cting new residents, and converting phone inquiries. Special event sponsorships, public relations, sales promotion, one-on-one marketing—the instruments available are endless. Are they properly communicated? Hardly.

Many local restaurants labor under the assumption that they’re at a disadvantage compared to deep-pocket franchise or chain operations. Actually nothing could be further from the truth. Small restaurants typically have a better knowledge of the community, can execute programs

As a restaurant industry veteran, I’ve attended and/or exhibited at industry trade shows for many years. Nearly every time I go, I’m surprised at the peculiar lineup of seminars being offered.

Food safety, new credit card options, employee benefits, uniform rentals…nearly every subject of interest to restaurant owners and operators is covered. Every one, that is, except marketing.

Why is marketing acumen taken for granted in the restaurant business? Perhaps it’s the divide that exists between major operators and small independents. Chains and high-volume independents have the staff and the resources to develop sophisticated marketing programs that attract and retain customers as well as promote new products. Their need to acquire new skills is relatively small.

Small independents, on the other hand—the largest segment of the restaurant industry, by the way—are in critical need of help. As I meet small operators one-on-one at these shows, the question I hear most often is, “How can I get more customers?” It’s a question that deserves to be answered.

Marketing, in its simplest expression, is the process of creating and maintaining a relationship between a merchant and his or her customer. The science of marketing as practiced by the “big guys,” however, involves disciplines that are way beyond most local eateries.

In order for smaller restaurants to succeed, they need tools that are appropriate for their size and capability. Sadly, they get precious little support from the industry in acquiring or leveraging those tools.

The fact is, a wealth of local store marketing tactics exists for the local operator that is both practical and highly effective. Menu spin-offs, tableside selling, strategic couponing, email, and targeted direct mail are just a few examples of activities that can pay off in a big way.

Powerful solutions are available for regaining lost customers, generating referrals and word-of mouth, increasing bar sales, attracting new residents, and converting phone inquiries. Special event sponsorships, public relations, sales promotion, one-on-one marketing—the instruments available are endless. Are they properly communicated? Hardly.

Many local restaurants labor under the assumption that they’re at a disadvantage compared to deep-pocket franchise or chain operations. Actually nothing could be further from the truth. Small restaurants typically have a better knowledge of the community, can execute programs

s between major operators and small independents. Chains and high-volume independents have the staff and the resources to develop sophisticated marketing programs that attract and retain customers as well as promote new products. Their need to acquire new skills is relatively small.

Small independents, on the other hand—the largest segment of the restaurant industry, by the way—are in critical need of help. As I meet small operators one-on-one at these shows, the question I hear most often is, “How can I get more customers?” It’s a question that deserves to be answered.

Marketing, in its simplest expression, is the process of creating and maintaining a relationship between a merchant and his or her customer. The science of marketing as practiced by the “big guys,” however, involves disciplines that are way beyond most local eateries.

In order for smaller restaurants to succeed, they need tools that are appropriate for their size and capability. Sadly, they get precious little support from the industry in acquiring or leveraging those tools.

The fact is, a wealth of local store marketing tactics exists for the local operator that is both practical and highly effective. Menu spin-offs, tableside selling, strategic couponing, email, and targeted direct mail are just a few examples of activities that can pay off in a big way.

Powerful solutions are available for regaining lost customers, generating referrals and word-of mouth, increasing bar sales, attracting new residents, and converting phone inquiries. Special event sponsorships, public relations, sales promotion, one-on-one marketing—the instruments available are endless. Are they properly communicated? Hardly.

Many local restaurants labor under the assumption that they’re at a disadvantage compared to deep-pocket franchise or chain operations. Actually nothing could be further from the truth. Small restaurants typically have a better knowledge of the community, can execute programs

is, “How can I get more customers?” It’s a question that deserves to be answered.

Marketing, in its simplest expression, is the process of creating and maintaining a relationship between a merchant and his or her customer. The science of marketing as practiced by the “big guys,” however, involves disciplines that are way beyond most local eateries.

In order for smaller restaurants to succeed, they need tools that are appropriate for their size and capability. Sadly, they get precious little support from the industry in acquiring or leveraging those tools.

The fact is, a wealth of local store marketing tactics exists for the local operator that is both practical and highly effective. Menu spin-offs, tableside selling, strategic couponing, email, and targeted direct mail are just a few examples of activities that can pay off in a big way.

Powerful solutions are available for regaining lost customers, generating referrals and word-of mouth, increasing bar sales, attracting new residents, and converting phone inquiries. Special event sponsorships, public relations, sales promotion, one-on-one marketing—the instruments available are endless. Are they properly communicated? Hardly.

Many local restaurants labor under the assumption that they’re at a disadvantage compared to deep-pocket franchise or chain operations. Actually nothing could be further from the truth. Small restaurants typically have a better knowledge of the community, can execute programs

little support from the industry in acquiring or leveraging those tools.

The fact is, a wealth of local store marketing tactics exists for the local operator that is both practical and highly effective. Menu spin-offs, tableside selling, strategic couponing, email, and targeted direct mail are just a few examples of activities that can pay off in a big way.

Powerful solutions are available for regaining lost customers, generating referrals and word-of mouth, increasing bar sales, attracting new residents, and converting phone inquiries. Special event sponsorships, public relations, sales promotion, one-on-one marketing—the instruments available are endless. Are they properly communicated? Hardly.

Many local restaurants labor under the assumption that they’re at a disadvantage compared to deep-pocket franchise or chain operations. Actually nothing could be further from the truth. Small restaurants typically have a better knowledge of the community, can execute programs

cting new residents, and converting phone inquiries. Special event sponsorships, public relations, sales promotion, one-on-one marketing—the instruments available are endless. Are they properly communicated? Hardly.

Many local restaurants labor under the assumption that they’re at a disadvantage compared to deep-pocket franchise or chain operations. Actually nothing could be further from the truth. Small restaurants typically have a better knowledge of the community, can execute programs faster, and are more willing to take risks. All they need is someone to show them the ropes.

Nor do most marketing ideas take months of practice or advanced business knowledge. Many of the best local store marketing ideas can be implemented quickly and with minimal effort, yet generate benefits that chains simply can’t duplicate.

So how can marketing knowledge be better imparted to small independents? National trade shows are probably the first and most appropriate place. By the looks of most seminar rosters, marketing is an afterthought. It needs to be front and center, right along with other critical business topics.

National restaurant conventions could take a cue from the pizza industry. At this winter’s International Pizza Expo in Las Vegas, the lineup of marketing seminars included presentations on “10 Ways to Increase Your Business in 20 Days,” “Pricing Secrets of Restaurant Owners Who Get Rich,” and “The Fun-Damentals of Four Walls Marketing,” among others. Attendees reported that rooms were packed, with people literally sitting in the aisles to hear the various tips and ideas.

Other informational venues are also underutilized, such as state association gatherings. There’s no shortage of qualified and dynamic marketing experts who, if sponsored by trade groups or vendors, would be willing to give talks. More trade magazine articles on the subject would help as well.

The Internet is one more place where trade groups and associations can offer marketing advice. At the National Restaurant Association website, www.restaurant.org, articles, books, and networking opportunities are currently available. Not many, however—and unfortunately they’re not emphasized. Perhaps if NRA members, particularly small independents, strongly voiced their desire for more street-smart marketing information and training, a broader range of materials would surface.

For independents seeking immed