News Profiles Events Beverage Technology Management Directory

Archive for the ‘Technology’ Category

New Fresh To Order App Now Available

Friday, September 26th, 2014

Fresh2OrderFresh To Order (f2o) now offers a new mobile app, where guests can pay for their meals and earn rewards through their cell phones. The Fresh To Order App is now available through the Apple App Store and Google Play for iOS (iPhone) and Android platforms. The Fresh To Order App will integrate with Apple Passbook (Apple’s mobile wallet) and Google Wallet beginning in October. Fresh To Order will accept NFC (Near Field Communication) payments through the app starting in 2015.

The app also offers a loyalty program and exclusive rewards. For a limited time, guests can get a $3 credit at sign-up and earn an additional $2 credit by referring a friend. Guests will also receive $10 credit on their next meal when they have $100 in purchases.

“Fresh To Order continues to innovate our menu, service model and now its digital platform by introducing a mobile app which helps us maintain leadership in the “fast-fine” niche,” said Pierre Panos, CEO of Fresh To Order. “Whether they’re looking for the closest location, want to preview our latest menu options or use their phones for payment, we’re providing our guests with a rich digital experience in the palm of their hand.”

With the new app, guests will be able to quickly browse the selection of cooked-to-order panini sandwiches, salads and chef-inspired entrees, including grilled salmon and brown sugar roasted pork loin.

Mobile apps continue to be a growing part of the restaurant experience. According to, 32 percent of Millennials look at restaurant menus online via a smart phone. With a spending power of $1.3 trillion, it becomes a business imperative that restaurants offer a variety of relevant ways for them to access their favorite restaurants.


Retail Data Systems Deploys End-to-End Encryption and Tokenization on the NCR Aloha POS

Friday, September 5th, 2014

Retail Data Systems, a NCR Aloha POS provider, recently deployed TransArmor, an end-to-end encryption, tokenization security solution, in production for the first time.

Utilizing a tamper proof connected terminal encryption device integrated through the Aloha POS, which collaborates with vault decryption technology at First Data, TransArmor makes the data of no use to fraudsters and hackers from the time of swipe, or EMV chip read, through authorization, and token issuance. Since the data is never exposed in the clear, reformatted and scraped from memory, or stored at the merchant, there is nothing to steal. This particularly deters the remote access breach attempts from organized crime groups across the globe.

“Retail Data Systems collaborated with NCR Corporation and First Data Corporation to deploy a solution that removes card data from the customer environment while at the same time reducing merchant liability, and further lowering PCI reporting effort requirements while introducing token technology that can increase sales and loyalty,” says Jeff Barrett, General Manager of Retail Data Systems Payment Services Division.

For more information, visit


In the Driver’s Seat

Monday, August 25th, 2014

From Restaurant INFORMER, 2014, Vol. 4, Issue 1

By Helen K. Kelley

Anthony Joseph

Anthony Joseph, president, Concessions International

With an increasingly mobile population, smaller and more portable technology and the proliferation of social media, restaurants today are focusing on new ways to provide convenience and create interaction with their customers.

Convenience and Comfort

Concessions International, LLC recently installed iPad digital menus at two of its locations within Hartsfield-Jackson Atlanta International Airport. The eTouchMenu interactive technology is available at Dos Equis Explorers Lounge and Samuel Adams Atlanta Brew House, the first restaurants at the airport to offer tabletop tablet ordering. At Dos Equis, there is a secured iPad available at every seat in the bar, and Samuel Adams offers the iPad at every bar seat and at seating along the bar area.

The menus, which are interactive and intuitive, were custom-designed by Menu Masters. Guests browse through the selections and enter their orders right at their own seat or table. The waitstaff is alerted to ordering activity and requests for service through a wireless paging service.

Anthony Joseph, president of Concessions International, says the technology offers many benefits, including the ability to show the restaurant’s entire menu.

“On a print menu, you can’t possibly display everything you offer,” he says. “But on a digital menu, we’re able to show the customer every item, accompanied by a great photo. It also gives us the capability to show brand and nutritional information.”

When time is of the essence, the digital menu offers customers a faster, more efficient way to order their beverages and food. They simply enter their selections by touching the screen.

Dos Equis Explorers Lounge allows customers to not only order, but also pay for their food and drink through the iPad menu – a big plus for air travelers who are often in a hurry.

“On average, the bill-paying process involves about three visits by the server to the table – delivering the bill, collecting the customer’s payment and then providing change or receipt. In an environment that is high volume and very busy, paying the bill can take up precious minutes for people who are rushed and anxious to move on,” says Joseph. “The option to pay through the tabletop menu gives customers the convenience of immediate payment, along with the security of having control of their credit card at all times.”

Basil Banko, vice president of information technology for Concessions International, says that the interactive menus have been successful so far, but adds that there have been a few challenges.

“Most business travelers really like the convenience of the digital menu – they can place their orders without waiting, enjoy their food and beverages, and get on their way promptly,” he explains. “But we’ve found that some older travelers haven’t embraced it, probably because it’s new. So we offer a print menu to those who don’t want to use the iPad. And it’s the same with servers – some love the iPad and some would prefer to give customers a regular menu. That’s just human nature. But the majority of customers and employees seem pleased with the technology.”

The digital menu has increased some efficiencies for both the Dos Equis and Samuel Adams locations, especially in getting orders to the kitchen. Banko adds that Dos Equis is experiencing the benefit of customers having the option to pay by credit card through the tabletop tablet.

“Travelers want to get in and out quickly, and the tablet gives them the ability to do just that by paying immediately,” he explains. “After observing the customers’ reactions at Dos Equis, we’ve decided to implement the payment option at Samuel Adams, too.”

David Shaw, CEO of Postec, Inc., a company that provides customized point of sale (POS) technology, says that an integrated system works best in locations that have high volume and need to provide fast service – such as airports and fast casual dining establishments.

“With the tablet, the consumer is actually serving as the order entry person – self-service. This process speeds up service delivery time and allows the POS system to do the ‘heavy lifting’ of kitchen output as well as report sales activity,” he says, adding that this type of technology is steadily growing in popularity. “The adoption rate is increasing as the number of tablet users grows along with their knowledge of how to use a touchpad. It’s much like the implementation of automatic teller machines at banks or the pay-at-the-pump option at gas stations.”

Interactive Purchasing Trends

Charles Marvil, corporate operations manager for Bhojanic Restaurant Group, is conducting research on information technology (IT) purchasing decisions made by restaurants as part of his requirements for a Master’s degree in HRMT (Hotel, Restaurant Management and Tourism) from Auburn University. The study focuses on the decisions to purchase or delay purchase of technologies by small-to-medium sized restaurant companies in Georgia.

