In this episode of the Restaurant Technology Guys podcast, Jeremy Julian is joined by hospitality tech veteran Seth Temko of Full On Strategy. Seth shares insights from his 25 years in the industry, discussing his various roles in pioneering restaurant tech initiatives and innovations. They delve into Seth's newest venture, Full On Strategy, a consultancy aimed at helping restaurant and tech companies implement effective go-to-market strategies. The episode explores the importance of awareness, education, and touchpoints in marketing, how to identify and address early signs of unmet forecasts, and strategic advice for scaling a business successfully. Seth and Jeremy also emphasize the role of emotional selling and the necessity of data-informed marketing. A valuable listen for anyone seeking to understand the dynamics of successful restaurant tech implementations and business growth. For more details visit fullonstrategy.com or connect with Seth on LinkedIn.
00:00 Audio Full On Strategy
00:58 Introduction and Guest Background
01:37 Early Career in Hospitality Tech
02:44 Innovations and Missed Opportunities
04:09 Career Transitions and New Ventures
05:50 Founding Full On Strategy
06:57 Consulting Services and Approach
11:09 Marketing Challenges in Restaurant Tech
19:24 Understanding Buyer Psychology
21:29 The Importance of Doing the Right Thing in Marketing
22:55 Understanding Marketing Attribution and Data Points
27:00 Challenges and Strategies in Marketing Alignment
33:28 The Role of Marketing in Hyper Growth
38:20 Engaging with Full On Strategy
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:02):
This is the RestaurantTechnology Guys podcast, helping
you run your restaurant better.
In today's episode, I am joinedby Seth Temko.
Uh, I've been reading a lot ofwhat Seth has written over the
last couple of years as part ofa blog that, uh, he's been
(00:24):
publishing on, but, uh, today'sepisode was pretty amazing to
catch up with him, learn alittle bit more about his
background, some of the successhe's had, as well as his new
endeavor, full on strategy, heis helping restaurants.
And technology companies tocontinue to make meaningful
changes within the industry.
If you don't know me, my name isJeremy Julian.
(00:46):
I am the chief revenue officerfor CBS Northstar and we sell
the Northstar point of salesolution for multiple units.
I would encourage you to checkit out.
cbsnorthstar.
com and now onto the episode.
Jeremy Juliam (00:58):
Welcome back to the restaurant technology guys
podcast I think everyone outthere for joining us as I say
each and every time I know youguys have got lots of choices so
thank you guys for hanging outwith us today we are joined by a
face and a voice that has beenaround the space for a while but
he's doing some different thingsand Seth and I got a chance to
catch up just before we hitrecord and I'm excited for him
to share A lot of what he's beendoing recently.
(01:19):
But before we jump into that,Seth, why don't you introduce
yourself to our listeners andthen we can talk a little bit
about your newest venture andwhy you felt called to do the
things that you're doing.
most recently
Seth Temko (01:29):
Sure.
Thank you so much for being onthe show, and I really
appreciate the time and enjoyedthe conversation.
Pre show.
my background has been in.
I've been in hospitality tech inand out for 25 years, so I guess
I would say I have a passion forit because every time I leave, I
miss it and I come back.
Jeremy Juliam (01:46):
it to all of the guests in the past.
It's you know what, there's got,there's going to be some really
multimillion dollar consultancy.
That's going to, some therapiststhat's going to come out about
restaurant people that can't getout of the restaurant tech
space.
Cause there's so many of us.
sorry, I'll let you keep going.
Seth Temko (01:58):
no, it's fine.
so all the way back to web 1.
0 days, worked with, yeah.
a startup in San Francisco, inthe go days before SAS, where
you had to have your own techstacks and servers.
And I was head of productmanagement for restaurant tech
products, but also other,verticals as well as multi
vertical solutions that we have.
(02:19):
Video over the internet,wireless, electronic free pours,
centralized coordination forlabor and scheduling way before
it stays.
we're absolutely right with thetechnology and absolutely wrong
with the timing.
Jeremy Juliam (02:34):
I've been there too, after 28 years in the space
I've watched, I was trying toexplain to my kids how some of
the stuff came about.
They're like, it used to be,they used to be connected via
these kinds of cables.
I'm like, yeah, just leave mealone.
Be nice to me.
Seth Temko (02:44):
And I will share that, one of those little oops
at the time was, there was thislittle startup that came across
and, the VCs behind us said,Hey, these guys are for sale.
are you interested?
And we looked at their model andwe're like, we don't like their
business model.
Now let's pass on that.
Now that company is called opentable.
Jeremy Juliam (03:02):
Yeah.
I never thought it would work,quite frankly.
I never thought that restaurantswould spend the money on table
reservations, and now look at,look at where they're at.
Seth Temko (03:09):
yeah, just a monster beast.
obviously we didn't understand amodel that was going to work and
of course that worked out reallywell.
and from there I, I was a CTOand in charge of, engineering
for materials for, liquorpouring control devices, free
pour.
and we're really advanced andearly in the technology.
So when the first iPhones werecoming out, we were taking the
(03:31):
accelerometers and that used tomake that functionality work,
which was completelygroundbreaking and completely
novel, and we were putting it infree pour liquor spouts to know
pouring and angle and how longand timing and all that.
and that was, a space where wewere involved with hotels,
casinos, resorts, really bigproperties.
(03:53):
million dollar plus bars that wewere in.
So Cosmo, Treasure Island, MGM,Mohegan Sun, big names.
And then, the great recessionhit, there was no CapEx spending
in the hotel, and I decided thatwas a good time to get out of
the industry.
Started a recreational youthsports, national franchise
system with a friend.
(04:13):
And then I had the opportunityto come back in the industry to
work, for Christopher Seebs, whohe and I had gotten to know each
other.
Back in the earlier days and heneeded a head of marketing and I
went to work at what becameXenial, it was Heartland
Commerce to begin and, in shortorder, Heartland was, the deal
was closed by global paymentsand we acquired Sycom in that
(04:36):
process and, we were building acloud platform.
Hence, behind me, your POS isobsolete, right?
Move to SaaS.
that was really a great time andI really enjoyed that we're
going to bring some newtechnologies to an industry that
tended to resist new technologychange.
It was a lot of fun.
Jeremy Juliam (04:56):
that's an understatement,
Seth Temko (04:57):
Yeah, from there.
Then I left the industry, workedat Yext, which is a marketing
technology company for a coupleyears and a VP of go to market
role.
That was during COVID.
That was interesting times foreveryone, but there were four
main industries we were sellinginto.
Restaurant retail was one ofthem, so of course.
We had to go alternative.
(05:18):
I'm there standing up an Adobepartnership and government
partnership and, highereducation.
We were trying to see where wecould, garner other revenues.
And then, I once again, missedthe industry and it was a CMO at
Touch Bistro, that was a greatexperience, great organization,
really enjoyed working for SamirSabania.
And then, I got recruited by PARand I became the first CMO at
(05:41):
PAR technology.
and I wasn't there too long.
I left, decided to make achange, really got God centered
in what to do.
And he's you're going to do yourown thing.
So we started full on strategy.
There's a team of a dozen of usand, we really help restaurant
tech companies.
We also work with restaurantgroups and we work in really two
(06:01):
key capacities.
One is we do go to marketevaluation and strategy work.
So we do the kind of work thatyou would want to hire a
McKenzie or a big company for,but we do it at a very
affordable price.
We analyze product positioning,people, accounts.
we get to understand yourrevenue and financial forecasts.
(06:22):
We assess your current programs,technologies.
We'll look at competitors.
And then we craft a plan to helpthose companies meet their
goals.
That's really what we do.
And we provide all the playbooksto do it.
Sales playbooks, marketingplaybooks, product playbooks.
Half the time, we get invited tohelp implement and stand up some
(06:43):
of those programs.
Because at that point, theyreally believe in the strategy
and they want speed to value.
And so we help them.
The other half the time, theyhave appropriate resources.
And of course, we do a littlebit of advising through that
handoff period.
And then they go and theyexecute on that.
and then we also work, to helpwith marketing and marketing
augmentation.
We've been working withrestaurant groups to evaluate
(07:03):
marketing programs there andhelp them multi unit locations.
we have a number ofpartnerships, including branded
hospitality, results forstrategy, ink tank.
it's been a lot of fun.
Two years.
Jeremy Juliam (07:15):
Yeah.
And how long has the, org beenaround?
Seth Temko (07:17):
We're going to have two years next month.
Jeremy Juliam (07:20):
Yeah.
And like I said, for anybodythat's in listening to the show,
I am certain you've seensomething that Seth has put out
in the last, 20 years becausebetween Touch Bistro and PAR and
Xenial, there's just been somuch that's been out there.
And I know you've been doingsome work in the space as well.
for tray most recently.
And I love that.
So Seth, help me understand whyyou think that, why does, why
does the organization exist,let's talk a little bit about
(07:42):
the passion behind why you thinkit's so important that we need
another consultancy to helppeople get to market.
And again, I know prior to, butI'd love for our listeners to
get a chance to hear yourpassion behind why you've seen,
both the success of the thingsthat you're doing, as well as
the failures and things that,that you think you're solving
uniquely at, at your guys'sfirm.
Seth Temko (08:05):
within the industry and also an, clearly living
through the transition and thepenetration of technology into
the industry.
And, everybody looks atrestaurant, the technology and
the restaurant.
I look at the entire supplychain and there's a whole lot of
things happening with logistics.
With supply, with, inventory,accounts payable, receivable,
(08:29):
and it, AI is coming in.
AI is the next round of,revolution, and I think the
current startups, and there'ssome new ones coming out, that
are going to be the next, levelof innovation in the space.
it's constantly renewed, I find.
That I'm attracted toinnovation.
I love to help people.
(08:49):
I love to learn and understand.
I love to share.
So moving into consulting is anatural way that I get to help
people.
And if I deliver enough value,they seem more, more pleased and
I can make a living and bringothers into it.
So there's a natural bend to dothat.
