Posts tagged franchise consultant

Soccer Shots Selects Warren Ellish to Keynote 10th Annual Franchise Convention

9 years ago
by wellish in

_DSC4454Warren Ellish, President & CEO of Ellish Marketing Group and Senior Lecturer at Cornell University’s Johnson Graduate School of Management will be the keynote speaker at the 10th annual Soccer Shots National Fracnhise Convention. The convention will be held on Saturday July 19, 2014  in Chicago at the Hyatt Regency McCormick Place.  Warren’s keynote will address “The Three Critical Steps to Positioning Your Franchise Into a World-Class Brand.”

Soccer Shots is the leader in youth soccer development for children ages 2-8. Their nationally recognized program offers a high energy, fun, age-appropriate introduction to the wonderful game of soccer. Their innovative curriculum emphasizes both soccer skills and character development. Their goal is simple: “to leave a lasting, positive impact on every child we serve”.

Customers care what your brand stands for, offers, and why it is different

9 years ago
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Position your brand to gain a competitive advantage

By Krista McNamara

Screen Shot 2014-06-23 at 12.08.39 PM

PUERTO RICO — Set your brand apart in the eyes of your customer in order to gain a competitive edge.

“Customers care what your brand stands for, what it offers and why it is different.” Don’t worry about your name, logo or tagline. A well-positioned brand can change perceptions, drive loyalty and get a premium price, in turn driving sales and profits, said Warren Ellish, president and CEO of Ellish Marketing Group, during a presentation at the 2014 CARSTAR National Conference in San Juan, Puerto Rico.

Warren Ellish addresses CARSTAR 25th Convention in Puerto Rico

Warren Ellish addresses CARSTAR 25th Convention in Puerto Rico

Branding expert and franchise marketing speaker Warren Ellish

Branding expert and franchise marketing speaker Warren Ellish

“To gain a competitive edge, you need to have as large a core of brand advocates as possible,” he said. How do you build brand advocates? As an MSO, “you need a brand that is properly and consistently positioned.” Positioning will aid in getting your desired message across to the people you want to reach and making an impression that will last. Positioning is the way you want the customer to think about your product or service relative to competing brands,” says Ellish, who is also a senior lecturer at Cornell University Johnson Graduate School of Management.

There are three areas to be tackled in brand positioning:

• Point of difference: The specific consumer benefit you want consumers to associate most readily with your product. What is different about your brand? What does it offer that other brands can’t?

• Frame of reference: What business are you in? The consumer group of like products and services

• Market target: Consumers that you consider to be good potential users for your product or service.

“When customers come in, they have chosen your brand over others. To gain a competitive edge, you have to wow every customer. They must feel like we truly appreciate their business, and leave with a great feeling about doing business with you and your brand,” Ellish says. “When you deliver on these critical things, you will profitably build your business and that of everyone

else in your brand, and together we will build a large base of brand advocates.”  “There is power in numbers, so use your scale to your advantage. Each and every good and bad review reflects on the entire brand. You are one brand. Keep the message consistent and leverage your scale. Stand as a unified brand, and you will gain a competitive edge,” he says.

Warren Ellish, restaurant branding expert weights in on Wahlburgers

9 years ago
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Stars Align at Wahlburgers

QSR Magazine

Celebrity-owned concept looks to stand on its own as a premier burger destination.

As Wahlburgers, a burger concept founded by actors Mark and Donnie Wahlberg and their brother Paul, readies its first franchise openings this year, the management team is hoping to capitalize on the publicity created by the famous owners and a popular A&E Network reality show, “Wahlburgers,” that chronicles the company’s inner workings.

But while many celebrities have been drawn to the restaurant business and their fame has been an asset in creating initial buzz, Wahlburgers’ executives are determined to avoid the celebrity trap that has doomed many quick-service brands.

“I’ve seen a lot of celebrity concepts flame out because the focus was put on celebrity and not enough on quality,” says Rich Vanzura, Wahlburgers’ CEO. “The show will drive trial; after that, it’s up to us to deliver a great experience.”

Vanzura, who was formerly COO of Panera Bread, says Wahlburgers has all of the elements to be a long-lived venture. The culinary acumen of Paul Wahlberg, who owns and manages fine-dining establishment Alma Nove across the street from Wahlburgers’ flagship site in Hingham, Massachusetts, is one key element. So is Vanzura, who wanted an opportunity to helm a business and took a chance on the upstart Wahlburgers because of its unique attributes.

Quick service chain Wahlburgers owned by celebrity Mark Wahlberg.“The combination of celebrity and Paul’s ability as a chef is what attracted me,” Vanzura says.

