Great article by Roy Bergold via QSRMagazine.com
There’s no better time than now to remember the old adage that the customer is always right.
Posted in Articles
Tagged brandon odell, consultant, food, qsr, recipes, restaurant, restaurant consulting, service, the customer is always right
In order to effectively convey what it takes to create an effective logo, I think it is important to outline the qualities of an effective logo.
An effective logo may also have one “bonus” attribute that can make it not only effective, but outstanding. Your logo may also convey your unique selling point.
Knowing what it is that an effective logo conveys, we can start to look at some design qualities an effective logo has and doesn’t have, and why they are important.
Color scheme
Hopefully, your restaurant has a color scheme. Your scheme helps identify you and should consist of two contrasting colors. From those two colors, you can also find complimentary colors to use in the interior and exterior decoration of your restaurant. Often, the color black or another third color can be used to make the primary colors “pop”. It’s also good to know that certain colors have distinct psychological effects on how people behave. You may have noticed that many large chain restaurants use the colors red and yellow in their restaurant designs. These two colors make people feel “excited”. Research has shown that this excitement leads customers to eat more inside the restaurants they are used in.
Gradients
A gradient is the resulting color pattern when one color fades into another color. This effect may look artistic and interesting, but it muddles your logo and makes it harder to recognize at a glance or distance. It also makes reproducing your logo more expensive or even impossible with some reproduction methods, like embroidery. Stay away from gradients if you want a logo that is easy to recognize and easy to remember.
Bevels and highlights
Effects such as beveling, which makes the center of an object look raised while the edge appears to “drop down”, and highlighting serve to muddle an images appearance just as gradients do. While the effects look artistic and make the logo more interesting, it also makes the logo more difficult to see at a glance or distance, and harder to commit to memory. In logo design, too much detail results in a bad logo.
Shadows
After the last two paragraphs, I hope you don’t need much detail on why shadows, especially drop shadows, are bad for a logo. They add artsy detail that only serves to confuse the image. It’s extra detail that is there more for the logo artists ego than to make the logo more effective. Remember, “attractive” doesn’t equal “effective”.
Fonts
One of the most common logo design mistakes is using a font that is too hard to read, or putting a font on a background whose color does not contrast enough with the color of the font, resulting in lettering that doesn’t stand out enough. If the words on your logo are lost because they are too hard to read, you don’t have an effective logo.
Wording
What words you use in your logo and how they are emphasized based on the font size and color will greatly affect your logo’s ability to be recognized and remembered easily. More importantly, a poorly worded logo will not communicate to your potential customers who you are and what you do. Without communicating your identity and your message, your logo might as well be a blue dot with no words. An example would be a restaurant that just calls itself “Ralph’s” and has a logo consisting of the name “Ralph’s” over a plain background, like a circle, with no other words. This logo could easily convey what the business does by adding the word “restaurant” to the logo. It could communicate even better by including words that says what Ralph’s Restaurant sells, like “Ralph’s Sub Sandwiches”. Another approach would be to not have the extra words, but to use an image or background that infers “restaurant” or “sub sandwiches”. For example, Ralph’s could be spelled out between two hoagie bun images with a lettuce leaf on top and a tomato on bottom. This would leave no doubt that Ralph’s is selling sub sandwiches.
Shape
An effective logo doesn’t just need an easy to recognize color scheme, and words that effectively convey what the business sells. An effective logo also needs to utilize a basic geometric shape that helps identify the logo when someone is too far away to read the words. Along with a basic two color scheme, a shape in a logo makes that logo very easy to recognize. Think of McDonalds big yellow “M” or Burger King’s split yellow sphere (probably a bun) with a blue swoosh around the name and sphere. They create basic shapes and color patterns that are easy to recognize as soon as the sign comes into view, long before you are close enough to read the words.
Overall, you can summarize these design points by just reminding yourself to “keep it simple”. Too much detail may win some “oohs” and “aahs” from your friends, or make you feel better about your design prowess, but it won’t result in a logo that accomplishes the most basic task a logo is intended for, making people remember you and what you do.
