Jane GibsonExecutive Director Foodservice Marketing
Establishments that prepare and serve food, meals, snacks and beverages on-premise or for take-out, delivery, catered events “Foodservice” Definition“Food prepared away from home…”
Restaurants Are Labor-Intensive Average sales perfull-time equivalent employee • Eating-and-drinking places $59,000 • Grocery stores $233,000 • Gasoline service stations $485,000 • Auto dealers $707,000 Source: Bureau of Labor Statistics; National Restaurant Association
Foodservice = 48% of the U.S. food dollar - Source Technomic
Consumer Spending in Foodservice 1970–2009 (In Billion$) Source: National Restaurant Association
Beef in Foodservice $24.5-billion operator purchases (wholesale) 7.9-billion pounds
Targets: menu decision-makers inall segments… • “Commercial” Restaurants: meal destinations • Limited Service Restaurants (LSR) • Full Service Restaurants (FSR) • Noncommercial / on-site foodservice • Lodging (hotel banquet catering, room service) • Retail Hosts (e.g. Nordstrom’s, Neiman-Marcus, Borders) • Recreation (ballparks, theme parks, country clubs, cruise ships...) • Healthcare ■ Military • Business & Industry ■ Bars, taverns • Colleges & Universities ■ Cont. Care Retirement Centers • Schools ■ Correction Facilities
FY2010 Promotions UpdateNCBA Marketing Managers Wendy Timmerman – Southwest Region Allison Wenther – Eastern Region Shelley Bradway – Midwest Region
NATIONAL CATTLEMEN’S BEEF ASSOCIATION2010 Channel Marketing Team (Retail, Foodservice & Veal) Jim Henger Executive Director, Channel Marketing NCBA Headquarters - Denver 303-850-3379 Office email@example.com Jane Gibson Executive Director, Foodservice Marketing NCBA Headquarters - Denver 303-850-3371 Office firstname.lastname@example.org Dean Conklin Executive Director, Veal Marketing NCBA Headquarters - Denver 303-850-3387 Office email@example.com Trevor Amen Manager, Channel Marketing Northwest Region 303-850-3386 Office firstname.lastname@example.org Allison Wenther Manager, Channel Marketing Eastern Region 717-449-9102 Cell email@example.com Wendy Timmerman Manager, Channel Marketing Southwest Region 303-335-8611 Cell firstname.lastname@example.org Cheryl Hendricks Manager, Channel Marketing Central Region 303-850-3372 Office email@example.com Steve Leigh Director, Channel Marketing NCBA Headquarters - Denver 303-850-3324 Office firstname.lastname@example.org Penny Nau Director, Channel Promotions NCBA Headquarters - Denver 303-850-TBD Office TBD@beef.org Shelley Bradway Manager, Channel Marketing Midwest Region 317-842-3106 Officesbradway@beef.org
FY2010 Promotions • Team began Foodservice calls in Jan. • To-date: 3 national promotions approved • Execution in 2,137 restaurant units • In 43 states
FY2010 Update Advertising, PR, InformationNCBA Executive Director, Foodservice Marketing Jane Gibson
FY2011 Foodservice Environment
2011 Priorities Addressed:#4 - Make Beef an Easy Choice #5 - Demonstrate Beef’s Value Product Strategy Objective: Enhance the value proposition of beef in the marketplace
1,000,000 Foodservice Locations • 65% = independent • trendsetters • nimble • early adopters • 35% = chain • high volume • long R&D process • mass marketers
1,000,000 Foodservice Locations Tactics 1A, 1B REACH AND IMPACT ALL Especially efficient in reaching the 65% among whom are the most influential, trendsetting independents who first adopted “value cuts” which currently sell more than 173-million lbs/yr in foodservice. In addition 1A, 1B = visibility and credibility among high-volume chains Tactics 1C, 1D CONNECT AND PROMOTE with decision makers of the 35% that are multi-unit restaurant chains and foodservice management companies with high-volume sales potential.
Tactic 1A Foodservice Channel Communications, Visibility and Image: $440,000 - Paid Media (advertising – print and digital) - Earned Media (editorial)
Tactic 1B Menu Development and Information Sharing: $570,000 • - recipes, photographs • - brochures, fact sheets • - website, e-newsletter
Insights into the Decision-Making Process at Today’s Chains Implications for the development and retention of your business
Which Members Decide on Need: Q. Which of the following members of your team decides whether or not there is a need to implement new product development strategy (example: A pizza chain that adds sandwiches as a new line)? (Please identify who is on this executive strategy team)? (Check all that apply).
Final Say: Q. At the end of a new product development project, who has the final say on whether or not the product is introduced into restaurants? (Check all that apply).
Tactic 1C FoodserviceChannel Outreach: $250,000 Connecting with channel influencers, decision-makers to increase demand and build advocacy. • - CEOs, COOs (MUFSO/NRN) • - CMOs (Marketing Executives Group/NRA) • - Corp. Executive Chefs (SOS BBQ, Flavor Summit/Food Arts) • - National Beef Backers
Tactic 1D Co-operative Promotions: $100,000 Promotional partnerships that increase beef demand through incremental sales and support breakthrough menu introductions for a variety of products considered high-priority by the industry
Attachment A Co-operative Promotions: +$150,000 The Attachment A requests an additional $150,000 for foodservice co-operative promotions.
NCBA FY2011 AR Communications: paid, earned… $440,000Menu devel, info…………………..$570,000Channel Outreach.……..……….. $250,000Co-operative Promotions….……. $100,000Total…..…$1,360,000 Attachment A: Promotions………..$150,000
Implementation supports program execution and includes operational and overhead expenses like…- Salaries and benefits - Benefits plan administration - Human resources staff and training - Accounting staff - Facilities (office space, utilities) - Equipment (computers, phones, copiers, printers) - Equipment maintenance and support - Computer software (Microsoft, Outlook, Timekeep, etc.) - Insurance - Taxes - Shipping - Bank fees - Legal fees - Audit fees