“Based on an analysis of current trends, including a yearly survey conducted by Hospitality Technology magazine, my hypothesis is that the economy kept IT purchases down in the past couple of years. Restaurants were a little skittish about investing capital in a new system or upgrades when their current system wasn’t broken or they didn’t truly need it,” Marvil explains. “Now that the economy is on the upswing, restaurateurs are starting to reconsider those purchases and moving forward with them. And most people feel safe looking at hardware and software that will upgrade their POS systems and/or allow them to interact with their customers.”

Marvil’s survey asks participants to name the pieces of technology they feel are most critical to purchase for their operations, and he will collect data about secondary and tertiary purchases as well. So far, the emphasis seems to be on purchasing interactive software that allows the restaurant to push out information – such as special deals or new menu items – to the customer via email, text or social media or allows the customer to directly place an order.

“Being able to send out information to the customer’s smartphone is an immediate marketing tool,” states Marvil. “It’s a faster, more personal interface between restaurant and customer.”


PCI Compliance: Hope on the Horizon

Monday, November 12th, 2012

By Christy Simo

At the Georgia Restaurant Association annual meeting in June, several experts in the POS industry sat down to discuss why it’s so important for restaurants in Georgia to validate compliance with PCI requirements, some tools to help you, and what’s on the horizon. Here is a synopsis of their conversation.

According to 2012 Verizon report, 54 percent of data breaches in the past year have been in the hospitality industry, and that’s increased over prior years.

“You are a restaurant. You want to serve people and make them happy,” says Brett Lockwood, partner with Smith Gambrell & Russell who chairs the firm’s Technology Transactions Practice.“But you also have PCI security data issues to deal with, and that’s just the reality.”

“It really is important to check your business financially,” says Larry R. Godfrey, director of sales engineering for Heartland Payment Solutions. “Your customers are trusting you with their data. It really is your job to protect that.”

The Current Dangers

The main issue in today’s hacker and credit card theft world is that the U.S. still uses a credit card with a magnetic stripe – that black bar on the back of every card.

“What makes it so dangerous is that all your personal data is stored on that mag stripe, such as your name, your phone number, your address,” says Walt Davis, general manager of Retail Data Systems Southeast. “As a restaurateur, you’re responsible for protecting your consumers just as much as some of these big companies.”

In 2002, credit card theft reach epidemic levels in the U.S. So in 2003, Congress passed the FACT Act (Fair and Accurate Credit Transactions Act), which prohibited businesses from printing more than five digits of any customer’s credit card number or expiration date on a receipt.

If a breach occurs, you have the option to do nothing, but it could ruin your business. In a nutshell, your bank will contact you that they have detected a credit card breach that has originated at your restaurant. You’ll contact your internet provider and credit card processor, and you’ll be required to stop processing credit cards immediately. You may have to pay a forensic auditor, who will find your security holes.

“That forensic audit is going to cost you anywhere from $8,000 to $12,000 minimum,” Davis says.

You’ll also contact your POS provider, and they will have to re-secure the site. You’ll have to buy a brand new computer server, because your old server is now evidence of a federal crime and is now federal property.

Not only that, but if you are a small business that experiences a breach, you will then be treated as a Tier 1 company to ensure measures are taken to keep a breach from happening again.

“Tier 1s have to go through this validation process every year that can cost tens of thousands of dollars. Even if you’re a Tier 4 that suffers a breach, you’re going to be held accountable for doing that for some time in the foreseeable future,” Godfrey says. “So if you want to take cards after the breach, you’re going to be treated like a Tier 1. You’re going to have to pay a company to come in and do an audit every quarter.”

Davis notes that on top of these costs, the restaurateur is also liable for the fraudulent charges – i.e. they are the one who must pay the customer back for the charges that showed up on their credit card statement.

Still, one of the most prevalent ways to steal credit card information today is through a RAM scraper, which accesses the credit card data on your RAM at the moment before it is re-encrypted. The criminal can use many ways to access your computer and install malware, including obtaining passwords or accessing your computer via Facebook or email. “This is the most common pattern of theft that’s being used in most restaurants,” Davis says.

“Why should you care about credit card fraud?” asks Davis. “Because you, the merchant, will be held responsible. Not your bank, not your POS provider, and not your credit card company.”

And that can get expensive.

There are four tiers of merchants based on the number of transactions they do annually. Most restaurants, aside from national chains, fall into Tier 4. While Tiers 1 through 3 are required to validate 100 percent compliance, they must spend hundreds of thousands of dollars to do so. Independent businesses like most of the restaurants in Georgia, however, cannot afford to spend that kind of money to validate compliance. But it’s important that they do so. The restaurants are expected to self-assess themselves and are still held liable if fraudulent activity occurs.

“The reason you have to do it is when you sign your merchant agreement with your credit card processor, regardless of who that processor is, there’s a section on data security and privacy,” Davis says. “It clearly states that you are to do the following things to be compliant: You’re supposed to have a firewall, you’re supposed to have data security, and you’re supposed to complete a self-assessment questionnaire.”

The catch-22 is that they will not ask you for proof of these things until a breach has already occurred.

“Most merchants totally underestimate credit card fraud and the consequences that follow,” Davis says. “Those fines cover the costs banks incur when they have to reissue the cards,” Godfrey says. “But the main cost is the buyback. Not only do you incur these costs, you’re responsible for paying back that consumer who had that fraudulent charge filed against them. So that, a lot of times, is the biggest expense.”

For these reasons and more, it’s so important to validate your compliance now and not after a breach occurs – not just for monetary reasons, but for your restaurant’s integrity.

“There are companies out there who will help you with the compliance aspects,” Davis says, “but nothing can help with the loss of your brand.

“This is serious business,” Davis says. “It is not about filling out these forms just to make the processors happy. Validate your compliance. There is no other option. As a restaurateur, you owe it to yourselves, your merchant and your customers to protect their data.”

New Technologies

Thankfully, there are several new technologies on the horizon that can help restaurants protect their customer’s data better. One has been around for more than a decade in Europe and is headed our way this spring.

“The primary thing about the European payment system is the microprocessor chip that’s embedded into the cards,” says Mike Seymour, COO of Postec.

Known as EMV (Europay, Mastercard, Visa), the processing system reads a 1” square chip in the corner of the card when you insert the card into the reader.

“The chip card systems based on EMV are being phased in across the world with names such as IC credit or, most commonly, Chip and Pin,” Seymour says, adding that 30 percent of payments worldwide today are EMV payments.“What that refers to is the microprocessor chip that’s embedded in the card, plus the four-digit pin that the consumer enters at the time of the transaction, like you would in the U.S. with a debit card transaction.”

