Posts tagged brand positioning

Restaurant & Franchise Branding Consultant, Ellish Marketing Group, Completes Brand Positioning Work for Umami Burger®

Umami Burger logo

Umami Restaruant Group, operator of Umami Burger selected Ellish Marketing Group, international restaurant and franchise consultants, to work with the management leadership team to define the Umami brand positioning and brand architecture.

Using the Ellish Marketing Group methodology, the management leadership team participated in a multi-day brand discovery to see best competitive brands and other hot on trend restaurant concepts followed by a one-day proprietary Brand Positioning Session led by Warren Ellish, Ellish Marketing Groups CEO and President.

Ellish Marketing Group is also conducting menu engineering work and consumer research for Umami Burger.

The development of a pre-emptive, ownable and defendable brand positioning for Umami Burger was a priority project for new CEO Paul Clayton.  The end result of the brand positioning work from Ellish Marketing Group is a more focused and more competitive burger brand.

Warren Ellish Delivers Keynote Address To International Franchise Association Emerging Franchise Conference

Warren Ellish Franchise and Brand Positioning SpeakerGreat day in Dallas presenting the Keynote Address to the Internatinal Franchise Association Emerging Franchisor Conference. I enjoyed sharing insights on world-class branding and brand positioning with the future great franchise leaders. Great turnout and enthusiastic group. Met so many new wonderful people and some old friends at the conference.  It is always a pleasure to add thought leadership to a great association.

Don’t just sit in the present to wait for something to happen in the future

International Franchise Association Emerging Franchisor Conference – GO BIG OR GO HOME!

IFA Emerging Franchisor ConferenceEver wondered what it is like to be given all tools necessary and then told to build something? Well, as many of us know, it’s definitely a challenge to start on your own! However, given the proper resources, it could end up being the best learning opportunity! Now take that approach and apply it to your business. If you are a growing franchisor and looking for the premier franchising networking event filled with resources, then look no further!

The 2014 Emerging Franchisor Conference is an interactive platform for executives of brands that are just stepping into the market. Join fellow professionals who have been in the business for quite a while to gain tips and apply proven strategies on how to make your brand shine!

Keynote addresses: Hear Warren Ellish, President & CEO Ellish Marketing Group and member of the faculty at Cornell University’s Johnson Graduate School of Management talk about World-Class Branding, Catherine Monson, CEO of FASTSIGNS International discuss corporate culture and Mary Kennedy Thompson of the Dwyer Group, give her “Lessons in Leadership.” After hearing their motivational stories there is no doubt that you will be recharged and ready to GO BIG!

Not only does this event advise you on the necessary steps to reach the top, but it helps guide you in the right direction, especially in connection with your franchisees. Building trust from the start is crucial in any relationship so enhance the connection with your current franchisees while creating new relations. By the end of the conference, you will know who you want to play a key role in your business, what you want from them, and where to put them in action.

Some key aspects of the conference that should not be missed like the “Discussion with Franchise Founder’s and CEO’s”, the notorious “Think Tank” session, a case study of audience engagement and of course, the infamous roundtable discussions where you get up close and personal with the best of the business!

Don’t just sit in the present to wait for something to happen in the future, take a plunge in this unique educational opportunity offered by IFA and register for the 2014 Emerging Franchisor Conference in Dallas, November 18-19 today!

I look forward to seeing you in Dallas at this great IFA conference.

Eliminating a signature brand experience can present a branding problem

Behind the Wheel: Fast-casual sandwich chain Which Wich adapts to drive-thru operation.

Once a hallmark of classic fast-food joints, the drive-thru operation is getting a fast casual–style facelift thanks to chains like Dallas-based Which Wich. The customizable sandwich concept opened its second drive-thru unit this summer in Crystal Lake, Illinois, to offer more convenience, says Jeremy Cook, senior vice president of real estate and construction.

For a franchise that creates menu items to order, fulfilling drive-thru orders quickly is a big challenge, Cook says. While guests mark their choices on the brand’s signature brown paper bags inside the store, a cashier verbally guides customers through step-by-step ordering at the drive-thru window. Based on the performance of the brand’s first drive-thru location in Marble Falls, Texas, wait times average 5–7 minutes, and the system is working well, Cook says.

The brand’s initiative is the latest step of a growing trend in the industry, says Darren Tristano, executive vice president of consulting firm Technomic Inc. It follows drive-thru retrofits at a small number of locations by Panera Bread, Firehouse Subs, and Einstein Bros. Bagels, he says.

