NRN presents The Power List 2015, its second annual list of the most powerful people in foodservice. This year’s list focuses on leaders who hold the power to change the industry landscape as we know it.
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Since Cheryl Bachelder became CEO of Popeyes Louisiana Kitchen Inc. in 2007, she has completely transformed the chain.
She made substantial in-store cosmetic adjustments as part of her mission to differentiate the brand from its competitors, changing the chain’s name from Popeyes Chicken & Biscuits and the parent company from AFC Enterprises Inc.
Beyond that, Bachelder has changed the restaurant’s brand position to focus on its Louisiana heritage, revitalized its menu with monthly limited-time offerings engineered to maximize value, and ramped up profits for her franchisees. All while whole-heartedly sticking to the notion of servant leadership, and looking to build a strong corporate culture.
All along the way, she has measured her success by that of Popeyes franchisees.
“We would measure our success by the increase in their bottom-line restaurant profitability,” she told NRN last year. “Their success would drive our success.”
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• Popeyes CEO: Franchisees come first
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Popeyes' Chicken Waffle Tenders. Photo: Popeyes Louisiana Kitchen
As a result, since Bachelder became CEO in 2007, a net 320 Popeyes have opened, a 16.8-percent increase; systemwide sales have risen 40.8 percent; and the company’s net income has increased by 47.6 percent.
In the third quarter of 2014 alone, Popeyes saw same-store sales increase 7.2 percent, the 26th consecutive quarter in which the brand outperformed its quick-service chicken competitors, according to company reports.
Bachelder has helped Popeyes achieve that success by taking a consistent four-pronged approach: building a distinctive brand, improving operations, improving returns for franchisees and accelerating quality restaurant openings.
In 2008, Bachelder’s team went to more than 400 Popeyes restaurants and did more than 60,000 customer intercepts to get a better understanding of who their customers were, where they lived and why they liked Popeyes. With that research in hand, the company said new restaurants averaged annual unit volumes of $1.5 million, above the systemwide average of $1.1 million.
Bachelder also tackled menu evolution, which now includes a new limited-time offer each month that underscores the brand’s heritage and is priced for profitability. Recent LTOs have included Buttermilk Biscuit Butterfly Shrimp, with eight pieces of marinated shrimp fried in buttermilk biscuit batter, and Tear’n Tenderloin chicken, made of spicy marinated chicken tenders split down the middle. Also not to be forgotten is the Chicken Waffle Tenders.
Beyond the four operational pillars, Bachelder has added a fifth: Create a culture of servant leaders. As stated in the company’s business strategy, she has tasked all to “create a culture so engaging that you can’t wait to come work at Popeyes.” This pillar, supported by an investment in developing talent, isn’t lip service. The strategy is listed in corporate financial documents and discussed in investor presentations along with sales, revenue and margins.
Walking the talk, Bachelder also serves as a mentor through her involvement with the ProStart program of the National Restaurant Association Educational Foundation and the Women’s Foodservice Forum.
Contact Bret Thorn at [email protected].
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