Fast food marketing plan (1)

1. Do a good job in marketing conversion between peak season and off-season

Don’t be complacent during the Spring Festival peak season when you see the crowds of customers every day. Maybe after the New Year, you will sing about empty city tactics every day. Due to traditional Chinese customs, as the Spring Festival approaches, the consumption power of the whole society will explode in a short period of time. Almost every restaurant, large and small, is full. It is difficult to say that this is because of how well you have done your marketing work. The real test of marketing effectiveness lies in whether it plummets in the off-season, whether it can operate sustainably and stably throughout the year, whether it enjoys high satisfaction and reputation among customers, and whether it is a leading company among peer companies. array.

The goals of successful restaurant marketing are very clear, the strategies are very clear, and they are implemented step by step according to the plan. One very key point is how to switch marketing strategies between peak season and off-season.

“Profit in the peak season and gain momentum in the off-season”, this should be the core idea of ??restaurant marketing. To gain profit is to capture the maximum sales volume and obtain the maximum income; to gain momentum is to obtain the commanding heights and strive for valuable things, including business popularity, customer reputation, brand awareness, etc., so as to establish long-term strategic advantages. The relationship between "potential" and "profit" is completely inseparable. Without the "potential" in the off-season as a basis, it will be difficult to obtain the "profit" in the peak season; and without the "profit" in the peak season, it will not be able to support the restaurant in the off-season. To obtain the required "momentum". Restaurants that do a good job in marketing during the off-season can often make huge profits during the peak season without investing too much in marketing costs. This is a natural progression.

In the off-season, the focus of marketing work can be summarized into three aspects:

1. Maintenance of old customers;

2. Development of new customer sources; < /p>

3. Shaping of brand image. To do a good job in these three aspects, moderate marketing costs are essential, rather than blindly lowering operating costs without strategy. At this stage, the rate of return should be relatively underestimated, and more emphasis should be placed on attendance and customer satisfaction, so as to ultimately achieve peak season profit and full-year profit targets.

2. Recognize market changes and respond calmly

This requires making decisions based on the restaurant’s market positioning, customer source composition, consumption motivations, and post-holiday catering market adjustment trends. Make correct judgment and analysis, and then invest limited marketing resources into the most effective target market.

For mid- to high-end restaurants, the most important customer groups during the Spring Festival peak season are group consumption by officials (including the government and the military), business and other social groups. During this period, many restaurants focus on general retail customers. The guests had no time to take care of them and were a bit negligent. However, after the Spring Festival, the customer source structure of the catering market will change. Due to the concentrated surprise consumption before the holiday, the group's enthusiasm for consumption will be reduced after the holiday, and the frequency of consumption will also be significantly reduced. Correspondingly, the share of household consumption and individual consumption has increased. During the holidays, weddings, birthday banquets, 100-day banquets, etc., which are submerged in numerous reunion banquets and celebration banquets, will become more prominent in the off-season and become one of the main sources of income for many restaurants. Another market, such as conventions and exhibitions, tourism groups, etc., almost comes to a standstill during the Spring Festival, but it will also become a part of the catering market that cannot be ignored after the holiday.

3. Seize the small climax in the off-season

In the off-season of catering after the Spring Festival, there are also some small consumption hot spots, such as 3.8 Women’s Day, many units will organize dinner gatherings for female employees To celebrate, many female consumers will also meet up with friends to enjoy delicious food. There will also be some different exhibition business opportunities in various places. For example, the 2009 Spring Food and Wine Fair will be held in Chengdu in March. At that time, hundreds of thousands of merchants from all over the country and even abroad will gather in Chengdu, and many arrangements will be made to welcome them. Reception banquets will set off a big boom in catering consumption in the short term. Restaurants should formulate marketing plans as early as possible, carry out marketing promotion work in an orderly manner, and strive to make good gains during these small peaks in the off-season.

4. Cooperate with the off-season marketing activities and maintain appropriate advertising.

During the peak season, your advertisements will often be submerged in the sea of ??advertisements.

In the off-season, moderate marketing activities combined with moderate advertising will make your restaurant more eye-catching in the entire industry, the effect of brand promotion will be better, and the effect of marketing activities will be better.