Sixteen years after the development of the EMV and 12 years after its launch in Europe, Visa announced plans in October 2011 to push the U.S. toward adopting the EMV standard, and Mastercard has also followed suit, Seymour says. The initial push by Visa is to have all credit card processors in the U.S. support EMV by April 1, 2013.

“In dollar terms, credit card fraud represents nearly 7 cents for every $100 of debit or signature transaction in the U.S.,” Seymour says. “Based on EMV rollouts in other countries, fraud can be expected to drop by 50 percent or more once the transition is complete.”

Are EMV and smart cards enough to completely protect your business when they come online next year? Not necessarily. “Smart cards will prevent someone from using a fraudulent card. It’s much more difficult to make a counterfeit smart card than it is to make a counterfeit mag stripe card. Hopefully it will cut down on the amount of cards that come into your business that are fraudulent,” Godfrey says. “That’s really the power behind the EMV and smart cards.”

The transition won’t happen overnight, Seymour cautions. “Everybody’s going to have to replace all their card readers,” he says, adding that for a while, the readers will be able to accept all kinds of cards as the country transitions. “Ten, 15 years from now, mag stripe cards will be extinct.”

For now, there are still several things you can do to protect your restaurant from hackers and credit card thieves – and for good reason.

“A lot of folks think that hackers are just going after big business,” says Heartland’s Godfrey. “But what’s happened over the past few years, is that [large] Tier 1 merchants have done a pretty good job of securing their networks and systems, so really where the hackers are going now is where the doors are unlocked. They know with a lot less effort, they can get into a smaller business.

“They’re not going to get as much data back, but it’s a lot easier for them,” Godfrey says. “So that mid-tier merchant, with 11-100 employees, is really right in the crosshairs of the hackers.”

Along with the Chip and Pin card, tokenization and anti-encryption are two other methods that can help reduce the risk of your restaurant being hacked.

“The important thing to know about these technologies is that they’re not mutually exclusive of each other,” Godfrey says. “In fact, using all three is the way to really protect your system.”

Tokenization adds an extra layer of protection to your customer’s data. It’s similar to encryption, except it virtually can’t be cracked.

“There’s no mathematical correlation between that code and the original value, so there’s no way you can figure out that original card number from the token,” Godfrey says. He says this type of protection cannot protect you from customers using fake credit cards, but “it’s great when you have to hold on to that card number after the fact.”

Anti-encryption, aka point-to-point encryption, encrypts the card data as soon as the card is swiped.

“It’s tamper resistant,” Godfrey says, noting that it works best against RAM scrapers. “If somebody went in there and tried to mess with it, it would just wipe itself out. If you’ve got something hackers want, and that’s the credit card data, what encryption
does is it removes the value. So even if they do get in, there’s nothing of value to steal.”

Where is all this headed? While the Chip and Pin cards are coming our way next year, many experts predict that, ultimately, using our smart phones to pay for things will be most popular.“If you ask me, I think smart phones is where we’re going to go,” Godfrey says.

“The consumers are going to drive some of that. I think the younger generation especially wants that ability,” Seymour says.“When you look at the percentage of smart phones and how that’s increased over the past few years, my personal feeling is that yes, that’s where we’ll end up.”




Technology promotes healthier bottom line, healthier customers

Wednesday, November 30th, 2011

Tin Drum: The Value of the Personalized Ordering Experience

By Helen K. Kelley

Tin DrumIncreased revenue. Decreased costs. Decreased customer wait time. Increased customer satisfaction. These are the results achieved by Tin Drum Asia Cafe after implementing Usable Healths SmartMenu terminal. But there was one other benefit that Tin Drum owner Steven Chan found so intriguing that he agreed to pilot the technology in his six restaurant locations.

One of the most interesting aspects of SmartMenu is that it is health-based. It can help the customer make better food selections by suggesting side items and other add-ons that make up a healthy meal, explains Chan. I don’t consider myself that knowledgeable about making healthy choices. I won’t think about how many calories are in the handful of chips I just put in my mouth. The general public just doesn’t have this wisdom. They’d like to make their own choices, but they’re not knowledgeable enough, so SmartMenu gives them the tools to help balance their diet. 

It’s all about choice

SmartMenu is an interactive POS system that providers diners with a very personalized ordering experience. The self-service terminal allows customers to select their meals quickly and efficiently and, at the same time, it tracks and addresses their preferences, such as if the person is health-conscious or price-sensitive. When a diner swipes his or her card, SmartMenu recognizes the person and automatically suggests what he or she ordered on the previous visit. If the customer asks for recommendations, SmartMenu will make suggestions for selections, up-selling from the regular menu or the healthier menu based on those stored preferences.

Jiten Chhabra, founder and CEO of Usable Health, says that SmartMenu is a great help to not only health-conscious diners but also to those with specific health concerns such as high cholesterol and diabetes.

If a customer indicates that he or she has specific health needs, the system will address those needs, says Chhabra. SmartMenu incorporates a food swapper engine that will make recommendations for menu items and suggest combinations of items, such as have a small salad and a small sandwich, to the customer. Even if a restaurant doesn’t have many healthy choices available, SmartMenu can make selections based on portion sizes.

It’s a win-win situation operators make more money on margins by selling combinations of menu items that wouldn’t otherwise be found by the customer, and customers are able to satisfy their taste buds and their health needs at the same time.

Customers also have a choice between using the technology or old-fashioned counter service. SmartMenu is meant to work in tandem with restaurant employees, so if a customer feels more comfortable talking to a real person, they can bypass the terminal and place their order with a cashier.

Personalized ordering = a healthier bottom line

Point of sale systems are designed to lower operating costs, but SmartMenu takes that design a step further.

The traditional POS system was not designed with improving the diner experience in mind, explains Chhabra. SmartMenu makes the ordering process interactive so that the diner doesn’t feel ignored. It also makes the ordering process intelligent by taking food item margins into consideration before making suggestions to the diner.

According to Usable Healths data, when SmartMenu is implemented, on average, operators start instantly saving at least $500 a month due to decreased labor costs, and the average increase in check size is at least 15 percent.

Chan agrees, stating that SmartMenu has definitely decreased Tin Drum’s operating costs by cutting down on labor. And since customers enter their own orders, there is less chance for cashier error this improved accuracy makes for less waste.

SmartMenu also has increased revenues for Tin Drum. It raises the check average by making up-sell recommendations to customers on a consistent basis, Chain explains. It also cuts down on customer wait time, so the orders are coming into the kitchen faster.

Additionally, the system manages the redemption process, saving the operator valuable time.

We don’t have to accept coupons anymore. I don’t have to count them manually and track them myself, says Chan. The system does it for me.

SmartMenu as a marketing tool

SmartMenu logs a variety of data about customers including how long a person looks at a menu item and whether or not they order healthy options. This information comes in handy as a marketing tool for operators who want to target certain customers with specific offers.

