Major Women: Nicole Franzen

Nicole Franzen’s photographs somehow make you simultaneously want to walk the streets of Copenhagen, assemble a fresh salad from a garden, have a real garden, spend more time in architecturally-arresting rooms, and, de-clutter your kitchen. As an interiors, travel, and food photographer, Nicole counts Condé Nast Traveler, Architectural Digest, and Bon Appétit amongst her roster of clients.

Over breakfast at the newly opened Hoxton Hotel in Brooklyn, we chatted with Nicole about the difference between social media influencers and photographers, whether or not she considers herself “a brand,” and if Instagram is a net positive for the world.


Can you tell us a bit about when you started doing photography professionally and your first paid job?

When I look back at it I’ve always had a camera in my hand, though I didn’t realized it was something I wanted to explore professionally until my 20’s. I started taking photos on disposable cameras as a teenager; I also loved documenting my life and friends. As early as I can remember I was drawn to the same things I am now: interiors, peoples spaces, food, travel and lifestyle. It’s been a journey discovering and unveiling it as I go along.

I worked in the restaurant industry for just over a decade. I started a blog back in the day, pre-Instagram era. I starting teaching myself to take photos of food. A highlight and breaking point was when I won a gift card to Gramercy Tavern in a raffle and I documented my lunch there. They ended up liking the photos and I took the opportunity to start a relationship with them. It led to shooting seasonally at Gramercy Tavern and some of Danny Meyers restaurants and their catering company. I also started shooting restaurants for New York Magazine, one thing led to another and here I am. I tried to assist other photographers and learn the ropes the more traditional way, but it wasn’t in the cards for me. I am self taught through and through, and worked really hard every single day to improve my skill set.



Fill in the blank. Instagram is a force for ____ for photographers.

I have a love hate relationship with Instagram. I am an avid user and addict but with everything there are always two sides. What I love, or loved pre Facebook take over, was the ability to connect with people from all over the world, view their lives and to showcase my work in a seamless platform. I’m frustrated by how the algorithms infiltrate our social communities. I follow who I follow for a reason and want to see them everyday, in chronological order. I don’t want to be told what I want to see based on some algorithm that some bot came up with. So the love that I had for Instagram early on has changed. While it’s a super powerful tool, especially to me as a photographer. I often find myself annoyed with the app.

The smoke and mirror sides of things also take its toll after awhile. False beliefs of perfectionism. I am a huge culprit! When the truth is everyone has bad ugly days and it’s not always how it appears.


Is this a problem inherent to Instagram though? Hasn’t it always been the case that professional photography promotes an unrealistic life?

Totally. It’s just that people have more access to it than ever. They are ingesting it at a higher rate compared to when it was advertised on a building or in a magazine. And on Instagram, these are real people who are making their photos seem really believable.



What’s your opinion on the relationship between Instagram and brands?

I understand why brands are making the shift, they want to be where the eyes are. It’s a new way of creating content and its seems like a natural transition. I do have some issues with it as a professional photographer. When the lines get blurred between people who are good at taking iPhone photos versus pro photographers and vice versa. I have made a conscious effort over the years to be selective on how many “brand partnerships” I do. I don’t want to be confused with being a full time influencer (nothing wrong with it, just not the direction I wanted to go) when in reality I am a full time photographer. All that said, more power to the the influencers. They are making a killing and creating all the content themselves!


Is your feeling that real photographers are different from brand influencers? Should those be categorically different?

They are for sure different. Does that person know how to show up to a hotel and say the light goes here, here, and here? It’s a different skillset. There’s a lot more involved in what I do. But I don’t want to discredit [influencers.] It’s amazing what they are able to do — they are creative directing these whole things themselves. I’m not downplaying it, but I think the skillset is different for bigger sets.



What opportunities do brands have on Instagram? Where can they really add value to their customers?

It’s very valuable for brands. I have done shoots for branded content on social media. Sometimes the budgets are the same as ad jobs; they are willing to put as much effort into creating content because there are so many eyes on it. I’m not against that at all. If they’re willing to put together a team, I’m very open to it. Sometimes it’s more creative, less pressure, really fun.


Are there any brand accounts that you follow because you think they make great work and not because you have a working relationship with them?

Over the years what I want to see has changed. Currently I follow more furniture companies, designers, architects, restaurants and hotels etc. I don’t follow a lot of huge brands to be totally honest. One that I do follow is Clos 19; it’s part of LVMH and they create really beautiful content fr some of their liquor and wine brands. I follow Everlane because I genuinely like and believe in what they do.


