And they take very little, if any money to activate…which makes them the best return on investment we can make. Those are our "basics"…and every one of them is fully in our control to implement and execute. Are we "Stacking 'em High…to Watch 'em Fly". Leadership Development: Are we providing the necessary training, tools and support, to those that drive our operational strategy.ĭisplays: Are we merchandising our menu items in a way that attracts attention, promotes availability, and communicates quality. Quality: Are we consistently delivering on our food safety and quality standards.Įmployee Training: Are we viewing our crew as an asset, and not an expense. Value: Are we providing our guests additional reasons to purchase. Signage: Is the message clear, and do they encourage impulse sales. Menu Boards: Are they strategically laid out, and simple to follow Menus: Are we selling what our guests want, and are we able to meet our demand capacity. In our foodservice business, the "basics" would include. As long as you don't leave the operational basics behind. There is nothing wrong with large capital projects, expansion plans and testing new concepts. My observation was that most believed it wasn't happening at a level that optimizes and leverages the opportunity in their operation. I think most of them…of us, believed they had moved past worrying about that "little stuff", and that it was the responsibility of someone else downstream of them on the org chart. We all knew those strategies…but it wasn't what we were focused on. While there was some laughter in the room, every person in attendance shook their heads in agreement. Her growth plan was simple, basic, not exciting or innovative. And she was focusing on what she had control over, and not complaining about what she didn't have. She was going to accomplish this because she knew these ideas worked to grow sales when consistently done. And she was going to make sure that every employee knew what they had to do, how it was to be done, why they had to do it, and that they had to own it. Hot food would be hot and cold food cold. She was going to build corn dog displays like pyramids, show mountains of cotton candy, keep beverages surrounded by ice. I'm going to do what I know works… and do it consistently, everyday, better than ever" "They still expect me to grow the business…so I'm going to do what I've always done. We have no expansion plans, there is no budget for new equipment or to remodel current locations.
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