HOTEL BUSINESS REVIEW
AUGUST FOCUS: Food & Beverage

Fighting Fragmentation in Hotel F&B Marketing Operations

By Christina Davis VP Media & Analytics, Tambourine | December 2022

This article was co-authored by Carolyn Hosna, Vice President of Marketing, White Lodging

It might be true that Covid-19 amplified the already complex digital marketing realities that plague restaurateurs, but it certainly did not create them. The struggles within F&B digital marketing operations have long existed and hotel execs like White Lodging's VP of Marketing, Carolyn Hosna, have been fighting those realities on behalf of the company's hotel restaurants for just as long.

"The hospitality industry is no stranger to marketing complexity. Disjointed technologies, self-serve platforms, and hotel systems that don't always speak to each other create marketing challenges within almost every segment of hospitality," says Carolyn.

To her point: The leisure segment is rife with endless third parties from the OTAs to metasearch engines. The meetings and events space is crowded with planner technologies and commissioned intermediaries. Hotel F&B faces a similar struggle as F&B marketing technology seems to be constantly expanding and contracting, just as one new tool or platform emerges, another fades away or re-invents itself.

Hospitality marketers always seem to be caught in the middle, never mind the consumers.

"We know that our restaurant concepts drive top line revenue," says Carolyn Hosna, VP of Marketing at White Lodging. "They don't just drive ancillary revenue. Having great F&B concepts in our hotels also drives bookings. It's a proven competitive advantage for winning leisure and BT business. However, winning the hotel guest is just one audience, one revenue stream. For our restaurants, bars, and rooftops to be truly successful, we have to be relevant to our local diners, neighborhoods, and communities. That's where the marketing challenges become exponentially more complicated."

What Makes Local F&B Marketing So Complicated?

When the consumer ecosystem is fragmented, meaning the consumer journey is overly complex or there is no truly centralized search or discovery process for consumers, it makes the marketing landscape equally complex. Partly because a fragmented consumer journey makes it difficult to get in front of consumers. But more importantly, it's because the marketing technology that you need to leverage is equally fragmented, complicated, inefficient, or can often require too much human bandwidth.

The silver lining here is that you're not alone. Those challenges aren't unique to your independent or hotel restaurant, those challenges exist for all restaurants in your compset. Independent restaurants-easily the greatest threat to hotel restaurants competing for the same local traffic-struggle the most, because they will likely never have the budget, marketing support, or infrastructure to get in the game.

The ability to solve those marketing problems better, faster, and cheaper than the restaurant next door creates a competitive advantage.

So Much Happens Outside of the Website

Increasingly so, hotel marketers have rallied around the notion of direct bookings. Getting people to book directly through the hotel website means you don't pay OTA commissions.

The hotel website is, in fact, the only channel where the direct booking engine exists. To that end, all the paid, earned, and owned media channels drive potential guests to the hotel website where marketers can measure every dollar spent against the revenue.

For hotel restaurants, tracking revenue from their marketing spend is far more complicated than that. Unlike the hotel website, the restaurant website can't track revenue. It's also not the single source for goal conversion.

"On the hotel website, we can run a Google search ad against our leisure audiences and when someone converts to a booking we can tie that directly back to that ad, which means we can tell pretty quickly if our direct channel is producing," says Hosna. "Since we can't track revenue, we have to measure and rely on indirect indicators, things like map views, phone calls, or menu clicks. The problem, of course, is that someone can click on our menu all they want, and while that's a strong signal of a highly interested prospect, we have no way of knowing if that person went to our restaurant or initiated delivery or curbside pick-up. That's the rather gray reality F&B marketers live in."

There's another issue. Our restaurant websites aren't necessarily the only source for direct conversion (i.e. reservations.) That linear path we rely on for hotel bookings isn't something we have on the restaurant side, because much consumer decision making happens outside of the restaurant website. A diner can go to Yelp, look for restaurants, narrow their search, then go to OpenTable and book a reservation, all without visiting the website. Or they could go to Google Maps, search for restaurants in the area, check out the menu, and walk in the front door. Again, without ever visiting the website.

The consumer reality here is clear. When a diner is ready to do a restaurant search, they have twenty tools to choose from and there's no telling which is their favorite. That means if you want to dominate the search experience and get in front of local diners, you need to be in all twenty of those places too, just in case.