What make an especially challenging shoot or subject and what makes things run smoothly from a production standpoint?

I just had one of the most challenging shoots recently. It always stems down to not having tools you need to do your job well. Light is a huge part of it. When you rely on natural light you need to strategize constantly, planning your day around the sun. Some jobs require more organization and prep early on to insure a smooth shoot, and that can fall on my back. Other times there is zero prep and I have a variety of different obstacles I have to jump around. No shoot is ever the same. Always with its own challenges, and how you deal with those challenges is what makes you good or not.


How would you describe your ideal job or client?

My ideal client is someone that is really really gifted at what they do. Whether it be an interior designer, an architect, a chef, a maker. It’s always a pleasure to work with people who are really skilled and masters of their crafts. Obviously having fun on set is also a really nice bonus. I feel fortunate when those come along. When I get to show up, and do my job making them look as beautiful as possible.



How would you describe your photography style, or your brand, in one word?



In three?

Timeless. Elegant. Effortless.


Do you think of yourself as a brand?

No. I don’t.


Why not?

Because I’m more of an individual.


But can’t an individual be a brand?

I guess so. But what do you have to do to be a brand? I am only hired to do photography work. I am a freelance artist. I wouldn’t call myself a brand. I’m more of an artist. But maybe that is what it is. I don’t know.


It’s interesting, right? This is something we talk about a lot. What makes a brand? If a brand is fundamentally a reason someone buys you or believes in you, the thing you stand for, then you could potentially be a brand.

I guess it is my brand, then. I would say “that’s on brand.” Sometimes I can tell when a client isn’t a good fit. I choose what I want to represent and try to reflect that. I try to be mindful on what I want to represent and attract more of. I’m always trying to hone on my niche, each year I want to progress.



Let’s think of you and your work as a brand. And brands change seasonally, over time. How has your brand evolved?

Just refinement. Quality control. Having the luxury of being able to be a little more choosy in what I want to shoot. It’s a privilege I don’t take for granted. It’s super hard being a freelancer and work ebbs and flows, you’re never really safe.


Why are some people so much more successful? What are the keys?

That’s such a hard question. I do believe you’re born with an eye and sensibilities. You either see it or you don’t — not saying that you can’t teach yourself and evolve. There are many reasons why some people are more lucky than others. Where you live and who you know is a big contributor. New York is all about connections and dedication. The talent pool is huge, you have to stand out.


What’s your proudest professional achievement?

I haven’t won a bunch of awards or accolades, there isn’t one big thing that sticks out. Every time I create a cookbook I am proud of, like Bestia, or The Lost Kitchen, or connect with a dream client etc. Those sorts of things are my driving force and make me give myself an occasional pat on the back.



What do brands need to understand about photography and how can they use Instagram better?

I have no idea.


Okay, that’s fine.

I mean, I really don’t know. They’re adapting and finding their own voice. I don’t think I’m the most educated in that area.


Who are some of your favorite photographers?

Line Klein, Ditte Isager, Nikole Herriott & Michael Graydon, Frederik Vercruysse, Roland Bello, Erik Lefvander, Salva Lopez, Shade Degges.


What’s next for you?

I am really making it a point next year to one take more personal vacation time — gotta have that you time. I also am going to make much more of an effort to use my platform to help share others stories in a meaningful way. With the way the world is right now, it’s hard to sit in silence. I will do what I can to help with environmental issues and make peoples voices heard.


This interview has been edited and condensed for clarity.

All photos by Nicole Franzen.

The Importance of Tone Of Voice

How is it possible that we think of two brands that sell the same exact things as being completely different? What makes Starbucks different from Peet’s Coffee? Nike from Adidas? Target — and — dare we say — Walmart? Even designer brands like Pucci and Ferragamo, for example, are very similar at face value; both are Italian luxury brands named after their respective founders. And yet, despite the similarities of the two prestige fashion houses, these brands appeal to distinct audiences and speak to disparate aspirational lifestyles. What these differences primarily come down to is brand personality, or, in other words, tone.

A brand’s tone of voice is the utmost embodiment of its character. More than frivolous decoration or “good copywriting,” tone is one of the most important aspects of communicating with your customer. After all, 38% of communication is driven by tone. Ultimately, how you communicate is just as important as what you are communicate.

