CMO Roundtable: Planning Marketing Strategies and Tactics in 2017
What changes to your marketing strategies
and tactics do you plan in 2017?
Vice President of Marketing
Always Best Care Senior Services
Since joining Always Best Care in August 2015, my primary focus has been to overhaul the brand. In 2016, our major marketing objective was to build the brand’s overall marketing platform and system. As part of this strategy, we launched a new corporate website. In addition, we showcased a revamped franchisee microsite design for a more user-friendly experience, including a more comprehensive link to our territory-specific care services and resources. We also added a new call center and upgraded our email platform to ensure optimal communication between franchise owners and their clientele. In an effort to further streamline our branding, we released a comprehensive digital library platform containing all the marketing materials for franchisees to promote their businesses at the local level. This year we will be reviewing a new logo design to appeal to our core demographic: seniors.
While the preceding efforts were necessary for the overall brand, the plan for 2017 is to take a more strategic grassroots marketing approach. The goal is to focus on more community-based efforts to continue the momentum of building brand recognition and trust with both prospective and current clients. We want to empower all our franchisees to build the brand within their own communities by getting involved in various initiatives and local organizations. We’re starting out the year with a prescription drug drop-off program, with the intention of honing in on senior centers and communities. In addition, we plan to get more involved with our nation’s veterans and individuals with Alzheimer’s disease through various initiatives, in addition to hosting free pet adoption promotion and holiday food drives to benefit seniors over 65.
The ultimate objective of our grassroots efforts is to be a trusted resource for seniors and their families in communities nationwide. We are very excited about the opportunities that lie ahead for our growing brand.
Charissa Costa Bauhaus
Director of Marketing
Glory Days Grill
A great marketing strategy is able to adapt to the times, and 2017 is no exception. 2016 brought a number of challenges to our industry, and Glory Days Grill has been hard at work developing a number of initiatives to increase overall foot traffic, improve profitability and, most important, to do all of this while staying true to our brand.
We are currently in the final stages of planning a significant radio and online initiative that will span the entire calendar year, likely the largest we’ve done to date, with the purpose of reaching new guests and drawing those guests into our restaurants. This initiative will include promotions, endorsements, contests, and an awareness campaign surrounding our seasonal menus.
We are also working to improve margins by decreasing discounts and focusing our messaging on what sets us apart from the competition: a diverse and seasonally relevant food selection, a love of all things sports, and a commitment to our communities and the families who dine with us. We are purging programs that aren’t achieving results, and we are promoting all of the value we already bring to our guests through our weekly specials. We have had a complete nutritional calculator and allergen wizard online for years, as well as an extensive gluten-free menu for those who prefer to follow a gluten-free lifestyle. These programs bring an inherent value to diners that discounts and coupons cannot.
Perhaps most important, we need to stay true to who we are and the attributes that brought us to the table. Glory Days Grill is a full-service, sports-themed family restaurant featuring great food at very affordable prices and outstanding service. For us, 2017 is the year of hospitality. Our restaurants look great and our food tastes great, so this year we are refocusing much of our training on injecting new life into what hospitality means for us and to our guests.
Through new initiatives, increased profitability, and by highlighting what makes our brand different from other casual dining restaurants, we are confident that we can achieve positive results in a challenging economy. Every employee from our executive team to our hourly team members will be re-committing to the practice of hospitality excellence. We feel confident that 2017 will be a year of record-setting achievements for our brand.
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