One Cohesive Report Doesn't Exist

Reporting is another challenge. If a potential diner can go to any of these platforms, read reviews, look at a menu and find directions all without visiting the website, then that means a visit to OpenTable or Yelp is just as valuable a marketing metric as a website visit. That's a vastly different model than say your traditional leisure transient model, where the hotel website is the single source of truth for all your digital marketing.

"It's a completely different digital marketing mindset," says Hosna. "The restaurant website becomes almost secondary to some of these other channels, which makes reporting problematic, to say the least. While many of these platforms have valuable data that you could leverage to get a better understanding of the totality of your marketing efforts, they certainly don't make it easy. Some might let you export a report, but they don't use the same universal language as it relates to marketing metrics. You end up spending too much time translating or normalizing those reports so they fit into the rest of your reporting. And then, of course, some of those platforms don't provide any reporting at all, so you're completely in the dark."

These gaps in reporting coupled with the fact that so much happens outside of the website make tying actual revenue back to marketing a challenge. F&B marketers need to be checking themselves against top line revenue, measuring growth against the totality of their marketing budget to determine if their marketing efforts are driving incremental revenue or not.

Third Parties & The Self-Serve Dilemma

It would be one thing if managing your online presence was as simple as logging into a single platform, setting it up once, and ensuring that you were perfectly present throughout the digital ecosystem. In reality, it's more like logging in to five or more platforms daily, responding to yesterday's positive or negative reviews, and updating constantly fluctuating menus or hours of operation.

Self-serve platforms have ballooned over the last ten years. In lieu of customer service, almost every F&B marketing platform has a backend portal for marketers to log in and do it themselves. While this has given marketers plenty of autonomy, it's also created a lot of work. Sure, one could learn how to utilize every single tool and platform. But just because someone on staff can log in and pilot them, it doesn't always mean they should.

Social platforms like Facebook and Instagram are great examples of this. Managing these platforms correctly requires someone to respond to guest concerns, write compelling captions, curate or create original photography and manage paid advertising. Try to write a job description for a role like that and you'll quickly find that these are four completely unique skill sets: customer service, copywriting, photography, and performance media. It's unrealistic to think that one person can do all of these things, let alone do them well.

That's just one example. The fact is the actual skill sets required to manage these so-called "self-serve" platforms continue to expand, which forces marketers to either take on more and more marketing tasks or find a way to pivot.

"We've gone all in on social media," says Carolyn Hosna. "As a localized marketing channel, Facebook and Instagram are absolutely essential. To that end, we're always looking for ways to scale our marketing, but with a focus on maintaining quality. That's why we are leaning more into partnering with local social media companies to visit our restaurants monthly and create original photo and video assets. That's why we partner with Tambourine as our dedicated F&B paid media partner to run hyper-local campaigns. With all of these varied skill sets, creative complexities, and reporting struggles, it just makes business sense for us to partner with like-minded companies who are trying to solve these same problems at scale."

Food Delivery Platforms

The rise of food delivery platforms (and their accompanying commissions) is eerily similar to the OTA dilemma hoteliers face. Restaurateurs as a whole have a lot of tough decisions to make about whether or not to adopt these food delivery platforms, services that no doubt solve a market need, but continue to chew away at razor thin profit margins.

As dining normalizes post-Covid, Hosna's restaurants have all but eliminated the use of these tools outside their portfolio's quick service concepts. They remain, however, a looming threat as many consumers have adopted one or more of them post-Covid. Pragmatic marketers are learning how to strategically leverage these tools. In some instances, they temporarily leverage the tools to gain local awareness, then turn them off. Others try one platform at a time to see which is driving more meaningful revenues.

In the end, these tools aren't a long term answer for hotel restaurants. Hotel restaurants who invest in a direct to consumer strategy-coupling localized ad campaigns with a high converting website-stand the best chance of weathering any short term trends in consumer behavior and simultaneously avoid related commissions.

The F&B Marketing Playbook

We've spent the better part of this article lamenting the challenges facing F&B marketing operations, but the fact is just because it's complex, and sometimes completely frustrating, it's got to get done. And if you're anything like Carolyn Hosna, if you're going to do it, you may as well do it better than your competitors.

"I think one of the mistakes marketers make is underfunding initiatives. Instead of fighting for the resources to do it right, they compromise. Whether you do it right or you do it wrong, it's still a lot of work. It just doesn't make sense to cut corners. You've got to fight for the budget to implement correctly or it's quite literally a waste of time. If you're not moving the needle in terms of results, then it's just marketing tasks."

