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August 9, 2024by David Klemt David Klemt No Comments

Text, Email & Social Media Marketing

Text, Email & Social Media Marketing: Which is Best?

by David Klemt

Text-message marketing versus email marketing: which is best for your business?

One of the key topics that SevenRooms addresses in the first of their annual trends report is how operators can make the most of their marketing efforts.

Today, the primary marketing channels are text/SMS, email, and social media. An operator needs to understand their guests to know which will be most effective for their business.

Or, more accurately, an understanding of one’s guests is the key to leveraging a mix of those channels effectively.

An operator must consider their target audiences, and how they tend to engage with brands. Further, consideration must be given to people’s relationships with their phones.

As a real-world example, one of our clients’ guest pools skews significantly toward Baby Boomers. When discussing marketing strategy, the client expressed a concern when text marketing came up. They stated that their older guests would likely push back against this form of marketing.

However, no generation is a monolith. Therefore, I’ll be speaking in generalities when it comes to generational cohorts and their behavior.

Marketing Channel Engagement

Generally speaking, younger generations don’t seem to find text marketing invasive. Younger consumers are also used to engaging with and discovering brands and businesses via social media.

In contrast, an operator may find that their older Gen X and Baby Boomer guests prefer email marketing. It’s important to bear in mind that older generations also consume social media content. For example, SevenRooms findings show that 24 percent of Gen X and Baby Boomers can be influenced to visit a restaurant via F&B posts. However, these generations appear to engage with menu posts from restaurants they already follow.

That last bit of information tells me that older guests follow restaurants they’re considering visiting or have visited previously. Per SevenRooms data, the same goes for Millennials. That said, 43 percent of this generation are influenced by posts that showcase a restaurant’s personality.

Interestingly, just over half of Gen Z is influenced via video content from businesses they don’t already follow. These accounts are pushed to them via a platform’s engagement and discovery algorithms.

With the caveat that I’m painting different generations with broad strokes, posts that show off the menu may work best to engage older consumers. Posts that illustrate the personality of a brand and its team may resonate best with Millennials, and video content is king for grabbing the attention of younger consumers.

Businesses targeting a mix of consumers will want to develop a varied social media strategy. Content should consist of still photos and video that show off menu items, team members, and what guests can expect during a visit. Engagement will show an operator which posts are resonating the most with their followers and guests.

So, which marketing channel is best? All of them, when combined strategically.

An Effective Mix

Speaking of developing an effective strategy, SevenRooms asked operators about their social media marketing results.

Since the point behind marketing is to increase bookings to boost traffic and revenue, SevenRooms looked into which social media content achieved the best results.

Nearly 40 percent of operators surveyed said that organic posts result in the most bookings. This is followed by paid social media advertising, at 33 percent. Just over a quarter of operators surveyed pointed to influencer content as driving the greatest number of bookings.

One percent of operators say they don’t track their social media marketing results. For obvious reasons, this isn’t part of a winning strategy. If the results of an operator’s marketing efforts can’t be tracked, how can they know what works, and if they need to change an element of their strategy (such that it is)?

Nuance

As SevenRooms makes clear in their 2024 Restaurant Trends and Diner Expectations report, a multi-channel marketing strategy is a key to success.

Results will boil down to more than texting younger consumers and emailing older consumers. SevenRooms suggests what we at KRG Hospitality would also recommend: nuance.

An actual strategy is necessary, and that means being intentional with each marketing channel.

For context, an operator is likely best served to keep marketing text messages short. So, think reservation availability due to cancellations or no-shows. Email is a marketing channel best suited to longer messages. When it comes to social media marketing, a restaurant or bar’s social accounts should be viewed as relationship-building avenues.

In closing, an operator’s multi-channel marketing strategy requires a multi-pronged approach. Each channel must be leveraged differently. Text marketing shouldn’t be used the same way as email marketing messages, and neither should be used in the same way as a brand’s social accounts. When it comes to those accounts, a mix of posts is most effective for reaching different types of consumers.

The real keys are for operators to know who they’re targeting, track their marketing efforts, and develop an understanding of their guests. Throwing things against the wall to see what sticks just creates a mess; operators must be intentional in their marketing and operations to convert guests and achieve long-term success.

Image: Andrea Piacquadio via Pexels

March 14, 2023by David Klemt David Klemt No Comments

SevenRooms Email Marketing Integration

SevenRooms Introduces Email Marketing Integration

by David Klemt

Today, SevenRooms announces a new marketing innovation that integrates with the platform’s Automated Email feature: Email Marketing.

This is more evidence of SevenRooms’ continued growth. The company began 2023 by adding their first-ever chief marketing officer. Just two months later, SevenRooms announced a new investor: Enlightened Hospitality Investments, spearheaded by Danny Meyer.

Additionally, offering this new tool to operators makes clear the platform’s intent to truly be an all-in-one operations solution. Email Marketing, for example, can replace third-party email services. Streamlining marketing makes it simpler for operators and their teams to ensure they keep guests engaged with their venue and brand.