As a result, we recommend that every brand develop Tone of Voice — or Verbal Identity — Guidelines that help to codify how you communicate across touchpoints.

What Tone of Voice Guidelines Can Do for You:

1. Showcase Brand Personality

Is your brand reassuring and trustworthy or edgy and urban? Do you communicate colloquially or with the lofty words of an age-old institution? Are you reserved and polite or relatable and funny? How do you come off to your customers? How do you want them to feel about you? Tone is one of your first opportunities to bring your brand positioning to life, ultimately showing who you are and what you care about through the way you communicate.

2. Make a Great First Impression

Research shows that first impressions are hard to change, rendering it all the more important to make a good one. Thinking about the tone in which you are communicating maximizes your opportunity to control the impression you make. Whether you’re looking to be buttoned up and trustworthy or laid-back and relaxed, your brand’s tone should be dialed in from a customer’s very first interaction.

3. Differentiate from Your Competition

No matter your product or service, how you communicate presents an opportunity to stand out from the competitive landscape. Brand personality can be used as a means to better resonate with a particular target demographic or be more memorable in the minds of all consumers. Just as Versace and Ferragamo have carved out their own distinctive spaces through brand character, so can you.

4. Streamline Internal Development

As a brand grows, more hands tend to touch creative deliverables. Having codified internal guidelines mean that multiple people can develop various components of your brand and they’ll still feel as if they come from the same place. Whether you have an internal team, work with freelance copywriters, or are an international organization with offices spanning the globe, guidelines ensure that your brand will always sound like your brand.

What’s Next?

If you’re looking to establish your brand’s Tone of Voice or character, here are some additional questions you might want to take into consideration:

  • What are the various touch-points your brand communicates at?
  • How do you want your consumers to feel after they’ve interacted with your brand?
  • What are your brand values that can help guide your tone?
  • What words does your brand use? What words or phrases does your brand never use?
  • What sort of copy samples can you provide to help bring your guidelines to life?

Interested in building tone of voice guidelines? Want to talk brand strategy? Drop us a line!

Major Women: Dr. Jennifer Plotnick

We’re the type of people who, after an incredible meal at a restaurant or a weekend stay at a boutique hotel, immediately want to tell our closest friends about it. But we never — ever! — thought we would have the same impulse to share after a visit to the dentist. That all changed with one appointment at Grand Street Dental in Williamsburg, Brooklyn.

Dr. Jennifer Plotnick and her team at Grand Street Dental have turned dentistry into a lifestyle brand, complete with a white-washed, art and plant filled office, a chic Instagram account and a hip, all female staff. You can read more (and you should!) about the millennial-friendly office in the pages of New York Magazine and Forbes.

Beyond the succulent-lined windows and the Netflix on-demand, we were struck by the meticulously designed customer experience at Grand Street Dental. From the moment you first walk in — when you fill out a gender-neutral sign-up sheet — to your time spent in the butter-soft leather dentist chair, you are made to feel at ease, at home. There is a sense of true hospitality here: warmth, thoughtfulness and comfort. (Not a feeling that we remember from the dentists of our childhood!) We sat down with founder, dentist Dr. Plotnick, to chat about her industry-defying approach to Grand Street Dental.


How would you describe Grand Street Dental in three words? 

Inviting, personalized, sophisticated.

In one word?


When we visited Grand Street Dental last week for the first time we were struck by the carefully designed experience. It felt more like a high-end restaurant than a doctor’s office. Do you think of yourself as being in the business of hospitality even though you are not operating a “hospitality business?”

I think about that a lot actually, all the time. It’s funny because part of my training for my staff is all about that. I have all of them shadow me for a month and they watch me speak to patients, my verbiage, my hand signals and my body language — the way that I think makes the patient feel more comfortable and more at ease in an otherwise uncomfortable situation is so important. Hospitality can mean so many different things in so many different professions. When it comes to the medical field — and it’s funny because hospital is in the word hospitality — most people don’t have those kind of experiences in medical offices. In answer to your question, when I was building out the space, I wanted it to be an inspiring space that I would be in love with. I wanted to create a space that I loved showing up to every morning and spending all my time in. I was hoping my extra inspiration would help my clients connect with their health in a similarly inspiring fashion. Hopefully making something as mundane and painful as dentistry feel a little bit more beautiful and exciting. It was very intentional how I designed the space and I knew that it would give a feeling of comfort. As soon as you walk into a space you’re going to feel a certain way, and that feeling is going to carry through the entire experience.


