   Reorganization of Department     Streamlining communication inter/intra dept     Better alignment between Beaumont a...
New Units                          2012      Company                          Franchise• Tallahassee, FL (Drive Thru)     ...
“What got us here won’t get us there.”                       Marshall Goldsmith                             Author
“The higher the expectation, the greater the achievement”
Incredible Food         Great PeopleUnmatched Culture          Real EstateSo, why then, the previous two slides???
   Inconsistency in Execution   Customer Turnover an issue   Accuracy an issue   Accountability for Results lacking  ...
   It all centers on a Quest for Excellence   Lack of Quality in the restaurant industry   The Fundamentals – Quality, ...
“The relentless pursuit of quality in everyaspect of our company will be the only way thatwe can become an Enduring Great ...
Mission        To Make Every Customer HappyVision         To be the best run restaurant               company in the Unite...
“Desire without disciplined,       Mission                         appropriate action means nothing”  Vision and Values   ...
   Performance excellence refers to    an integrated approach to organizational    performance management that results in...
   Beyond an award   Criteria-based     Non-prescriptive     Verified management practices of best companies     “We”...
   To Accomplish our Mission and Vision   To Achieve World-Class Results   Alignment on common goals and resources   R...
Strategic and Operational Goals
Strategic and Operational          Goals
Strategic and Operational          Goals
Strategic and Operational    Goals
BreakfastChill                                               PM Delivery                  Excellence in what              ...
   Clearly defined processes for all activities   Define and Understand exactly who our customer is   Increase Sales th...
“If you don’t know where you are going, any road will get you there”                   The Cheshire Cat – Alice in Wonderl...
Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV            Key Focus Areas                                   Stra...
Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV            Key Focus Areas                                   Stra...
Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV            Key Focus Areas                                   Stra...
Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV            Key Focus Areas                                   Stra...
Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV            Key Focus Areas                                   Stra...
Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV            Key Focus Areas                                   Stra...
KeyFocus                             Strategic Targets (Vision- Where we are going)Area                                  ...
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
201302 fdd kick off meeting
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201302 fdd kick off meeting

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  • We must commit to excellence
  • We have the brand, people, etc. WE don’t achieve what we want b/c we don’t execute well enoughWe don’t deliver on the fundamentalsWe don’t execute Q,S,C like we need to therefore…
  • Can’t emphasize this quote enough, that is why I chose to use it.Speak and emphasize EXCELLENCE in everything we do as who we will become. It can apply to everything at anytime (the office has to be clean and excellent, communication , no room for bickering and poor follow up and the TK Cranberry has to be excellent).It is a culture that must apply to everything and everyone.
  • Address the Mission Changes (Addition of EVERY CUSTOMER and WHY) Give examples of why we do things…Why we are frugal…to make every customer happyAddress Vision 2020 and why the changes.. We should grow at a to 600 by 2020 – It is still in our plan We don’t want to tie ourselves to a number It does not adequately reflect the challenges we face and the issues we haveAddress the change of OOTWS to OOTWHAddress cycles of learning every year to update it
  • Spend some time talking about Best in Class Performance and World Class PerformanceTalk about how we have introduced those into our lexicon and how we are using theme to guide set the bar higher, guide our performance, etc.We talked about Mission, Vision and Values as where we are going…The left side are the tools we use to describe where we want to go (the rest of which we will discuss coming up)So, Performance Excellence is the tool that we see getting us from where we want to be(on the left) to where we want to be (on the right). You may want to spend some time talking about PE, what it is and what you see it doing going forward.
  • It is the best current research in what it takes to make organizations get better
  • This is the way we will run the company moving forward.