But ultimately, we understandthings from the perspective of a
startup and you're new andyou're trying to figure out a
(09:12):
market and how to penetrate.
And I will say there's a numberof companies we've been working
with outside of the U.
S.
that are looking at the U.
S.
market because, of course, bydollar spend, the U.
S.
is the biggest market in theworld.
So there are a lot of companiesthat are attracted to moving in.
And so we help educate them onthe market and then orient
towards where they could start.
(09:32):
We can even help them get theirfirst clients or help them begin
the process of a resellerchannel organization if that's
something that they need to getgoing.
and then we can work with biggercompanies.
Typically, they're asking us tohelp if they're a little bit in
the valley, not on themountaintop.
Jeremy Juliam (09:49):
Cause if we're on the mountaintop, they don't need
any more marketing.
they got enough deals comingthrough.
Seth Temko (09:52):
they, they have enough diversified channels and
revenue growth and they'rehitting their forecasts.
the pressure is when you havemade commitments for revenue
deliveries into theorganization.
And that you're potentially atrisk or you've already started
processes of failure.
And there are early signs andindicators, leading indicators
that you're not going to hityour future forecast, right?
(10:14):
for us, it's, it's a reallygreat process to take all this
experience and knowledge we havein the industry and help not
just one company at a time,which is what I was doing
before.
But work with a whole range ofcompanies, and it's always
interesting how you can findsynergistic effect.
I meet with up to 50 differentcompanies in any given year.
(10:37):
I work with up to a half a dozenrestaurant groups in any given
year.
And there's abilities to bringthat together and help the
industry.
ultimately, If I can help liftthis industry, then I'm pretty
happy.
And of course, if I make aliving, even better
Jeremy Juliam (10:51):
Even better.
I know you and I talked a littlebit about it pre show.
That's part of why this showexists is because it's given my
family and myself a lifestylethat most would love.
And the fact that if I can getback to in any way, shape or
form, that's my hope and prayer.
you talked about restaurant andreally adoption of technology
being a challenge.
Run that all the way backthrough kind of the branding,
(11:12):
marketing product assessment,because I think that the world
is noisier than ever.
the ability to, get through tosomebody.
whether it be in a direct salesorganization, a marketing led,
it's hard, it's harder now thanit ever has been because it
feels like between the AI botsthat exist, that everybody can
send out 7, 000 messages a day,whereas 10 years ago that had to
(11:32):
been done by a human or, someother way.
It's just, it's hard.
So talk to me a little bit abouthow you guys even think about
that.
Seth, because I think peopleunderestimate how hard it is to
get heard and seen in today'sday and age, especially in the
restaurant tech space.
Seth Temko (11:46):
from my perspective, it's a question of the amount of
time and attention, or a lot oftimes the marketing will say
touches the number of touches itwill take.
And I like to always say thatthere's a, at a very high level,
if you think about it from a Csuite perspective.
And by the way, every time I'dbeen a CMO, everyone I had
(12:09):
worked for, the CEO would say,and Seth, I don't know marketing
at all.
I don't know how much I can helpyou.
so I, marketing is complexdiscipline.
That's one of the reasons I likeas part art, part science is
constantly changing.
I don't know that there, I liketo talk about truisms because
they become guides and it'squestionable.
(12:29):
What technologies or programsare you going to create or
leverage right for that?
So awareness, education,participation, which is use of
product in some way or service,or they purchase a good, and
then reference.
So you deliver something goodthat delivers value and they
will share that with others.
So if you use that as aguidepost, a lot of times it's,
(12:52):
if we're going to work with acompany at a high level, we say,
okay, Where are they at and whatneeds first emphasis?
So a newer company typicallywill be awareness, but it could
be an existing company that'sbeen in the market for a while
that has done some reallyinnovative things that the
market is not aware of.
(13:13):
So it's not a truism thatbecause you've been established
for 20 years as a company,
Jeremy Juliam (13:19):
That people know what you do or know how you do
it or know why you do it or anyof those kind of things.
Yeah, I love that.
Seth Temko (13:23):
And then the education pieces like the
differentiation.
So you need to work on touchesand marketing to build
awareness.
Then the next step is now youhave their interest.
Now can you educate them beforethey even engage with your sales
teams?
And if you can get a little bitof education, you'll make that
(13:43):
sales engagement far moreproductive.
Jeremy Juliam (13:46):
They'll, the time to understanding what you do,
how you do it and why you do itis oftentimes pre sold because
one of the things I try andremind our sales team often
about, and I think it'sinteresting and I'm sure you
talk about this in yourengagements is most of the time.
Your prospects know as muchabout you as your salespeople do
when you engage with them,because they've done lots of
research.
They've talked to their friendsin the industry.
(14:07):
They've talked to other peoplethat are using your products.
Sometimes they've gone out anddone as much research as you'll
allow them to do.
And without, withoutunderstanding that you may look
like a fool to that prospect ifyou don't comprehend that
oftentimes.
And again, the easiest exampleis I go shop for a new car.
With my wife a while back andit's like you go into the car
(14:27):
lot and you know so much aboutthat car cause you've spent the
last six months looking at it.
And the guy that's on the carlot might've been there for, for
six months or 60 days.
And he knows less about that carcause he's got 12 different ones
that he's got to go for.
Help me understand, I guessthat's real quick.
how you guys think about that?
Because it is, you don't want tolet too much out, but you also
need to make sure you educatethem and get them into that
(14:48):
funnel as you're consulting withpeople.
And I guess, is that even atruism or am I off base as it
relates to that?
Seth Temko (14:53):
I think that we're in a society where if you have a
modest interest, you will spendmodest time where you have a
serious interest.
You will invest serious time.
I'm running on a four year oldlaptop right now and the
graphics card driver cannot beupdated.
(15:16):
So I am now having to make amulti thousand dollar purchase
of a computer that I want tolive with for four or five
years.
Jeremy Juliam (15:22):
The next four
Seth Temko (15:23):
I can't tell you how much time I have spent at night
on the last couple of nightsresearching it because I have
pain and I want in the very nearterm to resolve that pain.
And I look at that from, we callit intent when I worked at YACS,
we worked a lot with intent andintense signals.
So if we think of the market asa, a pyramid.
(15:45):
Active buyers are a small partof the pyramid in any industry,
any vertical.
It'll be a couple of percent areactive.
They recognize the pain and theyare ready to change.
And the hard part is everybody'schasing those people.
So now you have to go the nextlayer down, which is people who
are aware that they have pain,they just have not gotten to the
(16:07):
point that they have made adecision to, to buy.
And, that is definitely thatawareness education.
Marketing should really befocused in there because you're,
it is not very hard to move themfrom modest interest to high
interest, where they have put amodest amount of attention,
they'll now put a large amountof intention.
(16:27):
And then you can go, one layerbelow, which is they recognize
that there may be an issue.
and they're just not there yet.
Too many other priorities thanthat.
Ah, it's irritating.
I'll live with it.
Ah, yeah.
my computer, I could probablysqueeze out another three or
four months.
I don't want to be rebootingevery day, right?
Like me, it's now to the pointof unacceptable.
(16:48):
And then everyone else belowthat forget, like they're not
ready.
They're not interested.
They will not pay attention.
And so that's the intense side.
So when we look at markets, wecan talk about who's your ICP
and within.
That IPC, number of units,revenue size, restaurant type,
whatever it may be, geography,if you're geographic focused,
(17:10):
within that, who are the buyers,who are the decision makers, and
that, and, but also, what is theintent?
what do they have astechnologies?
And we know that right now,there are some technologies,
Revel just got bought.
lot of companies are targetingrub rubble.
No offense to rubble.
Hey, you guys better.
Jeremy Juliam (17:28):
they got acquired and the business model is
changing.
Seth Temko (17:32):
but we know that in the industry now there's a big
scramble.
if you're a restaurant group andyou have rubble, please be
prepared.
You're going to get a lot ofcalls and a lot of emails,
right?
It's going to come out.
that's, that is, absolutelystrategic and something that you
should do.
Yep.
So that's like the strategy sideof it.
but now the, you figure out whoto target.
Now the question is, how do youbreak through?
(17:55):
That's where you really need todeeply understand those personas
and pain points, and then youlook for the opportunities to
connect.
And usually the larger theorganization, the more touch
points you need to have.
So SMB is a shorter sales cyclegenerally, and maybe they don't
need as much information, andthe process is certainly not as
(18:16):
complex.
So if you're selling single unitrestaurant people, you just need
to meet the owner, and they likeyou, and they're convinced that
you have their best interest
Jeremy Juliam (18:26):
and you don't have to go talk to 12 other
people to get there.
Yep.
Seth Temko (18:28):
And then when you move up market to mid
enterprise, especiallyenterprise, now be prepared for
much longer sales cycles, manymore meetings, many more touch
points, and also the strategiesand tactics can be very
different.
bottom up, top down, or througha franchise system.
Can you convince a franchisegroup to at least test your
technology?
(18:49):
they tell corporate that it'sgood.
If you can get two or threegroups to do that, you make it
to flip whatever your technologyis.
Jeremy Juliam (18:56):
and I was going to ask that's one of the things
that I've heard lots in themarketing books and stuff,
especially from tech companiesis they like to talk about how
great their tech is, but theydon't necessarily oftentimes
talk about the business valuehelp, help our listeners
understand why talking texts.
Tech for the wrong persona oreven for the right persona
doesn't necessarily move theneedle.
(19:17):
Let me show you how great of asolution I have versus let me
help you understand the businessproblem that I'm solving for
you.
Seth Temko (19:24):
so I think if you're going to be good at sales
marketing, you really shouldlook at human psychology
Jeremy Juliam (19:31):
Yes.
Seth Temko (19:31):
and understand how the human mind works.
So the once again, a high leveltruism is that most people buy
based on emotion.
Jeremy Juliam (19:41):
Every time
Seth Temko (19:43):
no,
Jeremy Juliam (19:43):
justify it with facts.
