced to match competitors pricing without regard to your cost or profit structures.

The list goes on and on.

So in believing as I do, I am quite frequently asked what the alternative is. I used to be surprised at this question until it was asked of me in so many situations and circumstances and by so many operators that I now expect it will be asked every time I talk about restaurant marketing to anyone and everyone.

Therefore, I am going to try and qualify my position here by outlining the only two restaurant marketing philosophies that exist. And while some may comment that these also apply to most any business or industry, while this may be true, I am a restaurant (food service) consultant and only work with food service operators. I don’t care about retail strategies (they don’t work in food service) or manufacturing or consumer goods marketing simply because their product and ours is totally different. They sell products, we sell a social experience.

There are only two types of restaurant marketing philosophies.

1. Transaction Based Marketing (TBM)

Transaction Based Marketing is marketing done to maximize sales to guests solely through a focus on increasing the number and amount of customer transactions. This can be done through a segmented focus or not. No past, present or future relationship with the guest is demanded or leveraged.

This is basically ‘push’ marketing designed to promote impulse buying through an emphasis on only price. You have an offer or deal (coupons or discounts) you want to ‘push’ out to as many people as possible with an expectation that they’ll use it thereby driving as much traffic into your business as possible as immediately as possible. This is a short-term tactic and requires more and better offers or deals to both maintain existing traffic levels and to increase them over the long-term. This type of strategy is also supported by utilizing frequency schemes disguised as loyalty programs wherein the customer accumulates points towards future discounts.

TBM is expensive because it focuses on both aspects of pricing strategy, cost and profit, at the same time. Costs for executing this type of program run between 10 - 20+% of sales or higher due to the actual production costs, medium delivery costs, discount costs and a very important lost opportunity cost for sales and profits that would have occurred if you had not discounted your products but sold them for full price and typically have lower ROI’s.

An example of this would be an operator who email blasts a ‘Buy-1-Get-1-Free’ (BOGO) offer to everyone in his email database. The campaign is focused on a specific menu item or groups of items and is not segmented to go to particular groups within the database that may have indicated an affinity for that particular item or group of items.

2. Relationship Based Marketing (RBM)

Relationship Based Marketing is marketing done to maximize the guest relationship with the business and its brand with a desire to increase the lifetime value (LTV) of each guest instead of a per transaction approach. This type of approach is highly segmented as it attempts to match guests who prefer to interact and develop a deeper and more complex relationship with the brand on a social basis other than price.

These are the guests who desire more perceived real value from the guest experience. They are more social in nature and require that the brands with which they interact offer some degree of social relevance to their lives in order to maintain their patronage and loyalty. The idea being that if you can insert your brand into a guest’s life and make it a habit for them to visit you due to a unique social interacti0on or situation that can cement them to your brand, it will increase not only frequency but derive true loyalty that leads to increased positive word-of-mouth, buzz and ultimately guest referrals.

Examples of these types of social interactions can be cooking classes, wine tastings, social gatherings (Tweetups) , networking or business group meetings, entertainment, family outings, civic events, cause marketing efforts, etc…

Relationship Based Marketing is relatively inexpensive compared to the heavy transaction costs and lower margins associated with TBM and has a much higher ROI. Instead, the focus is on creating a perceived value in the mind of the guest which correlates to similar social preferences or values that the guest holds. No items are discounted and segmentation of the brand’s messages is more natural and more aligned with guest social preferences and values. While a great example of this is Social Media Marketing efforts, individual efforts can include promoting local and organic ingredients, healthy menu items, green efforts, a more highly defined food culture or culinary experiences, high profile chef’s, premium or unique wines or beverages, greater levels of hospitality, more meaningful personal interactions between guests and staff or operators, community causes or connections, business associations or partnerships, etc…

Guests really don’t want lower prices, they want value.

People still believe, “you get what you pay for”.  So as the world grows more and more social and each of us requires more value and more interaction with the people and brands we interact with, it becomes increasingly necessary for businesses to offer real value in the guest experiences by connecting with guests on a more social level at all touch points possible. Simply using the old couponing and discounting tactics of years gone by does not, in any way, help accomplish the businesses goals of growth and success. Looking at each guest as a transaction instead of engaging them in a real relationship simply doesn’t make economic sense any longer and even group and chain exec’s are admitting it publicly.

It cheapens the real and perceived value of the product, the service and the business overall and makes it more likely that the guest will not be loyal to anyone other than the business with the lowest price.

Is that the business you truly want?

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5 Ways to Improve Your Leadership Abilities Through Communication

Harvard Business Publishing recently reported on “The 10 Most Common Leadership Shortcomings.” Below are five of the 10 shortcomings you can instantly avoid by improving your communication skills. Your leadership abilities (and your job) could depend on how effective you are at inspiring and communicating with your team.

Lack of energy and enthusiasm.