  • Activities rather than processesFire-Fighting to immediate needsGoals are poorly definedREACTING TO THE PROBLEM – RUN WITH THE HOSE AND PUT OUT THE FIRE(IN THE FOLLOWING SLIDES, THE NOTES ACCOMPANYING THE PICTURES ARE WRITTEN IN ALL CAPS)
  • Beginning phases of conducting business by processesEarly coordination of departmentsStrategy and quantitative goals being definedGENERAL IMPROVEMENT ORIENTATION – INSTALL MORE FIRE HOSES TO GET TO FIRES QUICKER AND REDUCE THEIR IMPACT
  • Operations are characterized by processes that are repeatable and evaluated for improvementProcesses address key strategies and organizational goalsSYSTEMATIC EVALUATION AND IMPROVEMENT – EVALUATE WHICH LOCATIONS ARE MOST SUSCEPTIBLE TO THE FIRE, ISTALL HEAT SENSORS AND SPRINKLERS IN THOSE LOCATIONS
  • Operations are characterized by processes that are repeatable and evaluated for improvement in collaboration with other units. Efficiencies are sought and achieved through analysis and informationMeasures are tracked on key goals and processesORGANIZATIONAL ANALYSIS AND INNOVATION – USE FIREPROOF AND FIRE-RETARDANT MATERIALS, REPLACE COMBUSTIBLE LIQUIDS WITH WATER BASED LIQUIDS, SENSORS AND SPRINKLERS BECOME SECONDARY LINES OF PROTECTION WITH PREVENTION THE PRIMARY APPROACH FOR PROTECTION.
  • The point of this slide is to talk about getting too many things going, being great at a smaller number of things rather than average at a lot of things, and being great at what we already do as opposed to inventing the next big thing.I really think we should emphasize this point with all of your people dept and gms – that we are going to spend our time and resources getting great at what we already do – and we need them focused on that – rather than on the next big change.
  • These are a long-term look at where we are goingThe vision for the next 3-5 years and beyondCustomer Retention- this is an area where we have been leaking- we are addressing this in a number of ways including training and customer engagement as well as listening to the customer through studies we will perform- More to come laterComplexities Minimized- our people have long talked about how complex we are- we are going to work hard to reduce the complexity and set the stage for easier run unitsCustomer Hospitality- The competition can duplicate our real estate and can obtain the same products- Hospitality will set us apart and become a big competitive advantage.Standardized- Elimination of “Best practices” from unit to unit to build consistency and reduce complexityAccuracy- The number one driver of customer satisfaction with our delivery customers. In order to keep growing in the competitive market place we must be more accurate on deliveriesCleanliness- We need to be proud of our units. enough saidRecipes 100%- Consistency- Food quality is the top driver with our dine-in customers and the #2 driver with delivery. We must meet our customers needs.Higher standards and expectations- Culture changing
  • 1- Include everyone in the process so that engagement is easy. 2-way2- How many of you train a new person to 100%? Raise your hand. WLK Example PAL’s French Fry EE- 31 steps- minimum 2 weeks- It’s about giving the EE the confidence to own their role. I am her to make you successful in your role.Our training materials and processes have to provide the best opportunity for the trainer and the trainee to meet that 100% ability to perform.3- How many of you feel your on-boarding is executed with every new EE?4- Our training materials and processes have to provide the best opportunity for the trainer and the trainee to meet that 100% ability to perform.5- We have a family culture and we believe the principles of being a Servant to each and our people is critical to who we are and want to continue to be in the future.