Seth Temko (19:45):
no, very few people admit to it, but it's absolutely
Jeremy Juliam (19:48):
They'll justify it to you that they bought it
because of facts, but did Ireally need a new car?
I probably didn't need a newcar.
I wanted a new car.
And then I justified it withfacts.
So sorry, I'll let you keepgoing
Seth Temko (19:57):
percent finance.
Jeremy Juliam (19:59):
and look at what better gas mileage I'm getting
Seth Temko (20:02):
Yeah.
You don't save money on gas yet.
and that's, that works inbusiness as well.
so we know that works inconsumer and then we pretend.
That in business, we make allthese rational decisions are
highly rational.
I think another truism is thatpeople want to prefer to, they,
they will not necessarily, butthey prefer to buy from those
(20:23):
they like and trust.
Jeremy Juliam (20:25):
Yep.
No, and trust factor.
Seth Temko (20:26):
and there are companies that have very
positive, solid reputations andthose not as much.
And if you do not, if you're inthe not as much category, you
have to do more selling andmarketing to overcome that.
It's it, or you may have tocompromise on price.
You may have less margin thanothers, I always say that you
cannot do enough research andspend enough time with who your
(20:49):
clients are and reallyunderstand their needs and
perspective and,
Jeremy Juliam (20:55):
speak your language.
Seth Temko (20:57):
and you should spend time with them without the
intent to sell.
You should.
You should instead spend timewith them with the intent to
help, even if helping means youpoint them to a competitor
because you know that productwill much better serve them than
your product.
And that will come back to youbecause another thing in the
(21:17):
industry is people leavepositions and move to other
positions.
Jeremy Juliam (21:22):
Yep.
And they know how you treatedthem and they know how set my
Angelo quote, they won'tremember what you said, but
they'll remember how you made upfeel same idea.
Seth Temko (21:29):
Absolutely.
And so if you're in the industryfor the long haul.
Doing the right thing for peopleevery time usually has rewards.
Jeremy Juliam (21:38):
Absolutely.
Absolutely.
You said something earlier inour, recording Seth about, the
warning signs about people notbeing able to hit their
objectives.
one of the biggest things that Ihave noticed about marketing is,
years ago, there was that adage,No, the 50 percent of the
marketing works, but you don'tknow which 50%.
and nowadays we have so manymore touch points that we really
(21:58):
do know what is working andwhat's not working.
Help us understand what thosedata points are that you guys
consider to be critical in theseengagements.
Because I think all too manypeople just throw out all of
this crap and don't necessarily,they're not good about
understanding what the impactis.
And ultimately they turn peopleoff because of it from time to
time.
(22:19):
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Seth Temko (22:55):
So the term commonly used is this term called
attribution.
And at larger companies, therecan be a conflict between sales
and marketing on who gets thetally, right?
That happens quite a bit.
The idea is that it Reallyattribution comes from the
concept of funnel and funnel isthe idea is that there's a
(23:17):
process so From and I'm going touse awareness education.
We'll put in the term soldcontract They're an existing
customer that you referral,right?
So if that were the life cyclewe were to say a there's a touch
point We need to do multipletouches We need to you see
things that we do in socialthings are done in
(23:39):
Advertisements you talk tosomeone at a trade show
conference booth, you walk intoanother restaurant and you ask
them, Hey, what technology doyou use?
All these things are happening.
Some of them are facilitated bythe business.
Some of the things are not.
so there's programs thatmarketing are doing one.
(24:00):
Some things are justfundamental.
You have some basic brand.
You have some basiccommunication things.
you have sales decks calledbread and butter marketing,
right?
You have that covered.
Now you're doing intentionalmarketing where you're saying
we've defined an audience and weare going to communicate with
them passively.
And then you seek active.
(24:20):
And some of these programs youabsolutely can monitor and you
have metrics for.
And others you have an idea.
So semi attributable.
And then others you just don'tknow.
So some examples, you can do adomain expertise strategy, sign
(24:41):
up for the Forbes technologycouncil.
Now you're writing every six orseven weeks, an article that
goes through editorial approval,and now it's in the Forbes
technology publication.
And they are not going to giveyou metrics on
Jeremy Juliam (24:55):
How many downloads, how
Seth Temko (24:56):
how many reads, how many touches.
And they certainly can't tellyou who, even if they could tell
you how many, right?
so you don't know.
I write every week.
I don't know who read it.
You told me you read my article.
I said, thank you.
You must be one of the highestpeople to do that.
So thank you very much, right?
we don't know, but I do it.
that is unattributable, a lot ofcommunity comments, however, you
(25:18):
now start posting formally onsocial media, they will give you
some metrics.
And in the case of LinkedIn, ifyou pay a little more, you get a
little more information andthat's the data game.
Google has a data game, Amazonhas a data game, Meta has a data
game where you pay more, you getmore information, but, by law,
what you can't do throughdigital ads is do one to one
(25:40):
targeting.
Jeremy Juliam (25:41):
Yes.
Seth Temko (25:42):
ads, right?
I, you can put people in abucket and you have a bucket of
fish and you say, Hey, some ofthe fish you're looking for in
this bucket, but you have to buythe whole bucket.
That's the way they're doing it.
Other programs you canabsolutely do one to one.
And, I think that the ease to doit has basically broken the
system.
I would say for most companies,we are seeing this idea that I
(26:05):
can get and pay for informationand target and do digital ads.
Maybe direct email as anexample, which is still very
cost efficient.
but let's say I do digital adson a social media platform.
Now you click, now you take youto a landing page.
Now on that landing page, I getyou to fill out a form.
Now that form is an appointment,or that form is a download.
(26:28):
From the download, I've taggedyou again.
I've given you a unique number,a unique outreach email.
You do that creates anappointment.
Now I've tracked.
And I can say, I am.
Spent this much money.
I have these many each touchpoints.
I have a metric for it.
And then ultimately you want totrack the, sales engagement.
You can say this, the dealclosed and here's the revenue we
(26:51):
anticipate from the contract.
Right?
And that would be full one toone attribution.
And then you can divvy it up andyou can split it.
at the end of the day.
You can misalign marketing andsales pretty heavily and you can
make them compete for the, notjust the kudos, but the actual
bonuses that occur at the end ofthe year based on these
(27:12):
attribution models.
So they have to be careful.
So one of the things like when Iwas at Touch Bistro, great
marketing team, love them still,
Jeremy Juliam (27:22):
content strategy is amazing.
The stuff they put out on thecontent side is remarkable.
And again, I read it every timeit comes out.
So sorry, I'm just, it reallyis.
It's one of those things that Ilook at other brands and go, why
are more people not doing this,
Seth Temko (27:35):
and they have RestoHook.
com, which it's even more andbetter content.
And the content marketing,programmatic, development, ads,
part, everything just reallywell done.
that was very cooperative.
So I look at it as two teamhorses pulling a wagon.
Sales, marketing, out ofalignment, wagon goes off
course.
(27:55):
Work together, move togethervery well.
It was very clear there, whatthe attribution was.
And When I was there, GLAAD isproud to say, marketing brought
in just a few percentage pointsmore of the revenue into the
business and sales at the time.
However, when we did all theprogram evaluation, I could say
(28:15):
the economics will start todecay because it was post COVID.
More people are spending money.
So we needed to assume thatthere would be a few points
shift or drop where sales wouldneed to pick up.
If you kept the economics thesame, marketing would not be
able to produce the sameresults.
There, there is, this dollarcost equation that you need to
run.
(28:35):
And actually that came true.
Jeremy Juliam (28:37):
it reminds me of a comment you made earlier,
marketing and really that CMOrole is part art and part
science.
You got to understand thepsychology.
You got to understand what thecustomer is looking for and why
they're looking for it.
And then you've got to have thescience of the data to back up.
That what you're doing andputting in front of them is
resonating with them and gettingyou what you're looking for.
Seth Temko (28:57):
Yeah, that's why with marketing, a lot of people
say data driven.
I don't like to say that withmarketing.
I like to say data informedbecause you still have people
involved in the psychology ofall the programs that you're
doing and people are irrational.
Jeremy Juliam (29:11):
funny.
I love that.
I'm going to flip it around fora second and ask the question,
how many of the brands that youwork with when you start are
mature enough to be in thisplace?
and have programs like this, oreven understand these things,
Seth, because I think it's,you've given a masterclass on
what does it look like and whatdoes the landscape look like,
but, full on wouldn't exist ifeverybody was doing it and I'm
(29:33):
not saying that in a bad way,there's obviously people that
are doing it and they might bedoing 10 percent of it, they
might be doing 50 percent of it,but give me a general
understanding of when you walkin and sit with a C suite and
talk with a brand, That's tryingto get into a market or trying
to grow a market or trying toreboot a market or whatever
state they're in.
How many of them even have anyof these things in place or have
the bones of these types ofthings in place?
And how many of them are justlike, you know what, we've
(29:54):
always been doing it this wayand we need some help to flip
things around.
Seth Temko (29:57):
that's a great question.
So often you can just start withthe org chart and you can look
at budget and you can look atthe breakdown of where dollars
are spent.
without knowing the revenuerealization.
So if you have a hundred peoplein an organization and two
people in marketing, chances arethey're resource deficient in
marketing relative to the sizeof the organization.
(30:19):
if you look at, let's talk abouttech companies, not restaurants.
So if you look at techcompanies, a lot of Silicon
Valley tech companies, Not netnew, but mature.
They may be spending on theorder of seven to 12 percent of
their budgets in marketing.
And I would say most restauranttech companies are probably in
the three to 7%.
Jeremy Juliam (30:41):
Yeah, and the worst part is most tech, most
restaurant companies are also inthat 3 to 7 percent as far as
their technology spent on theflip side because they, they
don't value the technology thesame way that, that, they could
or should, I would assume
Seth Temko (30:53):
Yeah, absolutely.