“People get tired of themed restaurants. We wanted a place where people would come even if there wasn’t a Wahlberg association.”

While Wahlburgers does leverage the family’s fame inside the restaurant, nods to celebrity are ultimately subdued, he says.

“We didn’t want a carnival-like atmosphere with a lot of memorabilia,” he says. “People get tired of themed restaurants. We wanted a place where people would come even if there wasn’t a Wahlberg association.”

The interior design includes iconic elements reflecting the Wahlbergs’ story: a family history posted on the back wall, a die-cut ceiling element highlighting Mark and Donnie Wahlberg’s movies, and a career highlight reel running on a TV over the bar. The menus include notes about the brothers’ favorite offerings with “language that reflects their wit,” Vanzura says.

The management team spent two years developing and refining the Wahlburgers concept. The menu features several burger, sandwich, and salad options, while distinctive menu items include alcoholic frappes; sweet potato tots; a custom blend of ground beef consisting of short rib, brisket, and chuck; “Wahl Sauce,” a topping created by Paul Wahlberg; and a macaroni side dish from a recipe created by family matriarch Alma Wahlberg.

Warren Ellish, president and CEO of Denver-based Ellish Marketing Group, says Mark and Donnie Wahlberg’s fame and regular brand exposure from the TV show are clear assets for Wahlburgers, but he cautions that they also create risks.

“Celebrity ownership could set up expectations for visitors that don’t get met,” he says. “Customers may expect to see celebrity owners in the place, but as you expand, the potential for that piece of the experience disappears quickly.”

There’s also a danger that the reality show could backfire, Ellish says. What makes for good TV viewing isn’t always good for a brand. “Drama is not necessarily good,” Ellish says. “Some episodes of ‘Undercover Boss’ have resulted in negative stories.” It does help that Donnie and Mark co-produce the show, he says, but in order to keep ratings up, they can’t shy away from conflicts and missteps that may come with launching a new brand.

Branding consultant Lori Moretti, principal with Boston-based CM Communications, which has worked with Wahlburgers in the past, believes the benefits of the show far outweigh the risks. “Authenticity plays well,” she says. “People like to know what’s going on behind the scenes.”

Wahlburgers will grow via area development agreements in which a single franchisee has exclusive rights to a regional market. Would-be franchisees need $5–$10 million of liquid net worth to be considered, Vanzura says, and must be committed to maintaining high quality and building a lasting brand.

The budding chain plans to open sites within the next 12 months in the Fenway area of Boston; at a mixed-use development with anchor Whole Foods in suburban Lynnfield, Massachusetts; and at Toronto’s SoHo Metropolitan Hotel. A deal is also in the works for Philadelphia, Vanzura says, while other markets, including Los Angeles, are in the management team’s sights.

The brand has a lot of potential for growth, Ellish says, but there are some cautionary flags that executives will have to work on as they grow.

“Their tag line, ‘Our family, our story, our burgers,’ is defining the business about themselves, not about their customers,” he says. “Also, the brand hasn’t really defined a point of differentiation in the burger segment. These are the things they have to figure out.”

Burgers, Wahlburgers, Growth,Fast Casual

Warren Ellish to Present Keynote Address to CARSTAR 2014 National Franchise Conference

10 years ago
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Warren Ellish, President & CEO of Ellish Marketing Group and Senior Lecturer at Cornell University’s Johnson Graduate School of Management will be the keynote speaker at the 25th annual CARSTAR National Fracnhise Conference. The annual conference will be held on Sunday June 22, 2014  in San Juan, Puerto Rico.  Warren’s keynote will address the importance of consistently and properly positioning the CARSTAR brand to gain the competitive edge.

CARSTAR is North America’s most trusted auto body repair experts.

Warren Ellish to Provide Branding Expertise to Attendees of The International Franchise Association 2014 Convention

10 years ago
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International Franchise AssociationWarren Ellish explores “the three critical steps” of brand positioning with franchise industry conference attendees on Sunday February 23rd, at the 54th Annual International Franchise Association (IFA) convention National to be held in New Orleans at the New Orleans Convention Center.  Cornell University’s Johnson School Senior Lecturer of Marketing, Warren Ellish, and President and CEO of the Ellish Marketing Group, will present a 90-minute session on brand positioning to franchise industry conference attendees.

An expert on brand positioning and branding, Ellish, has more than 30 years of relevant client and consulting experience. His his talk, “Three Steps to Positioning Your Franchise into a World-Class Brand,” will detail the importance of positioning a brand through “points of difference” and aligning all other brand aspects behind its positioning.