  • (Vision- Where we are going)Talking about community branding, many franchisees do it well. We need a template for corp stores.Lot of work going into box lunch. Cookie, wrap, design, creative, Hot tray delivery solution,Use our customer understanding data Buxton to survey cust for answersSkunkTier 1 and Tier 2 customer segmentation and marketing focus
  • Streamline communication- Communication “the life blood of our company”Reducing emails to our operators Organizing and controlling the flow of information through our Pickle BucketWe are going to take an inside out look at all of our communication lines includingInternal CommunicationUpward communication- how do we listen? (exchange information and idea sharing, achieve job satisfaction)Downward communication- how we transmit vital information? (announce decisions, increase efficiency, boost moral)Horizontal communication- how we sync up? (solving problems, improving teamwork)External CommunicationCommunication with vendors and customersEstablish standardized expectations of operations systems and processesSimplify through agreement and commitmentElimination of “Best Practices” w/o proper testingCompany-wide consistencyEliminate non value-added wasteThe elimination of processes that do not add valueThis could be procedural, unnecessary paperwork, equipment, products, or labor hoursExample- tray slide at drink station , I9 processEstablish a first time customer engagement processBased on the data for a number of sources, we realized our 1st time customer retention was pretty poorWe introduced the 1st time customer process in 2012 and will continue to enhance this processIncluding trainingWe also reworked the menu boardsOur 1st time customer dine-in mindshare score in 2011 was 65.4Our 2012 YTD score is 74.1 and 76.4 since JulyEstablish a service training orientation for new hiresHigh level of focus on service from day one- set the tone for hospitality cultureHospitality certification and trainingDo a study of 1st time customer turnoverMindshare First Time customer experience survey- Purpose is to gather data about the experiences we provide our first time dine in and delivery customersFirst time delivery/ catering study- Purpose is to collect information about the delivery experience we provide from existing first time customers that did not order again from our current SF data base. This is a short term solution until we integrate Mindshare with SF.Customer Churn Study- Purpose is to design and conduct a qualitative and quantatative study to identify why our customer churn is so high and compare to industry competitive set.
  • These are the folks who will own each of the supporting strategies. They are responsible for insuring measurable progress in the time frame agreed to.
  • 201302 fdd kick off meeting

    1. 1.  Reorganization of Department  Streamlining communication inter/intra dept  Better alignment between Beaumont and Austin Enhancement of Social Media Platform Well planned future strategy and goals Hospitality Focus-  Food Runner- (2011 top box vs 2012 top box)  First time customer – (2011 1st time ve 2012 1st time)  Sales force- Customer data and interaction (2011 delivery sales vs 2012 delivery)  Customer service department- add info
    2. 2. New Units 2012 Company Franchise• Tallahassee, FL (Drive Thru) • Wichita Falls, TX• Temple, TX • Boulder, CO• Texarkana, TX • Las Cruces, NM• Lake Charles, LA• Wilmington, NC• Charlottesville, VA• Mobile, AL• Kennesaw, GA (Drive Thru)
    3. 3. “What got us here won’t get us there.” Marshall Goldsmith Author
    4. 4. “The higher the expectation, the greater the achievement”
    5. 5. Incredible Food Great PeopleUnmatched Culture Real EstateSo, why then, the previous two slides???
    6. 6.  Inconsistency in Execution Customer Turnover an issue Accuracy an issue Accountability for Results lacking A “New Customer Generating Machine” Very Complex to Operate Gut Driven Decisions Unit Economics that are tough to attain Profits depend greatly on high AUV Trouble growing; balancing RE costs and AUV
    7. 7.  It all centers on a Quest for Excellence Lack of Quality in the restaurant industry The Fundamentals – Quality, Service, Cleanliness World Class – Best in Class Customer – Focused Fact- Based
    8. 8. “The relentless pursuit of quality in everyaspect of our company will be the only way thatwe can become an Enduring Great Company.” Joe Tortorice Jr. Excellence…
    9. 9. Mission To Make Every Customer HappyVision To be the best run restaurant company in the United StatesCore Values Highest Personal Standards Out of this World Hospitality A Great Place to Work Highest Quality Food A Healthy Growing Company
    10. 10. “Desire without disciplined, Mission appropriate action means nothing” Vision and Values Key Focus Areas Performance World Class Excellence Performance Strategic TargetsKey Strategic Measures Action Plans
    11. 11.  Performance excellence refers to an integrated approach to organizational performance management that results in  Delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability  Improvement of overall organizational effectiveness and capabilities  Organizational and personal learning
    12. 12.  Beyond an award Criteria-based  Non-prescriptive  Verified management practices of best companies  “We” get to decide what is important and what we want to be excellent at An Integrated Management System “An integrated management system capable of drivingperformance improvement and continually improving processes”
    13. 13.  To Accomplish our Mission and Vision To Achieve World-Class Results Alignment on common goals and resources Recognize our potential To fix some of those candid challenges TO DRIVE PERFORMANCE EXCELLENCE THROUHGOUT OUR ENTIRE ORGANIZATION“Performance Excellence represents the best current research on what it takes to make organizations better”