So the question is you can do alot with fewer resources, but
one, you really should have anagile approach.
agile in the sense that you needto do a lot of small scale spend
and test.
do some iterations, see wherethe dollars are treated best and
then expand the spending in thatthose areas.
(31:15):
Second tip is I see mostcompanies Do not do this one
thing that was a foreign conceptevery time I was a CMO, which
was I would take whatever budgetproposal we were doing.
And I would talk to financegroup and I would say, we need
to take 10 percent of themarketing budget and call it R
and D.
And they would give me a blanklook and I'd say, okay, let me
(31:39):
explain.
We're going to try some newprograms and I would say, I do
not know what the result is.
This is going to be net new andwe're going to do agile and
we're going to test.
After we do these things, I'llbe able to tell you, but for
budgeting purposes, you shouldassume that 10 percent will have
no payback to the company.
It'll be as if it's wasted.
(31:59):
I said, it will not be wasted.
we may get a fractional paybackor we may, what we're trying to
get is, multiple dollars back,right?
that's what you want to do, butif you do not allocate.
It's the ideology that we willtry and we will do and we will
execute and we will get data onnew programs.
Because if you don't do that,you, one, your intent to do
(32:25):
better and do different isprobably not there.
And the second thing is you willnot have the resources if you
have the opportunity to trysomething new and different.
that's a mess that pretty muchis universal, I would say with
most.
And then, I think that theretends to be this, question of,
you can look at within anorganization who has the
(32:48):
influence and who has thedecision making authority.
you can say, Hey, when you wentand.
Close that deal, how, who wasinvolved and how were they
active in that engagement?
And then you'll hear the blow byblow and you'll understand,
okay, marketing was involved ormarketing was not involved.
Sales was involved to a certainpoint.
Sales engineers were involved ina certain way.
(33:10):
Look at process and then alsolook at what is measured and
then what is rewarded.
And you'll know pretty clearlywithin the culture of that
organization how it'sstructured.
Jeremy Juliam (33:21):
whether it's a, yeah, whether it's a value last
line of questioning, Seth is, wetalked a little bit at our pre
show, about scale.
You've been in a couple ofdifferent organizations that
went from one level of successto pretty significant, whether
that's in your early days andquite frankly, everywhere you've
been, you've continued to grow.
there's this, Hollywood fantasyfrom most tech companies that,
they're going to go start acompany in their garage and then
(33:44):
they're going to, get a multibillion dollar payout.
they're going to be the unicornthat's out there.
help our listeners understandhow marketing plays a part in
that and why using somethinglike full on can help them get
there.
Not, there's only so manyunicorns.
There's only so many people thatcan do that.
It takes a lot of hard work andit's not just marketing.
It's not just sales.
It's not just product.
There's a lot that goes into it.
And at the same time, getting toscale.
(34:06):
Requires a different set ofskills than it might to start in
your garage.
And I'd love to have, ourlisteners here a little bit
about kind of your experience inthat regard.
Seth Temko (34:14):
Yeah.
So I like to say that, I am ahyper growth strategist.
So hyper growth is the idea thatif you grow organically, most
organizations are capped at therate of growth they'll do
annually.
In other words, you have to bepositive in cashflow, and then
you have to take that positivecashflow and reinvest it back in
the business.
(34:34):
So maybe you're capped at, ifyou're doing really well, 20 to
30 percent growth rate would bereally good and a creative over
10 years, you're going to have avery nice business at the end of
the 10 years.
But what you want to do is timedilate and grow more quickly.
So you're going to, subsidy,you're going to create inorganic
(34:56):
growth and you're going to fuelthat with outside cash.
you're, what you're trying to dois that hockey stick up and to
the right and you're going toburn cash, basically to be
unprofitable through a period oftime until you hit this
projected forecasted,
Jeremy Juliam (35:12):
Extra exit velocity.
Seth Temko (35:14):
yeah, to do that.
And the reality is the number ofcompanies that do that is
statistically very small and toget to a billion in revenue is,
I believe it's like a hundredcompanies that do that in the
SaaS world.
Of course, once you break abillion, you're.
You just
Jeremy Juliam (35:28):
Yeah.
You're well on your
Seth Temko (35:29):
you've figured out how to scale, very large.
the founders, the CEOs are undera ton of pressure because you
are delivering forecasts andyou, I, I liken it to a rocket.
You can, except Elon Musk isdoing a lot more with rockets,
but even with that you havelimits and.
(35:50):
how you can steer that rocketand what you can do.
And once you have thrust, youhave certain, a certain
trajectory.
So what you want to do isexamine and say, are there early
signs that you are not going tomeet that forecast?
So early signs in sales wouldbe, and you can look at the
sales behavior, which is tandemwith the finance group, We've
(36:11):
created this forecast and nowwe're going to maniacally track
in the CRM system and have salesenter all of these percentages
and stages and we're going tolook at it and evaluate it.
but what you start doing is pullforwards, huh, to meet my
numbers this month or thisquarter, let's discount.
(36:32):
Let's do a delayed, we're goingto sign the contract, but delay
the billing.
We're going to sweeten the dealby ancillary services or
products that effectively willgive away free, which is really
reducing the overall contractvalue.
and we do these things and saywe'll make up the gap next
(36:53):
quarter and next month, whichbasically is a deficiency pole,
a hole, so you got to backfillthe hole and then you have to
continue the growth that youhave projected.
And, really good organizations,one, have the metrics to track
that they have the, they'rehonest about it.
So it's not a lot of cover CYAand, move the ball forward and
(37:18):
while I'll work there a year andget fired and then I'll work
somewhere else and get firedafter a year and, no, it's this
idea we're going to be honestand realistic with each other.
And then we're going tounderstand why we're not able to
make meet the forecasts to workon a plan to meet forecasts or
to revise forecasts.
And what I would say is it'smuch better for organizations to
(37:39):
do that sooner than later,because you're on a cash,
countdown clock.
Jeremy Juliam (37:45):
Yeah, you're on a burn.
You're on a burn cycle at somepoint, and I'm sure that you're
not the most popular guy in theexecutive meetings when you come
in and say, it's a productproblem.
It's a sales problem.
It's a billing problem becauseyou're, to your point, you're
shining a light.
It could be a marketing problem,just the same, but you're
oftentimes shining a light onwhere the actual nature of the
problem is.
And, that probably creates sometension in the boardroom when
(38:06):
you're having these meetings.
Seth Temko (38:07):
it's usually four areas.
You're looking at sales,marketing, product, and service.
Jeremy Juliam (38:11):
Yeah, every time.
And we've been doing that.
You and I have been adding upgray hairs in my goatee here
that we know that nowhere itgoes.
So Seth, who are the people thatyou're looking to talk to you?
Because I could sit at your feetall day, but, I'm sure that our
listeners that have gottenthrough 40 minutes of listening
to you and I talk are at a placewhere they're like, all right,
how do I engage with Seth?
How do I get him to help me tolearn these things?
And what does that look like?
(38:32):
How do they get in touch?
How do they connect?
How do they learn more?
Seth Temko (38:35):
They can come to fullonstrategy.
com.
look me up on LinkedIn, SethTemko.
message me there.
also you can book anappointment, 30 minutes, get
together, understand whereyou're at, what you're trying to
accomplish.
I'll tell you if I can help youor not.
I'll refer you to someone elseif I can't help you, if I have a
resource.
(38:56):
I'm just trying to help peoplein the industry and if I can do
it, great.
that's the easiest way to do it.
who we work with is typically Csuite, a lot of times it's CEOs.
So last year we worked with,Fishbowl, and that was Adam
Ockstein, Alex Worminski, thehead of sales, we work really
closely with them.
we worked with Trey on a GTMassessment.
(39:17):
We're now doing their marketingassess, execution for them.
It's Trey seven years in themarket.
It's the first time they've hada marketing group and they're
very happy to have marketingsupport, in the business.
So it's a lot of fun workingwith.
With them on that, we've alsobeen working with voice of five,
which is voice AI.
And they're a little bit earlierstage, but I actually have known
(39:37):
them since my days at yaks.
Jeremy Juliam (39:39):
wow, I didn't realize they'd been around so
long.
Clearly they didn't have enoughmarketing power out there that
being in the space as well, aslong as I have, I didn't even
know that they were there.
Seth Temko (39:46):
yeah.
we're working with restaurantdata.
com.
We're also working with somerestaurant groups like Zaza,
keeping comfort in that way.
And in that case, it's a lot offilling the gaps of the
technology.
you're going to implement aloyalty technology, but you've
never done a loyalty program.
Jeremy Juliam (40:01):
Yeah, you don't understand it.
you gotta get the piecesconnected and all of that.
And oftentimes brands look tothe vendors and say, this is
your problem.
And ultimately it fails thatway, way too often.
Seth Temko (40:12):
Yeah.
for doing that.
what we can do is we can do goto market assessments of really
understanding where the businessis at from a realistic viewpoint
and the goals of the company.
And then we have realisticexecutable plans with playbooks
of all the sales marketing andproduct programs that can be
implemented.
And then.
half the time they'll say, canyou help us do this?
(40:35):
There's the value.
A lot of times, organizationsare just maxed out.
Jeremy Juliam (40:40):
Yeah, they've all got a full time job and they're
trying to throw more on top oftheir pile and get all the
expertise and or they haven'tdone it.
So it takes them twice as longas it would somebody on your
team to do because this is theirfirst time and they're learning
from scratch.
Seth Temko (40:52):
yeah, and this might be our eighth time, setting up a
program.
So we can do it really quicklyand then we can do a handoff.
Because maintenance of programsis always easier than,
initiation and optimization.
the first two stages of it.
So we do that with others.
Jeremy Juliam (41:06):
well, Seth, I am still trying to figure out how
25 years in the industry you andI haven't connected in person
and or, Even digitally untiltoday, other than me reading
your articles every week.
So thank you for, for sharingyour wisdom.
Thank you for sharing.
Even why you do what you do.
Cause, at the end of the day, I,I personally love this industry.
You do as well.