Warren Ellish Marketing SpeakerDuring his Mini Super Session taking place at 10AM, Ellish will explain the elements of a positioning statement—a brief description of what a business does and how it does it differently and better than its competitors. He will encourage the audience members to apply this to their own businesses and to reflect on what their unique differentiators may be.

Part of Ellish’s educational session will also include a simple test to help participants determine if their brands are strategically positioned and how they can analyze the results to strengthen their brands.


“Without a concise brand positioning statement with a competitive ‘point of difference’ and complete management alignment behind that positioning, it will be difficult to communicate a clear and meaningful message about your brand,” Ellish advises.

Illuminating key brand positioning opportunities for attendees, Ellish will draw on his own marketing experiences. Included in the session are a dozen case examples of positioning statements including franchise brands like Toppers Pizza, the new Bennigan’s, Interim Healthcare and Salsarita’s to name a few.

Check out the complete 2014 IFA Convention Brochure for all of the other activities and speakers at this years convention.

On the bubble: Marketing beer and wine

10 years ago
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By: DeAnn Owens

Pozza TodayMarketing beer and wine will increase sales and keep customers happy. Alcohol sales often boost an operator’s bottom line, but deciding to carry beer, wine and/or spirits should not be about profits only. Operators need to understand who their customers are, what they want and how to keep them returning while still attracting new customers.

Because creating an atmosphere that embraces both family and an over-21 crowd is complicated. But through strategic marketing, striking a balance between family friendly and an increase in bar sales is just a “cheers” away.

“We have a good mix of college students and community members that frequent our stores,” says Megan Young, marketing director for Woodstock’s Pizza in San Diego, California. “I would say generally among our stores it’s about 50/50. There are a lot of underage college students, younger families and people who aren’t coming to drink, so we do have to strike the right balance to make them happy and still position ourselves as a hangout to drink beer as well.”

beer_0097-267x400For 15 years, Brixx Wood Fired Pizza has included beer and wine on the menu, and according to Jeff Van Dyke, managing partner, the quality of their imports and craft beer and wine doesn’t attract the rowdy beer drinker.

“We’ve never seen a conflict with families; it’s a high energy environment, and people bring kids of any age,” Van Dyke says. “We’re open late, serve food until 1 a.m., six nights a week, and, late night –– which is 10 p.m. to 1 a.m. –– it’s more of a crowd focused on the bar. Most people don’t bring kids out for dinner after 10 p.m. We do offer root beer on tap, which is a big plus for kids of all ages.”

Finding the right balance begins with knowing who you are. “The first thing operators need to understand is to make sure selling alcohol makes sense for their brand position and concept and how. Who is the target market? Who are you trying to bring in? Looking at the competition, what is your point of difference? Does it make sense or doesn’t it? If it doesn’t, you can hurt your base business,” says Warren Ellish, president and CEO of Ellish Marketing Group.

Co-owners of Noble Pie Parlor in Reno, Nevada, Trevor Leppek and Ryan Goldhammer agree that in order to keep moving beer and wine in a positive way, you have to understand the market, neighborhood and community.

“The marketing of beer and wine has to be elegant, sophisticated, subtle and not overpower the food product –– the first reason people are there,” says Charles Dorn, managing director of The Dorn Group, Ltd., in Rye, New York. “The beer should be obvious that it’s available, but not the primary thing people see. Marketing can be as subtle as a table tent.”

Leppek and Goldhammer promote their list with hand painted chalkboards in the restaurant and clipboards at the table highlighting the beer and cocktail menus. Goldhammer also created framed custom-made posters with graphically designed advertisements.

wines_0073, marketing beer and wine“The type of glassware in wine and beverage service makes a tremendous difference,” Dorn said. “Beer in a frosted mug catches the eye. Glassware is a huge marketing thing. A pilsner glass with an amber colored beer will catch everyone’s eyes.”

Leppek and Goldhammer benefit from referrals from area casinos and use print and social media to promote their specials and events and their Web site to update their selections. “Instead of just marketing our beer and wine by itself, we market our events. We have Trivia Night in which we extend Happy Hour prices, Pint Nights and IPA Days. We market this as a fun experience with friends instead of just promoting drinking beer,” Young says. “We’re very active on social media –– Facebook, Instagram, Twitter –– marketing our events, new beers on tap and posting photos of events while they’re happening. We participate in community events. We also work with our beer distributors to do co-promotions and events in store.”

Paul and Michael Childers, owners of two Savannah locations of Your Pie, pair their pizza with local craft beers and host tastings and meet and greets with representatives of local breweries to connect with their customers.