    14. 14. Strategic and Operational Goals
    15. 15. Strategic and Operational Goals
    16. 16. Strategic and Operational Goals
    17. 17. Strategic and Operational Goals
    18. 18. BreakfastChill PM Delivery Excellence in what we already do Technology SolutionsPeople Programs Downtown Concept Small Concept
    19. 19.  Clearly defined processes for all activities Define and Understand exactly who our customer is Increase Sales through Effective Branding Clearly Communicate our Value Evaluate Costs in order to Streamline and Apply resources as needed Drive Excellence in your daily work “High Expectations are the key to everything” -Sam Walton
    20. 20. “If you don’t know where you are going, any road will get you there” The Cheshire Cat – Alice in Wonderland “Plans are only good intentions unless they immediately degenerate into hard work.” Peter Drucker
    21. 21. Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field To create an environment where operational complexities are New Customer Retention Rate Establish standardized expectations of operations systems and processes Mission Statement minimized To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis To create a culture where all operational systems and processes areTo Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process standardized and followed 100% Happy To have the most accurate togo and delivery business in the fast- 1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires casual segment Excellence To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our Delivery and Togo Accuracy Score Streamline Communication to the field specifications and quality standards 100% of the time To create an environment where low performance is simply not an option and expectations and accountability drive pride and results. Create a knowledge base of the Performance Excellence process % pass rate (test) of all EEs in the company- % of efficient documented across every area of the company that insures the constant Revise and implement a best in class hiring process processes by department Vision Statement engagement of our people. To be the best run % of accuracy (what is best in class)- Ticket time benchmark/goal -restaurant company in the Develop a culture where our people are 100% Trained to execute at Evaluate training program for all employees & implement best in class training department measures United States 100% volume 100% of the time. To be Best in Class on hiring and retention processes across all % of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand 2. Focus on growing and areas of the company developing our people To have Best in Class training processes and tools across all areas efficiency of departments in % of OH- Scoring % goals of tests- % of of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EEs EPR/MPR- accountability for results. To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare Create execution plan for franchise engagement on Performance Excellence dedication to the principles of Servant Leadership. competitors Develop consistent tool for Goal Cascading/Tracking Brand the Jasons concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from Determine and identify our core customer base for all areas of our business suburban market customer value driver survey. Re-establish Jasons as the catering leader in the fast casual Percentage of delis refreshed on an annual basis Refresh all delis by 2016 segment Make fact based decisions based upon understanding of our Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis customer and their needs Provide an outstanding environment which will enhance the 3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative Core Values customer experience in our units Concept and Refining the Refine and simplify the Jasons concept for better execution and Correlation of local advertising dollars spent to impact on sales Business Model Determine what is important for our guests - what drives them to actHighest Personal return on investment volumesStandards Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design Become more effective with marketing to Tier 1 and 2 customers and improve lead # of menu items offeredOut of this World conversionHospitality Top Box Score for Catering Customer MindShare CommentsHighest Quality Food Become a quality based company Implement Baldrige Class business processesHealthy Growing Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKCompany Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting New Store % increase (out of footprint)A Great Place to Work 4. Focus on Growing the New Store % increase (total) To eliminate all non-value internal services. Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis Improve the cost structure of the stores Contributed Income % of Combined Regions Develop food cost modeling tool with built in future use of product modeling that will Projected Annual Sales One billion dollars in sales a year provide suggested ordering. Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growth
