John Piccirillo

Started and led a leadership team initiative to clarify and define the purpose of the company. I led a collaboration exercise with 15 senior managers to define a common code for how we behave and codified our values. These key components were connected to three key strategies. All of this information is being communicated and operationalized by our senior teams.

Situation

We needed alternatives to our core consumer traffic in order to grow. Years prior we created an infrastructure to sell into the B2B market (corporate events) but it's efficiency was now in question and sales were flat.

Approach

We refocused the position in a number of ways; there were three changes that had the most impact. First, we improved the handling and follow up of inbound leads to reduce 'lead leak' by implementing an automated nurturing process with a… Show more

Situation

We needed alternatives to our core consumer traffic in order to grow. Years prior we created an infrastructure to sell into the B2B market (corporate events) but it's efficiency was now in question and sales were flat.

Approach

We refocused the position in a number of ways; there were three changes that had the most impact. First, we improved the handling and follow up of inbound leads to reduce 'lead leak' by implementing an automated nurturing process with a Salesforce / Hubspot integration. Second, as the holiday season is the highest revenue producing and most profitable, we began proactively booking this business in January instead of August. Lastly, we folded a standalone sales position back into the core management team at each unit. While decreasing the time availble for sales activity, we increased the overall efficiency of the position because it was better integrated in the overall management of the business.

Results

5.1% average annual B2B revenue growth while reducing overhead expenses related to the program by 22%. Between 2014-2017 we created over 3200 new contacts at over 2700 new corporate and agency accounts. Show less

Situation

Being busy on Friday and Saturday night is crucial for the long term success of bars and restaurants. Starting in 2010 the entire industry started to see this important daypart start to decline. Millennials were going out differently than the generation before them- they were going out less often and when they did, they were spending less. If your business model relies on this type of traffic, what do you do?

Approach

First, we had to gain a deep understand… Show more

Situation

Being busy on Friday and Saturday night is crucial for the long term success of bars and restaurants. Starting in 2010 the entire industry started to see this important daypart start to decline. Millennials were going out differently than the generation before them- they were going out less often and when they did, they were spending less. If your business model relies on this type of traffic, what do you do?

Approach

First, we had to gain a deep understand about what customers were doing and why. An online survey or traditional focus groups wouldn't give us the depth of detail we needed. In response, we created a unique, national research project that combine ethnography, digital feedback and small-scale, moderated focus groups with a consistent sample. These findings were combined with current sales analysis, transactional data, supplier research and syndicated data.

Results

By triangulating the information, we were able make pivotal changes to the product offering, positioning and promotional strategy of Friday and Saturday night to capture the available audience while reducing our overall investment. Most importantly, we uncovered an emerging shift in consumer behavior and a new high margin customer occasion. This discovery allowed us to build a plan to safely migrate the business away from a dependence on Friday and Saturday night business and bring us more on trend with our primary customers.

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Situation

Sales were sluggish, the brand felt flat and competition and consumer expectations were rising rapidly.

Actions:

- Deep dives into consumer insights including Millenials, changes in out of home eating behaviors, new food and beverage trends and current attitudes and awareness on the Irish pub concept.

- Modernization and innovation of our food and beverage programs accounting for local influences, identifying enduring trends, costs/margin implications and… Show more

Situation

Sales were sluggish, the brand felt flat and competition and consumer expectations were rising rapidly.

Actions:

- Deep dives into consumer insights including Millenials, changes in out of home eating behaviors, new food and beverage trends and current attitudes and awareness on the Irish pub concept.

- Modernization and innovation of our food and beverage programs accounting for local influences, identifying enduring trends, costs/margin implications and quality

- Pricing analysis including the effects of discounting on food and beverage

- Created a new sales and marketing position embedded in local stores that included a new management routine, resources and reporting to proactively go after sales opportunities

- Introduced new creative platforms and agency partners to improve the stickiness of our messages to consumers and business customers

- Implemented new food and beverage menus with new craveable items
- Expanded online marketing efforts including content development, new social media platforms and mobile

Results:

- Previously negative sales trends in key dayparts now trending positive
- Corporate and private event sales growth up double digits over the past 18 months
- Knowledgebase of sales tools now available to local managing partners and GM's
- Improved alignment between the corporate office and local partners Show less

Situation

Despite the rising popularity of food, the 'foodie culture' and our high quality offering, same store food sales were declining. It's never been said, 'tonight should we have Italian, Mexican or Irish for dinner'. In a competitive food environment, getting considered as a place to eat by a big share of the market is a difficult proposition. Nevertheless, we wanted figure out a way to grow food sales while not increasing the cost and complexity of the food… Show more

Situation

Despite the rising popularity of food, the 'foodie culture' and our high quality offering, same store food sales were declining. It's never been said, 'tonight should we have Italian, Mexican or Irish for dinner'. In a competitive food environment, getting considered as a place to eat by a big share of the market is a difficult proposition. Nevertheless, we wanted figure out a way to grow food sales while not increasing the cost and complexity of the food program.

Approach

We started by better understanding our primary customers' attitude towards dining out, the different out-of-home eating occasions and how our brand can maximize the food opportunity. We talked to consumers and corporate customers and completed a menu mix analysis by food type, daypart, location and price point. We aggregated third party and syndicated data and we talked with internal stakeholders. As we gathered and analyzed the data, answers emerged.

A number of recommendations were made, however there were three primary areas for change:

1. Menu product changes to win the food occasions with our primary customers where we were stronger than our competition.
2. Changes to how we talked about and sold our food internally to customers at the point of contact.
3. Increasing food marketing in paid, earned and social media.

Results

Since 2014 as a result of our actions, food sales have stabilized and key metrics have improved:

- The number of checks containing food has increased to 52%
- Food cost percentage has declined by 11.8%
- Price increases have been value additive: items per check remains flat, while average check increased 5% in the past 12 months Show less