5. Chopping wood and sharpening the sword

Marketing work in the off-season should be done with both hands. One hand is to grasp the market, which is the so-called "cutting wood"; the other hand is to practice internal skills, that is, The so-called "sharpening the knife". What I have mainly explained above are some strategies for seizing the market. Regarding practicing internal skills, I have the following suggestions:

1. Summarize the gains and losses of peak season marketing work, and continuously improve marketing ideas and methods;

2. Re-examine, revise and improve the subsequent marketing work plan that has been formulated;

3. High-quality products and services are the best marketing, so operating business during the off-season is not Under very busy conditions, carry out systematic service and production skills training to continuously improve service quality;

4. Eliminate unqualified marketing personnel, recruit new marketing personnel, and conduct comprehensive intensive training; < /p>

5. Review the restaurant’s past deficiencies in brand display, enrich the brand connotation, and strive to create a high-grade brand image.

After the Spring Festival, the off-season situation of the catering industry is severe, so it is necessary to make a good marketing management plan so that your company can win more benefits.

Fast food marketing plan (2)

1. Lay a good business foundation

The basis of restaurant management can be summarized as "one center" and "two basic points" ".

1. "One center" for restaurant operations. The center of restaurant operations is the market, which is the target customer. Restaurants must pay attention to the market, be market-oriented, and work around the market. For a restaurant to be market-centered, it must follow market rules, conduct market research, and understand market demand. It cannot rely on subjective guesswork to operate, but must adjust its business strategy in a timely manner as the market changes and carry out restaurant business activities with a purpose.

2. "Two basic points" for restaurant management. Competition exists all the time in a market economy, and sometimes competition is very cruel. If a restaurant wants to win in the fierce competition, it must first develop its internal skills and manage and coordinate all aspects of the company's internal work well, so that it can enhance its operating strength and remain invincible in the unpredictable market. To achieve this, we must work hard to cultivate and create a high-quality workforce and establish a correct business philosophy. These are two basic points for restaurant operations. The production and consumption of restaurant services occur simultaneously, and the contact between guests and service staff is multifaceted and extensive. Without first-class employees, there will be no first-class service; without satisfied employees, there will be no satisfied guests. Employees are a restaurant's most valuable asset and resource. Cultivating and creating a team of employees with good qualities, rich knowledge, skilled skills, standardized etiquette, honest business ethics and enthusiastic work attitude is the most fundamental task of restaurant management. Restaurants are a traditional service industry, and service must be customer-oriented, so that customers can truly feel at home and be satisfied when they come to the restaurant. To achieve this, we must fully implement the "guest first" business philosophy throughout the restaurant, establish the work philosophy of "making customer satisfaction the first responsibility", consider and serve customers in an all-round way, and lay a good management foundation from the perspective of ideological construction. Base.

2. Innovative thinking is required in management. The more society develops and the market becomes more segmented, the more professional restaurant management should be.

In recent years, the phenomenon of similar, cookie-cutter, and same-style restaurant products in our country has become more prominent, resulting in intensified competition among restaurants, resulting in rising costs and declining benefits. The diversification of consumer demands requires that restaurant products must also be diversified. Restaurant hardware cannot blindly compare with luxury, style, large and comprehensive, but should be based on designing different styles, tastes, atmospheres and cultural characteristics with limited investment. Restaurant software must also achieve the "new three modernizations" (personalization, specialization, and visualization) on the basis of the "old three modernizations" (standardization, standardization, and programming). If a restaurant does not carry out this kind of innovative transformation, it will be ruthlessly eliminated by the market. Restaurant innovation must be carried out in compliance with the requirements of customers, fully solicit their opinions, and listen to feedback from many aspects. For old customers, we should proactively solicit improvement opinions and improve our work in a timely manner so that old customers can continue to experience new services and changes and enhance their loyalty to products.

For new customers, it is necessary to strengthen the promotion of the restaurant's functional features and highlight the differences from other restaurants. To retain customers, products must have changes, innovations, and breakthroughs. If a restaurant wants to show unique differences, the easiest breakthrough point is culture. The regional characteristics of culture are particularly obvious. Most of the guests staying here are guests from other places. The higher the star rating, the farther away the guests are from the restaurant, and the greater the cultural difference. Restaurants can highlight local characteristics in terms of house shape, interior decoration, service staff clothing, service forms, food culture, background music, entertainment activities, etc., to attract customers to choose their own restaurant for consumption. Restaurants provide life services. The general psychology of guests is always seeking novelty, difference and change, and they are often willing to accept various cultures from other places. If you blindly cater to the guests' original lifestyle in your services, you may not be able to achieve the desired results. Because guests come from all over the world, a stylized model cannot adapt to all guests, and sometimes guests may feel that this kind of catering is a poor service. Of course, innovative services cannot be imposed on others. Guests must be provided with a variety of choices, respect their choices, and provide personalized services.

3. Do a good job in restaurant internal marketing

Restaurant internal marketing is all-staff promotion within the restaurant. This is the continuation and extension of restaurant marketing and the best form of saving marketing costs.