“Brands are looking at how to steal share from competitors,” Tristano says, and drive thrus offer a sales boost by appealing to customers like parents with small children.

However, eliminating a signature brand experience like Which Wich’s paper bag ordering process can present a branding problem, says Warren Ellish, restaurant consultant and president of Ellish Marketing Group. “Their drive thru may boost sales in the short-term, but in the end, they could lose sales by diluting the brand,” Ellish says. “People who don’t know the brand will lose the unique ordering experience.”

Although Which Wich’s high-quality ingredients are an important draw, it’s the ordering system that makes the brand unique, he adds. It may be better for the chain to try to replicate their ordering protocol by providing paper bags and markers for drive-thru customers, or offering a smartphone app, Ellish says.

The Which Wich team expects to make refinements to its drive-thru operation as it offers the platform to more franchisees, but early indicators are positive, Cook says. “It’s like anything else,” he says. “You want to continue to get better and try to perfect the process.”

Less Is More: Restaurants Are Finally Catching On

Restaurants shrink menus, focus efforts

Reading Bruce Horovitz’s article this morning in USA Today (pasted below) was music to my ears. At Ellish Marketing Group we have been working with restaurant clients both internationally and domestically on profitably enhancing their brands. We guide our clients through a brand positioning process to define what their brand is, what their brand stands for, what their brand offers and, importantly, what is different about their brand. 

Building on a restaurant’s brand positioning, we conduct comprehensive competitive analysis to understand the target audience’s needs and wants, strategic menu engineering, and consumer research including TURF (Total Unduplicated Reach and Frequency) analysis. We then create menu concepts and specific menu items that will be true to the brand, have a competitive edge be profitable.

It can be challenging when creating a new menu or looking to optimize an existing menu when many internal or external team members are afraid to drop any existing menu items. Utilizing the above mentioned Ellish Marketing Group approach we have allowed our clients to identify a discrete number of menu items that deliver variety and value to their current and prospective customers while at the same time optimizing reach and frequency. The net result is a menu with the fewest number of menu items that reach the broadest possible customer base. This optimized menu is true to the brand (vs. trying to be everything to everyone), provides real operational focus (doing fewer things really well), allows for easier training of employees (less things to learn), enhances efficiencies in supply chain (fewer SKU’s) and bottom line – it increases sales and profits.

Many restaurant consulting clients of ours (including startups, brand refreshes and turnarounds) that have embraced this approach of “Less Is More” include: Toppers Pizza, Bennigan’s, Mayo Clinic, National Coney Island, Denny’s, American Blue Ribbon Holdings, Great Wolf Resorts, Pollo Campero, Tai Pak Asian Wok Kitchen (in Mexico) and La Crepe Kitchen (coming soon in Guatemala). Their positive results speak to the success that this process has brought to their brands.

The restaurant industry’s Next Big Thing is shrinking the menus.

For years, most major restaurant chains have been expanding their menus at a breathless pace in response to intense competition and consumer demand for more choices. But now, some chains are doing the unthinkable: cutting the number of menu items.

The theory is simple: less is more. More quality. Faster service. Hotter food. Not to mention lower prices, lower costs and higher profits. For the nation’s $683 billion restaurant industry, hit by an uncertain economy and changing consumer habits, this may be an unlikely, back-to-the-future path to progress.

Fewer menu options not only cuts costs, but — in theory — can make customers happier because chains can do a better job with their most popular menu items. That’s one reason why, over the past few years, IHOP has whittled down its menu from 200 items to about 170, says Julia Stewart, CEO of parent company DineEquity. BJ’s Restaurant has cut entrees from 181 to 150 and aims to get closer to 100, says CEO Greg Trojan. In three years, Tony Roma’s has slashed its menu items from 92 to about 60, says Chief Operating Officer Brad Smith.

This pruning is mostly about appealing to Millennials. They value basics such as food quality, flavor, local sourcing and the ability to customize their meals over massive menus.

“We can no longer be everything to everybody all the time,” says Smith, of Tony Roma’s. “I don’t think customers are out there counting the number of items. It’s about producing better quality products.” In an even clearer signal of less-is-more, the chain just opened its first TR Fire Grill prototype in Orlando with just 32 menu items.

This less-is-more philosophy has spread industry-wide. For the first time since restaurant researcher Technomic began tracking chain restaurant menu items a decade ago, the average number began to fall this year, says Darren Tristano, executive vice president.

