Pictures by Will Ennis of Summerland, BC
Marketing your restaurant is challenging during the best of times,
during slow economic downturns it can become a nightmare. Many
restaurants are cash flow slow, have mounting bills, lower customer counts, sky
rocketing cost, they begin to question the long term goals and scrap the plans
that they have formulated to provide growth. How are they to market their
restaurant during stressful times without adding to it?
Newspapers and radio advertising often prove ineffectual,
television is not within the budget of an average restaurant, so how about a
coupon program? Wagjag, Goupon, Direct Mail or Entertainment Books, programs that
seemingly look to be an effective way to get your message out and customers in
the door, but at what cost? Are two for one promotions really going to achieve
the desired result you are seeking?
While coupons "may" have a place in retail they are not
a good product for the restaurant or the hospitality industry, so let's take a
look at why. Some believe that the coupons are a quick, effective way to market
the establishment, however, they also can quickly become the entire marketing
plan, thus limiting the type of clients patronizing your restaurant to those
who will only shop with a coupon. No matter how great your product may be, once
you discount it you are telling the customer it really wasn't worth the
original menu price after all. The non coupon customers will begin to feel that
they have been taken, or, at least taken advantage of, many will not return,
creating yet a slower establishment and less cash flow within the restaurant.
All coupons of course have guidelines or rules that the customer is
to comply with, yet seldom do, present the coupon upon arrival, they wait until
the bill is presented, only one per table, yet a table of four insists on using
two, not to be combined with other offers, they want to present two coupons
from different media, no cash value yet they insist the coupon should give them
change. The management of the use of coupons alone can be time consuming adding
to the labor costs, staff frustrations, and the degrading of the established
reputations.
Let us look at the cost of a typical promotion. "Get an $80.00
dinner for just $40.00." First we must pay to coupon company for the
promotion, costs range between $10.00 and $15.00 dollars let’s go in the middle,
using the $12.50, that leaves us with $27.50 from the $40.00. Now we must
factor the food cost on the $80.00 dollars, which is $24.00 using a 30% ratio
(which few restaurants actually maintain) we are now left with $3.50 to pay for
the labor of servers, busing people, dishwashers, cooks and the chef, a labor
cost of 27% would equal $21.60, our promotion now has a negative result of -$18.10.
Now many of these coupons have an average of 300 customer usage, our loss on
the promotion is-$5430.00, are you prepared for such a loss? What if the sale
of the coupons is higher, the loss therefore is higher.
True the cunning marketer will attempt to sell this as
advertising for the business. Yet advertising costs should never exceed 4% of
revenue, which would be $960.00 of the $80.00 x 300 customers, except your
revenue (before expenses) was only $27.50 thus the ad revenue should be 330.00,
a far cry from the $5400.00 losses. Remember, too, that, we still haven't accounted
for rent or mortgage, fuel, power, water and all other fixed costs generally
represented as an additional 17% of revenue, or another $4080 on this
promotion, bringing the promotional loss to -$9510. How is that going to help
your cash flow?
In addition to the discounting customer, we must of course
consider the full paying customer, are
we willing to forgo the customer who will pay the $80.00 for those who will
only pay the $40.00, are we even going to have the seats to accommodate the
full paying customer? If not, does our loss now continue to climb? This loss is
yet greater, as the disappointed "full paying" customer are put off with
the degradation of service and may not return? You must keep in mind that
discounting (couponing) customers also will not return until the next coupon is
offered. Each week they pick up and use whatever discount is offered, seldom if
ever, become good steady "full price" paying customers. Coupon books
like "Entertainment" offer hundreds of "two for one"
restaurant discounts, so the mission of the book is to have the consumer use as
many as possible before they expire, practically a guarantee in not building a
new customer base. Groupon markets daily and new restaurant in your area, the
discounting customer will choose to purchase todays featured establishment it
means not paying the full menu price.
Our course this action also risks offending a regular customer,
who may question why a strange new customer is offered a better deal than he or
she, who have been a faithful partner with the restaurant. Some full
price paying regulars actually will believe they have been "had,"
why are you acquiring large sums of their money at regular menu price,
while you court a relationship with those being “gifted” with a large discount,
their lack of understanding your situation is not what is important to them,
just the fact they are required to pay more than the diner at the next table is
generally enough to drive them off. Regardless of their feelings or how you try
to explain your action they become offended and never return. Would it not be
better to give the regular a discount from time to time and insure their
faithful partnership?
Staffing for the coupon is also a challenge, staff simply do not
want them, why? As the discount customer is a frugal person (and I am being
kind) they carry that attitude on with the server, generally demanding a high
level of service, yet tipping at less than what the normal rate would and
should be. For example, a tip on an $80.00 dinner at 15% would be $12.00, so
300 x 80 x15% = $3600 to split as the restaurant policy dictates. If 10 people
split, then each receives 360. However, the discounting customer only pays
40.00 for the $80.00 meal (statics show they tip less than 10% of the bill)
which rarely meets the coupon rules. So the tip is now 4.00 the servers loss is
outstanding 66% of what should have been, carried over 40.00 x 300 x 10% = $1200
divided by our 10 employees it becomes $120. Are we going to retain the server
who makes $360 normally but has to give it up for $120? No. So new staff are
required, we then incur a new expense in training.
There will be plenty of arguments as to why coupons are good
for your business, I say let the numbers do the talking, can you afford it? Is
the risk to regulars worth it? Is the staffing cost worth it? Then proceed as
you may, we great caution.
Look for other ways to market your restaurant without the
discount: Be involved, keep local, get to know what is happening in the
community and be part of it and let the community know you are there for them.
Local cooking competition, chili cook offs, cooking classes, dining
events, place chef writings in the local paper instead of ad's (people read
articles and ignore ad's), partner with local charities and churches, create a
VIP Club.
Giveaway 2 OZ bottles of a special sauce or mustard (a new one
once a month, they must come in to get it) 250 bottles gets 500 people per
month. If no special events are taking place, create one.
Make use of media, email, Facebook, Twitter, Google, create a
YouTube channel. Be sure to track sites like Yelp, Urbanspoon and Trip Advisor
comment on the negative and praise the positive comments.
Have a special evening menu "with a special menu for that
night" while the regular menu at regular price is also available. Some
establishments create a dining menu that is costed correctly and that is what
is offered at the “discounted price” while all other menu items are sold at
listed price.
Finally, practice the 3 G's of
the restaurant business: Great Food, Great Service and a Great Experience at a
fair price.