The system lets operators configure deals and promotions themselves without paying an outside vendor, explains Chhabra. For example, if you see that your restaurant is empty at certain hours, you can notify your customers to come take advantage of a special during that particular time and increase your business.

Chan adds that SmartMenu has given him the flexibility to launch whatever kind of promotion or loyalty program he desires.

In the past, restaurants had to go to the expense of printing gift or loyalty cards and setting up a program. With the SmartMenu system, I log on to my account and set up special offers for my customers whenever I like. Then, all I have to do is post the offer on Tin Drum’s Facebook page to get the word out, he says. And all customers have to do to take advantage of the offer is log in when they come in to one of our restaurants.

Personal choice represents opportunity

Serving as a pilot chain for SmartMenu has been rewarding both for Tin Drum Asia Cafe and for Chan personally.

In a way, I feel like I’m sort of a partner to [Usable Health] in developing SmartMenu. I can offer them opinions and share real-time experiences, ideas and suggestions, Chan says. I think this is just the beginning of this kind of technology. The personal choice terminal presents a lot of opportunity for both restaurants and customers.

Tin Drum Asia Cafe has five metro Atlanta locations and one in Forsyth County and has begun franchising in the southeast. All locations will incorporate the SmartMenu terminals. For more information, visit

To learn more about Usable Health and SmartMenu technology and see customer and diner testimonials, visit


Today’s Technology Rules Restaurant Marketing

Wednesday, November 30th, 2011

By Ellen Weaver Hartman, ARP, Fellow PRSA

It wasn’t so long ago that a restaurant’s success depended on good word of mouth and maybe – fingers crossed –a favorable review in the local newspaper.

Today, it’s all technology driven. Whether it’s Twitter, Facebook, emails, blogging or apps, technology is the name of the game and restaurants may, in fact, be the industry segment that is on the cutting-edge of marketing via technology.

Almost $800 million was spent on mobile marketing last year, up more than 160 percent from 2009, according to the media research firm BIA/ Kelsey. More than 100 billion text messages are received or sent each year, and the use of mobile coupons should reach 300 million globally by 2014, according to Juniper Research.

It has not gone unnoticed by restaurant owners that more than 34 million Americas get their dining and restaurant information from a mobile device. Marketing gurus know it’s the wave of the future. Many restaurants, particularly chains or multi-location stores, such as Domino’s Pizza and Starbucks, have their own apps. The W Atlanta Downtown’s Bar has its own app but also is devoting more time to geo-centric apps such as Gowalia that allow for an experiential interaction. Other use third-party vendors such as and

Today, smart restaurant operators use these apps and other technology to send daily reports about specials, run loyalty contests, allow customers to order, pay by phone, figure out how many calories a dish has, make reservations, view menus, offer feedback and even show maps for directions. And it’s a two-way street; restaurateurs use technology to manage previous and future reservations made by customers.

“If you think about it, a personal device, whether it’s an iPhone, an Android or other smartphones, is the one form of communication that people cling to 24/7,” says Pablo Henderson – W Atlanta Downtown’s Bar Happenings manager.  “We’re communicating with our customers or potential customers in real time. In addition, our relationship with our customers is strengthened because we give them access to something that not everyone has. It’s like belonging to an exclusive club.”

“So many more customers are tech savvy,” says Sari Bernstein, marketing director for Here To Serve Restaurants in Atlanta. “They receive newsletters via email, look for special offers via phone and mail. The money we used to spend on print advertising is going towards other ways to advertise these days with a better ROI.”

Each of the Here To Serve Restaunts, including Coast, Strip, Noche, and Aja, has its own Facebook and Twitter page. “It’s a great way for them to stay in front of their followers/friends with daily specials and events going on in the restaurants constantly,” she says. “Twitter is fantastic to get a message out real quick. If we decide at the last minute to run an offer in the restaurant, we don’t worry about putting together all the artwork to relay the message. We can just easily tweet about it and watch how quickly that message can virally spread.”

Wow Bao, a restaurant concept from Chicago-based Lettuce Entertain You Enterprises, offers a telling case study on how it connects with its customers in innovative ways. Wow Bao wanted to engage customers with a mobile offering while building brand awareness and loyalty (and increase revenues) through its social media efforts. To engage customers more fully, it partnered with Mocapay, a mobile consumer engagement platform, to offer its customers exclusive mobile offers and allow them to securely pay using their mobile phones.

Using Mocapay’s platform, Wow Bao started mobile marketing and issued mobile VIP comp cards to its customers. In addition Wow Bao sent out mobile reminders to customers who hadn’t redeemed their card or who still had a remaining balance.

In addition to the mobile comp card, Mocapay’s embedded mobile technology allows Wow Bao to create, monitor and measure campaigns in real-time. In return, it also provides valuable information including redemption rates and purchasing behavior that gives Wow Bao a better sense of its customer, allowing a more targeted and personal relationship with every interaction.

For Wow Bao, the use of integrated social media resulted in increased loyalty and revenue. Its VIP comp card has been extremely successful with a 24 percent redemption rate at the point-of-sale and a nearly $10.00 average ticket.

To promote their breakfast menu, Wow Bao ran a mobile promotion one day for three hours. Customers who were part of the mobile program were sent a mobile message to receive a free breakfast bao between 7 a.m. to 10 a.m. the next morning. The promotion saw an eight percent redemption rate, which is three to four times the average of direct mail coupon redemption, according to the Direct Marketing Association.

“We believe mobile is the next frontier for the restaurant industry and an amazing channel to directly connect with customers and build brand loyalty to increase store visits,” says Geoff Alexander, managing partner of Wow Bao. “We are able to take our mobile marketing strategy to the next level by incorporating secure, mobile payments while also reaching our customers in a personalized manner.”

“The restaurant business is the perfect industry to showcase the benefits of an end-to-end mobile marketing solution. People do not always have cash, but usually have their mobile handsets with them at all times,” says Doug Dwyre, president, Mocapay. “There is a shift in the marketplace towards the mobile channel as a viable way to establish customer loyalty and extend the value of a brand in real-time.”

Other restaurants are reaping the rewards with similar technology creativity.

Doc Chey’s Noodle House, which has three Atlanta locations, has active Facebook and Twitter pages, but it also uses technology to increase its operations and entice customers with a prize. Customers who show that they checked in for their reservation using Facebook or Foursquare get a raffle ticket to win an IPad2.

The marketing is both direct and subtle. By enticing customers with the chance of an iPad2, it is giving them an incentive to go to its Facebook page, where they can become more engaged. Checking in ahead of time, just like at an airport, allows diners to be seated promptly, which increases customer satisfaction. The iPad2, at this point, is almost beside the point.

