How To Handle Multi-Generational Media Selection With James Walker, CEO of Frisch’s Restaurants
James Walker is the CEO of Frisch’s Restaurants, a 75-year-old American comfort food and casually themed restaurant brand based in Cincinnati. Frisch’s is famous for its Big Boy Burger. James is an authority in restaurant technology and delivery channels, focusing on mergers and acquisitions, domestic and international development, operations, and new product development. He also has expertise in brand positioning and repositioning.
Here’s a glimpse of what you’ll learn:
James Walker details how Frisch’s evolved during its 75-year history
How the Frisch’s brand will incorporate roller skating into its 75th birthday celebration
The changes in customer behavior that Frisch’s has seen since the start of the pandemic
How Frisch’s pivoted to serve its customers during the pandemic
The gentle reminders Frisch’s provided its customers to keep them connected during the pandemic
How Frisch’s is personalizing the customer experience for multiple generations
Why Frisch’s app and website are such valuable marketing tools
What you’ll learn in this episode:
How do you communicate with an audience that gets its messages through wildly different channels? Do some members of your target audience look forward to what’s in their mailbox? And another portion of your audience doesn't pay attention to what’s in the mail but spends a lot of time on TikTok or Instagram. How do you cater messaging to those vastly different groups?
There’s a chain of restaurants in the Cincinnati area called Frisch’s, and it’s been around for 75 years. Its loyal customers include anyone from baby boomers to Gen Z. People of all ages come to Frisch’s to enjoy its marquee Big Boy Burger. According to its CEO, James Walker, restaurants must diversify their messaging and channels to reach their intended audience effectively. Not only should you focus on the menu and messaging, but also the marketing channel itself. The channel and the messaging should be focused differently on the various audience and age groups you're trying to reach.
On this episode of From Persona to Personal, Roger Hurni welcomes James Walker, CEO of Frisch’s Restaurants, for an in-depth discussion about the challenges of marketing to a customer base whose ages span multiple generations since the communication method and message will vary. James discusses his various marketing strategies to reach a variety of age groups and which customers will receive discounts and why.
Resources mentioned in this episode:
This episode’s sponsor:
Today’s episode is brought to you by Off Madison Ave. At Off Madison Ave, we create meaningful moments of brand trust and influence how people interact and engage with brands.
There is a science behind tapping into your audiences’ desires and motivation. After all, if you’re not changing your audiences’ behaviors, you can’t truly unlock all of your brand’s potential.
The proven models and methods of Behavior Design is the strategic foundation for your brands’ success.
Episode Transcript
Roger Hurni 0:08
Hello everyone, I'm Roger Hurni, the host of From Persona to Personal where I get to speak with some top leaders in food and beverage. I've had previous guests like Eric Frederick the CEO of Pizzeria Uno, Kara Goldin, the founder and CEO of Hint Water, and Mark Edmonson, the Chief Marketing Officer of GoGo squeeZ. I've got a great guest with me for today, so go check out those other episodes. But first, our message from our sponsor. Today's episode is sponsored by Off Madison Ave. At Off Madison Ave, we use behavioral science to create meaningful moments of brand trust, which influences how people interact and engage with brands. Our behavioral approach taps into your audience's motivation and prompts them to shift behavior. After all, if you're not changing your audience behaviors, you truly can unlock all of your brand's potential. These proven models and methods and behavior design are the strategic foundation for your brand's success. Now, today, I have with me James Walker, who is the CEO of Cincinnati based Frisch's restaurants, a 75 year old American comfort food and casual themed restaurant brands, famous, famous famous famous for their big boy burgers. Prior to James's role there, he had the CEO position with the ultra fast grocery startup Buyk, located in New York City. Moreover, James is one of the finest most experienced industry restaurateurs that is out there. He is so accomplished that people look to him for a lot of advice. He has a great amount of expertise in the QSR space and best casual and casual themes segments. He is an authority on restaurant technology and delivery channels. And he focuses on building the best in class customer experience, both domestically and international development operations, new product innovation menu of illusion and brand positioning and brand repositioning. He's gone and done it all right. I'm very, very happy to have a conversation today with James. James, welcome to the show.
James Walker 2:12
Thank you, Roger. And I really appreciate that, you know, a wonderful glowing introduction. But somehow, unlike other podcast hosts, you didn't make me sound like I'm 82 years old. So I appreciate that.