    22. 22. Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies “Why do we exist?” To create a customer retention focused culture To create an environment where operational complexities are Existing Customer Retention Rate Streamline communication to the field New Customer Retention Rate Establish standardized expectations of operations systems and processes Mission Statement minimized Purpose To be Best in class for Customer Hospitality To create a culture where all operational systems and processes are First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process standardized and followed 100% Happy To have the most accurate togo and delivery business in the fast- 1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires casual segment Excellence To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our Delivery and Togo Accuracy Score Streamline Communication to the field specifications and quality standards 100% of the time To create an environment where low performance is simply not an option and expectations and accountability drive pride and results. Create a knowledge base of the Performance Excellence process % pass rate (test) of all EEs in the company- % of efficient documented across every area of the company that insures the constant Revise and implement a best in class hiring process processes by department Vision Statement engagement of our people. To be the best run % of accuracy (what is best in class)- Ticket time benchmark/goal -restaurant company in the Develop a culture where our people are 100% Trained to execute at Evaluate training program for all employees & implement best in class training department measures United States 100% volume 100% of the time. To be Best in Class on hiring and retention processes across all % of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand 2. Focus on growing and areas of the company developing our people To have Best in Class training processes and tools across all areas efficiency of departments in % of OH- Scoring % goals of tests- % of “What will it look like of the company that provide clear understanding of roles and clear accountability for results. EPR/MPR- To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare Focus on improving our processes for ongoing DV of all EEs Create execution plan for franchise engagement on Performance Excellence around here in the dedication to the principles of Servant Leadership. competitors Develop consistent tool for Goal Cascading/Tracking suburban market future? Brand the Jasons concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from customer value driver survey. Determine and identify our core customer base for all areas of our business Re-establish Jasons as the catering leader in the fast casual Percentage of delis refreshed on an annual basis Refresh all delis by 2016 segment Make fact based decisions based upon understanding of our Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis customer and their needs Provide an outstanding environment which will enhance the 3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative Core Values customer experience in our units Concept and Refining the Refine and simplify the Jasons concept for better execution and Correlation of local advertising dollars spent to impact on sales Business Model Determine what is important for our guests - what drives them to actHighest Personal return on investment volumesStandards Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design Become more effective with marketing to Tier 1 and 2 customers and improve lead # of menu items offeredOut of this World conversionHospitality Top Box Score for Catering Customer MindShare Comments “How will we conductHighest Quality Food Become a quality based company Implement Baldrige Class business processesHealthy Growing our business?” Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKCompany Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting New Store % increase (out of footprint)A Great Place to Work 4. Focus on Growing the New Store % increase (total) To eliminate all non-value internal services. Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis Improve the cost structure of the stores Contributed Income % of Combined Regions Develop food cost modeling tool with built in future use of product modeling that will Projected Annual Sales One billion dollars in sales a year provide suggested ordering. Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growth Projected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
    23. 23. Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field To create an environment where operational complexities are New Customer Retention Rate Establish standardized expectations of operations systems and processes Mission Statement minimized To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis To create a culture where all operational systems and processes areTo Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process standardized and followed 100% Happy To have the most accurate togo and delivery business in the fast- 1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires casual segment Excellence To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our Delivery and Togo Accuracy Score Streamline Communication to the field specifications and quality standards 100% of the time To create an environment where low performance is simply not an “Where we will Focus our option and expectations and accountability drive pride and results. Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant efforts” % pass rate (test) of all EEs in the company- % of efficient documented processes by department Revise and implement a best in class hiring process Vision Statement engagement of our people. To be the best run % of accuracy (what is best in class)- Ticket time benchmark/goal -restaurant company in the Develop a culture where our people are 100% Trained to execute at Evaluate training program for all employees & implement best in class training department measures United States 100% volume 100% of the time. To be Best in Class on hiring and retention processes across all % of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand 2. Focus on growing and areas of the company developing our people To have Best in Class training processes and tools across all areas efficiency of departments in % of OH- Scoring % goals of tests- % of of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EEs