“Local craft beers will certainly add an attraction if their name is well-known and they are widely accepted locally. Offering a local craft beer from a local brewery can often assist in building customer recognition for both parties — the brewery and the restaurant,” says Alan Guinn, managing director of The Guinn Consultancy Group, Inc.

Craft beer is a vital part of Brixx Wood Fired Pizza and its Master of Beers Appreciation Program is promoted by table tents, in-store posters and staff.

“One of the best ways to increase bar sales is to do something unusual,” says Joel Cohen of Restaurant Marketing.com. “Create colorful, eye-appealing drinks. Create special drink names after holidays, celebrities and special events. For example, if your team is in the Super Bowl, create a drink named after the team. The challenge is that you can do what everyone else does, boring, or create wow positive reactions with your drink that become memorable to your customers.”

Presenting suggestions to your customers whether on the menu or through your staff will go a long way in promoting your list.

“When people go out to eat, they don’t want to think. Menu pairing is suggestive selling. Example: ‘Pairs great with Guinness Stout,’” says Phil Diegelman, director of operations for Restaurant Republic in Arcadia, California. “Servers can do suggestive selling. Allow them to recommend pairings or let the customer pick and then the server can steer the customer to pick a dish that goes with that drink. The server is suggestive selling in a genuine way.”

According to Ellish, the seller plays a huge role in whether a guest is going to order a beverage other than water.  “Don’t look at it like an up sell. When a server is well-trained and knowledgeable about food, it’s amazing how many times people will order what they suggested,” Ellish says.

6 Tips to Make Your Business Sizzle: Bar IQ

10 years ago
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Nightclub & Bar MagazineBy: Alissa Ponchione

For owners to be successful, they first and foremost have to differentiate their business from the bars and nightclubs down the street. Warren Ellish, president and CEO of Denver-based Ellish Marketing Group, explains that once this is achieved, then an owner can propel that into sustained interest from loyal customers.

It’s the people, the staff, the products and services, and food and drinks that can set a great business apart from a mediocre one. “You need to do all of those things really well, but that just gets you in the business,” he says. One, two or three of those things need to make people remember you. “It could be the place, the people, the product or service, but they have to be at extremely good levels to begin with.”

Ellish told Bar IQ six more tips on how to make a business sizzle and stay on top.

1. Know Who You Are. To establish what kind of business you want to be, you need to give potential customers an idea of “what’s behind those four walls,” Ellish explains. “Who’s the target market for your brand? It’s not a demographic as much as it’s an emotional mindset. What do they need or want?” For those people, it’s about what makes your business different from other establishments, he says. People won’t come because of good food, drinks and affordable prices alone. “If owners don’t have an idea about what makes their place unique and different … then there’s no real reason [for a guest] to become loyal to your place,” he says.

2. Control Your Message. What can you do to really make your establishment stand out? Ellish says it starts with gaining some perspective and figuring out what you can do as a business owner that other people aren’t doing.  Once you find what makes you different, “tell people about it when they come in,” he says. “They’ll notice it and talk about it and come back.” If you properly define your brand, then people will begin to refer to your brand in that way. “What people say about the brand you can control,” he says.

3. Promotions Work. Promotions are very important, Ellish says. “It’s a means to get people in and try your place,” but also if people come in and like the promotion, they’ll know that you deliver on what you’re trying sell. “Promotions have a strong return on investment. Ellish also advises not to use discounts, because that doesn’t build repeat customers. Use incentives versus just discounting, he says.

4. Be Innovative. Ellish says it can be as simple as focusing on the ice you use with drinks. “People are using different types of ice that allows the mixology to stand out,” he says. Ice coupled with a good recipe and glassware will make a bar or club stand out. “It’s not just the beverage the glass. I can get the same cocktail or Martini or glass of wine in hundreds of places. What is it that’s making your wine, Martini or cocktail different?”

5. Think Outside The Box. Ellish says not to feel confined by traditional methods of marketing, but advises to use a combination of things. “Suburban locations do different things than urban locations.” However, the main objective is being able to communicate to guests and know what they expect. “Whether you’re using social media or flyers, it’s important to tell that story,” he says. “It’s best to tell it visually. Show people what they can expect or what it’s going to be like with a few words.”

6. Cater To Women. Ellish says one thing he always finds interesting is that bars and nightclubs market to the male audience in hopes that females will follow. “Most don’t cater to what women want. They’re focusing on the needs and wants of the male audience over the female audience.” If your bar is filled with women the men will follow.

