I have you noticed that Kodak is nearly out of business. Growing up inthe 1960’s and ‘70’s, every family had a Kodak Camera and I still have one ofmine. Those yellow boxes were everywhere and getting your very own Kodachromecamera was seemingly a rite of passage, heck, Paul Simon even wrote a songabout it.
As digital cameras gained popularity, Kodak stuck to what they believed. Theysneered at digital’s quality, righteous in their knowledge that Americans wouldNEVER give up shiny pictures for their photo albums.
Today, cell phone cameras take most of the pictures and they are rarelyprinted. Kodak will shut the doors, correct in their assertion thatprofessionally developed pictures look better than low-resolution versionsuploaded to Facebook.
Beingdead and correct is not a great strategy. Today chain restaurants are either growing ordying much the same as Kodak. Simply look at restaurants that filed bankruptcyof late: Claim Jumper, Mr. Pita, Friendly’s, Chevys, Sbarro, Perkins. Theyare not all dead but they have been far from right.
These are statements frequently heard from legacy restaurant operators. LikeKodak, crystal clear that what has always worked will continue to work.
• Our executives have 30 years of experience and know how to run the business.
• We never use coupons, nor do we deliver.
• We don’t allow our brand to wander, we protect our brand.
• We don’t use online ordering, I-pad ordering or voice screen ordering.
• We don’t advertise on Google, Twitter or Facebook.
• We don’t open for breakfast.
• We like the umbrella approach each store different personality but under oneumbrella.
• Video menus and video signage is visceral gimmickry.
• We don’t measure ingredients, we create daily specials and simply showemployees how to make it
• We can’t raise our menu prices.
How did a dominant brand and sector leader like Kodak, in a rock-solid consumerstaple lose everything? Simple, they determined the market, the direction ofthat market and took the steps to conquer it. If that sounds like your restaurant, retail food sector or niche leader,you better keep reading.
There is little about today’s market, the consumer or food marketing /promotions that was predictable 3 years ago. In the next three years the rateof change will continue to increase. So let’s look at the above list:
Reliability and a comfortable working relationship is correctly a key tosuccess. However, if you find your teamis blaming the economy, minimum wages increases, cost of health care and risingfood cost for disappointing results. Do not forget that many restaurantscompanies are growing both the top and bottom line, number of units andgarnering market share. It might be timefor Outside Eyes.
We always/never use coupons – coupons and promotions are very complicatedtoday. Add the online aggregators the ilk of Livingsocial and Groupon and howcan you know what works. Here is the point, what you measure you manage. Alladvertising must have a objective that is clear and measurable to insure aproper marketing ROI.
We don’t deliver – face it, convenience is a driving reason why foodservice ispopular. If you do not want to deliver, consider outsourcing. Delivery is not about you. That’s right it isabout the consumer.
We protect the value of our brand and its integrity for the consumer,our shareholders and stakeholders. Weknow the consumer is dynamic not static, but our customer’s comeback because wehave a brand promise and they trust in us to keep that promise. Sounds a lotlike Kodak, don’t you think?
We don’t use online ordering our food does not “carry” well. Think about this if you don’t have a way toconnect your menu to computers and mobile devices, your competition will wooyour customers. Consumers are time starved, and hooked on technology, make iteasy.
Google or Facebook – as above, set up a Facebook page, it costs nothing. Havesomeone help if you need it and then monitor your page 5 minutes a day. Don’t think about it get started today.
We don’t open for breakfast – you pay rent 24/7, find ways to increase theutilization of your “factory”. Considering catering or school lunch program,contract out your kitchen. Don’t becomethe next Kodak of chain restaurants.
Different store brands / personalities under one large corporation and allexpected to operate utilizing a uniform set of metrics. Worked well in the 70’s, 80’s but you havethe answer. Let me know just how wellthat works out.
Visceral gimmickry does not replace high quality food and great serviceever. Who defines quality service? Youvia your brand promise or the consumer?
We don’t measure ingredients; my employees know how much to use – why have menuprices, let customer pay whatever they want. If you don’t care what yourproduct costs, you CAN’T make money.
We can’t raise our menu prices – tell that to the gas station owner on thecorner, or the farmer growing your food. Costs are up, you must raise your menuprices or you will not exist.
Kodak management, smart and hard working as they were, did not see the worldchanging, fortunately you do. Realize that change is good and necessary. Actnow to challenge your assumption, create new revenue streams and increaseprofits. Success does leave clues,Disney movies leave you with a smile, being dead and correct is not a greatstrategy.
Foodservice Solutions®specializes in outsourced business development. We can help you identify,quantify and qualify additional food retail segment opportunities or a brandleveraging integration strategy. Foodservice Solutions of Tacoma WA is the global leader in the Grocerant niche visitFacebook.com/Steven Johnson, Linkedin.com/in/grocerant ortwitter.com/grocerant.
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