IT’S BEEN DUBBED THE GREAT RECESSION. It’s been characterized as a perfect storm. It’s been described as the worst operating environment that many restaurateurs can remember.
Today’s economic setting—with its reduced consumer spending, diminished gross domestic product, imploding housing sector and capital markets’ meltdown—is well-documented. For more than a year restaurant industry experts have discussed and debated how to battle increased costs and declining sales that in some cases have forced many players to their knees. Hundreds of chain locations already have been shuttered, and a vast number of local independents across the country have closed.
There are restaurateurs, however, who refuse to be the recession’s pawns. These skillful operators have used bold moves to achieve a successful endgame, even against the most damaging of economic opponents.
In this special section, Nation’s Restaurant News features a selection of these successful operations—and most importantly the people behind them who turn a concept’s game plan into a reality.
BONUS POINTS It’s easy for a restaurant brand to tout its own success, but it’s quite another story when third-party sources verify an operation’s achievements and winning strategies. Throughout this special section, NRN has included Bonus Points—sage commentary, analysis and insight from a variety of industry members and observers. These savvy snippets provide a quick takeaway by breaking down the moves of those foodservice operators playing to win.
“Playing to Win” is designed to provide strategic insight for any aspiring restaurateur, veteran chief executive or unit-level employee. The 20 concepts featured—varied but united in their success during these tough times—are using numerous moves in an effort to declare checkmate on the economy.
In qualifying operations for inclusion in this special report, the NRN team looked at various measurements of foodservice success, from positive same-store sales and increased profit, to robust new-unit development and relative strength against struggling peers. All of the brands qualify on at least one measurement of success.
Some, such as Checkers Drive-In Restaurants, have looked to innovative menu items to spark sales. Checkers recently debuted chicken wings, which chain officials say flew the brand to a higher level. Among customers that order Checkers chicken wings, the average check is $8.10, well above the standard systemwide average check of $5.30.
Others, such as Del Frisco’s Double Eagle Steak House in New York, achieved segment-leading sales in 2008 by relying on an industry golden rule: Keep customers happy and keep employees even happier. Still others, such as Five Guys, have worked to maintain a consistently craveable burger at each of the chain’s more than 400 locations.
This special section also highlights familiar stories, like those of industry stars McDonald’s and Buffalo Wild Wings, which have continued to excel despite the economic downturn. But this time the stories are told through other voices: the franchisees in the trenches.
To be certain there are some successful brands missing from this report, like consumer favorites Chick-fil-A, Potbelly Sandwich Works and Burger King. Those companies chose not to participate, and this section relied on the players’ strategies, insights and words, not those of corporate spokespeople or observers.
The wide-ranging stories, which examine every foodservice segment from many angles, also provide an inventory of best practices. For example, the chief marketing officer of Subway’s Franchisee Advertising Fund Trust, Tony Pace, discusses the story behind the chain’s successful $5 footlong promotion. And one of the most celebrated chefs in the world, Ferran Adrià, talks about ways to move the culinary world forward.
The editors of NRN compiled this special section to help you shape up your game plan and hopefully beat the odds in the challenging months ahead. Think of “Playing to Win” as a playbook containing the winningest strategies in foodservice today.