Roger Hurni 2:29
It's great, thank you. It's not a problem. Experience doesn't always equate with age I have found and particularly quality of experience isn't always that you can you can spend a long time at a place and, and not get great experience. But you know, when I was doing some research on you just what you've done it how you reposition how you manage brands, it's just, it's a really great lesson to be learned on how to manage your career by a lot of people, which I think is an entirely separate podcast and separate conversation. But let's let's focus today on Frisch's. It's it's hard to find quality brands that have a deep history in a brand that just people love and from generation to generation. So let's let's start with that. Can you give everybody a sense of Frisch's start and how it evolved into what it is today?
James Walker 3:25
Sure. Well, and I think certainly 75 year history as you mentioned, we're in our 75th anniversary right now. There are very few brands that have stood the test of time successfully like fishes. I'm surprised you didn't mention it. But prior to my time at Buyk in New York City I was associated with another even older historic legacy brand Nathan's Famous. So you know, I somehow this has become my my niche without really career management. I just love historic brands because there's just such not only a sense of history, but a sense of passion in the customer base. So to answer your question directly Frisch's 75 year old brand, here in Cincinnati, our main line of restaurant really the the nucleus of the brand and the oldest restaurant in the chain. Oh, maybe three miles down the road from where I sit today. And Frisch's as you mentioned, I couldn't have done it better myself synonymous and very, very famous for the big boy burger. And if you're not familiar with the big boy burger, this is a triple decker burger that many people I think incorrectly associate with another fast food icon that has more of an arched yellowish logo I can't remember the name either.
Roger Hurni 5:06
Like Voldemort, we should not mention.
James Walker 5:09
And listen, ah, you know, I, I'm holding up my I know this is a podcast, not a video cast, I'm holding up my Duke mug. And the CEO of that other brand that also has a very famous TRIPLE DECKER cheeseburger went to Duke, like I did. So I have nothing but great things to say about our friends from the Greater Chicago market.
Roger Hurni 5:37
What are you doing for the 75th anniversary or you know that to celebrate? Is there anything special that's happening?
James Walker 5:44
Lots of different things. You know, one of the things coming in to Frisch's. And I think one of the things as a CEO that I do a little differently, or at least maybe I maybe it's personal hubris, and I think I do it differently is when I come into a brand, instead of focusing on where the opportunities are, or what they're, they're not doing full too bright, I try to understand what the brand does well and try to put more resources against that. And Frisch's does a fantastic job at being part of the local market about, you know, the Cincinnati market and those markets that we do business in. So for the 75th. They've set up roller skating rinks and different types of community activities, we have another outdoor roller rink being set up in downtown Cincinnati around Labor Day. So certainly community activities and community activation. But then this month, it's actually the ninth of September, that is the actual birthday. We're taking that iconic burger, and you get a second one for only 75 cents. So this month, lots of activation, and then really kind of a throwback price on that big boy burger inviting people to come back in the restaurant. And just remember how much they love Frisch's.
Roger Hurni 7:13
Awesome. That's fantastic. All right, we got some of that wonderful stuff. By the way, I like to get into the meat of it. Pardon the pun. I am curious. And I've asked a lot of CEOs of restaurants, this same kind of question because companies sort of flipped out and had to do a lot of pivoting during the pandemic. But there's also a lot of behavior changes that were happening in terms of consumer eating habits during the pandemic, and it's called as crossed over to post pandemic. So my question is this, what shifts in behavior? Did you see during the pandemic, and how did you respond and and how have those shifts carried over? You're doing anything differently now? Like what's happening with that customer experience?
James Walker 8:04
You know, this is a really interesting question, as it relates to Frisch's. So I think from an industry standpoint, you saw customers that were more nervous about going into restaurants, and in many cases, and in many markets, dining rooms had to be closed, where Frisch's was well positioned for a change in purchase intent and purchase activation, kind of during let's call it the heat of COVID. Frisch's are a sit down restaurant that have drive throughs and that's super unique. So that didn't have to necessarily be a brand pivot for us. We look at our restaurant business is really having three channels that that in restaurant experience, anchored by our breakfast bars that are super famous here in the Cincinnati market, sit down friendly service, but we also have drive throughs and we have had off premises or delivery for a number of years. So when individuals were either uncomfortable or nervous about coming into the restaurant, or simply it wasn't available due to local restrictions. We were able to continue to serve those guests through the drive thru and delivery channel now where there was a bit of pivoting is prior to COVID we may be had more of a restricted or smaller accelerated if you will menu through the drive thru. And for COVID you know people are very passionate about Frisch's. You know whether it's our pancakes or hot fudge cake, the big boy burger, any of those types of things. We basically said if you pull up to our drive thru, we will serve you everything and anything. So there was a small pivot in In providing this extended menu through the drive thru, but certainly fresh is well positioned because of the drive thru and delivery channels that were already in place. And it allowed us to be very, very successful. You know, really where a lot of businesses suffered, we were well positioned through COVID.