How would you define the word “hospitality?”

If we’re speaking directly about dentistry, the way I would define hospitality is treating our patients like people and welcoming them to a family that we’ve created. Being very clear and understanding about their care, not letting anything be confusing even if it is what we’re going to be doing or even just their payments and insurance. Our office and my staff has been very heavily trained; they go above and beyond to make sure that you understand your benefits clearly. They’ve done all the work on their part to make it as seamless for you as possible.

What brands/companies are you inspired by?

I have a lot of friends who are business owners in the area. My friend Sarah owns Modo Yoga, a really great little yoga studio on Metropolitan. I love Sprout Home that’s right next store to me. People who are paving a path as a small business which I really think this world needs more of. More young dentists need to get out there and start their own offices and not fall into a conglomerate of commercial dentistry or City MD or all these big companies who are pushing away small business owners. Because what we’ve realized is, that is not what people want. People don’t want banks owning their doctors offices. They don’t want places that are impersonalized. And that is why our office took off so fast. People realized this what they want: a doctor who knows my name, is going to be there the next time I come back.


It’s clear that you have put careful efforts into your brand — you’ve successfully turned a dental practice into a lifestyle company. How intentional was that? Would you say that you had a “strategy” in place?

It was very intentional. I don’t have a design background but I definitely am a design-y person and my husband is a photographer. It was very intentional to use relatable elements that we all embrace now like social media, environment, experience — to weave that into dentistry. It took me two years to find my space because I was looking incessantly for a space that was ground level in retail, because I knew how important being ground level would be for the story I was telling. Because when you’re ground level you’re a part of a community, you know your neighbors, and you’re a little bit more fixed. I wanted to find a space that had a lot of light because light would feel more inviting and more homey. Before I opened and during construction I worked with an architect who has nothing to do with medicine because we wanted to make a space that didn’t feel like a doctors office. My husband and I worked on our initial branding which was a large group of objects that we twisted and shaped into smiles to show people off the bat that we are not what you consider a dentist to be. We printed that out and put them all over the windows during construction to let people know that we were coming. Using Instagram, for me was kind of a game changer. I don’t think doctors or dentists readily use social media to interact with their patients. Most people go to the dentist once or twice a year and that’s it, but Instagram enables me to stay in touch with my patients all year round. I’ll do a post and get four messages for patients which is so nice to hear because all the sudden it changes the relationship so much.

I use Instagram stories to let them know a little bit more about my personal life so it doesn’t feel like a stranger is taking care of you.

It’s my way to show people I’m human, I’m like you, you can get in touch with me, here’s another way to get in touch with me. That was very intentional. My husband and I put together a Spotify playlist channel. Eight hour playlists curated for the space. When I was designing the space I chose lighting that had zero fluorescents, trying to replicate natural sunlight. I literally sat down and laid down in every chair and looked to see what patients would see at every angle. There was a lot of thought going into the feel of the space. It didn’t come from the fact that I wanted this to be a brand, I wanted it to be awesome and inspiring and fun. I wanted it to be different and game changing.


Is there a good example of an unusual decision you made for the company based on your approach to branding? For example, we noticed that you ask new patients to identify their gender or if they are gender neutral in the signup sheet. What are other places you have put extra effort to welcome customers and do things the “Grand Street Dental way?”

Yes, there are. A lot has to do with how I designed the office. Not having overhead lighting, investing in super plush leather chairs, having custom cabinetry that didn’t feel medical, the high ceilings. But other things are just about what people wear. What Kris and Melody wear at the front sends out a laid back vibe to the office. I want my staff to feel like them and not feel like they have to be a certain way to appease a crowd. I want our patients to fit in with us, I don’t want to fit in with our patients.

Has the effort you put into building a brand improved the health of the business? How so?

Incredibly. We were fully booked since the first week. We’ve been open now for a year and half. You know, I set a target for myself. I was working at another dental office for eight years as my old doctors associate. I was his right hand woman. When I decided to start my own office we said I would be with him three days a week and I would work at my office three days a week. As soon as we started we were fully booked. Within three weeks I went full time and I thought I was going to be at his office for a year. We started off as four people. One year later we were twelve.

How have health care realities that are out of your control — such as dealing with insurance — impacted your approach to the brand?

