When speaking with marketing professionals and restaurateurs conversations inevitably turn to new medias, or discussion of which medias are more successful than others. It’s easy to fall into these chats because the landscape of marketing tactics is an ever-changing world. Focusing on new medias or traditional tactics with new features isn’t wrong, but it does play into a large problem commonly found in the world of marketing restaurants and beverage brands: Linear thinking.
Often times marketing strategies take a media-first approach. Brands hear the latest and greatest thing, or a sales person sells them on a “magical silver bullet” media. They take the bait and run with implementing creative specific to said media and anxious await the results. The results rarely show up, and when they do they are almost never up to expectation or promise. Immediately, it’s the fault of the media because “it doesn’t work” and “not worth the money.”
The problem isn’t with media, it’s in the thinking. See, successful marketing isn’t a linear process. Each consumer has a different journey he or she takes to land with food on a fork or drink in hand. We’re a dynamic people who are affected differently by different things and influenced at different moments of our lives. With this kind of ebb and flow, it makes sense that no singular media outlet or tactic can claim to be the end-all, be-all. Nor can you expect it to delivery on such lofty promises.
Instead of attempting to draw a line between a media and the end result of butts in seats, heads in beds, and/or drinks in hands, you need to retrain your brain to think of marketing as weaving a net. Successful marketing is an interwoven, interlocking team of many touch points that work in unison to create many opportunities for conversion. Collectively it is powerful and successful, but only as powerful as what’s locking them all together: The idea.
It’s the idea, the passion, and the “why” that matters most for a brand. That idea must be communicated concisely and with passionate fervor across every single interlocking moment. The idea should dictate the media that delivers it and the results can vary. It’s not always leading directly to a conversion of sale. Sometimes it’s building awareness, or boosting word of mouth. Sometimes the idea is meant to alter understanding or clear misconceptions. Even these semi-intangible results have undeniable benefits to the brand’s bottomline. It’s just extremely difficult to measure because the customer is on a journey that’s far from a straight point A to point B line. Instead, it’s a multiple destination experience. And, yes, it should end in sales. The “end” is just farther away than you think most times.
My advice is to destroy the idea of a straight line, and start thinking about each destination as opportunities to bolster brand love while ushering them towards the ultimate, but not final, destination of conversion.