Technology guru Jonathan Kaplan, who sold his company to Cisco Systems for more than $500 million, is starting a California-based restaurant chain called The Melt. Relying on location-based mobile technology, The Melt is using technology in all aspects of the business including ordering. When ordering, customers will receive a QR code that could be scanned at any restaurant, allowing the customers to pay through their phone, skip the line and get their food faster.

So where is technology going these days?

Henderson admits that restaurants are facing technology clutter. “Your message now needs to be a lot louder,” he says. “Being an early adopter of new technology was once enough to reach influencers, but now everybody is on Facebook, Youtube, using S.E.O., and the web has more clutter now. We are looking for new ways. Video, for instance, has become a big part of our story-telling process.”

“It’s really the beginning,” says Bernstein of Here to Serve. “People can use their phones for almost anything these days, and we are constantly looking at new technology to further our relationship with our customers and strengthen our brand.”

Still, Henderson yearns for the good old days. “Word-of-mouth marketing is still the best and oldest form of marketing and one that relies on simple principles such as quality, service and a great story,” he says. “Yes, automatic order takers may become a growing trend, but it won’t replace the role of a friendly cocktail waitress.”

Ellen Weaver Hartman is president and CEO of Hartman Public Relations, based in Atlanta. Hartman has more than 30 years of experience in building strategic communications campaigns for some of the world’s most well-known brands. In addition to consumer and business to business communications, she has expertise in corporate communications, social responsibility, media relations and crisis management. To contact Ellen Hartman, email


More Energy Saving Products

Wednesday, May 6th, 2009

May/June 2009

When Chris and Michele Sedgwick reconcepted their Roswell restaurant to Bistro VG, the kitchen was also updated with several new pieces of commercial cooking equipment to save time and energy.  One piece added was the electric RATIONALSelfCooking Center. Owner Chris says, “The combi oven gives my chef additional creativity with our new menu while producing a high-quality, consistent product for our customers.” The oven is programmable, allowing Bistro VG’s chef to input his own recipes, which any chef can prepare with the simple push of a few buttons.


As Director of Construction and Development for Ted’s Montana Grill, Ed Bazor has a lot on his plate. But nothing is more important to him than his role as “Head of the Green Team.” Ted’s restaurants take their environmental stance very seriously, and it shows in their kitchen equipment. In their last two locations (Cumming, GA, and Bozeman, MT) they installed two gas-fired, tankless water heaters manufactured by Noritz. These two heaters are used in tandem to jointly ensure there is hot water on demand for frontand back-of-the-house operations. “We have not had them in operation a full year, so I can’t tell you the overall water or energy saving yet,” Bazor says, “but I will tell you that I have already seen huge benefit in cover2-2.jpgthe ability to eliminate 25 to 30 square feet of restaurant space because they hang on the wall. That is an upfront cost savings of $1,500 per year in real estate.” He also noticed his maintenance cost has been minimized because water flowed through the tanks instead of sitting in them. He states, “Neither restaurant has had one service call in the past 10 months. Even if we experience a moderate savings of energy, this equipment has saved me in real estate, installation expense, maintenance and space. I call that a significant savings overall.”

The world’s largest fast-food restaurant made a major decision to switch to electric fryers, and the results have been dramatic. The Varsity has been able to turn out their renowned food faster than ever, and its inside temperature has dropped significantly, especially in the kitchen area. “It has been fantastic,” says Gordon Muir, Varsity President and grandson of founder Frank Gordy Sr. “Our building is not just cooler, it’s more comfortable. I walked out into the lobby on a recent day when it was 100º outside, but it was cool at The Varsity. That’s a first.” Their kitchen temperature now stays below 80º. The Varsity’s 18 fryers work feverishly every day, cooking up the French fries and onion rings that helped make it famous. Not only are the electric fryers cooler, but they are also more efficient, easier to maintain and much easier to clean, according to Muir.


Middleby Marshall’s WOW! Gas Conveyor Oven was named the 2009 Product of the Year bycover2-4.jpg the Gas Foodservice Equipment Network at the NAFEM show. This award is presented annually to a manufacturer that brings to market a natural gas appliance that highlights outstanding innovation and technology in foodservice equipment. The oven has an “energy eye” that starts the belt only when it senses product. When the belt does not have product, the energy eye puts the oven into a sleep mode to save energy. The oven cooks most products in three to four minutes. Georgia-based Stevi B’s Pizza restaurant’s Senior Vice President of Corporate Operations Seth Salzman says, “This oven runs 20% faster. For us, we can replenish our buffet faster, providing less waste because of our quicker reaction time.”

cover2-5.thumbnail.jpgNiagara Conservation’s commercial, high-efficiency prerinse spray nozzle is certified by the Food Services Technology Center and endorsed by the Green Restaurant Association to reduce water usage by 80%. It has an insulated handle and is interchangeable with all brands.

Power Spray’s Savings Charts



Equipment That Saves

Wednesday, May 6th, 2009


May/June, 2009

By Joni House Coupe

Large to Small Expenditures Bring Big Return on Investment in the Kitchen

What’s the catalyst for replacing old equipment? What finally pushes a chef over the edge and pries open the checkbook?

For Chef Patrick Gebrayel, it was the water dripping on his head in the kitchen at Dunwoody Country Club. “I finally got tired of the water coming down from the air conditioner registers on the ceiling,” he says.

When Chef Gebrayel dug in to investigate, he found that what was making his head wet and his kitchen hot and humid in the summer and cold in the winter was also causing incredibly high energy usage through the facility.

“The biggest consumer of energy in the kitchen is the ventilation system,” Chef Gebrayel says. He found that one of the 65-lb. doors leading from the kitchen to the banquet area stayed ajar while the hood was operating. The hood system was pulling so hard in its attempt to evacuate the hot air from the kitchen that it was literally sucking the air out of the entire building.


Chef Gebrayel’s solution: to minimize the heat the kitchen put into the atmosphere during operation. The key was to find equipment that didn’t throw off heat or that kept the heat it generated inside the equipment itself. Once he had installed this type of equipment, Chef Gebrayel was able to slow the kitchen hood speed down by almost 70%. As a result, the building chiller no longer had to work at 100% capacity just to cool the building; the kitchen hood was no longer pulling the air conditioning out of the building.

Even if slowing your kitchen hood doesn’t seem to be an option, you can make small changes to make existing equipment more efficient and less expensive to operate. Chef Gebrayel recommends using a mechanical engineer to balance the hood, basically customizing its performance to the physical characteristics of the kitchen and restaurant.

cover-2.jpg“You don’t want salad to blow off the plates every time the kitchen door opens,” Gebrayel says. By spending $300 to $400 for hood balancing, the proper adjustment of cubic feet per minute per facility square foot can be optimized. Replacing the lights inside the hood with CFL bulbs can save in electricity costs. “They handle the vibration better,” Chef Gebrayel explains. By replacing only 12 incandescent bulbs with CFLs, Dunwoody Country Club saves $1,800 to $2,000 a year.