I created my own marketing effort, a retail space, good branding, Facebook advertising. I get my own patients through the door who come to me and say, I have Aetna do you take that? And I say, well, we’ll check if your insurance will cover you here. And most of the time I tell them, you’re insurance will cover 100% of this visit. And that’s the last thing insurance wants. They don’t want you to go to an office that they have to pay more for.

How does your approach to the brand impact how you hire employees?

My hiring process is slow and very painful. Nobody just gets in and it’s not because I want this to be a niche thing. It’s because I really examine people and their personalities and look for kindness, honesty and patience. Everyone has to have a certain base line of intelligence, a self starter can do attitude. But I am very — and I know this sounds cheesy — in tune with energy. And I think people are too. When people walk into my space they always say, it’s so evident that your staff is so happy. For me, I want to make sure that everyone is a piece of the puzzle, a part of it and important. I make everyone shadow for at least a month watching everything we’re doing, almost like a restaurant. Watching body language, how we bring a patient back, how we stand next to them when we walk, how we take their jackets and bags and hang it up for them. Where the chair is positioned when the patient is leaving. There are a lot of things that go into the details. And that’s something that is not even recognized when everything goes smoothe but that makes the hiring process really difficult. Some people won’t be open to that. And those people won’t be able to accomplish it.

In the beginning it was even tougher because I’m also trying to prove to people, hey I want you to be part of something and these are my rules. Now we’ve established ourselves a little bit more in the dental world and people kind of know us. There’s a sense of, I want to be part of that, I respect what you’re doing and you seem to understand hospitality for this experience. So if you’re telling me I should talk to a patient this way or say their name this way then I’m going to do that.

Someone taught me a long time ago that everyone’s favorite word is their own name. I teach my staff to not use the word she him her you.

It’s always “Alison is interested in doing a whitening, can you get Alison on the schedule for next week?”


What can we expect from you and Grand Street Dental next? How will you scale and remain true to who you are?

A lot of people have approached me about building a new office and that’s not something I think I am ready or want to do. I am creating a product line right now that I think is going to be really interesting. My husband and I work on everything together; we’re both fully invested in the business. We’re working on a line of products — a line of toothpastes — that are kind of groundbreaking in the space. Maybe the addition of a couple more staff to help us out. Maybe a couple more vacations for me, I don’t know. Continuinating to be innovative and progress in our ever changing world. I also can’t stop buying technology for the office.



All photos by Kent Plotnick

Driving Long-Term Growth: The Value of Brand Strategy in 2018

What is a brand? 

Answering this question — whether conceptually or focused to a specific company — can be extraordinarily daunting. A brand isn’t a logo, a set of visual guidelines, an advertising campaign, or the name of a business. It’s a vague entity that sits somewhere above all of these things. It’s a gut feeling, an affinity — an idea someone, somewhere, wants to be part of.

This intangibility means it can be particularly challenging for some marketers to rationalize an investment in brand. Many businesses understand how to effectively market their product or services: publicity, effective communications, and other tried-and-true methods. Companies tend to appreciate the ROI of paid search and media, specific types of promotions, and even the value of a streamlined customer experience. But all of these initiatives are short-sighted if they aren’t drive by a larger brand strategy.

A study conducted by Millward Brown and BrandZ looked at 10 years of valuation data from the world’s top 100 brands. Brands that had good advertising but weaker branding grew just 27% in ten years. In stark contrast, brands that had both strong advertising and strong branding grew by 168%. What does that look like in practice? Coke’s market cap is $120 billion bigger than it would be if the same product had a different label because of its brand.

While promotional activities such as those listed above are effective ways to drive revenue, sales and even temporary awareness, any company that isn’t investing in their brand is missing an extraordinary opportunity for greater value. When it comes to long-term growth, there is no argument that investment in brand is crucial.¹

But what does investment in brand actually mean?

What it looks like: The Four Phases of Brand Building

1. Differentiate

You can’t have strong branding without strong understanding of your brand. Who are you? What do you do? Why does it matter? Position yourself to clearly stand out from the landscape by knowing and showing who you are.

What that means:

  • Develop a Brand Strategy that looks at industry trends/best practices, company heritage, product/offering, consumer insights, competitive landscape and more.
  • Use these findings to build a concise, clear, and impactful Brand Platform that differentiates your offering and outlines your reason for being and promise to your customers.

2. Codify

Once you have deep understanding of your brand, the next step is thinking through how it actually comes to life from a customer’s perspective; put careful thought into an overall look-and-feel for your brand and then develop guidelines so that you offer unity and cohesion everywhere you exist.