For Hosna, doing it right means having a plan.

Creating Your Baseline: The Restaurant Website, Directories & Menus

You've got to start somewhere, so start with the fundamentals. Having a basic presence on these platforms gives you the greatest chance to be discovered.

1. The Restaurant Website

While the website is just one place to be discovered, it's the anchor for your entire digital footprint. Without it, your Google presence is almost completely eliminated. In addition, the consumer experience on almost every other platform is enhanced by having a link to your restaurant website. It's simply not an option for any three meal period concept.

Tips:

Ensure the website inspires
Optimize to mobile
Have reservation option easy to find and clickable
Menu should be one of your primary CTAs, quick and easy to find
Phone numbers and map directions are easy to find and clickable on mobile

2. Google My Business

Consider this as fundamental as your website. The GMB listing is literally a website in and of itself.

Tips:

Claim your Verified Listing
Update Photography
Update Name/Address/URL
Update Your Menu & Map Pin
Respond to Reviews

3. Yelp

Layer in Yelp. It's the second highest search engine for restaurants. They have a variety of paid options to upgrade your listing.

Tips:

Claim your Listing
Update Photography
Update Name/Address/URL
Update Your Menu
Respond to Reviews

4. OpenTable

If your restaurant can accept reservations it makes sense to work with OpenTable, for both its reservation capabilities and its consumer facing search engine and mobile app.

Tips:

Claim your Listing
Update Photography
Update Name/Address/URL
Update Your Menu
Respond to Reviews

5. Menu Distribution Platform

Invest in a menu distribution platform that allows so you can upload your menu to tons of online directories, including your restaurant website. This streamlines marketing hours by giving you one centralized palace to update your menu. And it ensures your menu is accurate everywhere.

Tips:

Research the right vendor based on your needs and budget
Make sure the menu is branded and customized to match your website design

6. Yext

Yext powers your Name, Address, Phone Number and URL across dozens of online directories. Pay particular attention Yelp and Google My Business, because of how important those are to your base strategy.

Amplification Through Paid Advertising

Once you've secured your baseline strategy, you can amplify your restaurant's digital presence with paid advertising across a wide range of channels. Here are the top three to consider.

1. Facebook & Instagram

Facebook and Instagram's unique ads platform couples beautiful creative ad units with extremely powerful localized targeting. You can literally draw a circle around locals within 5, 10, or 20 miles of your restaurant and serve them high impact advertisements. Facebook and Instagram allows small, independent restaurants to compete with major brands and chains. Plus, when you leverage UTMs, you can track web traffic and website conversions.

2. Google Search

Paid advertising for generic non-brand keywords like restaurants in "Miami" or more specific non-brand keywords like "Italian restaurants in Miami" allow restaurants to turn up first in hyper localized searches. Similar to Facebook & Instagram, you can track website traffic and conversions.

3. Yelp & OpenTable

Yelp and OpenTable are quality 3rd party search engines where diners are actively searching restaurants. Each of these tools have paid options to enhance your listing or turn up higher in search results. In addition, each of these platforms has its own backend portal where you can look at platform specific reporting.

Photography & Videography

A great localized marketing strategy starts with great content. You need images and videos for every single marketing channel. Images power your website, your Yelp, and Google My Business page. Not to mention, you need an endless string of content for social media and social media advertising.

In Summary

Restaurants that can successfully lay the foundation of their localized marketing strategy have a leg up on driving customers, covers, and revenue. Limited resources and complexity in the consumer journey are the challenges facing restaurants of all shapes and sizes. The ones who rise to the challenge, who can solve these challenges better, faster, and cheaper than the competition, create their own competitive advantage.

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Any and all disputes or controversies of any kind, including but not limited to any performance, duty, obligation or liability arising under or related to this Agreement which are not first resolved informally, shall be determined by binding arbitration in San Francisco, California, in accordance with the rules of the American Arbitration Association. The final award in any such arbitration proceeding shall be subject to entry as a judgment by any court or competent jurisdiction, provided that such judgment does not conflict with the terms and provisions hereof. The jurisdiction of the arbiter (or arbiters) with respect to legal matters shall be limited only by the statutory and common law of the State of California and the United States.

Notwithstanding the foregoing, any and all disputes, which the parties cannot informally resolve, regarding the scope of issues or matter with the jurisdiction of the arbitrator, shall be resolved by a separate dispute resolution process whereby HotelExecutive, in its sole discretion shall elect the dispute to be resolved by either (1) a court of competent jurisdiction in the State of California or (2) a panel of three new arbitrators.

