However, failure comes from experimentation.

Trying new things.
Pushing the envelope.
Taking a risk.

Your restaurant marketing will succeed when you try something, measure the results, learn from it, adapt, and try again.

Failure is what will help your restaurant thrive!

Running a restaurant is a marathon, not a sprint. Most restaurants start off with a five or ten-year lease.  They need to be thinking about starting at a good pace that they can maintain for the long term. Your restaurant needs to build a marketing strategy that will help you achieve a steady rate of growth.

Likes and follow don't put money in the bank. You need to have a list of contact information of people you know who have been in your restaurant. This list becomes the core of your marketing strategy.

Those restaurants with a solid foundation of a contact list have made 50% more sales over the last year because they could directly communicate with their guests and let them know any changes in real-time.

The steady growth of your restaurant is an easy formula:
Generate leads
Turn leads into contacts.
Convert contacts into actual guests.

Then through engaging, personalized and measurable communications, nurture those guests into SUPERFANS.

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Life is all about a return on your investment. You invest time and money into your business in hopes that you get a return.

HOPE. That's the scary word that most restaurants utter, especially when it comes to their marketing.

Your marketing shouldn't be a strategy of "I hope this is working." Your marketing should be about testing, tracking, measuring and adjusting to maximize your return on investment.

Whether you are doing it yourself and the cost is mostly time or paying someone for marketing services, make sure you have a way to measure a Return On your Investment.

The book Traction focus on the Entrepreneurial Operating System.

It takes about the accountability chart and the three major functions of your business.

At RFS, we call this the three-legged bar stool!

These major functions are  Sales and Marketing, Operations and Finance.

If any of these areas becomes weak, the restaurant as a whole will suffer.

But don't just take our word for it; read the book.
Gino Wickman, Traction: Get a Grip on Your Business