Although his starting motivation was comfort, he found that energy savings and a better work environment go hand in hand. As part of the $450,000 renovation of the 4,000-square-foot kitchen at Dunwoody Country Club in 2008, Chef Gebrayel went in pursuit of equipment that would enhance both efficiency and comfort.

One of the newcomers to his kitchen was the Eloma combination. “It’s a German manufacturer,” he explains. “It doesn’t throw heat into the atmosphere because it’s so insulated and the door seal is very, very tight.”

The manufacturer boasts that the oven can provide up to 46% energy savings versus a conventional oven and that Eloma ovens require no preheating. Although the Eloma requires a chemical cleaner, it uses very little – one 2-gallon jug of cleaner lasts roughly a year, even cleaning the oven based on daily use. The patented cleaning system can be started at any time, without the need to cool down the oven, saving staff time and equipment downtime.

Richard Gorowitz, Sales Manager at Atlanta Fixture, says, “Many of our customers today who are building restaurants or remodeling are looking for ‘combi’ ovens, using a combination of traditional convection cooking and steam cooking, simultaneously or independently. Another benefit of interest is that combi ovens save kitchen space and can combine functions of two or more pieces of kitchen equipment. This in turn can eliminate the amount of overall kitchen space needed.” Gorowitz observes that purchases motivated by energy savings are split about evenly between ovens and refrigeration. For operators in the market for energy-efficient walk-ins, Gorowitz recommends Bally, Arctic and Master-Bilt.

The Dunwoody Country Club kitchen also welcomed a new fryer system. “Fryers are huge gobblers of energy,” Chef Gebrayel explains.

When replacing his fryers, Chef Gebrayel turned to the “Ultrafryer,” developed for the fried chicken industry. The self cleaning gas Ultrafryer uses a baffle system, meaning the gas burner is inside a tube.

cover-3.jpgThe Ultrafryer baffles are high efficiency and its burner size is 20% of that of the normal fryer. It has twice the efficiency of a normal fryer because the heat stays inside the unit. Chef Gebrayel found that the 100-lb. Ultrafryer uses less energy than his normal 50-lb.-capacity fryers. Because the Ultrafryer burners don’t fire all the time, “it doesn’t burn up the oil,” Chef Gebrayel says, adding that the shelf life on his fryer oil has almost doubled since making the switch to the Ultrafryer.

Quality construction can make a difference in all types of kitchen equipment. Chef Gebrayel’s search for equipment that both saves money and contributes to kitchen comfort led him to a dishwasher made by Meiko.

Most manufacturers don’t insulate their dishwashers at all. Unlike the thin-walled steel boxes most manufacturers market, the Meiko has 1½-inch-thick panels. “It takes less energy to heat up and saves energy throughout the cycle,” says Chef Gebrayel.

The construction of the Meiko dishwasher provides “cool-tothe- touch” exteriors even while the dishwasher is running at full cycle. Meiko states that by reclaiming heat generated during the wash cycle and using that “waste” heat to prewarm the rinse cycle water, its dishwashers conserve energy during operation.

Chefs can find equipment like this Meiko quickly by spending time at trade shows like the North American Association of Food Equipment Manufacturers, where scores of equipment manufacturers have models available for inspection and handling.

To save even more electricity and make the kitchen more comfortable, Chef Gebrayel advised chefs to “kill the heat lamps!” He recommends using heated countertops instead. Not only do heated countertops save energy, but they also save counter space and clear the line of sight between the kitchen team and the front of- the-house team. As an alternative, Chef Gebrayel suggests using 110-watt retractable lights and providing the capability of using three or seven lights so that not all are on during off-peak demand for the heat lamps.

Savings can occur in more than just energy bills. Kitchens can cut their ongoing water bills as well by installing equipment that by design uses less water.

The Dunwoody Country Club kitchen renovation included installation of foot pedal sinks. As compared with sinks turnedon by hand levers, Chef Gebrayel’s foot pedal sinks introduce a subtle difference in the hand-washing process. The user turns the water on by stepping on the foot press at the base of the sink. They wet their hands, step off the pedal and thereby turn off the water. At that point comes the soap and then the 20-second count starts. They step on the pedal again to turn the water back on and rinse.

The water doesn’t run constantly throughout the process, and dirty hands never touch a sink lever. The results are better sanitation and reduced water consumption.

The operators who will survive in the current economic environment are those who take action to drive down their operating costs. A safer, more efficient kitchen saves in terms of employee morale and retention in addition to energy costs.

“Any time you turn something on, you’re using a resource: gas, electricity, water, whatever,” Chef Gebrayel says. Increased expenditure in the back of the house requires increased revenue generation in the front of the house. “I want to ease the pressure on the need to chase more and more revenue” just to break even he says. Finding and installing equipment that saves operating costs is a major step along the road to better margins.

Shed More Light on the Subject
Spending a little more to save a lot more over the long haul drives Chef Gebrayel’s decision on how and where he invests in lighting. From a total cost of ownership standpoint, Chef Gebrayel found that replacing his 26 four-bay fixture T8 tubes with three T5 tubes saved money on his electric bill and produced a “really bright” kitchen.

The T5 tubes offer 10,000 hours of life (three-and-a-half to four years of continuous use) versus the T8 tubes’ life of 4,000 to 6,000 hours. Chef Gebrayel boasts that his T5 bank consumes 25% less electricity than the T8s did. To maximize the effect of the brighter tubes, Chef Gebrayel installed fire-resistant plastic wall covering in bright white. The wall covering reflects even more light with benefits that go beyond energy savings. “A bright kitchen is a safe kitchen,” Chef Gebrayel observes.

Low-Tech But High Savings
Sometimes, performance isn’t about the latest technology. Chef Gebrayel relates his experience using flooring made of PVC from recycled milk jugs. The flooring is cost effective from the start because the material is permanently installed over the existing flooring. “You don’t have to pull up ceramic tile or resurface,” he says. The main attractions of the milk jug flooring material are its resistance to heat and the incredible footing it provides. Chef Gebrayel tested his new flooring by pouring hot oil on it and having his banquet manager walk through the kitchen in street shoes. “He just didn’t fall down,” Chef Gebrayel laughs. Even the workers compensation inspector was impressed to the point where Dunwoody Country Club received a reduction in workers’ compensation expenses. Another side benefit is that the flooring has reduced breakage. Plus, “We no longer have floor mats,” Chef Gebrayel says. “We clean the new surface periodically with enzymatic cleanser.” It’s cleaner, safer and easier than most conventional flooring systems. Who would’ve thought a milk jug could do so much.