This Agreement shall be governed by and construed in accordance with the laws of the State of California notwithstanding any conflict of laws provisions. You and HotelExecutive agree that the venue for all legal disputes, controversies, actions of any kind arising under or related to this Agreement shall be San Francisco, California. You and HotelExecutive further agree that in case of any litigation regarding this Agreement, you irrevocably and unconditionally (i) consent to submit to the exclusive jurisdiction of the state and federal courts in the County of San Francisco, California for any litigation or dispute arising out of or relating to this Agreement, (ii) agree not to commence any litigation arising out of or relating to this Agreement except in the California Courts, (iii) agree not to plead or claim that such litigation brought therein has been brought in an inconvenient forum, and (iv) agree the California Courts represent the exclusive jurisdiction for all litigation relating to this Agreement.

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If you choose to purchase a subscription, member subscription payments can be made in U.S. Dollars, as well as a variety of international currencies. Membership terms are Annual Recurring, and Monthly Recurring. The Annual Recurring subscription is an annual commitment and subscribers will be charged each consecutive billing cycle. Annual Recurring subscriptions can be cancelled after the first billing cycle and within 30-days of the billing date for a full refund. Monthly Recurring subscriptions are ongoing and subscribers will be charged each consecutive monthly billing cycle. Monthly Recurring subscriptions can be cancelled after the first month and within 7 days of the monthly billing cycle for a full refund.

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You hereby authorize HotelExecutive's Internet Payment Service Provider to charge your credit card to pay for your membership to HotelExecutive. You further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card for any and all purchases of products, services in association with HotelExecutive. You agree to be personally liable for all charges incurred by you in association with your access or other use of any content provided by HotelExecutive or any third party in association with HotelExecutive. You acknowledge and agree that your liability for all such charges shall continue after termination of your access or any type of membership arrangement with HotelExecutive.

In the event that you have chosen to have your membership automatically rebilled, unless and until you notify HotelExecutive that you wish to cancel or terminate your membership to HotelExecutive, you hereby agree and authorize HotelExecutive's Internet Payment Service Provider to automatically renew your membership to HotelExecutive on a continuing basis and to charge your credit card (or other payment means you have selected) to pay for the ongoing cost of your membership. You hereby further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card (or other approved payment means you have selected) for any and all purchases of products, services and entertainment provided to in, at, through or in association with HotelExecutive.

13. PRIVACY POLICY

The following is the Privacy Policy for HotelExecutive

We can be reached via telephone, email, or online at our contact page. When you visit our site we do not log any information regarding your domain or email address. Information Sharing: We do not share user information with any third parties other than via press release distribution as described below.

Hotel Newswire is a newswire service that distributes press releases on behalf of our users. If you decide to submit a press release for distribution through our system we will transmit your entire press release including any personal information therein contained to our media contacts and online distribution points including search engines. This is the only redistribution of your information that we engage in. Your submission of press releases through our system indicates consent with this policy. The information we collect during your registration process is used to notify users about updates to our service and inform users of any special events hosted by Hotel Newswire. This information is not shared with other organizations for commercial or non-commercial purposes.

Cookies: Our system requires the use of cookies to enable the user to log back into our website to access information from the newswire, without having to log in each time using the required username and password.

If you do not want to receive email from us in the future, please let us know by following instructions included in our communication with you. Users who supply us with telephone numbers online may receive telephone contact from us regarding their account, or informing them of new products and services available on the HotelExecutive website. If you do not wish to receive such telephone calls, please edit your account and remove your phone number from your account profile. This can be done from your user account menu.

Ad Servers: We do not partner with or have any relationship with any ad server companies. From time to time, we may use customer information for new uses not previously disclosed in our privacy notice. If our information practices change at any time, we will post the policy changes to our website to notify you of these changes and provide you with the ability to opt out of these new uses. If you are concerned about how your information is used, you should check back at our website periodically.

Upon request we provide site visitors with access to all information (including proprietary information) that we maintain about them. Users can access this information by logging in to their account.

Security: We always use industry-standard encryption technologies while transferring and receiving user data exchanged with our site. We have appropriate security measures in place in our physical facilities to protect against the loss, misuse, or alteration of information that we have collected from you on our site. We do not store credit card information in our systems.

If you feel that this site is not following its stated information policy, you may contact us.

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AUGUST FOCUS: Food & Beverage