First of all, internal promotions are promotions for guests who have already stayed or old customers. Stabilizing existing customers means stabilizing existing market share. Secondly, internal promotions do not require full-time personnel and are easier and more convenient than external promotions. From the general manager to the waiters, from the front desk to the back office, everyone can participate, and all restaurant staff are voluntary salesmen. As long as the enthusiasm and initiative of all employees are mobilized and some methods and techniques are properly mastered, the restaurant will form a strong internal sales force. Secondly, internal promotion does not require special funding investment. It is not like advertising, public relations, etc., which require special funds and expenditures. Instead, while completing your own work, you should seize the opportunity to sell to customers just right. It only requires more flexible methods, language skills, and changes in form. This is the lowest cost and fastest effective promotional method. In addition, there are no restrictions on internal promotions, and promotions can be launched anytime and anywhere during the service process, which is very convenient. Therefore, internal promotion is a very effective marketing. It is an extension of external promotion. The guarantee of effective internal promotion is the quality of service. Only high-quality services will satisfy customers, make them willing to accept the inducement of internal promotions, and be willing to increase consumption and repeat consumption. In addition, establishing and improving a set of incentive internal promotion mechanisms is an institutional guarantee for doing a good job in internal promotions and establishing marketing awareness among all employees.

Fast food marketing plan (3)

1: **The actual operating data of the hotel’s catering department from January to May:

Project January, February, March 4 Cumulative monthly and May months

Catering turnover 228,450 280,626 207,730 236,718 223,600 1,177,125 yuan

Hotel profit + - - - - -588,500 yuan

Average from January to May Turnover/235,425 yuan/month. Hotel profit: -588,500 yuan

The break-even turnover of catering is: 450,000 yuan (the hospital's target) with a gross profit margin of 40%.

Business balance to achieve break-even:

450,000 yuan (target turnover) - 235,425 yuan (actual turnover) = 214,575 yuan (monthly difference)

Average/daily difference: 214575 yuan ÷ 30 days = 7152 yuan/day.

Target turnover: 450,000 yuan/month, average daily turnover: 450,000 yuan ÷ 30 days = 15,000 yuan/day (target)

Summary of the above data: The goals of this marketing plan are: Achieve doubling of current turnover and gross profit margin of 40%. Achieve a true balance of payments within three months and establish a business brand for the healthy development of **hotels.

Two: **The biggest weakness in hotel management is:

1. Remote location;

2. Unsatisfactory professionalism in management ;

3. We have fallen into the misunderstanding of price competition:

(1) This business strategy is not in line with the hotel’s three-star business direction. We believe that there is no need to compete with mid- to low-end hotels. Personal catering competes on price, and in fact it is difficult for Samsung hotels to beat the personal catering industry on price.

(2) Although low-price sales can bring a certain number of customers (mainly residents around the hotel), they cannot allow the hotel to make profits, because the depreciation of the decoration of the new hotel is a relatively large item. cost!

4. Lack of deep understanding of the management of the modern hotel industry:

Today’s hotel management is based on price competition, decoration grade competition, dish competition, and social relationship competition. , service competition, rising to corporate brand culture competition. As for the above five advantages, they are the foundation that the hotel must have to survive and develop.

5. The positioning of the target customer group is not accurate and too narrow.

(1) In the reception service, the hotel mainly focuses on hospital customers, factory customers and related social relationships;

(2) Wrong preconceived business understanding and feeling : I think that because the hotel is located in a remote location and the surrounding environment is not ideal, it is difficult to attract foreign customers.

(3) The management method of waiting for customers

6. The corporate culture of the hotel has not been established:

(1) The hotel culture is the hotel employees* The values, hotel spirit and business philosophy shared by ** are contents that permeate all the activities of the enterprise and are the soul of the enterprise. The hotel is a labor-intensive and emotion-intensive industry, and hotel products are essentially the services provided by hotel employees. In the catering services of ** hotels, I believe that some service management and waiter services cannot keep up with the hotel's survival needs.

(2) Hotel culture is produced in the fierce hotel competition with the development of the hotel industry. Hotel competition is first product competition, then service competition, and finally cultural competition. Cultural competition is competition in the ultimate sense, a competition of a higher level and higher taste. Cultural marketing requires hotels to train employees from the perspective of hotel culture while building material culture, integrate culture into services, and allow guests to feel the charm of culture. Hotel operators should let every employee understand the connotation of hotel culture and actively spread it in services. At the same time, hotel operators should integrate hotel culture into the management system so that the system reflects cultural orientation and humanistic care.