Roger Hurni 10:18
You know, that's whether that was by design. I mean, it's great that you were you have that, I don't know, that was by design throughout before you were there, and that we're going to do this, but most, most restaurants don't have three businesses. And the way you describe that, it sounds like there are three kinds of lines of business that are operating under one name, and one roof. Theoretically, or, actually, and, and that allow you, and I'm repeating this for the listeners, it allowed you in from my takeaway to sort of change the channel on the equalizer, oh, we can't do this, let's go do this, we can't do that, we need to do this behavior changing this way, let's make sure that we go through the drive their behavior change in another way, let's make sure we get delivery. And the ability to be able to manipulate that in real time is is truly amazing. And I love people had to do it without having a plan or having those pieces in place. And the fact that you have that, you know, I can see where that would get you through the pandemic. That being said, during the pandemic, and even now, we're any marketing strategies changing along with how the business had done, because we're talking about operations here, but that's going to affect marketing. And that's my background, obviously. So how did every shift a change how you were pivoting your marketing.
James Walker 11:48
Ah, so I think in addition to having these three business channels, and I liked the way you say, a very, you know, great visual representation, and equalizer, and one is going to be pulled a little towards the bottom and two are going to be pushed towards the top. I think the other benefit that that Frisch's really enjoyed, if you will, during COVID is it's American comfort food. And I think myself and many Americans when things are stressful, whether it's COVID, whether it's a potential recession, whether it's, you know, politics, what's happening in Ukraine, all of those things make the news, maybe a little less fun to watch. And we tend to gravitate towards comfort food. And that's really what Frisch's is famous for American comfort food. So from a marketing standpoint, certainly we reminded customers at how much they enjoy Frisch's, how much Frisch's has a warm, friendly history with consumers and their families and reminding them of that, and then just re educating them that they can enjoy Frisch's in their own home through delivery channels, or through the drive thru. So it wasn't a leap from a marketing standpoint, I'm sure you agree, one of the most expensive things you can do is to try to educate customers. And in our case, it was It wasn't educating customers, it was gently reminding customers at how much they enjoy Frisch's, how much Frisch's is part of their own family history. And reminding them that that entire menu that they love that big boy burger, the hot fudge cake is available to be brought to their home, or through our drive thru. So it was more of a gentle reminder than really pivoting our marketing program.
Roger Hurni 13:46
So since I have a background in behavioral science, I, I will tell you, what you've just described is a behavioral model. For all those listeners out there that adjust the elements of human behavior, you may not realize you're doing that, but your audience is highly motivated to use your restaurants. Yes, because people turn to comfort food because it's also an affordable luxury to be able to go do that, right? Like why people have ice cream a lot during during times of me. So you have these very highly motivated audience. They have you given them every ability to use your restaurant, either sit down or restrictions where they're both in the drive thru, that's an issue delivered home. You're making it as easy as possible for them to enjoy your food. And then that gentle reminder in behavioral science, we call it a prompt. And so that prompt gets people to shift behavior and then execute on the behavior that you want to see. And I repeat it in that way so that listeners can understand that's what that formula is is a repeatable formula for any kind of business so that they can take what you've done naturally and instinctively, and Apply that methodology to it, it's, it's a really smart way to look about your business because information doesn't change people's behavior. Those three elements coming together is actually what changes people's behavior, though a lot of CEOs don't have that same level of instinct that you have to accomplish that. So congratulations on that. I think that's amazing. An option that James is this need for companies to talk about? Personalization. And I don't know what you're doing in terms of that. I know some companies are trying to have more one to one communication channels are trying to use location based services through apps who talked about personalization a little bit, are you attacking that are using your app? Like what's going on in that area?