If you’re not jazzed about what you’re saying, how can you expect your listeners to be? Energy and enthusiasm can’t be sparked by a melancholy leader. When you have a hard time getting pumped about a topic, you must trick your mind and use emotional transfer. Before you speak, use anything that can trigger (or anchor) a positive emotion. Listen to the Rocky theme song. Put pictures of your kids next to your notes. Watch your favorite “Family Guy” episode on Hulu. Use anything that makes you feel energized. Then, work on transferring your emotional state when you speak. Therefore, what you’re saying comes from the words in your presentation, and how you are saying it comes from your emotional transference.

Lack of clear vision and direction.

In “Field of Dreams” we heard, “If you build it, they will come.” When it comes to leading a group, “If they see it, they will follow.” Almost 90 percent of our brain’s sensory input comes from visual stimuli. If you are able to clearly paint a picture of the goals you want to reach, your team instantly will see the future they are working towards. How will their day-to-day life be different (better) if they achieve the goal? How will the company change and improve? What feelings will they feel after the accomplishment? Be as clear and detailed as necessary.

Don’t collaborate.

Part of motivating a team is empowering them to take on more responsibilities. Successful collaboration requires good communication. Improve your collaboration skills by clearly defining the desired end result, develop and agree on processes and responsibilities, and ask for feedback, and communicate with all parties throughout the process.

Resist new ideas.

Sometimes communicating is shutting up. Leading and motivating are not about dictating. As amazing, wonderful, and smart as you are, you don’t have all the answers, but your team might. You may never learn the fantastic solutions your team has to offer if you keep talking. It’s understandable that you don’t want every meeting to be a lengthy brainstorming session. Therefore, you must remember to be structured in how you ask for ideas. Pose a problem, allow everyone to jot down their ideas and then let each person suggest one of their best ideas. You can even go through a similar process via e-mail. This way you are not setting up unnecessary meetings. Your team will feel motivated and empowered knowing their ideas are heard. And when one of their ideas is used, you instantly increase your employee engagement and productivity.

Lack of interpersonal skills.

While this is a very general statement, no one can deny that interpersonal skills play a big role in leadership abilities. Perception is key. If you are perceived as a grump, then your team will keep their distance and avoid conversations with you. If you are perceived as welcoming and interested, then you probably will get more collaborative success out of your team members. In order to be perceived as relatable, practice keeping your body language open and engaged. Your team will feel closed off from you if you tend to lean back in your chair, cross your arms, and sit silently stone-faced. Instead, lean slightly forward with your hands above the desk. Smile slightly while listening and occasionally nod your head in acknowledgement. Your team will feel like you care and are giving them 100 percent of your attention, which is much better than the alternative.

You might be thinking, this is all fairly obvious information. Everyone knows to avoid these problems. Before you disregard this information, take a look at what the surveyors also discovered: “…the ineffective leaders we studied were often unaware they exhibited these behaviors. In fact, those who were rated most negatively rated themselves substantially more positively.” In order to improve your leadership abilities, you need to check your ego at the door and routinely ask for honest feedback. Otherwise, you might be making detrimental mistakes and not even know it.

Shari Alexander is a business presentation strategist who helps professionals achieve business goals through strategic and influential communications. As the owner of Presenting Matters, she works with executives, professional speakers, along with other organizations and individuals that want results-driven business presentations. Alexander is available for keynotes, seminars, coaching, and consulting. You can reach her at 918-346-8506.

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Top 10 Reasons You Too Could Be A Restaurant Marketing Guru

1. You think that retail strategies work for restaurants.

2. You have never operated, owned, created, conceptualized or managed a restaurant, but know how to create a successful one simply because you eat out a lot.

3. You have experience working in a chain marketing department and had a really big budget.

4. You know how to brow-beat people into submission using fear and extortion until they sign you over $20k to do nothing more than to stop harassing them.

5. You have a really cool looking eBook and accompanying website.

6. You call yourself an ‘expert’ or ‘guru’ in your own marketing.

7. Your entire business philosophy is based on couponing and discounting more than your competitors.

8. Your entire marketing philosophy is based on giving away food for free.

9. You are a former server, bartender, host, busboy, dishwasher, cashier, waitress or manager who is just waiting for the right job to come along.

10. Everybody else is doing it so why not you too?

Did I miss anything?

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Jeffrey and Gary Host “Hospitality 101″ on BlogTalkRadio

The RCS Monthly Operator’s Conference Call is now “Hospitality101″ and will appear as a WEEKLY program on BlogTalkRadio.

“H101″ as we call it, is a free, 1-hour, weekly informational program where myself and co-host Gary Tripp, cover all the issues that affect the restaurant industry as well as your questions about your specific business. We address a wide range of topics including Social Media, Marketing, Menu Engineering, Leases, Mystery Shoppers, Cost Controls and other operational issues for restaurants, caterers, hotels, cafeterias, fast food, QSR’s as well as casual and upscale fine dining.

To have your questions answered on air, please submit them along with any issues you want to be discussed by using the link below.

The call-in number and listening instructions can be found here.

The calls are scheduled every Tuesday, from 2-3pm C.S.T.

Upcoming Dates & Topics This Month Include:

June Is Restaurant Marketing Month on “H101″

June marks the half-way point in the year, so it’s THE time to take a look at your marketing efforts and begin to adjust your strategies for increasing your businesses performance during the last half of the year.

