The Blink Factor or Why Brands Win or Lose in Four Seconds

If restaurant brands can take anything away from the recent Cracker Barrel logo backlash, it’s just how quickly loyal customers can be turned off when emotional connections are disrupted. A visual tweak meant to modernize ended up triggering nostalgia-fueled vitriol.

In ThinkBlink Manifesto, Jean-Pierre Lacroix, outlines how successful brands win by engineering emotional cues across every restaurant touchpoint. His “Blink Factor” framework helped  Dairy Queen evolve from treat stop to meal destination with average store sales tripling in the process.

In this deep dive with Modern Restaurant Management (MRM) magazine, the president of Shikatani Lacroix Design (SLD), who has spent more than 45 years working with global chains, discusses the Four-Second Test, the lingering power of nostalgia, how to activate the senses to drive check averages, and how to measure the real ROI of brand reinvention.

What is the four-second test, and what are some examples of it in restaurants?

When we were designing the DQ Grill & Chill concept, it was critical to reinforce that the brand offered great hot food comparable to other fast-casual chains. The exterior had to communicate this message as drivers were making their lunchtime decision. You have just a split second to make that connection, and the use of colors and shapes is a key factor. In the case of DQ, we launched a new identity, leveraged red and the use of stone, all hot food cues. But the four-second test is not limited to the exterior. As customers enter the restaurant, what is your blink test? In the case of DQ, we separated the hot food and cold treats as part of distinctive areas. We leveraged nostalgic photos in the space, reflecting the long community heritage.

What are some examples of The Blink Factor in the restaurant space? 

To understand the power of the BlinkFactor, you need to consider how foodservice operators, across all categories, are growing versus those in decline. For instance, Chick-fil-A, DQ, and McDonald's are increasing same-store sales, while Starbucks, Cava, and Chipotle, darlings of the industry, are in retreat. Many of the casual dining restaurants are also struggling, and the root cause for the decline is a singular focus on the functional metrics such as speed of service, price, and selection. Although these are important, most are easily copied and commoditized. The brands that are succeeding create a strong sense of belonging through storytelling, have created a place people want to stay (I spend most of my time when travelling at a McDonald's restaurant versus Starbucks), and have humanized the brand through personal interactions, such as the Chick-fil-A owner/greeter model, to some of the small things such as customer personal recognition.

How many of your customers share their eating moments with their friends? This is a testament to the power of creating shareable emotional moments. 

On the other hand, struggling brands are fixated on a transactional mindset rather than building relationships, which is the root cause of Starbucks' current situation. They believe their APP and rewards program will replace the emotional value traditionally created by humans. However, this approach is not yielding the expected results. It's time for them to reconsider their value proposition and address the following questions: what is the one unique emotional attribute the brand owns that sets it apart from competitors, and how are they making their customers feel when they visit their establishment? Do they measure feelings and emotional factors in evaluating their performance?

To drive the point home, we conducted a major industry study this year on debunking tracking NPS (net promoter scores) as an indication of a chain's success. What we found is that customer service, speed, convenience, selection, and other traditional metrics, such as NPS, are table stakes and only drive to reduce attrition. The key driver of growth is creating shareable emotional moments with patrons. It may be hard to believe until you consider the performance of chains that have accomplished this. Another question for the reader: how many of your customers share their eating moments with their friends? This is a testament to the power of creating shareable emotional moments. 

How do you define "the game of incrementalism" as it relates to restaurant brands?

With the growth of technology, the acceptance by consumers of new processes, and a hunger for unique experiences, providing incremental solutions is not sustainable and only delays brand erosion, leading to a loss of relevancy. Consumers want to be wowed, surprised, and inspired, all emotional aspects that create a mental state of delight. In addition, how consumers view a brand is often driven by learned behaviors they have gained through unrelated industries. How a customer engages with their favorite restaurant is predicated on how they know how to navigate self-checkouts at airports or ATMs, how they got inspired at a concert or play, and how new service models and platforms allow them to explore new experiences. These learned behaviors set a benchmark of expectations operators need to understand and meet. 

What elements go into making a relevant restaurant story that has lasting appeal and resonates with guests? 

Storytelling is how we engage and learn throughout the centuries. Unfortunately, the art has been lost due to the need for speed and operational efficiencies. The story needs to put the customer as the hero and the organization as its supporter. There must be a villain, namely a unique challenge facing the hero, and how the supporter is allowing them to win. In the case of Wendy's, it was the founder's story and why the name of the restaurant was taken from his daughter's name. Or it's about the Starbucks founder identifying the need for a third place to help provide a reprieve in a hectic day. At the core of each story is empathy for the customer and the challenges they face in their daily lives. Maybe it's adding a smile, a small sign of recognition, delight, or an oasis.

How can nostalgia be used effectively without it overpowering a brand?

