Dylan Bolden
Managing Director & Senior Partner
Dallas
Dylan Bolden is a core member of the Consumer and Marketing, Sales & Pricing practices at Boston Consulting Group. He is also the cocreator and global topic coleader for BCG's Demand Centric Growth approach, heads the firm’s Dallas office, serves on BCG’s Partner Development Committee, and leads the firm’s branding and loyalty topics globally.
Since joining BCG in 2002, Dylan has worked across a variety of industries and functions worldwide—focusing on retail, restaurants, travel and tourism, and consumer packaged goods. He helps clients establish sustainable growth strategies and significant competitive advantage.
Dylan has developed successful brand strategies within the restaurant, hotel, specialty retail, grocery, and consumer packaged-goods sectors; loyalty program strategies for hotels, airlines, restaurants, and retail clients; pricing and value strategies in the restaurant space; and digital marketing strategies for hotels, restaurants, and airlines. He partners with clients to work out detailed “brand playbooks” and build the capabilities necessary to ensure results are realized and sustained. He codeveloped BCG's Demand Centric Growth approach—a powerful, holistic, and proven way to unlock growth. Moreover, he leads BCG’s research on tracking consumer and brand insights in the convenience retail, restaurant, and online travel sectors.
Before joining BCG, Dylan was a consultant with Shell Oil.
Data and analytics are a big opportunity for restaurant brands that move fast and a threat to those that delay.
Restaurant brands that are developing a digital game plan—and putting the necessary investment behind it—are opening a big lead over the competition.
Digitally enabled delivery is poised to produce the most substantial market disruption ever in the restaurant industry, profoundly affecting brands whether they choose to play or not.
An approach called demand-centric growth helps companies boost revenues and profits and reverse declining sales and margins. It can be applied wherever consumers make choices.
Restaurant companies are divided on how digital technologies are reshaping their business and what to do about them. Each company sees the hazards and the opportunities differently.
Contrary to popular belief, consumers are not enigmatic. Asking the right questions can help you pinpoint the real drivers of consumer choice.
Apostle brands like Apple, Amazon, and Starbucks represent a new class of brand winners. They also highlight important lessons for converting customers into die-hard followers and ardent advocates.
Consumers choose brands and experiences, not industry dining segments. Smart brands navigate through shifting industry currents by adjusting their brand experience to changing consumer needs.
Some companies generate up to 60 percent of revenues from loyalty program members. Clearly, boosting the “loyalty margin” can have a dramatic impact on sales and profits.
