In this series, we ask top industry execs and marketers across the country about their biggest fears and concerns. What is giving top marketers fitful sleeps? This week, we caught up with Royal Nasager, VP of marketing and strategic partnerships for Aegis, operator of St Louis Bar & Grill. He’s also served as VP of marketing for the casual resto chain since 2017. Nasager oversees all facets of marketing, including campaigns, brand management, digital strategy, guest experience, and public relations.
What keeps you up at night these days?
At present, my newborn Wolfe is responsible for the better part of my sleeplessness. Otherwise, at St. Louis Bar & Grill, we recently underwent an evolution of our brand identity and introduced some new menu items, so I have been squarely focused on that evolution, while maintaining a healthy deference (and humility) when it comes to the success and tenure of the brand.
Navigating that delicate balance between innovation and consistency, especially during a rebrand, is a bit of a trick. On the one hand, we’re constantly exploring ways to engage a rapidly evolving guest base – embracing new digital platforms, leveraging new technologies for personalized experiences and responding to changing consumer preferences. On the other hand, it’s critical to ensure that every campaign and initiative aligns with our brand’s core identity, doesn’t alienate an incredibly loyal fanbase and delivers measurable ROI for our franchisees. We need to honour our roots and provide new guests with reasons to try us.
Your bread is buttered through sports, so how has the rise of sportsbooks helped to drive interest and connections with more consumers?
Sports viewing has been an important part of our identity and is responsible for many of the amazing moments shared in our restaurants. While it’s a critical element in the composition of our business, it’s not the only thing. That said, our partnership with (sportsbook and casino) Sports Interaction taps into the cultural phenomenon of sports as a unifying experience, creating a natural alignment for our brand. By teaming up with SI, we can meet our guests where they already are – engaged and excited about the game, while introducing new opportunities to connect with them in real time.
These collaborations drive traffic on game days and expand our brand’s reach to a broader audience that values social, interactive experiences. It’s about creating moments that extend beyond the meal: tying promotions, exclusive offers and even gamification to the thrill of sports-betting and fandom.
To what extent do you feel your brand has weathered the twin storms of lingering pandemic-related cocooning and high inflation, which could prevent people from venturing out for a night on the town?
Twin storms, I like that – part euphemism and part trauma-inducing. Undoubtedly, COVID had a seismic impact on our industry and challenged us to think hard about what makes our brand successful. You’ll find that many good companies came out of COVID with a renewed sense of purpose and a more efficient business. Great experiences through exceptional hospitality and real-life connections will always be the primary drivers for us at St. Louis.
Additionally, St. Louis has always maintained a strong value proposition. We are incredibly sensitive about taking any price increases on our menu. In fact, at the beginning of 2024, we reduced the price of our famous All You Can Eat Boneless campaign to only $19.99, and we’re looking to improve on that in 2025. If our guests go out three times rather than four in a month because of less discretionary spending, we will make sure we give them reasons to choose us for as many of those occasions as possible. At the same time, inflation and macro-financial concerns have prompted us to be more intentional about how we deliver value.
It’s not just about offering lower prices but also giving guests an experience that feels worth it – whether through proprietary menu items, extraordinary hospitality or creating memorable moments that justify spending their hard-earned dollars with us. Ultimately, it’s about staying attuned to evolving guest priorities, adapting quickly and doubling down on what makes dining out irreplaceable.
More young people seem to be exploring vegetarian and non-alcoholic options. Has that affected your business? If so, how?
We are hyper-focused on extraordinary hospitality and making all our guests feel welcome. We’ve always had vegetarian options, and we probably have the best veggie wing on the market. Over 70% of our guests are under 40, with half of those under 30. Though still proudly a wing and beer joint at heart, we’ve always offered so much more. In November, we introduced a new Detroit-style pizza as a permanent addition to our menu, and we have an exciting second phase of our menu innovation in the spring.
For beverages, better-for-you options have become more critical over the past five years, and younger diners want to engage in social rituals with less alcohol, so we’ve invested in menu innovation that ensures what we offer meets their needs and exceeds their expectations. Our incredible brewery and spirits partners have helped us lead the charge, as they’re often ahead of the curve with evolving tastes and changing consumption habits. It’s less about what’s missing, and more about what we’re adding to make those choices feel celebratory and satisfying.
Ultimately, these shifts aren’t just challenges – they’re opportunities to attract new audiences, diversify our offerings and ensure our brand stays ahead of evolving consumer expectations.
What challenges are unique to the casual dining space, which marketers in other categories may not appreciate?
All happy families are alike; every unhappy family is unhappy in its own way. All great brands are great, regardless of the vertical, in all the same ways. Namely, creating a strong emotional resonance with their audience. Casual dining is not as unique as you might think. Focusing on hospitality, with an aim to create a world where everyone is a regular has been central in us achieving those connections.
Admittedly, being primarily recognized for a proprietary item (or two) has its own unique set of challenges. While St. Louis proudly serves the best wings in Canada (along with an irreplaceable Garlic Dill Sauce), being recognized for more than just wings is essential. It’s why we put such an unrelenting focus on our experience and creating the feels, and why we’re devoting so much energy to menu innovation and diversification.
More to the point, our industry-specific challenges would be greater if it were just about the food. Especially staying relevant in a market where convenience is so omnipresent. We’re not just competing with other casual dining brands; our industry is also competing with grocery store prepared foods, and the ubiquity of delivery apps. It’s about differentiating ourselves as a destination and offering something that can’t be replicated at home or through quick-service alternatives.