And I love to see people thriveas it, as it relates.
for those listeners out there,guys, please reach out to Seth,
(41:29):
get on his, LinkedIn at aminimum because he posts.
Amazing stuff all the time.
He's also writing, we've alludedto the newsletter from the
branded hospitality guys.
They've got a, Saturdaynewsletter that goes out every
week that, that he's been aregular contributor to, and he's
got some really great wisdom asit relates to that.
Seth Temko (41:46):
Thank you so much.
I appreciate you.
Jeremy Juliam (41:48):
Awesome.
And to our listeners, guys, makeit a great day.
Thanks for listening to theRestaurant Technology Guys
podcast.
Visit www.
RestaurantTechnologyGuys.
com for tips, industry insights,and more to help you run your
restaurant better.
This is the RestaurantTechnology Guys podcast, helping
you run your restaurant better.
In today's episode, I am joinedby Seth Temko.
Uh, I've been reading a lot ofwhat Seth has written over the
last couple of years as part ofa blog that, uh, he's been
(00:24):
publishing on, but, uh, today'sepisode was pretty amazing to
catch up with him, learn alittle bit more about his
background, some of the successhe's had, as well as his new
endeavor, full on strategy, heis helping restaurants.
And technology companies tocontinue to make meaningful
changes within the industry.
If you don't know me, my name isJeremy Julian.
(00:46):
I am the chief revenue officerfor CBS Northstar and we sell
the Northstar point of salesolution for multiple units.
I would encourage you to checkit out.
cbsnorthstar.
com and now onto the episode.
Jeremy Juliam (00:58):
Welcome back to the restaurant technology guys
podcast I think everyone outthere for joining us as I say
each and every time I know youguys have got lots of choices so
thank you guys for hanging outwith us today we are joined by a
face and a voice that has beenaround the space for a while but
he's doing some different thingsand Seth and I got a chance to
catch up just before we hitrecord and I'm excited for him
to share A lot of what he's beendoing recently.
(01:19):
But before we jump into that,Seth, why don't you introduce
yourself to our listeners andthen we can talk a little bit
about your newest venture andwhy you felt called to do the
things that you're doing.
most recently
Seth Temko (01:29):
Sure.
Thank you so much for being onthe show, and I really
appreciate the time and enjoyedthe conversation.
Pre show.
my background has been in.
I've been in hospitality tech inand out for 25 years, so I guess
I would say I have a passion forit because every time I leave, I
miss it and I come back.
Jeremy Juliam (01:46):
it to all of the guests in the past.
It's you know what, there's got,there's going to be some really
multimillion dollar consultancy.
That's going to, some therapiststhat's going to come out about
restaurant people that can't getout of the restaurant tech
space.
Cause there's so many of us.
sorry, I'll let you keep going.
Seth Temko (01:58):
no, it's fine.
so all the way back to web 1.
0 days, worked with, yeah.
a startup in San Francisco, inthe go days before SAS, where
you had to have your own techstacks and servers.
And I was head of productmanagement for restaurant tech
products, but also other,verticals as well as multi
vertical solutions that we have.
(02:19):
Video over the internet,wireless, electronic free pours,
centralized coordination forlabor and scheduling way before
it stays.
we're absolutely right with thetechnology and absolutely wrong
with the timing.
Jeremy Juliam (02:34):
I've been there too, after 28 years in the space
I've watched, I was trying toexplain to my kids how some of
the stuff came about.
They're like, it used to be,they used to be connected via
these kinds of cables.
I'm like, yeah, just leave mealone.
Be nice to me.
Seth Temko (02:44):
And I will share that, one of those little oops
at the time was, there was thislittle startup that came across
and, the VCs behind us said,Hey, these guys are for sale.
are you interested?
And we looked at their model andwe're like, we don't like their
business model.
Now let's pass on that.
Now that company is called opentable.
Jeremy Juliam (03:02):
Yeah.
I never thought it would work,quite frankly.
I never thought that restaurantswould spend the money on table
reservations, and now look at,look at where they're at.
Seth Temko (03:09):
yeah, just a monster beast.
obviously we didn't understand amodel that was going to work and
of course that worked out reallywell.
and from there I, I was a CTOand in charge of, engineering
for materials for, liquorpouring control devices, free
pour.
and we're really advanced andearly in the technology.
So when the first iPhones werecoming out, we were taking the
(03:31):
accelerometers and that used tomake that functionality work,
which was completelygroundbreaking and completely
novel, and we were putting it infree pour liquor spouts to know
pouring and angle and how longand timing and all that.
and that was, a space where wewere involved with hotels,
casinos, resorts, really bigproperties.
(03:53):
million dollar plus bars that wewere in.
So Cosmo, Treasure Island, MGM,Mohegan Sun, big names.
And then, the great recessionhit, there was no CapEx spending
in the hotel, and I decided thatwas a good time to get out of
the industry.
Started a recreational youthsports, national franchise
system with a friend.
(04:13):
And then I had the opportunityto come back in the industry to
work, for Christopher Seebs, whohe and I had gotten to know each
other.
Back in the earlier days and heneeded a head of marketing and I
went to work at what becameXenial, it was Heartland
Commerce to begin and, in shortorder, Heartland was, the deal
was closed by global paymentsand we acquired Sycom in that
(04:36):
process and, we were building acloud platform.
Hence, behind me, your POS isobsolete, right?
Move to SaaS.
that was really a great time andI really enjoyed that we're
going to bring some newtechnologies to an industry that
tended to resist new technologychange.
It was a lot of fun.
Jeremy Juliam (04:56):
that's an understatement,
Seth Temko (04:57):
Yeah, from there.
Then I left the industry, workedat Yext, which is a marketing
technology company for a coupleyears and a VP of go to market
role.
That was during COVID.
That was interesting times foreveryone, but there were four
main industries we were sellinginto.
Restaurant retail was one ofthem, so of course.
We had to go alternative.
(05:18):
I'm there standing up an Adobepartnership and government
partnership and, highereducation.
We were trying to see where wecould, garner other revenues.
And then, I once again, missedthe industry and it was a CMO at
Touch Bistro, that was a greatexperience, great organization,
really enjoyed working for SamirSabania.
And then, I got recruited by PARand I became the first CMO at
(05:41):
PAR technology.
and I wasn't there too long.
I left, decided to make achange, really got God centered
in what to do.
And he's you're going to do yourown thing.
So we started full on strategy.
There's a team of a dozen of usand, we really help restaurant
tech companies.
We also work with restaurantgroups and we work in really two
(06:01):
key capacities.
One is we do go to marketevaluation and strategy work.
So we do the kind of work thatyou would want to hire a
McKenzie or a big company for,but we do it at a very
affordable price.
We analyze product positioning,people, accounts.
we get to understand yourrevenue and financial forecasts.
(06:22):
We assess your current programs,technologies.
We'll look at competitors.
And then we craft a plan to helpthose companies meet their
goals.
That's really what we do.
And we provide all the playbooksto do it.
Sales playbooks, marketingplaybooks, product playbooks.
Half the time, we get invited tohelp implement and stand up some
(06:43):
of those programs.
Because at that point, theyreally believe in the strategy
and they want speed to value.
And so we help them.
The other half the time, theyhave appropriate resources.
And of course, we do a littlebit of advising through that
handoff period.
And then they go and theyexecute on that.
and then we also work, to helpwith marketing and marketing
augmentation.
We've been working withrestaurant groups to evaluate
(07:03):
marketing programs there andhelp them multi unit locations.
we have a number ofpartnerships, including branded
hospitality, results forstrategy, ink tank.
it's been a lot of fun.
Two years.
Jeremy Juliam (07:15):
Yeah.
And how long has the, org beenaround?
Seth Temko (07:17):
We're going to have two years next month.
Jeremy Juliam (07:20):
Yeah.
And like I said, for anybodythat's in listening to the show,
I am certain you've seensomething that Seth has put out
in the last, 20 years becausebetween Touch Bistro and PAR and
Xenial, there's just been somuch that's been out there.
And I know you've been doingsome work in the space as well.
for tray most recently.
And I love that.
So Seth, help me understand whyyou think that, why does, why
does the organization exist,let's talk a little bit about
(07:42):
the passion behind why you thinkit's so important that we need
another consultancy to helppeople get to market.
And again, I know prior to, butI'd love for our listeners to
get a chance to hear yourpassion behind why you've seen,
both the success of the thingsthat you're doing, as well as
the failures and things that,that you think you're solving
uniquely at, at your guys'sfirm.
Seth Temko (08:05):
within the industry and also an, clearly living
through the transition and thepenetration of technology into
the industry.
And, everybody looks atrestaurant, the technology and
the restaurant.
I look at the entire supplychain and there's a whole lot of
things happening with logistics.
With supply, with, inventory,accounts payable, receivable,
(08:29):
and it, AI is coming in.
AI is the next round of,revolution, and I think the
current startups, and there'ssome new ones coming out, that
are going to be the next, levelof innovation in the space.
it's constantly renewed, I find.
That I'm attracted toinnovation.
I love to help people.
(08:49):
I love to learn and understand.
I love to share.
So moving into consulting is anatural way that I get to help
people.
And if I deliver enough value,they seem more, more pleased and
I can make a living and bringothers into it.
So there's a natural bend to dothat.
But ultimately, we understandthings from the perspective of a
startup and you're new andyou're trying to figure out a
(09:12):
market and how to penetrate.
And I will say there's a numberof companies we've been working
with outside of the U.
S.
that are looking at the U.
S.
market because, of course, bydollar spend, the U.
S.
is the biggest market in theworld.
So there are a lot of companiesthat are attracted to moving in.
And so we help educate them onthe market and then orient
towards where they could start.
(09:32):
We can even help them get theirfirst clients or help them begin
the process of a resellerchannel organization if that's
something that they need to getgoing.
and then we can work with biggercompanies.
Typically, they're asking us tohelp if they're a little bit in
the valley, not on themountaintop.