James Walker 15:51
Yeah, I think, you know, what you just said, it's about convenience, right? It's, it's provide a call to action and then action ability in a way that's easy for the consumer. So we've been very focused on convenience for a number of years. And it's just part of the brand architecture with the drive thru. I think beyond that, if there was a second major, whether it's an opportunity, or it's table stakes is the ability for consumers today to customize their experience. And one of the ways we look at it, and this again, is something we're trying to paint a visual picture is not only do we have those three channels, the in restaurant experience, a dining room, drive thru, and delivery. But we also have to, to parse that out by day part, you know, breakfast, lunch, dinner, and I would say you could even add in late night, and then begin to look at those segments, you now have a grid, you've got these three business channels, and then you're breaking those three business channels down by date part. And we look at which part of our customer base uses us most heavily during those different periods of the day, and those different channels. So for example, baby boomers, baby boomers are generally Frisch's in restaurant customers, they come in, they like our friendly service, it's a welcoming environment. They like our weekend breakfast bar. So we tend to tailor our messaging to that consumer in a way that really caters to them. So those individuals, those baby boomers, they're probably not on Tik Tok. But you know what, they're still reading the newspaper, they're still there X excited to go to their mailbox, I don't know about you. But listen, if I if I can avoid going to my mailbox, I'm super happy. But baby boomers tend to be you know, they they're excited to get their mail, they go through their mail, they open it, I try to determine in my mailbox, what I don't even have to bring in the house. And I can drop in the trash can on my way in baby boomers are still going through their mail. So something like a free standing insert is a great way to cater to them from a marketing standpoint, a way that's very efficient, a way that they like to be communicated in. And frankly, it's a way that from a return on investment, and a spend standpoint really works for us. And then to kind of move to the opposite end of the spectrum. If you look at Gen Z, Gen Z, many of them don't have driver's licenses, not because of age, but just because of personal preference. And how are we going to cater messaging and customize the experience to that group of individuals and it is through tick tock or it's through Instagram, it's reminding them more of kind of new products we have, and how they're able to access those new products and action against them through to our delivery channel. So not only are we looking at the menu and the messaging and which of our customer base, it makes the most sense to go out to, but the marketing channel itself is customized to them as well as the Dave Hart and business channel.
Roger Hurni 19:16
It very smart. I mean, you you'd have one of those multigenerational customer bases. And I think a lot of people make a mistake, or I've seen quite frankly, a lot of people make a mistake where they lean on the bright new shiny object and flavor of the bump. And they don't look at something as old school as an FSI or traditional TV or terrestrial radio when hitting an audience. And I think the lesson here for people is look, you have a lot of arrows in your quiver. Pull out the right one for the right person you're speaking to and don't just think it's a one size fits all for your entire audience. And that's that's very small are absolutely,
James Walker 20:02
you know, I'm sure there are products out there that are just absolutely universally loved from, you know, Gen Z into younger millennials older millennials, Gen X and baby boomers. But I think if today with the cost of marketing, the cost even of marketing on social media, which now is, you know, that is a major cost a number of years ago, it wasn't so much now, costs associated with social digital tend to be very expensive, you need to be very efficient in your marketing. So I personally believe you need to look at your product base, what your offerings are, you look at your customer base, and you find the most efficient way to market to them. And the messaging is a little different, how I would sell at Frisch's, we have a new hand battered chicken tender. And while I believe that that will be loved by young and old, how I'm going to market that product to millennials, or Gen Z is going to be very different than how I'm going to market that same product. To baby boomers, baby boomers, I'm going to remind them, they love Frisch's. And I'm probably going to offer them a discount a free standing insert, you know, come in, and we'll give you a free order of French fries, if you try our new hand battered chicken tenders. And in the case of Gen Z, it's going to be an edgier message. And it's probably not going to have a discount, it's not going to be product at a price. It's going to be reminding them of the flavor, the crave ability, in a in a much more aggressive, fun, upbeat type of messaging. So I think brands tend to do better if they really look at communicating to their different customer bases in a way that is going to be most received by them.
Roger Hurni 22:03
Are you also doing that is that's That's smart. And those, those channels are like massive pendulum swings. And that's tied to social media. But if you just take social media as a category, I don't think people bought some of the work that I've done. I've seen this. I'm just curious if you're doing this fan I bet you are. There's multigenerational channel within social media. And there's a psychological profile that can be attached to either one. So if you are talking to, you know, Gen Xers like myself, definitely baby boomers, you know how you talk about that sandwich on Facebook might be more about community and family and the soldier, right? And then you go to those millennials, and that same sandwich is now part of a lifestyle choice right on Instagram. And on tick tock, tick tock is psychological profile, it lines up with self expression. And so you then use that for Gen Z to talk about how this is a self expressional purchase that like exemplifies what your personality are you doing that also in social media?
