Page 28 - GBC Fall 2018 Eng

Sources:
• Nielsen Retail 2016 & Red Book Forecast • Homescan
• Cross Outlet Facts 2016
• Ipsos Five last update Q1 2017
• Business Growth Model
• Global Data Industry Historical and Forecasted Performance • Nielsen Retail 2017
• Statistics Canada & Foodservice Monitor 2016
• IpsosFIVE – Food & Beverage occasion tracking R12M Ending March 2017
• Impactful Merchandising: Value of Coca-Cola Branded Vessels (CCNA, 2017)
• Impactful Merchandising: POP Optimization Phase I (CCNA, 2017). *Trends Shaping Foodservice Through 2020 – Technomic, 2016
• Impactful Merchandising: POP Optimization Phase I (CCNA, 2017). *Datassential/IFMA CPP, 2015
These occasions are key and provide incremental revenue and value when executed with the right combos and food pairings for each occasion.
COMBOS AND FOOD PAIRINGS
When we look at menus and combos, we need to ensure that we under- stand what consumers are looking for in a combo. Here are a few tips that will help drive your F&B sales through menus and combos: •Include beverages at Point of
Purchase (POP) to drive food and
beverage sales
• Provide guests with customization
and healthier choices to drive traf c
• Feature new menu items and lim- ited time offers to convert non- beverage buyers and entice
younger guests
There are also speci c opportunities to combo F&B with your tee times, whether it is with a league night, or an afternoon/twilight tee time. Providing a combo offer or a group of goods together is a great way to provide a valuable experience for
your guests. The goal should be to sell F&B to each guest that visits your course.
EXECUTING F&B PRIORITIES
Taking the time to implement combos and food pairings at your facility can drive additional revenue to your bottom line:
• By including beverages with food at point of purchase we see a 39% lift on driving beverage purchase and 57% lift on meal purchase.
• Seventy-two percent expect res- taurants to allow customization and 58% would order combos more often if they could choose a side other than fries/onion rings.
• Forty-four percent would like res- taurants to provide more infor- mation about where they get their ingredients from.
• Fifty-two percent of people aged 22-37saynew avoursareavery or extremely important factor when selecting a fountain beverage at a Quick Service Restaurant (QSR) or future consumption because they like to try new things.
“By including beverages with food at point of purchase we see a 39% lift
on driving beverage purchase and 57% lift on meal purchase.”
For golf course owners, the goal should be, at a minimum, to sell three beverages to everyone visiting their facility:
•Morning tee times, time for a breakfast combo – muf n with a juice/sparkling water or coffee, or perhaps a banana and a water or isotonic beverage.
• On the go – a bag of chips or chocolate bar/bag of peanuts and a low or no-calorie carbon- ated soft drink, isotonic or enhanced water.
• After the round, recap with a nice meal - burger and a carbonated soft drink, sandwich and a juice or iced tea, hotdog with an iso- tonic or enhanced water.
BEVERAGES AND YOUR BOTTOM LINE
Hopefully you are now equipped with the knowledge of how to incorporate beverages at your facil- ity to generate additional revenue for your bottom line. Now take advantage of this information to create value added F&B combos for your guests, because if you’re not, the course down the street is!
Golf Business Canada
28 Golf Business Canada