A discussion panel at the RFIS Summit, hosted in Kansas City, Missouri from March 24 to 26, delved deeply into this subject. Moderated by Abhinav Kapur, the co-founder and CEO of Bikky Inc., the panel included industry experts Bob Andersen, the president of The Great Greek Mediterranean Grill, Yaron Goldman, the CEO of Rib and Chop House, Jill Marchick, the VP of consumer insights and business analytics at Applebee’s Neighborhood Grill + Bar, and Doug Willmart, the president of MOOYAH Burgers, Fries & Shakes.
Craft a narrative
When Kapur inquired how the panelists viewed data as a superpower, Marchick emphasized the importance of using data to “craft a narrative.”
“We strive to distill the story and make it actionable for our franchisees and team members alike,” Marchick explained.
Applebee’s, for instance, collaborates with Mastercard to gain insights into guest purchasing behaviors both at their restaurant and elsewhere.
Goldman shared that while Rib and Chop House may not have extensive access to data tools, they leverage data to scout potential new locations based on insights gleaned from their current establishments.
He also mentioned that Rib and Chop House conducts thorough data collection through “focus groups and customer panels.”
Harnessing the potential of data
However, despite data’s significance, Wilmarth highlighted various factors hindering restaurants from fully utilizing data.
“The potential of data may be evident, but the feasibility remains a major concern,” Wilmarth remarked. He noted that for a small team, effectively navigating through a database of 5 million entries can be challenging.
Anderson concurred that scaling data appropriately can be complex. At The Great Greek Mediterranean Grill, they utilize Guest Insights to centralize all customer feedback data.
Marchick revealed that Applebee’s consolidated all customer satisfaction data to develop an experience score.
Earning franchisee support
When addressing franchisee involvement, the panelists outlined several strategies to engage franchisees in data-driven initiatives.
Marchick detailed Applebee’s approach of providing franchisees access to data such as customer feedback via an app.
Wilmarth echoed her sentiments emphasizing that simplicity is key. “Simplicity is magical. Activating on one data source is superior to neglecting eleven others.”
Cultivating loyalty
The panelists explored loyalty programs as a tangible method to collect actionable data.
Goldman shared that during 2021, his restaurant grappled with overcrowded mealtimes, leading to patrons struggling to secure a seat. To address this, they introduced a loyalty program priced at $50 per month offering perks like guaranteed seating, gifts, personalized notes, steak knives and more.
Wilmarth mentioned that loyalty programs provide insights to enhance guest visit frequency.
To boost these numbers, he suggested that loyalty programs should “Provide incentives and information catered to their preferences.”
Gaining clarity
Ultimately, data must convey a clear narrative to facilitate informed decision-making, as evidenced by Marchick’s discussion on Applebee’s Dollarita promotion. She elaborated that her team crafted a comprehensive business case analyzing the impact of Dollarita on the restaurant, encompassing both positive aspects like increased sales and negative factors like overcrowding. The analysis revealed that Dollarita spurred larger orders since customers often paired it with food.
Despite its advantages, the panelists acknowledged data’s limitations. Andersen pointed out that while past data on previous locations can guide future restaurant placements, it is not foolproof.
“We must heed working data but also exercise prudence in making decisions in data-deficient scenarios.”
Wilmarth concurred, stating that data chiefly narrates “past events,” without necessarily predicting the future.