Posted in Articles
Tagged consultant, consulting, graphic designer, logo design, logo designer, restaurant, restaurant logo, restaurant logo design
Do:
Concentrate your marketing efforts and dollars on people who already know you.
Don’t:
Try to be all things to all people. Find your niche.
Do:
Incorporate a few “signature” items into your menu. Having items that your competitors don’t have gives your customers a reason to come to you instead of them.
Don’t:
Depend solely on word of mouth marketing. Word of mouth marketing only works AFTER a lot of people know who you are.
Do:
Update your prices at least 3 times per year. Small, incremental price increases are likely to go unseen by your customers. Wait too long, and you’ll have to significantly increase all your prices at once, which WILL be noticed. Those frequent small increases are better for cash flow than occasional big increases.
Don’t:
Think if you “build it they will come”. Every new restaurateur thinks their food and product is so interesting and unique that people will flock to their restaurant just because they opened it.
Do:
Have a marketing plan. Word of mouth marketing only works if a lot of people already know about your business. You can’t depend on word of mouth for a startup. Marketing a startup takes money and a plan on how best to utilize that money to get people in your door, so you can build relationships and earn their referrals to their friends.
Don’t:
Sign a contract without having it reviewed by legal counsel, whether it’s for a lease, a partnership, or a vendor.
Do:
Create a unique selling point. Form an emotional bond with your customers by promising to make them FEEL something, then delivering on that promise. The memory of how you made someone feel with your restaurant will last long after they forget who served them and what they ate. “Good/great food and service” are NOT unique selling points. Every restaurant claims to have these. The emotion that you promise and deliver to your customers IS a unique selling point. Other restaurants will not have this.
In most cases, coupons are a path to disaster. Coupons undervalue your product, and getting customers to come in with coupons doesn’t give them a good idea of what type of value you really offer. You end up with customers that think your restaurant is a good value, “with a coupon”. Then, they wait til the next coupon to come out before they come back to your restaurant.
As far as chains that use coupons, they know something the average independent operator doesn’t. They have a sales history showing them how much of their sales are given away in the form of coupons. They track their discounts, and they price their coupon marketing strategy into their menu. If a pizza costs them $3.00 to make, and they need to make $7 gross profit for every pizza they sell, they know they have to make the regular price of that pizza $12 or $13 so they can send you a coupon and make you think you’re getting a good deal paying only $10.
How many people really pay $18.00 for a large pizza at Papa John’s? None. People wait until they have coupons. Sure Papa John’s makes money, but they know they’re not earning repeat, full price, customers by sending out coupons. They know how much money couponing is costing them, and they adjust their prices accordingly. They then use coupons as a “trick” to build value into their product.
Can coupons be used responsibly and still allow for a profit? Sure, if that is part of your marketing and pricing strategy from the get-go. Outside of that, coupons should only be used to promote items that earn you MORE gross profit than you need to make money AFTER the discount is applied. Even then, I suggest never offering a flat percentage discount, and only using coupons to promote package values, or to give freebies that are “extras” that won’t detract from the gross profit you’ll make by selling the rest of the meal at full price.
Posted in Questions
Tagged building sales, consultant, consulting, coupons, marketing, Papa Johns, restaurant, sales growth, using coupons
Here is a reply I once posted to an assistant manager’s inquiry from a foodservice operation. It deals with a common situation in the food service industry. One that I have not been asked for advice on before, but one that I do have a strong opinion about, especially considering the initial response of other advisors. I think it was an important piece of advice.
“I have quick question…For the past 3 weeks have been the acting GM and have not been compensated for it. I am a team player, but was told that it will be another 12 weeks before they can get another GM trained and ready and that I have to continue in the same role until they find one. Is this right?”
Initial responses directed the person to quit and look for a job that paid what the person thought they were worth. I have a much different take on this situation and thought I would share it. I tend to be pretty straight forward with my opinions and apologize if it doesn’t sound sugar coated.
