“It’s fun to participate in the conversation, but now it’s about metrics beyond just did people share, like, follow up,” Thompson said. “Those are basic measurements that everyone works with. We’re moving into, ‘Hey, are those influencers actually driving more business for us?’”
IHOP’s approach to social is a mix of real-time response and slow-burn observation. A restaurant decision, particularly in the quick service category, is determined by a lengthy list of potential factors, including whether a person is driving, who that person is with, what time it is, what day of the week it is and other such considerations. All of those things then play into content strategy. The messaging at 10:30 a.m. on a Sunday – family-oriented – is going to be very different from the messaging at 1 a.m. on a Saturday: Let’s hit IHOP on the way home from the bar.
“All of those issues require data and the responsible use of data,” Thompson said. “We build our social voice by listening and learning. It seems intuitive, but it’s very hard for most client organizations to get to this. We’re listening and responding, but over the long-term, not just in the moment. What are they telling me about my business, my category? What do they want us to be?”
Over the last year, IHOP’s been keeping its ear to the ground “listening and watching the entire customer journey,” which Thompson said has affected “every facet of the IHOP business.”
Insight catalyzed into action, he said.
“For example, we change the menu based on recommendations, when people say, ‘I would love it if blank’ or ‘My kids would love to blank,’” Thompson said. “These things help us refine, fine-tune and activate data into meaningful growth for our customer experience and our business.”
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