James Walker 23:12
Absolutely. And I think if you don't do that, if brands don't do that, you're being inefficient in your spend. And frankly, your conversion rates aren't going to be what they should be. And I think you've verbalized it really well for us, our core user, which tends to be kind of that legacy user that's loved Frisch's for years. The deepest group of them can be found on Facebook, and they want to be reminded of the nostalgia. And you know, we can bring them back simply by reminding them how much they love the brand. And generally, we're talking more static display in more storytelling, reminding them of their own history with the brand. And then you fast forward all the way to Gen Z. And that's Tik Tok. And it's more about that disruptive storytelling, that there that there needs to be a hook there needs to be something that catches their interest. And it needs to be more about the actual video itself than an overt come in and buy our product. It's more trying to be part of their day in a way that they find engaging and amusing. So whether it's Tik Tok, whether it's Instagram, Twitter, Facebook, I think each of those messages need to be a little bit different if they're going to be as efficient from a spend standpoint, and as efficacious from a conversion standpoint as they possibly can be. There are different channels.
Roger Hurni 24:53
Very smart. I want to talk about one one channel that we really didn't go into that I in this space, particular restaurant space, I talked to a lot of CEOs. It's their app, I'm assuming I did not log in my apologies. There's a precious app on the Google Play Store and Apple App Store. And I see you nodding your head for those who can't see. So most people that I speak with are that you have an app a branded app, they're looking at that as a utilitarian thing, like, hey, let's make sure we can pay for a QR code. Let's make sure you can find restaurants and make sure you can see the menu. There's other ones that are using it as their own one to one personalized marketing at scale communications tool, where at least some of the clients that I work with, we look at unique behaviors. And then we said, make sure that there's an individual message based on that implicit and explicit behavior. Are you using your app to try to create your own media channel and move people there? How does that working for you?
James Walker 26:00
Absolutely. So are owned media. So whether that's our app, our email club, or our website, is the most efficient, cost efficient, and, frankly, efficacious marketing tool that we have. So you know, even this morning, having a conversation with our head of marketing, and just our goal of continually month on month, increasing our user base for those own media channels? What is the value of that user? What what are we willing to offer a new user to join our club to download our and populate our app. And frankly, the value is very, very high. So if it's one of our hot fudge cakes, if it's a Free Milkshake, any of those things is a small spend, it's a small give, to be able to market directly to that individual at the right time in a way that works for them best. So the short answer is yes, we absolutely want to populate our own media with as many of our potential and current users as possible. But you said something that I think is far more interesting. And I think a lot of the larger more sophisticated brands are doing it, but frankly, some are not. And that's one to one marketing. So for example, I tried to watch my, my carbohydrate intake. But listen, I still love food. And I love it a lot. And you know, to highlight a brand that I think does a great job of learning their customer and how to, to market to them as close as possible in a one to one fashion is Chipotle. So Chipotle learn whether you using sentiment analysis or machine learning artificial intelligence, they learned that when they send me a, an email or a push notification through the app for a burrito, that I don't do anything. But you know, what else they learned is when they send me a protein bowl, either offer or email notification or push notification through the app that I access it. And more often than not, I place an order. So you know what they do? They're not sending me burrito ads anymore. They're sending me Powerball or keto bowl, or, you know, a notification that they've now are offering. cilantro lime flavored cauliflower rice. So I think you know, yes, knowing the channel and how to mark it on Tik Tok and in Twitter differently, absolutely. table stakes. But really the biggest opportunity is mining your own database of owned media in doing so in a way that you're not sending one message to everyone that you're learning through their actionability, their open rates, their accessibility of either your own media through an email or a push notification? Or do they come into the restaurant with a coupon that appeared on that app? And what is that conversion rate? And using the tools that are out there machine learning artificial intelligence to get as close as possible to that one to one marketing, that's where larger brands are? Certainly, that's where, you know, industry leading companies are and that's really where the small companies need to get to in order to compete today.
Roger Hurni 29:42
I want to understand I mean, a board that is all behavior based like that offline conversation, and you're probably pointing direction some tools but that's really great learnings for everybody and I really appreciate the discussion on the channel. People really when they think of channels like and often don't make up their own as a part of that mix. I know that peso models out there paid earned shared code, but a lot of people don't use it very effectively. And it sounds like you are using it optimally, and congratulations on that. That's a second. Curious things are going really well. What kind of challenges are you facing now? Like, what's, what are the issues at hand? If you're so bold, and you're willing to disclose?