Jeremy Juliam (09:49):
Cause if we're on the mountaintop, they don't need
any more marketing.
they got enough deals comingthrough.
Seth Temko (09:52):
they, they have enough diversified channels and
revenue growth and they'rehitting their forecasts.
the pressure is when you havemade commitments for revenue
deliveries into theorganization.
And that you're potentially atrisk or you've already started
processes of failure.
And there are early signs andindicators, leading indicators
that you're not going to hityour future forecast, right?
(10:14):
for us, it's, it's a reallygreat process to take all this
experience and knowledge we havein the industry and help not
just one company at a time,which is what I was doing
before.
But work with a whole range ofcompanies, and it's always
interesting how you can findsynergistic effect.
I meet with up to 50 differentcompanies in any given year.
(10:37):
I work with up to a half a dozenrestaurant groups in any given
year.
And there's abilities to bringthat together and help the
industry.
ultimately, If I can help liftthis industry, then I'm pretty
happy.
And of course, if I make aliving, even better
Jeremy Juliam (10:51):
Even better.
I know you and I talked a littlebit about it pre show.
That's part of why this showexists is because it's given my
family and myself a lifestylethat most would love.
And the fact that if I can getback to in any way, shape or
form, that's my hope and prayer.
you talked about restaurant andreally adoption of technology
being a challenge.
Run that all the way backthrough kind of the branding,
(11:12):
marketing product assessment,because I think that the world
is noisier than ever.
the ability to, get through tosomebody.
whether it be in a direct salesorganization, a marketing led,
it's hard, it's harder now thanit ever has been because it
feels like between the AI botsthat exist, that everybody can
send out 7, 000 messages a day,whereas 10 years ago that had to
(11:32):
been done by a human or, someother way.
It's just, it's hard.
So talk to me a little bit abouthow you guys even think about
that.
Seth, because I think peopleunderestimate how hard it is to
get heard and seen in today'sday and age, especially in the
restaurant tech space.
Seth Temko (11:46):
from my perspective, it's a question of the amount of
time and attention, or a lot oftimes the marketing will say
touches the number of touches itwill take.
And I like to always say thatthere's a, at a very high level,
if you think about it from a Csuite perspective.
And by the way, every time I'dbeen a CMO, everyone I had
(12:09):
worked for, the CEO would say,and Seth, I don't know marketing
at all.
I don't know how much I can helpyou.
so I, marketing is complexdiscipline.
That's one of the reasons I likeas part art, part science is
constantly changing.
I don't know that there, I liketo talk about truisms because
they become guides and it'squestionable.
(12:29):
What technologies or programsare you going to create or
leverage right for that?
So awareness, education,participation, which is use of
product in some way or service,or they purchase a good, and
then reference.
So you deliver something goodthat delivers value and they
will share that with others.
So if you use that as aguidepost, a lot of times it's,
(12:52):
if we're going to work with acompany at a high level, we say,
okay, Where are they at and whatneeds first emphasis?
So a newer company typicallywill be awareness, but it could
be an existing company that'sbeen in the market for a while
that has done some reallyinnovative things that the
market is not aware of.
(13:13):
So it's not a truism thatbecause you've been established
for 20 years as a company,
Jeremy Juliam (13:19):
That people know what you do or know how you do
it or know why you do it or anyof those kind of things.
Yeah, I love that.
Seth Temko (13:23):
And then the education pieces like the
differentiation.
So you need to work on touchesand marketing to build
awareness.
Then the next step is now youhave their interest.
Now can you educate them beforethey even engage with your sales
teams?
And if you can get a little bitof education, you'll make that
(13:43):
sales engagement far moreproductive.
Jeremy Juliam (13:46):
They'll, the time to understanding what you do,
how you do it and why you do itis oftentimes pre sold because
one of the things I try andremind our sales team often
about, and I think it'sinteresting and I'm sure you
talk about this in yourengagements is most of the time.
Your prospects know as muchabout you as your salespeople do
when you engage with them,because they've done lots of
research.
They've talked to their friendsin the industry.
(14:07):
They've talked to other peoplethat are using your products.
Sometimes they've gone out anddone as much research as you'll
allow them to do.
And without, withoutunderstanding that you may look
like a fool to that prospect ifyou don't comprehend that
oftentimes.
And again, the easiest exampleis I go shop for a new car.
With my wife a while back andit's like you go into the car
(14:27):
lot and you know so much aboutthat car cause you've spent the
last six months looking at it.
And the guy that's on the carlot might've been there for, for
six months or 60 days.
And he knows less about that carcause he's got 12 different ones
that he's got to go for.
Help me understand, I guessthat's real quick.
how you guys think about that?
Because it is, you don't want tolet too much out, but you also
need to make sure you educatethem and get them into that
(14:48):
funnel as you're consulting withpeople.
And I guess, is that even atruism or am I off base as it
relates to that?
Seth Temko (14:53):
I think that we're in a society where if you have a
modest interest, you will spendmodest time where you have a
serious interest.
You will invest serious time.
I'm running on a four year oldlaptop right now and the
graphics card driver cannot beupdated.
(15:16):
So I am now having to make amulti thousand dollar purchase
of a computer that I want tolive with for four or five
years.
Jeremy Juliam (15:22):
The next four
Seth Temko (15:23):
I can't tell you how much time I have spent at night
on the last couple of nightsresearching it because I have
pain and I want in the very nearterm to resolve that pain.
And I look at that from, we callit intent when I worked at YACS,
we worked a lot with intent andintense signals.
So if we think of the market asa, a pyramid.
(15:45):
Active buyers are a small partof the pyramid in any industry,
any vertical.
It'll be a couple of percent areactive.
They recognize the pain and theyare ready to change.
And the hard part is everybody'schasing those people.
So now you have to go the nextlayer down, which is people who
are aware that they have pain,they just have not gotten to the
(16:07):
point that they have made adecision to, to buy.
And, that is definitely thatawareness education.
Marketing should really befocused in there because you're,
it is not very hard to move themfrom modest interest to high
interest, where they have put amodest amount of attention,
they'll now put a large amountof intention.
(16:27):
And then you can go, one layerbelow, which is they recognize
that there may be an issue.
and they're just not there yet.
Too many other priorities thanthat.
Ah, it's irritating.
I'll live with it.
Ah, yeah.
my computer, I could probablysqueeze out another three or
four months.
I don't want to be rebootingevery day, right?
Like me, it's now to the pointof unacceptable.
(16:48):
And then everyone else belowthat forget, like they're not
ready.
They're not interested.
They will not pay attention.
And so that's the intense side.
So when we look at markets, wecan talk about who's your ICP
and within.
That IPC, number of units,revenue size, restaurant type,
whatever it may be, geography,if you're geographic focused,
(17:10):
within that, who are the buyers,who are the decision makers, and
that, and, but also, what is theintent?
what do they have astechnologies?
And we know that right now,there are some technologies,
Revel just got bought.
lot of companies are targetingrub rubble.
No offense to rubble.
Hey, you guys better.
Jeremy Juliam (17:28):
they got acquired and the business model is
changing.
Seth Temko (17:32):
but we know that in the industry now there's a big
scramble.
if you're a restaurant group andyou have rubble, please be
prepared.
You're going to get a lot ofcalls and a lot of emails,
right?
It's going to come out.
that's, that is, absolutelystrategic and something that you
should do.
Yep.
So that's like the strategy sideof it.
but now the, you figure out whoto target.
Now the question is, how do youbreak through?
(17:55):
That's where you really need todeeply understand those personas
and pain points, and then youlook for the opportunities to
connect.
And usually the larger theorganization, the more touch
points you need to have.
So SMB is a shorter sales cyclegenerally, and maybe they don't
need as much information, andthe process is certainly not as
(18:16):
complex.
So if you're selling single unitrestaurant people, you just need
to meet the owner, and they likeyou, and they're convinced that
you have their best interest
Jeremy Juliam (18:26):
and you don't have to go talk to 12 other
people to get there.
Yep.
Seth Temko (18:28):
And then when you move up market to mid
enterprise, especiallyenterprise, now be prepared for
much longer sales cycles, manymore meetings, many more touch
points, and also the strategiesand tactics can be very
different.
bottom up, top down, or througha franchise system.
Can you convince a franchisegroup to at least test your
technology?
(18:49):
they tell corporate that it'sgood.
If you can get two or threegroups to do that, you make it
to flip whatever your technologyis.
Jeremy Juliam (18:56):
and I was going to ask that's one of the things
that I've heard lots in themarketing books and stuff,
especially from tech companiesis they like to talk about how
great their tech is, but theydon't necessarily oftentimes
talk about the business valuehelp, help our listeners
understand why talking texts.
Tech for the wrong persona oreven for the right persona
doesn't necessarily move theneedle.
(19:17):
Let me show you how great of asolution I have versus let me
help you understand the businessproblem that I'm solving for
you.
Seth Temko (19:24):
so I think if you're going to be good at sales
marketing, you really shouldlook at human psychology
Jeremy Juliam (19:31):
Yes.
Seth Temko (19:31):
and understand how the human mind works.
So the once again, a high leveltruism is that most people buy
based on emotion.
Jeremy Juliam (19:41):
Every time
Seth Temko (19:43):
no,
Jeremy Juliam (19:43):
justify it with facts.
Seth Temko (19:45):
no, very few people admit to it, but it's absolutely
Jeremy Juliam (19:48):
They'll justify it to you that they bought it
because of facts, but did Ireally need a new car?
I probably didn't need a newcar.
I wanted a new car.
And then I justified it withfacts.
So sorry, I'll let you keepgoing
Seth Temko (19:57):
percent finance.
Jeremy Juliam (19:59):
and look at what better gas mileage I'm getting
Seth Temko (20:02):
Yeah.
You don't save money on gas yet.
and that's, that works inbusiness as well.
so we know that works inconsumer and then we pretend.
That in business, we make allthese rational decisions are
highly rational.
