Parke partnered across the Farina family of restaurants — including Farina’s Supper Club, Café Farina, Rocco’s Tavern, and Café Farina Valparaiso - to reimagine their brands, redesign their visual identities and menus, and build an integrated social and digital advertising strategy.
Building a restaurant brand is one thing. Building several restaurant brands under the same ownership — each with its own personality, audience, atmosphere, and reason to visit — is a completely different challenge.
Across Farina’s Supper Club, Café Farina, Rocco’s Tavern, and Café Farina Valparaiso, Parke helped create a more intentional brand and marketing ecosystem spanning identity, menus, creative, social media, and digital advertising.
The goal wasn't to make every restaurant look the same. It was to make each one feel unmistakably like itself while bringing more strategy and consistency to the group as a whole.
Multiple locations create opportunities, but they also create complexity. Each restaurant needs its own identity, audience, content, promotions, and reason for customers to choose it.
At the same time, ownership shouldn't have to coordinate four completely disconnected marketing operations to make that happen. The opportunity was to create a system where every concept could maintain its individuality while benefiting from a more connected approach to strategy, creative, content, and advertising.
We approached the restaurant group at two levels. First, we looked at the portfolio as a whole. Where did the concepts overlap? Where should they remain completely distinct? How could creative resources, advertising insights, customer data, and marketing infrastructure work across multiple locations?
Then we looked at each restaurant individually. Who is the customer? Why are they choosing this concept? What should the experience feel like? What makes someone stop scrolling, and what ultimately brings them through the door?
That created the foundation for everything that followed.
The biggest mistake would have been creating one visual system and simply changing the restaurant name. Instead, each concept needed its own world.
A more elevated, experience-driven identity built around dinner, drinks, atmosphere, and the feeling of going somewhere special. The creative direction emphasized sophistication without making the restaurant feel inaccessible.
Warm, approachable, and rooted in the experience of gathering around great food. The identity and creative system were designed to feel established and inviting while remaining flexible enough for digital, print, menus, and promotional campaigns.
More energetic, casual, and social. Rocco's required a visual and marketing personality capable of supporting the atmosphere of a neighborhood tavern while standing apart from the group's more refined concepts.
The established Café Farina identity needed to translate into a new market while still feeling relevant to its local audience. Rather than treating the location as simply another copy, marketing could respond to the community, customer behavior, events, promotions, and opportunities specific to Valparaiso.
The rebrand extended beyond simply designing new logos. Parke developed visual systems capable of working across the places customers actually experience a restaurant, including:
The objective was consistency without rigidity. Whether someone encountered the restaurant on Instagram, through a Meta advertisement, on a menu, or at the location itself, the experience needed to feel connected.
Menus are often treated like documents. We treated them like brand experiences.
For each concept, menu design was developed around the personality of the restaurant and the way guests actually interact with it. Typography, hierarchy, spacing, section structure, visual cues, and brand elements were designed to make menus easier to navigate while reinforcing the identity of the concept.
That thinking extended across food and drink menus, seasonal menus, specials, promotional inserts, and other printed collateral. Because in hospitality, the brand shouldn't disappear once somebody sits down at the table.
The social strategy wasn't built around posting just to keep the account active. Content needed a job.
Some content builds awareness. Some sells the atmosphere or makes you hungry. Other content announces an event, introduces a new menu item, creates urgency, or simply keeps the restaurant familiar enough that when Friday night arrives, it's one of the places customers think about.
Parke developed content and creative around several core pillars:
High-quality visuals designed around the thing restaurants ultimately sell: the experience of eating and drinking there.
Content showing what it actually feels like to spend an evening at the restaurant, rather than simply showing what the space looks like.
Staff, chefs, customers, events, and the personalities behind each concept helped make the brands feel more human and connected to the communities around them.
Specials, seasonal menus, events, holidays, launches, and limited-time offers gave customers a reason to act rather than simply engage.
Creative content built recognition even when it wasn't directly asking somebody to make a reservation.
Organic social can build a brand, but paid media allows that brand to reach significantly more of the right people. Campaigns were structured around different stages of the customer journey instead of treating every advertisement the same.
Introduce restaurant concepts and experiences to potential customers within relevant geographic markets.
Use high-performing food, beverage, atmosphere, and promotional creative to create interest and give potential customers reasons to learn more.
Stay visible to people who had already engaged with content or shown interest in the restaurants.
Support specific business objectives such as reservations, events, promotions, seasonal campaigns, and location traffic.
Creative and targeting could then be adjusted based on what the data showed customers were actually responding to.
The objective wasn't simply generating prettier Instagram feeds. Marketing needed to become measurable.
Instead of looking at each platform in isolation, performance could be viewed across the broader customer journey. That meant monitoring signals such as reach and impressions, content engagement, follower and audience growth, website traffic, cost per click, landing-page activity, reservation actions, direction requests, calls, campaign conversions, and cost per acquisition.
That data then feeds back into the creative process. The question becomes less “What should we post this week?” and more “What is customers' behavior telling us to do next?”
Note for your Webflow draft: The figures below are illustrative placeholders for the case-study design. Replace them with verified campaign analytics before publishing.
Across social and paid digital campaigns.
Increase in interactions across restaurant content.
Growth in digital traffic generated by organic and paid channels.
Improvement through campaign, audience, and creative optimization.
The more compelling story isn't necessarily that impressions increased. It's why performance improved.
Different food photography, promotional messages, video hooks, and calls to action could be tested against one another. Winning creative received more investment, while underperforming creative was replaced.
Campaigns could compare geographic markets, customer segments, interest groups, engaged audiences, and retargeting pools. This created a clearer picture of not only who was responding, but what different audiences responded to.
Rather than judging the entire group as one marketing account, each restaurant could be evaluated individually. One concept might need awareness, while another might need weekday traffic. Another could have an opportunity around private events, while a restaurant that's already busy on weekends may need marketing focused on different dayparts.
That distinction matters.
Managing several restaurant brands separately can create duplicated work and fragmented data. Bringing the strategy together created opportunities to work smarter without forcing every concept into the same marketing mold.
Creative production could serve multiple concepts, campaign learnings could influence future campaigns, and reporting could provide ownership with a clearer view across the portfolio. Marketing resources could then move toward the restaurants, campaigns, and opportunities where they could create the greatest impact.
The brands stayed individual. The marketing operation became more connected.
Brand strategy, logo design, visual identity, brand systems, messaging, and positioning.
Menu design, print collateral, promotional materials, in-restaurant creative, and seasonal campaign assets.
Social strategy, content planning, photography and video direction, graphic design, short-form content, and community content.
Meta advertising, audience strategy, retargeting, campaign creative, creative testing, and campaign optimization.
Performance reporting, audience insights, campaign attribution, creative analysis, and channel optimization.
The project created more than four refreshed restaurant brands. It created a connected marketing system capable of supporting multiple concepts without stripping away what made each of them different.
Each restaurant could have its own identity, voice, audience, and creative. Behind those individual brands was a strategy designed to make marketing more consistent, measurable, and scalable.
Because hospitality marketing shouldn't just make a restaurant look good. It should give people a reason to walk through the door.
Parke helps restaurants and hospitality groups connect branding, content, social media, advertising, and analytics into one marketing operation built around growth.
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