Marketing plan

The purpose of marketing is to create better benefits, and marketing faces the market. Without the market, there is no way to talk about marketing. Without good marketing strategies and means , it will not create a better market, nor will it have good performance. Therefore, from the current market point of view, only by strengthening marketing can we expand a larger market.

1. Build image and create characteristics

Pay attention to the hotel's three-star "hardware" image in the minds of guests and the public, operate based on the good reputation of guests, and increase the characteristics of the hotel .

(Due to the relatively remote geographical location of ** Hotel, guests who come to ** Hotel for consumption are called guests from afar (relatives and friends); this is what we give **One of the service concepts established by the hotel).

1. Enterprise development advocates the "80/20 rule", that is, 80% of the turnover of most enterprises comes from the repeat purchases or consumption of 20% of their loyal customer base, while the other 20% Turnover comes from those 80% free customers. Many hotels lack research on the needs of the 20% of loyal customers, and have not considered how to attract them to stay, how to carry out incentive promotions for food, entertainment, social activities and consumption according to their needs, let alone how to carry out " Personalized" business sales.

2. Service: Create a service brand that is warm and thoughtful, friendly, efficient and meticulous.

(12-word service concept)

Creating a service brand will be the most important priority for hotel catering marketing; in order to effectively implement service marketing, we have carefully compiled the specifications and standards for the catering department’s service work , VIP customer reception manual. Within three months, we will establish a service image of high-quality services in this city.

3. Cuisine: Create a healthy diet brand;

Advocate a new concept of healthy diet, rely on the hospital’s strong medical technology, and use the cooking skills of southern nourishing stew to develop innovative dishes. Nourishing soups, stews and dishes suitable for middle- and upper-income groups (i.e. the 20% of customers in the "80/20 rule"). It mainly develops and innovates dietary soups, stews and dishes suitable for cardiovascular and cerebrovascular diseases, diabetes, fatty liver, lumbar muscle strain, hair loss, physiological function decline and other affluent diseases.

In the current catering industry in this city, no hotel has such a brand so far. This is a gap in the market; it is the responsibility of the hotel to fill this gap in the market (our competitors do not have such conditions ), it also meets the needs of the market, and the market share gained will effectively put the hotel's operations on the right track.

3.1. Cultivate and develop the food culture of the hotel: Based on the market positioning of the 102 healthy food brand, organize relevant experts and technicians to write articles and brochures about food therapy (including introduction to food suitable for beauty) , my wife is also a very important marketing target), sent regularly to VIP and CIP customers, once every ten days, with different content each time. We care about our customers from different angles, establish a close relationship with them, and carry out targeted marketing. PR. (There are many special issues in the library about dietary therapy articles and introductions to food suitable for beauty)

4. Establish a sustainable development brand public relations social area;

Establish Starting with the hospital as the center, and the factory, superior leadership units, friendly social figures, news media, colleagues and relevant government departments as supplements; with the concept of health as the soul, caring for life, health and longevity as the guidance, we will carry out the work in an appropriate and friendly manner Social development work, establishing a social area for brand public relations and sustainable development.

4.1. Hotel VIP Club Plan:

Provide a detailed plan based on the results of three months of operation.

2. CI corporate identity: further improve the demonstrative and iconic features of hotel products, extract unique hotel advertising slogans and cultural connotations of product packaging, keep up with the market situation, and increase Strengthen the hotel brochures by frequently changing or redesigning them so that guests always have a convenient and novel feeling.

3. Advertising: Set up billboards at major stations and traffic thoroughfares; make full use of hotel and hospital parking lots for publicity, and frequently change their content to produce continuous advertising effects. The above content can be hotel rooms, new special dishes, etc.

4. Create characteristics: The selection of restaurants should be more distinctive, with a good environment and atmosphere. You should also pay attention to the variety and price of dishes. You should often understand the dish characteristics of peers and the overall catering trend, optimize the combination, and make the restaurant more distinctive. It is more unique to **hotels.

5. Festive wedding banquet: Make full use of the hotel’s environmental advantages that can hold 60 tables at the same time, give full play to all-staff marketing, and do a good job in the wedding banquet festive market. According to statistics from relevant departments, 3,000 couples get married every year in the urban area. If we have 5% of the share, there will be wedding banquets for 150 couples. The benefits of this alone can be imagined.

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6. Organize various activities, create business opportunities, and guide consumption: The hotel has set up a public relations and sales department to collect and organize information on traditional festivals at home and abroad and in this city, plan each event, and strengthen media publicity to fully demonstrate the elegance of the hotel. The service and cultural atmosphere and strength will produce continuity and chain effects.