Nostalgia or a brand's roots are very relevant as a supporting factor for the story. Many brands have evolved and moved away from what made them special, which often leads to share erosion. Nostalgia allows the chains to remain relevant while leveraging their sense of belonging as part of the community and patrons' lives. They should never overpower a brand and act as a supporting emotional reason to frequent the given establishment. The use of nostalgia must also be authentic and correctly reflect the history of the brand. Leveraging fake nostalgia to provide the brand with a sense of belonging will undermine the trust patrons have and lead to a loss of credibility.

Nostalgia allows the chains to remain relevant while leveraging their sense of belonging as part of the community and patrons' lives.

A great example of the risk of moving away from nostalgia is the Cracker Barrel rebranding program. This brand is rooted in history and a strong sense of belonging, which was not captured in the redesign of their restaurants. Similar to the New versus Old Coke debacle, Cracker Barrel failed to retain its emotional roots and history, alienating its core customers while failing to secure the younger generation.

What are some examples of brands that get emotional connection correct, and how do they do it, particularly in an increasingly disconnected and digital world?

Although Starbucks has lost its way, it remains an emotional powerhouse by constantly adapting its experience, product mix, green apron employee engagement, and brand storytelling. They are also a great example of what happens when you move away from the seven ThinkBlink tenets. Another brand I follow is Dutch Bros Coffee, which has experienced massive growth. They have fostered intense shareable emotional moments with their vibrant, friendly service, colorful product design, and a commitment to community connection.

A lesser-known brand is Crumbl Cookies with its rotating cookie flavors, viral social media campaigns, and recognizable pink box design. Beyond these brands, I am partial to DQ for how it has remained relevant across its various platforms. I know Boston Pizza has had its struggles in the past year. Their focus on the sports fan, minor league teams, with their separate team rooms, is an excellent example of building a strong emotional connection targeting a very distinct segment.

How can brands use sensory engagement to connect with guests? 

Sensory engagement is key in the hospitality industry since patrons rely heavily on their senses to determine the quality of the food and experience. From the ability to smell the sizzling steaks being prepared to the music, the tactile feeling of the booths, to the ultimate taste of the food. The fashion industry has spent millions on creating its distinctive brand smell to help differentiate its offering from competitors and create subtle emotional connections.

As an operator, are you leveraging all of your customers' senses, and are there gaps you need to solve? Often, it is the simple things, such as old seating that needs to be replaced, tables that have passed their due date, or blaring music, making it difficult to have a comfortable conversation. Are you playing or undermining the sensory experience of your guests?

How should restaurants approach remodeling their look and menu to strike the right balance? What are the key challenges?

I could write an entire article on this question. However, to keep it succinct, when I do market analysis of food operators, the most common challenge is that they are trying to offer too broad an assortment and, in the process, adding confusion at the moment of purchase. When you start reviewing those operators doing a customer experience reset, one of the key approaches is menu simplification, getting to the core of what patrons cherish. 

The other factor operators need to consider in a remodel is identifying at once what the core experience elements of the brand are. For example, in the case of Cracker Barrel, the country market feeling with the up-front eclectic store merchandise and the old-fashioned seating design was missed and created a major disconnect for patrons. Yes, you need to refresh your restaurants, but knowing the core elements of the experience, those that communicate in the blink of an eye, is critical.

How can brands be strategic with their design and aesthetics to foster emotional connection with guests? What is a brand card, and why is it so important?

The words strategy and brand are so misused and add to the confusion. The most important word to remember is creating a coherent patron experience. Coherent starts with a clearly defined value proposition that answers these critical questions: why would someone frequent my restaurant versus competitors? What key emotional need are you fulfilling better than your competitors? To answer this question, you need to gain input from your primary and secondary customers in addition to your employees who deliver your brand promise.

Once you have defined your value proposition, both emotional and functional, you need to ensure every aspect of the customer and employee experience is amplified.

Once you have defined your value proposition, both emotional and functional, you need to ensure every aspect of the customer and employee experience is amplified. From the APP, website, restaurant experience to the menu offering and branding, there needs to be a strong common link back to the value proposition. Done correctly, the value proposition will provide focus and guide the organization's decisions. 

How do you measure the success of a brand reinvention?

Success is measured on a multitude of factors, from traditional metrics such as sales growth, frequency of visits, and margin contribution to how patrons become brand ambassadors through social media platforms. A focus solely on the conventional sales metrics tends to blind the operators to potential brand erosion due to a disconnect between how patrons perceive the experience and how the operator delivers it. Organizations need to balance both the functional (avoid attrition) and emotional (drive loyalty and growth).

Who is the audience for this book, and what messages do you hope readers take away from it?

The book targets any leader reviewing their brand's relevance with their customers and employees, and the need for transformation. There are no company size limitations to the principles of the BlinkFactor, a term we use to describe the unique emotional connection a brand can establish with its customers. The key takeaway of the book is that only brands that have a strong emotional connection to their customers will win. It's no longer a viable option to focus solely on the functional benefits or attributes of a brand. These are important to reduce friction points that drive attrition but are not proper drivers of growth. Growth will come by understanding the emotional needs of customers and ensuring these needs are integrated as part of the organization's value proposition and brand experience.