And, of course, including effective tools within a single platform can lead to reduced costs and the relief of pain points. When systems are difficult to use, some operators are less inclined to want to actually use them. That’s a waste of valuable resources.

Combined with Automated Emails, SevenRooms Email Marketing gives more control over marketing to operators. Not only are emails triggered based on various tags, the emails can be customized fully. And, to ensure marketing runs smoothly for everyone, operators will have access to templates if customization isn’t necessarily in their wheelhouse.

You’ll find the SevenRooms Email Marketing press release in its entirety below.

SEVENROOMS EXPANDS MARKETING SUITE WITH INTEGRATED EMAIL MARKETING

New Email Marketing Tool Provides Key Data Insights and Revenue Potential for SevenRooms Clients

NEW YORK (March 14, 2023)—SevenRooms, a global guest experience and retention platform for the hospitality industry, has announced a new solution and expansion of its marketing suite for hospitality operators worldwide: Email Marketing. The product will work in conjunction with SevenRooms’ Automated Emails, a set of personalized, trigger-based emails sent to customers on behalf of the operator, to continue to engage guests once they’ve visited a venue.

Email Marketing enables SevenRooms customers to send one-time, customized marketing emails directly within the SevenRooms platform to give operators more control over the way they use their guest data. Having ownership of this guest data allows operators to build their brand through direct touchpoints with guests to drive loyalty and repeat visits. It also provides detailed insights into email performance with metrics that matter to their business, including showing the reservations, covers and revenue attributed to each email.

Email Marketing supports operators with a solution that is connected throughout a restaurant’s tech stack and removes the need to use third-party email service providers that create additional work for staff trying to manage email preferences across multiple systems. It is directly linked to the SevenRooms CRM and operating system giving operators full control over their messaging and who receives it by using Auto-tags or Client tags to segment marketing audiences. Additionally, operators using Email Marketing have the ability to create either fully customized emails with an easy-to-use visual editor or utilize curated templates.

The new product also enhances the experience for guests of SevenRooms customers by allowing them to stay in touch or up-to-date with their favorite venues, receive targeted messages and promotions, or simply control the venues from which they receive marketing. Leveraging Email Marketing, restaurants can use their guest data to tee up relevant, customized emails. For example, sending guests who have purchased wine at least five times an invite to a dinner with their sommelier, or excluding guests with shellfish allergies from an email about their annual clambake.

“SevenRooms Email Marketing product provides restaurants with functionality that simply does not exist in the email marketing platforms that restaurants traditionally use,” said Allison Page, Co-Founder and Chief Product Officer at SevenRooms. “We enable restaurant marketers to leverage their robust SevenRooms guest database to quickly and easily build targeted campaign segments, eliminating the need to manually export and import mailing lists between systems. While other email service providers promise revenue, SevenRooms can prove it with accurate data on the revenue generated by each campaign to truly measure email marketing performance.”

“The combination of SevenRooms’ Email Marketing and Automated Emails makes guests feel very connected with us,” said Alyssa Fenu, Sales & Marketing Manager at Mango’s Tropical Café. “Being able to choose who our emails are going to — a specific customer segment or broadcasting to our whole database — makes the process a lot simpler. And it’s super easy to understand how many people opened our emails, how many people actually made a reservation, and how much money we’re making because it’s all in one place.”

For more information about SevenRooms and its services, please visit www.sevenrooms.com.

About SevenRooms

SevenRooms is a guest experience and retention platform that helps hospitality operators create exceptional experiences that drive revenue and repeat business. Trusted by thousands of hospitality operators around the world, SevenRooms powers tens of millions of guest experiences each month across both on- and off-premises. From neighborhood restaurants and bars to international, multi-concept hospitality groups, SevenRooms is transforming the industry by empowering operators to take back control of their businesses to build direct guest relationships, deliver exceptional experiences and drive more visits and orders, more often. The full suite of products includes reservation, waitlist and table management, online ordering, mobile order & pay, review aggregation and marketing automation. Founded in 2011 and venture-backed by Amazon, Comcast Ventures, PSG and Highgate Ventures, SevenRooms has dining, hotel F&B, nightlife and entertainment clients globally, including: MGM Resorts International, Mandarin Oriental Hotel Group, The Cosmopolitan of Las Vegas, Wynn Resorts, Jumeirah Group, Wolfgang Puck, Michael Mina, Bloomin’ Brands, Giordano’s, LDV Hospitality, Zuma, Australian Venue Company, Altamarea Group, AELTC, The Wolseley Hospitality Group, Dishoom, Live Nation and Topgolf. www.sevenrooms.com

Image: Brett Garwood on Unsplash

April 13, 2022by David Klemt David Klemt No Comments

Leadership Facepalm, Part Two

Leadership Facepalm, Part Two

by David Klemt

In a stunning example of tone-deafness and callousness, a franchisee executive sent an email that led to severe consequences.