2. Market positioning and price combination are based on market segments, firmly grasp the mid-range customer source market, and attract the mid-to-high-end customer source market as the target market. (Because the low-end customer base is not enough for the hotel to break even and make real financial profits - the goal of hotel operation must be to make profits and not to pay for employees.

)

1. Market positioning and price combination, adhere to the market positioning targeting the mid-to-high range, and adhere to the marketing strategy of "adapting to the multi-level needs of the market".

(1) Guest rooms and conferences: The team price reduction is appropriately larger. Conference consumption has a consumption relationship of 1:1 or 1:2 times between guest rooms and catering and other consumption.

(2) Catering: Pay attention to the hierarchical effect, and focus on filling the vacancies in private rooms at noon and vacancies at midnight. For wedding banquets and auspicious days, including Friday night to Sunday night, the price will not be compromised without losing the profit time selling point; private rooms, adhere to the standard in the evening, increase the flexibility of zero-hour reservations, and private rooms at noon can be booked at a 10-20% discount, slow Slowly let guests know, develop the lunch market, and reduce overall catering prices

Appropriately reduce the price to benefit guests, especially discounts for long-term private rooms and hotel guests, stabilize repeat customers, increase affinity, and create hotel popularity and wealth.

3. Marketing Strategy

Give full play to the multi-functional effect of the hotel, give full play to the interactive role of the two major products of hotel catering and guest rooms, use the flexible consumption of guest rooms to drive catering and entertainment, and react on The improvement of guest room occupancy rate promotes each other, influences each other, and promotes common prosperity. (The catering department provides 3 private rooms for singing and entertainment for room guests for free from 1:30 to 4:00 every day at noon)

1. "All-in-one card": The hotel establishes and develops credit card accounts according to A, B, C, D Four credit levels, boldly and carefully develop customers. The key is to clean up and rectify every month and follow up every week to understand the consumption situation in a timely manner.

2. Integrated marketing: The biggest difference from the traditional 4P model (product, price, channel, promotion) is "focusing" on customers. That is to say, the traditional marketing is to use the hotel's existing products to find guests, while the latest marketing is based on the traditional marketing model, through contact with guests to understand the needs of guests to increase facilities and improve services and other hotel products, truly achieving "Meet the needs of customers", thereby expanding customer sources and expanding the market.

IV. Cultivate "loyal customers"

1. Information database: Establish and improve customer history, customer files, network reception, catering, and guest room marketing information to understand guest preferences , habits, and providing targeted and personalized services to make guests "satisfied and surprised" and stabilize old customers.

2. Customer profile: Each marketing representative establishes trust, interest, and pleasant feelings with customers, cultivates feelings with customers, provides timely feedback, corrects all behaviors and problems that are detrimental to the hotel, and becomes a customer "Reception Assistant" treats guests with sincerity and rewards loyal customers.

3. Internet marketing: Establish large customer (company) network, hospital social relationship network, travel agency and other intermediary business networks. It is necessary to continuously develop and expand the network of customers and intermediaries in other cities and provinces, and maintain relationships with them. Good relationships drive dual cooperation based on mutual benefit, and regularly or irregularly transmit hotel product or event information to customers and intermediaries.

4. Cooperate with the **Cultural Research Center, the Municipal Calligraphy and Painting Association, **hospitals, **factories, and community centers to establish a healthy modern food culture brand image of the hotel.

V. In-store promotions

1. In-store advertising: Produce the broadcast of hotel closed-circuit television commercials, carefully produce event information advertisements, comprehensive sales foldout advertisements, and organize all halls and halls All advertisements in buildings, elevators, rooms, etc. must be clear, strong, attractive and impactful.

2. Service marketing: Providing customers with enthusiastic, complete, just right, timely and efficient services is to promote the main product - service. The core of in-store promotion is job service, including logistics, In the administrative department, every employee in the store should treat guests well.

3. All-staff marketing: basic position service marketing, and establishing "emotional guests". At the same time, when the hotel holds large-scale events, pay attention to improving the promotion methods, and do not force yourself to do so, causing guests to be afraid of coming to the hotel during the event. We should also pay more attention to the promotion of hotel products to relatives and friends. Nearly a hundred hotel employees actively promote and promote hotel products, and they are united and united.

4. "Guest Diary": Each class in the front-line department must set up a "Guest Diary" to record the guests' requirements and opinions in a timely manner.

In addition, explanations are given during shift handovers and pre-shift meetings, front-end and back-end handovers, and inter-department communication. The hotel quickly and appropriately handles guest information and reactions.