What that means:

  • Develop a Visual and Verbal Identity that serves as a manifestation of your positioning.
  • Partner with a great team to create Brand Guidelines that offer clear guidance for how your brand comes to life in the world.

3. Generate

Having guidelines doesn’t mean anything until you implement them across your touch-points. Ensure every single one of your initiatives serves, on some level, as a proof point of your overall brand.

What that means:

  • Update your touch-points to reflect your positioning and brand guidelines. From website, to campaigns, to collateral to point of sale, everything should come from the same look-and-feel.
  • Evaluate your initiatives and activities to ensure they live up to your brand promise.

4. Cultivate

Continuous brand management means delivering on your brand on an ongoing basis. Branding isn’t a one-stop effort; continual reinforcement of positioning and guidelines will set you on a sure-fire path to growing a passionate group of brand advocates.

What that means:

  • Dedicating individuals within your organization to brand management
  • Ensuring future initiatives and touch-points take brand into account
  • Ongoing effort into campaigns, CRM, partnerships and beyond


  1. Due Credence to The Brand Gap by Marty Neumeier
Image Sources:

Resy Hosts Product Summit and Chain Restaurants Should Pay Attention

Today in NYC, the team behind hospitality technology company Resy launched its first annual Product Summit. During the keynote, CEO Ben Leventhal introduced a suite of ambitious, industry-pushing product updates including ResyFly, Upserve, Resy Surveys and Resy Select.

While Resy’s B2B business is primarily marketed towards individual restaurants and small restaurant groups, chain restaurants should take note as these innovations point to major trends around customer expectations and the state of hospitality today. Below, we highlight the four new Resy products and pose relevant questions for mid- and large-scale chain restaurant brands:

1. ResyFly: Optimizing reservation times and floor plans.


Rundown: ResyFly is a “brand new, ground-breaking inventory optimization program designed to help restaurants minimize the gaps between reservations.” This tool will allow restaurants to create and “schedule different floor plans, reservation grids and hours of operation for special days or time periods.”


Calls-to-Action For Restaurants Chains:

  • What is the restaurant booking experience at your restaurants today? How do you compare to your competitors? To the best in the industry?
  • How efficient is your reservation system and where is there room for improvement?
  • How can a more flexible reservation system allow you to further deliver on your brand promise?
  • How are you designing new restaurants to allow for maximum flexibility?

2. Upserve: Providing insights into guest preferences.


Rundown“Resy recently announced its integration with Upserve. Breadcrumb POS by Upserve will now supply Resy restaurant partners with granular insights into guest preferences — from favorite dishes and dining companions to frequency of booking — to make everyone feel like a regular.”


Calls-to-Action For Restaurants Chains:

  • How are your restaurants becoming increasingly “smarter?”
  • What does it mean to make everyone “feel like a regular” at your restaurants?
  • How can guest insights proactively influence your marketing efforts — social media, content, customer care and more?
  • What technology investments are you making to gather guest preferences and turn that data into action?
  • How are you training and onboarding restaurant staff to make guests “feel like a regular?”

3. Resy Surveys: Connecting guest surveys with reservations.


RundownResy Surveys is the “first-ever reservation-integrated dynamic survey product. The tool allows restaurants to completely customize private post-meal surveys to gain insight into all aspects of their operation — from steps of service, to customer behavior, to seating and meal preferences. Every survey is tied to a reservation, supplying the restaurant with meaningful, useful and actionable insights from the customer.”


Calls-to-Action For Restaurants Chains:

  • How are you gathering information on customer satisfaction after meals?
  • What is your current approach to surveying customers?
  • What are the most important questions for customers to answer? What are the categories of questions? (food, service, environment, etc.)
  • When is it most useful for the business to deploy surveys and how?

4. Resy Select: Loyalty program.


RundownResy Select is “designed to build deeper, lasting relationships between the best customers and the best restaurants. Resy Select members will receive exclusive booking windows for landing hard-to-get reservations, notify waitlist priority, early access to event tickets, and other insider experiences.”


Calls-to-Action For Restaurants Chains:

  • Do you have a loyalty program? And is it delivering quantifiable business results? How are you measuring return on investment?
  • What are the perks and exclusive offers that resonate most with your customers?
  • What loyalty activities are being tested on a monthly and quarterly basis?
  • How is your loyalty program connected to other parts of the business including marketing, content, and customer care?