The total number of menu items at the nation’s top 500 restaurant chains is down 7.1% this year — from 40,658 in 2013 to 37,770 this year, reports Technomic. The biggest drop is in entrées, down nearly 9%, the company reports. Appetizers are down 8%, dessert items down 7.5%.

“Too many choices make it hard for consumers to make a choice,” says Tristano. . It also can make it difficult for consumers “to remember why they go to a particular restaurant.” As a result, he says, the entire industry is “moving from ubiquity to specialization.” Many chains aim now to differentiate based on quality — not breadth, he says.

It may seem contradictory, but the menu shrinking comes at the same time chains also are trying to offer more customized options for the remaining items. The industry leader in this is Chipotle, which has just four main items on its menu — burritos, tacos, burrito bowls and salads — made with 18 optional ingredients. Those ingredients can be put together in more than 60,000 ways, notes spokesman Chris Arnold.

“It’s just never been important to us to constantly package our ingredients in different ways, call it a new menu item and promote it with heavy advertising,” says Arnold. “Customers come to our restaurants primarily because they love our food, not because of new menu items or other gimmicks.”

Beyond Chipotle, several chains, particularly burger specialists Five Guys and In-N-Out Burger, have made a killing on “less is more.” Five Guys has just five core entrees: burgers, hot dogs, grilled cheese, a veggie sandwich and a BLT. But fifteen free toppings make them customizable in more than 250,000 possible combinations. Five Guys is testing milkshakes, which, if added to the menu, would be the chain’s first truly new product line in about 20 years, says spokeswoman Molly Catalano.

Don’t think giants McDonald’s and Burger King haven’t been watching.

Burger King recently decided to cut way back on the number of new products and focus on fewer — but better — roll-outs. Alex Macedo, president of Burger King North America, says, “You can launch less and deploy better marketing support behind fewer products, to make sure people are paying attention.”

McDonald’s CEO Don Thompson recently told analysts that he wants to simplify the menu because it has grown confusing for some consumers. At the same time, he said, McDonald’s wants to offer more customization of core products such as burgers.

At most restaurants, entrees are disappearing fastest, with the average at full service restaurants down from 60 in 2013 to 55 this year, reports Technomic.

At IHOP, most of the items eliminated over the past few years were entrees, says Stewart. Among them: Biscuits & Gravy, Pot Roast and three different Talapia dishes. Dropping complicated, slower-selling items gives chefs more time to focus on the remaining items, she says. “All the effort that went into Pot Roast can now be focused on making perfect waffles.”

The same reasoning has caused Tony Roma’s to cut several steak options, reduce the number of burgers, halve its chicken options and eliminate all pasta entrees, says Smith. “When we focus on fewer things, we can produce a more constant, quality product.”

The need for fewer products done better hit BJ’s Trojan like a brick shortly after he was hired about a year-and-a-half ago when he spent a busy Friday night helping in the kitchen at one of BJ’s busiest locations, in Cerritos, Calif. With so many menu items, he said, “I left thinking that we we’re asking our team members to perform miracles.”

Nightly miracles are no longer are expected. The focus has evolved from menu size to the food quality. Says Trojan, “If you don’t have great food in the restaurant business, what do you have?”

But it’s not always as simple as removing slow-moving items, warns Tristano. It’s sometimes the best customers who prefer those items — and no one wants to upset them.

Shortly after BJ’s took the Crisp Potato Skins platter off of its appetizer menu, says Trojan, “we had near-riots in the streets.”

Customers even showed up wearing “Bring Back Potato Skins” T-shirts.

And they easily won this skins game. The platter is back.

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Shrinking menus

The total number of menu items offered at the top 500 restaurant chains is down in 2014 after several years of steady increases.

Category: 2013, 2014, change

Appetizers: 5,039, 4,634, -8.0%

Entrées: 19,875, 18,121, -8.8%

Sides: 4,457, 4,222, -5.3%

Desserts: 3,543, 3,276, -7.5%

Non-alcohol beverages: 4,549, 4,399, -3.3%

Kid’s menu: 3,195, 3,118, -2.4%

Overall total: 40,658, 37,770, -7.1%

NOTE: Data based on 2nd-quarter menu listed items

SOURCE TECHNOMIC MENUMONITOR

Restaurant & Franchise Branding Expert Weighs in on Wendy’s: Embrace Change – But Don’t Try To Be Everything To Everyone In Hopes Of Broadening Your Customer Reach

Soccer Shots, the #1Children’s Fitness Franchise Program, Undergoes Brand Positioning Work with Ellish Marketing Group

Soccer Shots BrandingSoccer Shots, The Children’s Soccer Experience and the #1 Children’s Fitness Franchise Program, selected Ellish Marketing Group (the leading franchise and restaurant branding consultants) to work with their management leadership team, Franchise Presidents Council and Franchise Brand Strategy team to develop a strategically focused brand positioning for the brand.  The end result of the work undertaken will be laser focused brand positioning and complete alignment behind the branding by management and the franchise system.

