If you’re going to innovate the menu, then you’ve got to innovate kitchen design and equipment to keep it fast, safe, and on schedule.
That’s where the voice of customer research resides. It led not only to menu innovations-menu innovation did report and does report into the marketing group-and you ask why. Particularly, as my team and I started to better understand the uniqueness of the operator model, which you just alluded to, we realized that we not only had great marketing agents-on-the-ground marketing agents in the operators-we had great leaders who were capable to create guest experiences that no one else in the fast food industry could create.
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We did all that, and hopefully learned how to do it pretty good over time. Steve: Advertising, promotion, pricing, packaging. It was-in their mind, when they recruited me and even in my mind when I came-it was about the traditional marketing. The evolution of marketing at Chick-fil-A literally became brand management. I went, “What?”īob: “Marketing” was a big term for what Chick-fil-A was all about.
People hear “marketing,” and they think, “Oh, you were responsible for billboards with cows on them.”īob: I remember talking to you, and you were saying that how the kitchen was organized was part of the marketing. You gave leadership to the marketing at Chick-fil-A. I’m just part of those people.īob: For 34 years, you were a big part of those people. Steve, welcome back.ĭave: It’s all because of you, right, Steve? It really is an experience that no one wants to miss.īob: Steve Robinson is joining us today on FamilyLife Today. You think, “What is happening here? These people are the nicest people I’ve ever encountered.” Especially for that day. I feel loved.ĭave: The chicken is unbelievable, but I walk out feeling loved.Īnn: You walk in. But the secret sauce-I think I’m right we’ll ask the former vice president of marketing for Chick-fil-A if I’m right-I think it’s the people.ĭave: I know it’s the people. The next time I went into a Chick-fil-A-it is all about the people. I said, “You couldn’t change the marketing very much.” He said, “We have some influence over our local marketing, but I know what you’re saying.” I said, “How do you do a turnaround if you can’t change the location, the price, and the menu?” He said, “It’s all about the people.” “You couldn’t change the price of anything.” No. You could not change the location where you were, right?” No, couldn’t change that. I was trained to do turnarounds, so they brought me in to do a turnaround in San Diego.” I said, “What’s your story?” He said, “I was brought in because this store needed a turnaround. Thanks for joining us.īob: I think everybody’s got a Chick-fil-A story.īob: Here’s my favorite Chick-fil-A story.īob: I was talking to an older operator of a Chick-fil-A store in San Diego, CA. Stay with us.Īnd welcome to FamilyLife Today. We’ll hear more about that today from Steve Robinson. What makes Chick-fil-A different as a company is less about the sandwiches, and the fries, and the peach milkshakes, and more about the kind of culture Chick-fil-A has built.
Our hosts are Dave and Ann Wilson, and I'm Bob Lepine. Quite frankly, Truett was my role model.īob: This is FamilyLife Today for Wednesday, July 24 th.
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Steve: I never thought I’d have a career where I could have this healthy balance and tension between being a marketing professional and being a believer, where I had the opportunity to express my faith-not so much in what I said as in what I did-how I made decisions, what I valued, how I treated people. For Steve Robison, working in the corporate office at Chick-fil-A® is something completely different. In fact, sometimes, it feels like it’s almost required. Bob: For many Christians working in a corporate environment, there are ongoing temptations to compromise your faith.
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