I think another truism is thatpeople want to prefer to, they,
they will not necessarily, butthey prefer to buy from those
(20:23):
they like and trust.
Jeremy Juliam (20:25):
Yep.
No, and trust factor.
Seth Temko (20:26):
and there are companies that have very
positive, solid reputations andthose not as much.
And if you do not, if you're inthe not as much category, you
have to do more selling andmarketing to overcome that.
It's it, or you may have tocompromise on price.
You may have less margin thanothers, I always say that you
cannot do enough research andspend enough time with who your
(20:49):
clients are and reallyunderstand their needs and
perspective and,
Jeremy Juliam (20:55):
speak your language.
Seth Temko (20:57):
and you should spend time with them without the
intent to sell.
You should.
You should instead spend timewith them with the intent to
help, even if helping means youpoint them to a competitor
because you know that productwill much better serve them than
your product.
And that will come back to youbecause another thing in the
(21:17):
industry is people leavepositions and move to other
positions.
Jeremy Juliam (21:22):
Yep.
And they know how you treatedthem and they know how set my
Angelo quote, they won'tremember what you said, but
they'll remember how you made upfeel same idea.
Seth Temko (21:29):
Absolutely.
And so if you're in the industryfor the long haul.
Doing the right thing for peopleevery time usually has rewards.
Jeremy Juliam (21:38):
Absolutely.
Absolutely.
You said something earlier inour, recording Seth about, the
warning signs about people notbeing able to hit their
objectives.
one of the biggest things that Ihave noticed about marketing is,
years ago, there was that adage,No, the 50 percent of the
marketing works, but you don'tknow which 50%.
and nowadays we have so manymore touch points that we really
(21:58):
do know what is working andwhat's not working.
Help us understand what thosedata points are that you guys
consider to be critical in theseengagements.
Because I think all too manypeople just throw out all of
this crap and don't necessarily,they're not good about
understanding what the impactis.
And ultimately they turn peopleoff because of it from time to
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Seth Temko (22:55):
So the term commonly used is this term called
attribution.
And at larger companies, therecan be a conflict between sales
and marketing on who gets thetally, right?
That happens quite a bit.
The idea is that it Reallyattribution comes from the
concept of funnel and funnel isthe idea is that there's a
(23:17):
process so From and I'm going touse awareness education.
We'll put in the term soldcontract They're an existing
customer that you referral,right?
So if that were the life cyclewe were to say a there's a touch
point We need to do multipletouches We need to you see
things that we do in socialthings are done in
(23:39):
Advertisements you talk tosomeone at a trade show
conference booth, you walk intoanother restaurant and you ask
them, Hey, what technology doyou use?
All these things are happening.
Some of them are facilitated bythe business.
Some of the things are not.
so there's programs thatmarketing are doing one.
(24:00):
Some things are justfundamental.
You have some basic brand.
You have some basiccommunication things.
you have sales decks calledbread and butter marketing,
right?
You have that covered.
Now you're doing intentionalmarketing where you're saying
we've defined an audience and weare going to communicate with
them passively.
And then you seek active.
(24:20):
And some of these programs youabsolutely can monitor and you
have metrics for.
And others you have an idea.
So semi attributable.
And then others you just don'tknow.
So some examples, you can do adomain expertise strategy, sign
(24:41):
up for the Forbes technologycouncil.
Now you're writing every six orseven weeks, an article that
goes through editorial approval,and now it's in the Forbes
technology publication.
And they are not going to giveyou metrics on
Jeremy Juliam (24:55):
How many downloads, how
Seth Temko (24:56):
how many reads, how many touches.
And they certainly can't tellyou who, even if they could tell
you how many, right?
so you don't know.
I write every week.
I don't know who read it.
You told me you read my article.
I said, thank you.
You must be one of the highestpeople to do that.
So thank you very much, right?
we don't know, but I do it.
that is unattributable, a lot ofcommunity comments, however, you
(25:18):
now start posting formally onsocial media, they will give you
some metrics.
And in the case of LinkedIn, ifyou pay a little more, you get a
little more information andthat's the data game.
Google has a data game, Amazonhas a data game, Meta has a data
game where you pay more, you getmore information, but, by law,
what you can't do throughdigital ads is do one to one
(25:40):
targeting.
Jeremy Juliam (25:41):
Yes.
Seth Temko (25:42):
ads, right?
I, you can put people in abucket and you have a bucket of
fish and you say, Hey, some ofthe fish you're looking for in
this bucket, but you have to buythe whole bucket.
That's the way they're doing it.
Other programs you canabsolutely do one to one.
And, I think that the ease to doit has basically broken the
system.
I would say for most companies,we are seeing this idea that I
(26:05):
can get and pay for informationand target and do digital ads.
Maybe direct email as anexample, which is still very
cost efficient.
but let's say I do digital adson a social media platform.
Now you click, now you take youto a landing page.
Now on that landing page, I getyou to fill out a form.
Now that form is an appointment,or that form is a download.
(26:28):
From the download, I've taggedyou again.
I've given you a unique number,a unique outreach email.
You do that creates anappointment.
Now I've tracked.
And I can say, I am.
Spent this much money.
I have these many each touchpoints.
I have a metric for it.
And then ultimately you want totrack the, sales engagement.
You can say this, the dealclosed and here's the revenue we
(26:51):
anticipate from the contract.
Right?
And that would be full one toone attribution.
And then you can divvy it up andyou can split it.
at the end of the day.
You can misalign marketing andsales pretty heavily and you can
make them compete for the, notjust the kudos, but the actual
bonuses that occur at the end ofthe year based on these
(27:12):
attribution models.
So they have to be careful.
So one of the things like when Iwas at Touch Bistro, great
marketing team, love them still,
Jeremy Juliam (27:22):
content strategy is amazing.
The stuff they put out on thecontent side is remarkable.
And again, I read it every timeit comes out.
So sorry, I'm just, it reallyis.
It's one of those things that Ilook at other brands and go, why
are more people not doing this,
Seth Temko (27:35):
and they have RestoHook.
com, which it's even more andbetter content.
And the content marketing,programmatic, development, ads,
part, everything just reallywell done.
that was very cooperative.
So I look at it as two teamhorses pulling a wagon.
Sales, marketing, out ofalignment, wagon goes off
course.
(27:55):
Work together, move togethervery well.
It was very clear there, whatthe attribution was.
And When I was there, GLAAD isproud to say, marketing brought
in just a few percentage pointsmore of the revenue into the
business and sales at the time.
However, when we did all theprogram evaluation, I could say
(28:15):
the economics will start todecay because it was post COVID.
More people are spending money.
So we needed to assume thatthere would be a few points
shift or drop where sales wouldneed to pick up.
If you kept the economics thesame, marketing would not be
able to produce the sameresults.
There, there is, this dollarcost equation that you need to
run.
(28:35):
And actually that came true.
Jeremy Juliam (28:37):
it reminds me of a comment you made earlier,
marketing and really that CMOrole is part art and part
science.
You got to understand thepsychology.
You got to understand what thecustomer is looking for and why
they're looking for it.
And then you've got to have thescience of the data to back up.
That what you're doing andputting in front of them is
resonating with them and gettingyou what you're looking for.
Seth Temko (28:57):
Yeah, that's why with marketing, a lot of people
say data driven.
I don't like to say that withmarketing.
I like to say data informedbecause you still have people
involved in the psychology ofall the programs that you're
doing and people are irrational.
Jeremy Juliam (29:11):
funny.
I love that.
I'm going to flip it around fora second and ask the question,
how many of the brands that youwork with when you start are
mature enough to be in thisplace?
and have programs like this, oreven understand these things,
Seth, because I think it's,you've given a masterclass on
what does it look like and whatdoes the landscape look like,
but, full on wouldn't exist ifeverybody was doing it and I'm
(29:33):
not saying that in a bad way,there's obviously people that
are doing it and they might bedoing 10 percent of it, they
might be doing 50 percent of it,but give me a general
understanding of when you walkin and sit with a C suite and
talk with a brand, That's tryingto get into a market or trying
to grow a market or trying toreboot a market or whatever
state they're in.
How many of them even have anyof these things in place or have
the bones of these types ofthings in place?
And how many of them are justlike, you know what, we've
(29:54):
always been doing it this wayand we need some help to flip
things around.
Seth Temko (29:57):
that's a great question.
So often you can just start withthe org chart and you can look
at budget and you can look atthe breakdown of where dollars
are spent.
without knowing the revenuerealization.
So if you have a hundred peoplein an organization and two
people in marketing, chances arethey're resource deficient in
marketing relative to the sizeof the organization.
(30:19):
if you look at, let's talk abouttech companies, not restaurants.
So if you look at techcompanies, a lot of Silicon
Valley tech companies, Not netnew, but mature.
They may be spending on theorder of seven to 12 percent of
their budgets in marketing.
And I would say most restauranttech companies are probably in
the three to 7%.
Jeremy Juliam (30:41):
Yeah, and the worst part is most tech, most
restaurant companies are also inthat 3 to 7 percent as far as
their technology spent on theflip side because they, they
don't value the technology thesame way that, that, they could
or should, I would assume
Seth Temko (30:53):
Yeah, absolutely.
So the question is you can do alot with fewer resources, but
one, you really should have anagile approach.
agile in the sense that you needto do a lot of small scale spend
and test.
do some iterations, see wherethe dollars are treated best and
then expand the spending in thatthose areas.
(31:15):
Second tip is I see mostcompanies Do not do this one
thing that was a foreign conceptevery time I was a CMO, which
was I would take whatever budgetproposal we were doing.
And I would talk to financegroup and I would say, we need
to take 10 percent of themarketing budget and call it R
and D.
And they would give me a blanklook and I'd say, okay, let me
(31:39):
explain.
We're going to try some newprograms and I would say, I do
not know what the result is.
This is going to be net new andwe're going to do agile and
we're going to test.
After we do these things, I'llbe able to tell you, but for
budgeting purposes, you shouldassume that 10 percent will have
no payback to the company.