Buffets, Inc. Names Philip Friedman And Warren Ellish To Board Of Directors With Focus On Brand Turnaround

11 years ago
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EAGAN, Minn., Dec. 20, 2012 /PRNewswire/ – Buffets, Inc. has appointed seasoned restaurant executive Philip Friedman and highly accomplished marketing executive F. Warren Ellish to its Board of Directors, thereby completing the new seven-member board of directors formed after the company emerged from bankruptcy.  Both executives possess over 30 years of restaurant industry experience and each has held leadership positions at growth and turnaround brands in the restaurant and hospitality industries.  The appointments are effective immediately.

“These are true leaders with proven track records of success,” said Rob Webster, Chairman of the Board of Buffets, Inc.  “Both Warren and Phil have the practical knowledge of what it takes to turn around and grow a brand, and they understand the need for strong corporate governance.  We are pleased to add them to our board of directors, and are excited for the future of our organization with their support and expertise.”

Philip Friedman
Philip Friedman currently serves as Chairman and CEO of Salsarita’s Fresh Cantina, an 85-location casual Mexican restaurant chain he acquired in 2011, and as President of P. Friedman & Associates, Inc., a strategic planning and management consulting company he founded in 1986.  Friedman previously served as Chairman, Chief Executive Officer and President of McAlister’s Corporation, a quick casual concept he acquired along with a group of investors in 1999.  During his tenure, McAlister’s grew from 27 to 300 restaurants in 22 states. In 2005, Friedman led the successful sale of McAlister’s Corporation to Roark Capital Group.

Friedman was awarded Nation’s Restaurant News’ 2009 Golden Chain Award honoree for his success with McAlister’s and The International Foodservice Manufacturers’ Association’s Silver Plate award for his enduring and outstanding achievements in the Chain Restaurant Full Service category.  He was also honored by the National Restaurant Association (NRA) as a Cornerstone Humanitarianfor leading McAlister’s in outstanding community involvement.  He received an MBA from the University of Pennsylvania’s Wharton School, as well as a MA in Political Science and a BA in History from the University of Connecticut. Friedman serves on the Board of Directors for Diversified Restaurants, Boudin Bakeries & Restaurants and Silver Diner Corporation as well as on the boards of the National and Mississippi Restaurant Associations.

“Phil will help us deliver on our brand vision of offering real food and real choices, while creating real connections with our guests,” said Anthony Wedo, Buffets, Inc. Chief Executive Officer.

F. Warren Ellish
F. Warren Ellish is a senior marketing executive with extensive experience in consumer products, restaurants and retailing. Ellish has been responsible for successfully positioning hundreds of well-known brands and has a track record of delivering outsized returns in competitive industries.  In 1995, Ellish founded his own marketing consulting company, Ellish Marketing Group LLC, and for the past 17 years has been advising the senior leadership of numerous leading brands and companies from a strategic marketing perspective.  Prior to forming Ellish Marketing Group, he served as a founding partner and Vice President of Marketing for Boston Chicken, Inc. (Boston Market), where he helped create a new brand in the “home meal replacement” retail category.  Ellish also served as Vice President of Marketing and an executive committee member for Red Lobster Restaurants (Darden), Vice President of Marketing for Luzianne Blue Plate Foods, and other senior marketing positions with Burger King Corporation, Johnson & Johnson and PepsiCo.  Ellish was also named to Advertising Age’s “Marketing 100 – The Superstars of US Marketing.”

Ellish received both his BS and MBA from Cornell University, where he currently serves as a member of the marketing faculty at the SC Johnson Graduate School of Management.

“I have known Warren for 20 years and have seen his track record of repeated successes first hand,” Wedo said.  “He has helped launch start ups and driven brand turnarounds.  I know that his breadth of experience will be extremely helpful as we move this brand forward.”

Friedman and Ellish will serve alongside current 2012 Buffets, Inc. Board Members: Chairman Rob Webster, CEO Anthony Wedo, David Merritt, Todd Brown and Santino Blumetti.

About Buffets, Inc.
Buffets, Inc., the nation’s largest steak-buffet restaurant company, currently operates 347 restaurants in 35 states, comprised of 337 steak-buffet restaurants and 10 Tahoe Joe’s Famous Steakhouse restaurants.  The restaurants are principally operated under the Old Country Buffet®, HomeTown® Buffet, Ryan’s® and Fire® Mountain brands.  Buffets employs approximately 18,000 team members and serves approximately 100 million customers annually.  For more information about Buffets, Inc., visit online at www.Buffet.com.

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

11 years ago
by wellish in , , , ,

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 Show, International 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 moc.gnitekramhsillenull@hsille.nerraw.

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