EPR/MPR- accountability for results. To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare Create execution plan for franchise engagement on Performance Excellence dedication to the principles of Servant Leadership. competitors Develop consistent tool for Goal Cascading/Tracking Brand the Jasons concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from Determine and identify our core customer base for all areas of our business suburban market customer value driver survey. Re-establish Jasons as the catering leader in the fast casual Percentage of delis refreshed on an annual basis Refresh all delis by 2016 segment Make fact based decisions based upon understanding of our Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis customer and their needs Provide an outstanding environment which will enhance the 3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative Core Values customer experience in our units Concept and Refining the Refine and simplify the Jasons concept for better execution and Correlation of local advertising dollars spent to impact on sales Business Model Determine what is important for our guests - what drives them to actHighest Personal return on investment volumesStandards Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design Become more effective with marketing to Tier 1 and 2 customers and improve lead # of menu items offeredOut of this World conversionHospitality Top Box Score for Catering Customer MindShare CommentsHighest Quality Food Become a quality based company Implement Baldrige Class business processesHealthy Growing Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKCompany Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting New Store % increase (out of footprint)A Great Place to Work 4. Focus on Growing the New Store % increase (total) To eliminate all non-value internal services. Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis Improve the cost structure of the stores Contributed Income % of Combined Regions Develop food cost modeling tool with built in future use of product modeling that will Projected Annual Sales One billion dollars in sales a year provide suggested ordering. Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growth Projected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
    24. 24. Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field To create an environment where operational complexities are New Customer Retention Rate Establish standardized expectations of operations systems and processes Mission Statement minimized To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis To create a culture where all operational systems and processes areTo Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process standardized and followed 100% Happy To have the most accurate togo and delivery business in the fast- 1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires casual segment Excellence To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our Delivery and Togo Accuracy Score Streamline Communication to the field specifications and quality standards 100% of the time To create an environment where low performance is simply not an option and expectations and accountability drive pride and results. “In five years we Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant will…………” % pass rate (test) of all EEs in the company- % of efficient documented processes by department Revise and implement a best in class hiring process Vision Statement engagement of our people. To be the best run % of accuracy (what is best in class)- Ticket time benchmark/goal -restaurant company in the Develop a culture where our people are 100% Trained to execute at Evaluate training program for all employees & implement best in class training department measures United States 100% volume 100% of the time. To be Best in Class on hiring and retention processes across all % of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand 2. Focus on growing and areas of the company developing our people To have Best in Class training processes and tools across all areas efficiency of departments in % of OH- Scoring % goals of tests- % of of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EEs EPR/MPR- accountability for results. To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare Create execution plan for franchise engagement on Performance Excellence dedication to the principles of Servant Leadership. competitors B • Future focused Develop consistent tool for Goal Cascading/Tracking • Describe the future state Brand the Jasons concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from Determine and identify our core customer base for all areas of our business suburban market customer value driver survey. Re-establish Jasons as the catering leader in the fast casual Percentage of delis refreshed on an annual basis Refresh all delis by 2016 segment Make fact based decisions based upon understanding of our customer and their needs of the Company Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis • Designed to stretch the Provide an outstanding environment which will enhance the 3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative Core Values customer experience in our units Concept and Refining the Refine and simplify the Jasons concept for better execution and Correlation of local advertising dollars spent to impact on sales Business Model Determine what is important for our guests - what drives them to actHighest PersonalStandards return on investment Drive store sales to a level to produce an adequate return organization volumes Lower store costs based on SKUNK design Continue with SKUNK concept design Become more effective with marketing to Tier 1 and 2 customers and improve lead • “BHAG” # of menu items offeredOut of this World conversionHospitality Top Box Score for Catering Customer MindShare CommentsHighest Quality Food Become a quality based company Implement Baldrige Class business processesHealthy Growing Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKCompany Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting New Store % increase (out of footprint)A Great Place to Work 4. Focus on Growing the New Store % increase (total) To eliminate all non-value internal services. Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis Improve the cost structure of the stores Contributed Income % of Combined Regions Develop food cost modeling tool with built in future use of product modeling that will Projected Annual Sales One billion dollars in sales a year provide suggested ordering. Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growth Projected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
    25. 25. Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field To create an environment where operational complexities are New Customer Retention Rate Establish standardized expectations of operations systems and processes Mission Statement minimized To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis To create a culture where all operational systems and processes areTo Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process standardized and followed 100% Happy To have the most accurate togo and delivery business in the fast- 1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires casual segment Excellence To be the cleanest concept in our segment To have all of our recipes and menu items made 100% to our Cleanliness Score Delivery and Togo Accuracy Score “What will we Do a study of 1st time customer turnover Streamline Communication to the field measure to specifications and quality standards 100% of the time To create an environment where low performance is simply not an option and expectations and accountability drive pride and results. Create a knowledge base of the Performance Excellence process determine if % pass rate (test) of all EEs in the company- % of efficient documented Vision Statement To be the best run across every area of the company that insures the constant engagement of our people. processes by department we are making Revise and implement a best in class hiring process % of accuracy (what is best in class)- Ticket time benchmark/goal -restaurant company in the United States Develop a culture where our people are 100% Trained to execute at 100% volume 100% of the time. To be Best in Class on hiring and retention processes across all department measures progress?” Evaluate training program for all employees & implement best in class training % of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand 2. Focus on growing and areas of the company developing our people To have Best in Class training processes and tools across all areas efficiency of departments in % of OH- Scoring % goals of tests- % of of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EEs EPR/MPR- accountability for results. To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare Create execution plan for franchise engagement on Performance Excellence • Deciding what to dedication to the principles of Servant Leadership. competitors Develop consistent tool for Goal Cascading/Tracking Brand the Jasons concept in order to be profitable in any chosen suburban market % of concept changes made by fact-based information derived from customer value driver survey. measure is more Determine and identify our core customer base for all areas of our business Re-establish Jasons as the catering leader in the fast casual segment Make fact based decisions based upon understanding of our Percentage of delis refreshed on an annual basis important that deciding Refresh all delis by 2016 Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis Core Values 3. Focus on Innovating the customer and their needs Provide an outstanding environment which will enhance the customer experience in our units NP% increase for refreshed delis what to do!!! Enhance and upgrade presentation of catering through design and creative • A broad measure used Concept and Refining the Refine and simplify the Jasons concept for better execution and Correlation of local advertising dollars spent to impact on sales Business Model Determine what is important for our guests - what drives them to actHighest Personal return on investment volumesStandards Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept designOut of this World # of menu items offered to evaluate and Become more effective with marketing to Tier 1 and 2 customers and improve lead conversionHospitality Top Box Score for Catering Customer MindShare Comments communicate status ofHighest Quality Food Become a quality based company Implement Baldrige Class business processesHealthy Growing Refine the business model to produce adequate return Contributed Income % ?By line design? achievement of the Shift concept design from current to SKUNKCompany Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecastingA Great Place to Work 4. Focus on Growing the New Store % increase (out of footprint) New Store % increase (total) Strategic Targets To eliminate all non-value internal services. • Must be expressed as a Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis Improve the cost structure of the stores Contributed Income % of Combined Regions Develop food cost modeling tool with built in future use of product modeling that will Projected Annual Sales One billion dollars in sales a year Grow profits at 20% per year. Trailing 12 month % increase per Ouija Projected % increase per Ouija number! provide suggested ordering. Develop short/longterm strategy for current and new franchisee growth Develop short/longterm strategy for current corporate store sales growth • Company Scorecard