James Walker 30:26
And of course, listen, I tell people, I'm not good with secrets. Don't tell me any. You know, I'm share. You know, I think Frisch's is no different than any other restaurant company in the US today. Supply chain is more difficult than it's been, I think ever. The cost of moving produce, for example, from the West Coast to the East Coast, the actual transportation cost more than the product. And that's really the first time in history. So we've seen just continued week on week, month on month increases in all incoming products, whether it's paper goods, whether it's food, in, you get to a point where the consumer just says enough is enough. And I don't think that's a fish's phenomenon. I think that's an industry phenomenon now, where consumers are really saying, Listen, the news is talking about recession, they're talking about where really, the economy may go for the next couple of years, that's concerning me, I hear more and more of that, and costs are much higher today than they were just a few years ago. And that's concerning. So I think the concern is around supply chain and inbound costs. Now being a super optimistic guy, and loving what I do and loving the customer experience. I look at it as an opportunity. If you are able to be clever, and agile with your procurement with your supply chain, I think if you're able to pass some of those savings that you're able to find on to the customer, and provide real value. And listen, we're you're in marketing. So you know, marketers love to say values, not just price, it's price versus quality versus the customer experience. And all of that's true. But I think when folks start worrying about their wallets, that price portion of the value equation becomes more and more important to them. So I think the opportunity that is against supply chain is if you can find some wins, and you're smart enough, willing enough to pass it on to the customer in price savings, you'll begin to see your traffic increase. And that's really what we're trying to do at Frisch's. So yes, it is our birthday month. But what we're trying to do two different weeks in the month of September, providing a second big boy for only 75 cents. Is us really saying listen, we have an opportunity to pass some of our procurement strength and some of the wins that the purchasing team has had on to the customer in Yes, we hope that that will remind people how much they love the brand, that they will come back to the restaurant that they will come through the drive thru, that they will have a product that they have loved for years. But additionally, what's really driving that is, I think our recognition that customers are worried about their wallet, and we want to be very sensitive to that.
Roger Hurni 34:01
Wonderful advice. I mean, I think the listeners just gotten a lot out of this episode. We're practically at a time I have time for one more question, James, if you'll allow me, which is this, you've given great advice today, What's the best advice that you've ever gotten?
James Walker 34:20
So I'm going to take the liberty and give you two pieces of advice from two great leaders that I was fortunate enough to work with. So one of them a leader by the name of Charles Bruce Charles, a great human being just a phenomenal person. And his advice was James treat everyone with respect, but tolerate disrespect from no one. And I thought it was a great piece of advice. I have, you know, three daughters and two sons. And it's advice that I have passed on to them. It's advice that I pass on to the leadership team. It's something just in my personal life, I try to remind myself of, you know, start the day by treating everyone with respect. But regardless, do not tolerate disrespect, really from anyone. So I thought that was a great piece of advice from Charles Bruce, another great leader, I've been fortunate enough to work for more than once in my career. A gentleman by the name of Chris Elliott, Chris Elliott is currently the CEO at Tampa based Beef ‘O’ Brady's and the brass tap family sports concept is the holding company. And Chris, Chris is a Southern gentleman who always has, you know, lots of southern pieces of wisdom. And it's hard to nail down one that really resonated with me, but one of the things he used to say is, if you don't ask you don't get and you know, he says it much more eloquently and melodically than I do. But I think that makes sense. You know, if you don't ask you don't get and you know, the reality is, none of us should be upset if we're if we're turned down, or the answer is no, but I think in your personal life and your business life, listen, ask a lot of questions, ask for an opportunity. We probably have people listening to this podcast that are in sales, you know, don't they teach salesmen ask for the sale? Right? If you don't ask you don't get you're better off asking. Don't be upset if the answer is no. But if you don't ask you don't get a piece of wisdom from one of the leaders. I was fortunate enough to work with Chris Elliott.
Roger Hurni 36:58
All right, well, absolutely wonderful advice that you're passing on. So thank you for that. And thank you, James, for being on the show today. I really, truly, truly appreciate it. I have been having a conversation with James Walker. He's the CEO of Frisch's restaurants based out of Cincinnati, James, telling you where they can learn more about you and Frisch's restaurants.
James Walker 37:20
So I'm a pretty open book. I am on Instagram, Twitter and LinkedIn so they can look me up on those tend to be the three social media channels I'm most active on. And then Frisch's is frischs.com. And you know, you can access not only the ability to order online, but upcoming activities and some of those community activations I spoke about.
Roger Hurni 37:48
Awesome. All right. Well, again, thank you, James, and thank you everyone for listening to From Persona to Personal. I'm Roger Hurni, and we'll talk next time