It'll be as if it's wasted.
(31:59):
I said, it will not be wasted.
we may get a fractional paybackor we may, what we're trying to
get is, multiple dollars back,right?
that's what you want to do, butif you do not allocate.
It's the ideology that we willtry and we will do and we will
execute and we will get data onnew programs.
Because if you don't do that,you, one, your intent to do
(32:25):
better and do different isprobably not there.
And the second thing is you willnot have the resources if you
have the opportunity to trysomething new and different.
that's a mess that pretty muchis universal, I would say with
most.
And then, I think that theretends to be this, question of,
you can look at within anorganization who has the
(32:48):
influence and who has thedecision making authority.
you can say, Hey, when you wentand.
Close that deal, how, who wasinvolved and how were they
active in that engagement?
And then you'll hear the blow byblow and you'll understand,
okay, marketing was involved ormarketing was not involved.
Sales was involved to a certainpoint.
Sales engineers were involved ina certain way.
(33:10):
Look at process and then alsolook at what is measured and
then what is rewarded.
And you'll know pretty clearlywithin the culture of that
organization how it'sstructured.
Jeremy Juliam (33:21):
whether it's a, yeah, whether it's a value last
line of questioning, Seth is, wetalked a little bit at our pre
show, about scale.
You've been in a couple ofdifferent organizations that
went from one level of successto pretty significant, whether
that's in your early days andquite frankly, everywhere you've
been, you've continued to grow.
there's this, Hollywood fantasyfrom most tech companies that,
they're going to go start acompany in their garage and then
(33:44):
they're going to, get a multibillion dollar payout.
they're going to be the unicornthat's out there.
help our listeners understandhow marketing plays a part in
that and why using somethinglike full on can help them get
there.
Not, there's only so manyunicorns.
There's only so many people thatcan do that.
It takes a lot of hard work andit's not just marketing.
It's not just sales.
It's not just product.
There's a lot that goes into it.
And at the same time, getting toscale.
(34:06):
Requires a different set ofskills than it might to start in
your garage.
And I'd love to have, ourlisteners here a little bit
about kind of your experience inthat regard.
Seth Temko (34:14):
Yeah.
So I like to say that, I am ahyper growth strategist.
So hyper growth is the idea thatif you grow organically, most
organizations are capped at therate of growth they'll do
annually.
In other words, you have to bepositive in cashflow, and then
you have to take that positivecashflow and reinvest it back in
the business.
(34:34):
So maybe you're capped at, ifyou're doing really well, 20 to
30 percent growth rate would bereally good and a creative over
10 years, you're going to have avery nice business at the end of
the 10 years.
But what you want to do is timedilate and grow more quickly.
So you're going to, subsidy,you're going to create inorganic
(34:56):
growth and you're going to fuelthat with outside cash.
you're, what you're trying to dois that hockey stick up and to
the right and you're going toburn cash, basically to be
unprofitable through a period oftime until you hit this
projected forecasted,
Jeremy Juliam (35:12):
Extra exit velocity.
Seth Temko (35:14):
yeah, to do that.
And the reality is the number ofcompanies that do that is
statistically very small and toget to a billion in revenue is,
I believe it's like a hundredcompanies that do that in the
SaaS world.
Of course, once you break abillion, you're.
You just
Jeremy Juliam (35:28):
Yeah.
You're well on your
Seth Temko (35:29):
you've figured out how to scale, very large.
the founders, the CEOs are undera ton of pressure because you
are delivering forecasts andyou, I, I liken it to a rocket.
You can, except Elon Musk isdoing a lot more with rockets,
but even with that you havelimits and.
(35:50):
how you can steer that rocketand what you can do.
And once you have thrust, youhave certain, a certain
trajectory.
So what you want to do isexamine and say, are there early
signs that you are not going tomeet that forecast?
So early signs in sales wouldbe, and you can look at the
sales behavior, which is tandemwith the finance group, We've
(36:11):
created this forecast and nowwe're going to maniacally track
in the CRM system and have salesenter all of these percentages
and stages and we're going tolook at it and evaluate it.
but what you start doing is pullforwards, huh, to meet my
numbers this month or thisquarter, let's discount.
(36:32):
Let's do a delayed, we're goingto sign the contract, but delay
the billing.
We're going to sweeten the dealby ancillary services or
products that effectively willgive away free, which is really
reducing the overall contractvalue.
and we do these things and saywe'll make up the gap next
(36:53):
quarter and next month, whichbasically is a deficiency pole,
a hole, so you got to backfillthe hole and then you have to
continue the growth that youhave projected.
And, really good organizations,one, have the metrics to track
that they have the, they'rehonest about it.
So it's not a lot of cover CYAand, move the ball forward and
(37:18):
while I'll work there a year andget fired and then I'll work
somewhere else and get firedafter a year and, no, it's this
idea we're going to be honestand realistic with each other.
And then we're going tounderstand why we're not able to
make meet the forecasts to workon a plan to meet forecasts or
to revise forecasts.
And what I would say is it'smuch better for organizations to
(37:39):
do that sooner than later,because you're on a cash,
countdown clock.
Jeremy Juliam (37:45):
Yeah, you're on a burn.
You're on a burn cycle at somepoint, and I'm sure that you're
not the most popular guy in theexecutive meetings when you come
in and say, it's a productproblem.
It's a sales problem.
It's a billing problem becauseyou're, to your point, you're
shining a light.
It could be a marketing problem,just the same, but you're
oftentimes shining a light onwhere the actual nature of the
problem is.
And, that probably creates sometension in the boardroom when
(38:06):
you're having these meetings.
Seth Temko (38:07):
it's usually four areas.
You're looking at sales,marketing, product, and service.
Jeremy Juliam (38:11):
Yeah, every time.
And we've been doing that.
You and I have been adding upgray hairs in my goatee here
that we know that nowhere itgoes.
So Seth, who are the people thatyou're looking to talk to you?
Because I could sit at your feetall day, but, I'm sure that our
listeners that have gottenthrough 40 minutes of listening
to you and I talk are at a placewhere they're like, all right,
how do I engage with Seth?
How do I get him to help me tolearn these things?
And what does that look like?
(38:32):
How do they get in touch?
How do they connect?
How do they learn more?
Seth Temko (38:35):
They can come to fullonstrategy.
com.
look me up on LinkedIn, SethTemko.
message me there.
also you can book anappointment, 30 minutes, get
together, understand whereyou're at, what you're trying to
accomplish.
I'll tell you if I can help youor not.
I'll refer you to someone elseif I can't help you, if I have a
resource.
(38:56):
I'm just trying to help peoplein the industry and if I can do
it, great.
that's the easiest way to do it.
who we work with is typically Csuite, a lot of times it's CEOs.
So last year we worked with,Fishbowl, and that was Adam
Ockstein, Alex Worminski, thehead of sales, we work really
closely with them.
we worked with Trey on a GTMassessment.
(39:17):
We're now doing their marketingassess, execution for them.
It's Trey seven years in themarket.
It's the first time they've hada marketing group and they're
very happy to have marketingsupport, in the business.
So it's a lot of fun workingwith.
With them on that, we've alsobeen working with voice of five,
which is voice AI.
And they're a little bit earlierstage, but I actually have known
(39:37):
them since my days at yaks.
Jeremy Juliam (39:39):
wow, I didn't realize they'd been around so
long.
Clearly they didn't have enoughmarketing power out there that
being in the space as well, aslong as I have, I didn't even
know that they were there.
Seth Temko (39:46):
yeah.
we're working with restaurantdata.
com.
We're also working with somerestaurant groups like Zaza,
keeping comfort in that way.
And in that case, it's a lot offilling the gaps of the
technology.
you're going to implement aloyalty technology, but you've
never done a loyalty program.
Jeremy Juliam (40:01):
Yeah, you don't understand it.
you gotta get the piecesconnected and all of that.
And oftentimes brands look tothe vendors and say, this is
your problem.
And ultimately it fails thatway, way too often.
Seth Temko (40:12):
Yeah.
for doing that.
what we can do is we can do goto market assessments of really
understanding where the businessis at from a realistic viewpoint
and the goals of the company.
And then we have realisticexecutable plans with playbooks
of all the sales marketing andproduct programs that can be
implemented.
And then.
half the time they'll say, canyou help us do this?
(40:35):
There's the value.
A lot of times, organizationsare just maxed out.
Jeremy Juliam (40:40):
Yeah, they've all got a full time job and they're
trying to throw more on top oftheir pile and get all the
expertise and or they haven'tdone it.
So it takes them twice as longas it would somebody on your
team to do because this is theirfirst time and they're learning
from scratch.
Seth Temko (40:52):
yeah, and this might be our eighth time, setting up a
program.
So we can do it really quicklyand then we can do a handoff.
Because maintenance of programsis always easier than,
initiation and optimization.
the first two stages of it.
So we do that with others.
Jeremy Juliam (41:06):
well, Seth, I am still trying to figure out how
25 years in the industry you andI haven't connected in person
and or, Even digitally untiltoday, other than me reading
your articles every week.
So thank you for, for sharingyour wisdom.
Thank you for sharing.
Even why you do what you do.
Cause, at the end of the day, I,I personally love this industry.
You do as well.
And I love to see people thriveas it, as it relates.
for those listeners out there,guys, please reach out to Seth,
(41:29):
get on his, LinkedIn at aminimum because he posts.
Amazing stuff all the time.
He's also writing, we've alludedto the newsletter from the
branded hospitality guys.
They've got a, Saturdaynewsletter that goes out every
week that, that he's been aregular contributor to, and he's
got some really great wisdom asit relates to that.
Seth Temko (41:46):
Thank you so much.
I appreciate you.
Jeremy Juliam (41:48):
Awesome.
And to our listeners, guys, makeit a great day.
Thanks for listening to theRestaurant Technology Guys
podcast.
Visit www.
RestaurantTechnologyGuys.
com for tips, industry insights,and more to help you run your
restaurant better.
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