(Tom),
3 weeks filling in at a GM position doesn’t qualify you to be a GM. Every employee honestly believes they can outperform their boss, whether it’s the restaurant business or any other. That’s human nature. The truth of the matter is that most employees understand no more of their bosses job than what they know how to do themselves. This creates the picture that their boss is not working as hard as them because their boss is not accomplishing the volume of the same activities that the employee does. Thus creating the appearance to the employee that they can do their bosses job better.
An interim position as a GM does not require you to perform all of the duties required of a GM. As GM, what steps have you taken toward the restaurants long term planning goals? What are you doing as GM to increase the revenue of your store? Are you planning the stores marketing strategy? As GM in the last three weeks, what have you done to broaden your restaurants role in the community? Have you been attending Chamber meetings and networking with other area business people to help develop a plan to further your business community’s role in your local area government? What are you doing as interim GM to safeguard your owners against liabilities such as worker’s comp, unemployment insurance costs, lawsuits. Are you performing the restaurants safety plan audits to ensure compliance and reporting the results to the owners? Are you maintaining accurate day to day employee records and answering Department of Labor inquiries as to the status of terminated employees to reduce unnecessary payment of unemployment benefits? Have you started on next year’s financial budget? It’s September now, time to start planning. Do you know what percentages your restaurant has for goals on labor, COG’s? Do you know what COG’s are? Can you read a P&L, really? Can you look at last year’s P&L and know which expenses were out of line and where you can save? Do you know what is acceptable to your owners to plan for as an acceptable increase in sales? Do you know what market prices are acceptable for every item you buy in the restaurant? Do you know if you’re getting ripped off or getting a good deal? What do you do if you are getting ripped off? Are you capable of negotiating a contract with a new purveyor? Do you know how prices for your food items or other expenses are calculated with the companies you do business with? Have you familiarized yourself with pricing structures and payment terms with every company your restaurant has a contract with? Are you familiar with every report required of you as a GM? Are you completing the restaurants Accounts Payable logs, coding invoices for payment, auditing payroll to ensure accurate employee compensation? This is only a short, short list of the GM’s actual responsibilities.
The point here is this, as an assistant, you don’t yet understand what it takes to be a GM. That is why the owners are searching for someone else to fill this position rather than just promoting you. They’re not just idiots who are oblivious to your presence. Believe me, it’s been discussed whether or not they could just promote you. Day to day operations are the responsibility of the staff. They’re only 1/3 of the real responsibilities involved in running a restaurant. A GM who spends all their time concentrating on daily operations is an ineffective GM and most likely overworking themselves. So don’t expect it from the position.
You are in a position of opportunity right now. You have two choices:
1) Let your ignorance lead your actions and assume a negative position. Get mad because you think you are doing a GM’s job and not getting paid for it. Approach the owners from this negative position and create a negative image of yourself to them. Most likely you will quit or get fired when things don’t go your way. You will create a red flag on your resume. “Didn’t see eye to eye with owner” is not something you want to list as your reason for leaving.
2) Look for favorable outcomes that could happen and take a positive position to attack your situation. Ask the owners for a detailed GM’s job description so you can do the best job possible until they find a permanent replacement. Learn everything you can about job tasks you have never had to perform. Take on the tasks you know the most about and demonstrate your ability to the owners to do more than just day to day operations. Gain experience. Your positive actions will show the owners how valuable you are. They could possibly even decide you have enough potential and the right attitude to train into a GM position at that location. Maybe you’ll be the first consideration for GM at their next venture after you have more experience. Maybe they are ignorant fools and you can use this experience to pad your resume in the search for a GM position elsewhere. “Offered a better position” is something acceptable to list as a reason for leaving.
There are many positive outcomes possible here. Think about your future and your reputation and take the positive approach. Negative people are doomed to a life of being unappreciated, overworked, underpaid, and generally miserable whether it’s only imagined or a self fulfilling prophecy.
Opportunities in any occupation are created through adversity, a negative situation. The best outcome is not created with another negative but rather a larger positive. Be the larger positive.
Brandon
Posted in Questions
Tagged advice, consultant, consulting, employee abuse, general manager, interim GM, management, restaurant, unfair