Get the Facts Before You Spend
Chef Gebrayel warns that equipment marketing material is usually just that: marketing material. Brochures may be a fine place to start, but for comparative technical and performance data, Chef Gebrayel relies on other sources. Some of his favorites:

  • This website has a wealth of technical information, from white papers to self-conducted site survey forms. It’s sponsored by Fisher Nickel, an engineering consulting firm, in conjunction with Pacific Gas and Electric Company, but is fuel neutral and presents research conducted on all types and models of foodservice equipment.
  • North American Association of Food Equipment Manufacturers (NAFEM). Chef Gebrayel recommends NAFEM shows as great places for hands-on research. “You can educate yourself,” he says, by finding equipment “that’s better constructed for a lower price and better warranty than some big-name models.” Here’s the link to NAFEM’s list of innovative equipment and products.
  • Gas South and Georgia Power. Chef Gebrayel sites these energy partners for bringing more than utilities to their corporate customers. “They will help you understand the energy usage of particular equipment,” he says.

>> Click here to read about Energy Saving Products.



Using Technology to Increase Your Bottom Line

Tuesday, July 15th, 2008

July/August 2008

By Margie Walker

Successful restaurant operators understand the adage, “it’s not what you make, it’s what you keep that counts.” Controlling costs and maintaining sales volume are essential. Fortunately, there are software tools available to help manage cost, generate more sales and increase revenues.


Point of Sale (POS) technology applications help manage a restaurant’s two largest variable expenditures – food and labor. Alan Wright, Vice President of Hospitality Sales for Postec, a reseller of POS solutions, says the most important aspect of effectively using technology is “finding technology that fits with your operational rhythm.”

Inventory control can range from the macro to the micro. One of the micro applications is the ability to handle spot inventory at the end of a shift. For example, at shift end a report is generated giving a piece count of all your proteins. The manager on duty can quickly count the line box inventory to reconcile usage. By focusing on the most expensive items per shift, applying technology plays two important roles. First, it communicates to employees that inventory is closely guarded. Walt Davis, Southeast General Manager and Operating Partner for Retail Data Systems, a POS reseller, remarked, “when the economy goes down, theft goes up.” Managers are able to isolate the cause of waste much more closely in the short term. Monthly or weekly inventory reports cannot perform this function of immediate cost control. Secondly, the technology highlights any staff members who might need additional training.

POS technology has many exciting functions for managing labor costs. The POS system can act as a virtual comptroller. These applications monitor employee timesheets and send a text alert to the manager on duty when an employee is nearing overtime. It can also monitor the timesheets of minors and send text messages signaling mandated breaks or shifts exceeding Labor Board regulations. Greg Teague, Food and Beverage Director at Barnsley Gardens Resort, commented he would like to see the use of biometrics for timesheet applications (biometrics is the use of a thumb print to log on to a computer). Teague explained by using biometrics “you either clocked in or you didn’t.” It is a solid solution to the problem of employees padding payroll.

Customer service is central to maintaining revenue. Ultimately, customer satisfaction is only as good as their last experience. Consistently, excellent service is the hallmark of successful operations. QSR Automation’s kitchen software options are applications focusing on providing real-time information to keep back-of-the-house operations running smoothly, enabling the restaurant to provide a great dining experience. Their products work with various POS solutions to scan the incoming orders and direct items to the proper station. Its intelligent routing has the ability to hold back items that are faster cooking until the other, longer cooking items are underway. The “all day” feature keeps stations on track. If the kitchen is getting behind, an alert notifies management that the front ticket is over 25 minutes old. It tracks the time of reorders and missing items for an accurate picture of how the kitchen is running. It can also coordinate orders so all the food is the freshest and fastest possible. Niko Karatassos, Director of Operations for Buckhead Life Restaurant Group, has utilized Retail Data Systems to provide a solution to include QSR’s products working in conjunction with his POS system, Aloha. He states, “our kitchen video system is a real breakthrough. It allows our restaurants to have better control on the speed of our service and improve the consistency of our timing.” Additionally, the expediter monitor helps assess if a staff member, a station or even a menu item is consistently holding up table times. These forecasting aspects are designed to keep operators out of the “weeds,” thus increasing customer satisfaction.

New developments are on the horizon for restaurant technology. One example is employee pay cards. A pay card is a Visa card that is given to employees instead of a check. Wages are directly deposited into employee accounts. This eliminates time spent tracking uncashed checks, the disruption of employees coming in to pick up checks, check fraud and stolen checks. Employees are paid immediately without incurring any check cashing costs. The card and account belong to the employee, so they can access online banking for bill paying and the card is transferable from job to job.


Quick-service restaurants are also pioneering two new applications: kiosk ordering and contactless payment options. Installing kiosks saves labor and cuts down on staff errors. The Subway restaurant chain and Moe’s Southwest Grill are experimenting with kiosks, allowing customers to select their own order. Contactless payment is similar to a windshield sticker for toll roads. It is a form of radio frequency identification. Ty Hardison, Vice President of Business Development for Vantage Card Services, explains, “contactless payments are more secure than credit cards because the data cannot be extracted from the chip. Also, you are instantly aware if your chip is stolen because it is on your key ring, cell phone or other frequently used daily item.” As added security, it has a small limit because it is designed to replace small cash transactions.

The defining factor for what is right for your operation is finding a balance between applications that produce the greatest results for the lowest cost. “How does this application maneuver in the heat of battle” is a yardstick that Teague uses. Do an assessment of the operational obstacles and the tasks that require large chunks of time. By implementing one or two cutting-edge technology solutions, restaurateurs can increase productivity and profitability immediately.


Connecting with the Customer

Thursday, May 15th, 2008

Marketing With Technology

May/June 2008

By Joye Hopkins

For business owners, connecting to customers is a top priority. The ongoing evolution of internet technology makes it easier and cheaper for restaurateurs to reach their target customers. More and more owners and chefs are learning to put email marketing, the internet, customer databases, blogs and social media to work for them. The ultimate goal of marketing with technology is to maximize customer information while minimizing inconvenience and intrusion for loyal customers.


“Deciding how you will use customer information and building a foundation for collecting and storing that data is the first step to any database-driven marketing program,” explains Stacie Hanna, an independent marketing and public relations consultant. While Hanna was the Director of Marketing for Buckhead Life Restaurant Group (BLRG) launching an e-mail marketing program was one of her first major projects.