And no, I’m not talking about the termination of the offending exec. That, in my opinion, was well deserved.

In this instance, the email has led to mass resignations and damage to a global restaurant chain’s reputation. What’s more, the negative impact to the brand’s reputation comes from consumers and employees.

Of course, I’m talking about the now-infamous Applebee’s “gas prices” email.

The Email: Labor

Let’s just jump right into the email, because…wow.

“Most of our employee base and potential employee base lives paycheck to paycheck,” writes the executive. “Any increase gas prices cuts into their disposable income.”

This could have been an excellent example of awareness and perhaps even empathy. In the context of this email, it’s appalling.

Why? Mainly because this executive appears to be celebrating the fact that Applebee’s employees, at least those who work for this franchisee, are barely earning a living wage.

“As inflation continues to climb and gas prices continue to go up, that means more hours employees will need to work to maintain their current level of living,” continues the author.

In this exec’s view, this franchisee is “no longer competing with the government when it comes to hiring.” He cites stimulus payments and boosted unemployment support have run out. Therefore, he reasons that people will be forced to return to the workforce.

The author further points to competitors increasing wages to recruit and retain employees. This, he figures, is untenable and some will have to close their doors. So, the labor pool will fill up and this franchisee will benefit.

The Email: Wages

Some of what I’ve laid out above is accurate. According to some estimates, about two-thirds of Americans live paycheck to paycheck.

Additionally, it’s accurate to state that some employees will seek more hours to combat the effects of rising costs. Further, yes, the labor market is turbulent and challenging.

And, unfortunately, some independent operators are facing incredibly difficult decisions. To recruit and retain, they’ll need to be competitive and raise their wages. To pay for that, they’ll need to raise prices, passing on rising costs to customers. In some instances, for some operators, that will prove unsustainable.

However, an executive in this industry shouldn’t be delighted about any of this. And they certainly shouldn’t see it as an opportunity to potentially pay employees even less.

You see, the author of this email suggests that the franchisee can bring in new workers “at a lower wage to decrease our labor (when able).”

He then recommends monitoring employee morale to ensure that the Applebee’s operated by this franchisee is their “employer of choice.”

For me, however, the most eyeroll-inducing line is this: “Most importantly, have the culture and environment that will attract people.”

Images of printouts of the email reveal that at least a handful of recipients agreed. “Great message Sir! [sic]” reads one response. Another paints the email as “Words of wisdom.”

Clearly, the culture and environment are unhealthy.

The Consequences

Before I proceed, know this: I’m not going to name the author. It’s not remotely difficult to find the author’s name if you feel the need.

However, I will name the franchisee that finally fired him. American Franchise Capital reportedly owns more than 120 Applebee’s and Taco Bell locations in nine states.

So, to be clear, this executive didn’t work for Applebee’s directly. In fact, Applebee’s has disavowed the former executive and the email.

In the interest of clarity, it’s possible the author worked for Apple Central LLC, owned by American Franchise Capital.

As far as fallout, it was swift. According to reports, consequences were realized immediately. A Kansas franchise manager was shown the emails, printed them out for staff to discover, and comped the meals of everyone at the location. Then, he quit and the staff walked out.

Per reporting, four other Applebee’s managers quit, as did several employees. The location remained closed for at least the following day.

If reports are accurate, Applebee’s lost five managers, nearly a dozen employees, and sales from a location for at least two days. That’s just the localized fallout.

Applebee’s, of course, is distancing the company from the former executive. However, that’s not going to stanch the reputational bleeding and turnover.

As we know, a significant percentage of consumers want to know their dollars and support are going to companies that align with their values. The same is true of employees; they want to work for companies with values they can get behind.

A Final Thought

This now-infamous email was sent March 9. Just two weeks later, it was circulated and went viral. The author, gleeful about being able to hire employees “at a lower wage,” was fired before the end of March.

I’ve seen several takes on this situation, and I’ve read some accompanying leadership advice. One in particular caught my attention.

Unfortunately, it’s not because I thought it was great advice: Be cautious about what you send via blast emails.

I’m not saying one shouldn’t be careful about what they send out in emails—that’s good advice. However, that’s not the lesson I’ve learned from this situation.

Personally, I see this as a lesson in emotional intelligence, relationship intelligence, brand culture, and work environment.

At least two companies, one with annual sales in the billions of dollars, another in the hundreds of millions, have had their reputations tarnished. The fault may not lie with Applebee’s but they’ll be dealing with the consequences regardless.

If an operator is going to learn anything about being cautious, it’s this: Be cautious when hiring those in leadership positions. Be cautious about those with whom you enter into partnerships. And be careful about how you view those who work for you.

If you aren’t seeing those who choose to work for you as people worthy of your respect, as human beings, your brand’s culture is poisoned.

Image: Daria Nepriakhina on Unsplash