    26. 26. Jasons Deli Plan for Excellence - 2013Jasons Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field To create an environment where operational complexities are New Customer Retention Rate Establish standardized expectations of operations systems and processes Mission Statement minimized To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis To create a culture where all operational systems and processes areTo Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process standardized and followed 100% Happy To have the most accurate togo and delivery business in the fast- 1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires casual segment Excellence To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover “What are we To have all of our recipes and menu items made 100% to our specifications and quality standards 100% of the time Delivery and Togo Accuracy Score Streamline Communication to the field going to DO to To create an environment where low performance is simply not an option and expectations and accountability drive pride and results. accomplish our Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant % pass rate (test) of all EEs in the company- % of efficient documented Revise and implement a best in class hiring process processes by department Vision Statement To be the best runrestaurant company in the engagement of our people. Strategic Develop a culture where our people are 100% Trained to execute at % of accuracy (what is best in class)- Ticket time benchmark/goal - Evaluate training program for all employees & implement best in class training department measures United States 2. Focus on growing and 100% volume 100% of the time. areas of the company Targets?” To be Best in Class on hiring and retention processes across all % of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand developing our people To have Best in Class training processes and tools across all areas efficiency of departments in % of OH- Scoring % goals of tests- % of of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EEs EPR/MPR- accountability for results. To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare Create execution plan for franchise engagement on Performance Excellence dedication to the principles of Servant Leadership. competitors Develop consistent tool for Goal Cascading/Tracking • Statements of action Brand the Jasons concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from Determine and identify our core customer base for all areas of our business to accomplish suburban market Re-establish Jasons as the catering leader in the fast casual segment customer value driver survey. Percentage of delis refreshed on an annual basis Refresh all delis by 2016 Strategic Targets Make fact based decisions based upon understanding of our customer and their needs Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis • Undertaking these Provide an outstanding environment which will enhance the 3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative Core Values customer experience in our units Concept and Refining the Refine and simplify the Jasons concept for better execution and Correlation of local advertising dollars spent to impact on sales Business Model Determine what is important for our guests - what drives them to actHighest Personal return on investment volumesStandards initiatives will have a Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design # of menu items offered Continue with SKUNK concept design Become more effective with marketing to Tier 1 and 2 customers and improve leadOut of this World conversionHospitality positive impact on the Top Box Score for Catering Customer MindShare CommentsHighest Quality Food identified Key Become a quality based company Implement Baldrige Class business processesHealthy GrowingCompany Strategic Measures Refine the business model to produce adequate return Grow in a consistent, conservative manner within our footprint Contributed Income % ?By line design? New Store % increase (footprint) New Store % increase (out of footprint) Shift concept design from current to SKUNK Develop real estate model including projected revenue forecastingA Great Place to Work • Specific programs, 4. Focus on Growing the Company Inprove the cost structure of DMI Improve the cost structure of the stores New Store % increase (total) Consolidated Income % Contributed Income % of Combined Regions To eliminate all non-value internal services. Simplify menu offerings for better execution in delis activities, projects, or One billion dollars in sales a year Grow profits at 20% per year. Projected Annual Sales Trailing 12 month % increase per Ouija Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering. Develop short/longterm strategy for current and new franchisee growth actions the Company Projected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth will undertake
    27. 27. KeyFocus Strategic Targets (Vision- Where we are going)Area  To create a customer retention focused cultureFocus on Operational Excellence  To create an environment where operational complexities are minimized  To be Best in Class for Customer Hospitality  To create a culture where all operational systems and processes are standardized and followed 100%  To have the most accurate togo and delivery business in the fast - casual segment  To be the cleanest concept in our segment  To have all of our recipes and menu items made 100% to our specifications and quality standards 100% of the time  To create an environment where low performance is simply not an option and expectations and accountability drive pride and results

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