“First, we analyzed our objectives and how the program could help us accomplish them. One important goal was to build our customer database for regular e-mail communications and for other direct marketing programs. Then, we found a technology partner to help us build the back-end functionality,” says Hanna. “It’s important to consider a program like as a part of an overall marketing strategy – especially in the context of what else you are doing to boost your presence with customers online.”

Starting with a relatively small list of customer e-mail addresses collected in various ways, Buckhead Life Restaurant Group sent an e-mail offering a $25 Ultimate Card as incentive for joining the company’s new e-mail program. Signing up for the program and receiving the incentive required guests to input information about themselves into an online database. It also encouraged viral growth by allowing recipients to forward the invitation to friends and families. Within a week, more than 20,000 people had signed up for the e-mail program – an astounding response by any measure. “The key to the long-term success of the program was to use the customer information respectfully, with relevance,” says Hanna. The program launched in 2001 and still remains a powerful marketing resource for the restaurant group.


Buckhead Life Restaurant Group’s Ultimate Gift Card

Restaurant owners want to collect information not only from a la carte diners but also from patrons at private parties and special events. Customer comment cards are another option from directing individuals to your website. Whenever possible, secure a second piece of identity information, such as a birthday or anniversary. And clearly, in this internet age, obtaining a customer’s email address is key. Once this information is obtained, the restaurant employee can enter the details and preferences into the database. “Ask for contact information in whatever ways are appropriate for your business whether offering a card at the table, providing the ability to sign up online or when a guest calls for reservations,” adds Hanna. “It’s important to respect the customer’s privacy and priorities. Some will eagerly offer a few minutes to share information but others may be turned off. It’s best to offer multiple avenues to suit a variety of preferences.” Tell your customers that you appreciate their loyalty and would like to add them to your database. Ask customers to fill out “keep in touch” cards, so that you will be able to keep them informed.

More and more restaurants are using mutually beneficial online reservation companies such as Open Table ( From the customer’s standpoint, Open Table is an easy way to check on current availability and reserve a table. And a booking automatically provides the restaurant with the customer’s name and email address.


Like it or not, the internet has become a vital part of doing business. In order to maximize opportunities via the web, restaurants must focus on designing and updating their web presence, ensuring search engine optimization. Chief Experience Officer of Sherpa Web Studios ( David Felfoldi explains, “there are a number of tricks to improve your web presence. Most restaurant websites are in a flash format, which allows for fancy visuals and multimedia. That may create an appealing atmosphere, but it is bad for search engines and your website might be overlooked during a search, in favor of another non-flash option. Also, whenever possible, the restaurant name should match the domain name. Finally, content is king. If your key phrase isn’t in the website content, then your site won’t be listed.”


Once customer information is gathered, it needs to be used in ways that are most beneficial to your restaurant. “Obtaining the customer’s name and email is important for general communication but when possible figure out how else you can serve them,” says Hanna. “Find out if a weekend a la carte customer is also the person who organizes the monthly luncheon or dinner events for his firm.”

The use of gift cards has increased dramatically in the last few years. Consider sending out promotional gift cards specifically to people who have employees of their own. Look for ways to tie promotions and events into opportunities for collecting information, such as offering gift cards that require activation, typically entering the user’s name and email, before being used. Ned Barker is the General Manager and Partner of My Panini, an Atlanta restaurant focused on lunchtime catering and office delivery in addition to serving their eat-in breakfast and lunch crowds. Barker explains “we promote our gift cards on the website. People then use the website to order a card, and activate them online. Once we have their email address, we send them a monthly newsletter with events and promos. Sometimes we add more credit to the gift cards, like on their birthday.”


The final, and most important stage of the marketing cycle is effectively communicating back to the customers. Once the database is established, customized emails are a good way to let customers know about any particular off-the-menu specials, events or other features.

Hanna also mentions the power of partners, “it is wise to form partnerships with other businesses who have a similar customer base. For example, a high-end restaurant and a high-end boutique located next to each other can cross-market by inviting customers to events, such as a shopping event at the boutique, catered by the restaurant. ” My Panini puts this into practice by working with Atlanta’s Eon Condominiums. For their Earth Day promotion they are handing out My Panini gift cards. Positive publicity and exposure increases for everyone involved.

Personal recognition also can have a very positive effect in the restaurant industry. Customers enjoy getting to know the staff and management, and vice versa. “People like to be recognized and they are more willing to part with their information if it ultimately gives them a better dining experience,” adds Hanna. Recognition often leads to a more personal touch from the restaurant’s staff, perhaps a better table and better service. However, it is important to strike a balance between what is appropriate and what quickly becomes too much. In this fast-paced information age, people can be a bit guarded with their personal information. And the type of restaurant plays a factor as well. Blanket marketing, especially at the fine dining level, can have a negative effect. Respectful subtlety is key.

Many restaurateurs hire professional mass email marketing firms such as Fishbowl Marketing (, Constant Contact ( or Atlanta’s Trend Influence, the company that initially helped Buckhead Life launch its program. Fishbowl’s Chief Marketing Officer Michael Murray explains “the restaurant business is the largest single industry that has very little real access to the consumers. Once they leave your restaurant, the connection is lost. Putting your restaurant name in front of your customer can lead to people in the seats.”


Fishbowl Marketing’s customized email.

Octane ( is another company that helps people connect with their customers in an interactive setting. Social media is the latest trend in internet marketing and involves such sites as Facebook and MySpace. “The new potential is to connect with people daily and expose them to your promotions throughout the day, rather than just with a monthly email,” explains Brandon Sutton, president of Octane Interactive. By all accounts, internet-related marketing is fast becoming the most efficient way to connect to an increasing percentage of your customers.

Three top marketing and public relations professionals were asked: “What one piece of advice would you provide to a restaurant about marketing?” Here were their responses.

Melissa Libby of Melissa Libby and Associates

  • Be open to new opportunities.
  • Participate in community events.
  • Find a non-profit organization that you care passionately about and focus your giving there.

Mary Reynolds of The Reynolds Group

  • Great marketing always begins within the four walls of the restaurant.
  • Skilled and defined hiring practices, excellent training, education and mentoring of your team should be the number one “marketing” initiative for restaurant owners and chefs.

Dean Trevelino of Trevelino Keller Communications Group

  • Build a Marketing Calendar. Every restaurant needs to develop an annualized marketing calendar as early in Q1 as possible. Once identified, you can determine where to place your public relations emphasis, your online/social media initiatives, in-store creative and any traditional marketing vehicles such (direct mail, couponing). Also, your marketing calendar should identify your community based initiatives and sponsorships. That calendar should be broken down into several key areas:
  • Product Features or Limited Time Offers
  • Quantitative milestones
  • Seasonal Specials
  • Key Celebrations
  • Promotions
Switch to mobile version
Subscription Resources Advertising About Us Past Issues Contact F T L