 

Soccer Shots Brand PositioningThe new brand positioning was unveiled during the 2014 national franchise convention in Chicago.

Restaurant & Franchise Branding Consultant, Ellish Marketing Group, Completes Brand Positioning Work for Regional Pizza Chain Blackjack Pizza®

Askar Brands operator of multiple quick service and casual dining restaurants across the nation including Papa Romano’s, Papa’s Pizza To-Go, Breadeaux Pizza, Blackjack Pizza, Mr. Pita, Stucchi’s Ice Cream, CJ’s Brewing Company and Big Al’s Sports Grill, selected Ellish Marketing Group, international restaurant and franchise consultants, to work with the management team and franchise leadership team of Blackjack Pizza to define the brands brand positioning.

Askar Brands provides word class support to all of their brands by providing management, marketing, training and operations materials to allow their franchisees to focus on their execution and customer retention.  The development of a pre-emptive, ownable and defendable brand positioning for Blackjack is consistent with their philosophy.  The end result of the brand positioning work from Ellish Marketing Group will be a more focused and more competitive pizza brand.

Warren Ellish to Address IFA 2014 Emerging Franchisor Conference

Warren Ellish Franchise and Restaurant SpeakerWarren Ellish, President & CEO of Ellish Marketing Group and Senior Lecturer at Cornell University’s Johnson Graduate School of Management will be the opening speaker at the International Franchise Association 2014 Emerging Franchisor Conference. The convention will be held on November 18, 2014  in Dallas, Texas at the Sheraton Hotel.  Warren will address “The Three Critical Steps to Positioning Your Emerging Franchise Into a World-Class Brand.”

The IFA Emerging Franchisor Conference is designed for franchise operations executives, CEOs, COOs, Presidents, franchise development executives, franchise marketing experts, franchise relations specialists and anyone responsible for the growth and efficient operation of their franchise system. The conference is specifically designed to address challenges and opportunities unique to franchise systems who are looking to grow. This is a prime networking and educational conference for franchisors that are ready to take their systemInternational Franchise Association to the next level. This program will feature franchise leaders sharing what they learned when they were trying to build their brand. Attendees will hear motivational stories, expert tips and proven strategies that helped them attract new franchisees, build brand recognition and a loyal customer base, increase productivity while streamlining operations. Simply put, this is a must-attend event!

Don’t Let A Point Of Similarity Become Your Point Of Difference

Successfully identifying and securing a powerful brand positioning is of critical importance to every brand. It is helpful to anyone who wants to influence other people. Whether you are promoting a product, a service, a cause, a candidate, an organization, an institution or even yourself and your own career. Positioning will aid in getting your desired message across to the people you want to reach and make an impression that lasts. One of the critical steps in developing a powerful brand positioning is to identify your brands point of difference – – the specific consumer benefit which you want consumers to associate most readily with your product or service. What does your brand do that no one else’s brand does as well and that your target cares about? When defining your brands point of difference, don’t let a point of similarity become your point of difference. So often I see this.  When speaking recently to industry audiences on branding and brand positioning (National Restaurant Association ShowInternational Franchise Association National Convention and Entrepreneurs’ Organization Global Leadership Conference) or to the executive teams of clients, I ask three short questions: How many of your grew up wanting to be average? Or just like everyone else? Or of good quality? Rarely do I see any hands or much of a positive response. However, many brand leaders are perfectly OK about making their brands just like this – – average, just like everyone else and good. Many of the items that are an integral part of your product/service but are not preemptive, ownable and defendable become points of entry into your competitive set and are nothing more than points of similarity. Yes, they are all important to your product or service and in many cases you must deliver on these flawlessly just to be in business. But this is not what sets you apart, not a reason a customer should or will choose to use your brand over competitor brands, and most definitely this is not a reason for them to ever become a brand advocate. For more information on how to quickly and affordably position and brand your business to succeed in today’s competitive marketplace, visit www.ellishmarketing.com, or reach Warren directly at 303-762-0360 or .

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