• June 9^th, 2009 Topic: Better Restaurant Marketing
• June 16th, 2009 Topic: More- Restaurant Marketing
• June 23rd, 2009 Topic: More- Restaurant Marketing
• June 30th, 2009 Topic: More- Restaurant Marketing

To register yourself and to submit questions or issues about your specific opportunity or business, go here!

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Federal Card Check Update

There is a chance that at the federal level, an Employee Free Choice Act (EFCA) vote could occur in June and we believe it is important for your U.S. Senators to continue to hear from you regarding EFCA.

This week U.S. Senator Tom Harkin (D-Iowa), a key proponent of EFCA, indicated that he may bring the original bill (S. 560) to a vote on the U.S. Senate floor if progress is not made on a potential compromise.  Several EFCA-related compromises have been floated but have not resonated including:  increased union access to worksites, and quick union elections (over a 10-14 day period) which significantly hampers the ability of employees to hear a balanced perspective from the union AND the employer.  Senator Harkin is trying to spur action on EFCA or an EFCA-related compromise, and we must remain engaged.

Tell California U.S. Senators Barbara Boxer and Diane Feinstein to oppose EFCA and that these rumored compromises are just as bad as the original bill.  Your continued emails, letters and phone calls have and will continue to make a difference!  Talking points on EFCA and some of compromise concepts are below.

The National Restaurant Association (NRA) and the business community are taking the U.S. Senator’s comments very seriously.  As talks of compromise continue, NRA will remain engaged, and help refine messaging. For now we encourage you to reinforce your opposition to EFCA and these early compromise concepts.

Background:

Under the “Employee Free Choice Act” (EFCA), H.R. 1409 and S. 560, employees effectively lose their right to private-ballot elections. While Congress has been hearing opposition from you and the entire Restaurant Action Network this year, please continue your communications to your lawmakers urging them to vote “no” on all votes related to EFCA.

Effect on Restaurants:

This legislation could fundamentally alter the workplace. Under the bill, employers would be required to recognize a labor union if a majority of employees signs cards saying they want to join. Workers would lose their current right to a private ballot vote when determining whether or not to participate in a union. Employers and employees would also have all wages and working conditions determined by a federal arbitrator under a binding two-year agreement.

HOW YOU CAN HELP!

1. Go to the Restaurant Action Network at www.restaurantactionnetwork.org and email your U.S. Senators and Representatives.  Login to the network and follow to the card check action alert and tool kit.  Send an email to your personal elected officials. Urge opposition to H.R. 1409 and S. 560.

2. Call Your Members of Congress: Specifically urge your members of Congress to vote “no on cloture” on the Employee Free Choice Act. Urge them to vote “no” on all votes related to the bill.

As always, let us know what actions you have taken and we can thank you for your efforts!

When taking action, please refer to the following talking points:

Again, please specifically urge your members of Congress to vote “no on cloture” on the Employee Free Choice Act. Urge them to vote “no” on all votes related to the original bill.

* Retention of the current federally-supervised private ballot process is critical to protecting working families from coercion or intimidation from union representatives, employers or both.
* The authorization card or “card check” process proposed under the Employee Free Choice Act denies workers their right to a private ballot vote when deciding whether to join or not join a union.
* The bill also includes extremely harmful “binding arbitration” language that would allow a federal arbitrator to unilaterally establish wages, health benefits, etc. for small businesses if the employer and the union don’t reach agreement within 90 days of a union being established.

Talking Points on Rumored “Compromise” Themes:

* Quickie Elections - A “quickie election” compromise would impose a limited timeframe to complete a secret ballot union recognition election. A short time table can virtually eliminate an employers’ ability to provide employees with adequate information about the union, respond to the union’s comments or unionization generally. Such a scheme allows professional union organizers to “campaign” for months, while providing employees with limited - if any - time to hear from their employer about potential downsides to unionization.

* Mail-in union authorization cards.  The National Labor Relations Board (NLRB) currently uses mail-in ballots in place of secret ballot elections held on the employer’s premises in rare circumstances where “eligible voters are scattered . . .  over a wide geographic area” or are otherwise “not present at a common location at common times” - and only then after considering various other factors.  NLRB career staff has mentioned several problems with the mail-in ballots, including “the potential interference by any party in a mail ballot situation…”  To top it off, statistics substantially lower participation rates by potential voters in mail-in ballots than in secret ballot elections

* ”Last best offer” arbitration.  While this differs somewhat from the original EFCA, binding arbitration still gives a government bureaucrat the ability to impose a labor contract—wages, hours, work rules, pension, etc—on American entrepreneurs.  Moreover, in choosing which offer is the most reasonable, the arbitrators will look to other unionized employers in the industry.  For example, if you are an auto maker, your offer will be compared to Ford, GM and Chrysler’s contracts, not their nonunion competitors.

For more information on this issue, please visit the business community’s Coalition for a Democratic Workplace (CDW) website at www.myprivateballot.com <http://www.myprivateballot.com/> .

Questions? Please contact Tim Ehlert at the National Restaurant Association (800) 424-5156, or email tehlert@restaurant.org.

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