DOCSLIB.ORG

Panera Bread Co

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Panera Bread Co Hospitality Review Volume 23 Article 4 Issue 1 Hospitality Review Volume 23/Issue 1 January 2005 Who Shook Big Mac?: Panera Bread Co. Kyuho Lee Virginia Polytechnic Institute and State University, [email protected] Melih Madanoglu Virginia Polytechnic Institute and State University, [email protected] Follow this and additional works at: https://digitalcommons.fiu.edu/hospitalityreview Part of the Hospitality Administration and Management Commons Recommended Citation Lee, Kyuho and Madanoglu, Melih (2005) "Who Shook Big Mac?: Panera Bread Co.," Hospitality Review: Vol. 23 : Iss. 1 , Article 4. Available at: https://digitalcommons.fiu.edu/hospitalityreview/vol23/iss1/4 This work is brought to you for free and open access by FIU Digital Commons. It has been accepted for inclusion in Hospitality Review by an authorized administrator of FIU Digital Commons. For more information, please contact [email protected]. Who Shook Big Mac?: Panera Bread Co. Abstract The uthora s identify the firm-specific orc e competencies that Panera Bread has relied on to achieve a competitive advantage in its business domain. The tudys illustrates how the company scans the dynamically changing environments and tailors their products and services in accordance with these changes. This article is available in Hospitality Review: https://digitalcommons.fiu.edu/hospitalityreview/vol23/iss1/4 Who shook Big Mac?: Panera Bread Co. by Kyuho Lee and Melih Madanoglil The authorr identi3 thefirm-per.~fir McDonald's Corporation, a company core competencier that Paizera Bread ha that has been in business since the relied on to achieve a comperitive 1950, reported irs historic firsr advantage in itr burinerr domain. The quarterly loss in January 2003. The snrdy illushater how the company rcanr magnitude of McDonald's loss was the dynamically changing enuironmentr $343.8 million in the fourth-quarter and tailorr theirproductr and sewicer in of 2002 and was four times higher accordance with there changer. than the figure analysts predicted.' McDonald's loss demonstrated that The business environment in the the company failed to be proactive to restaurant industry has become a series of environmental changes increasingly con~petitivedue to affecting the fast-food industry such as changing consumer prehrences, an increasing competition in the increased number of competitors, che industry, growing consumer presence of labor shortage, and the preferences for healthy foods, and sluggish U.S. economy.' As a result, mad cow incidents in Europe and both fast-food and full-service Canada. Furthermore, the second restaurant segments, which represent 60 largest fast-food chain, Burger King, percent of the $400 billion restaurant shut down about 12 percent of its industty, have encountered several domestic outlets because of lagging market challenges which affected the financial results and fierce restaurant firm's bottom line. competition.' In particular, the fast-food industry has been impacted most severely from Fast-casual segment emerges the recent dramatic environmental The stumble of some of the fast-food changes such as growing obesity giants gave rise to a new segment, fast- problems, competition, and food casual, that capitalized on opportu- safety concerns related to mad cow nities to meet changing consumer disease across countries.' Not needs. Fast-casual restaurant chains surprising, the fast-food giant, have recorded robust sales growth Contents © 2005 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expresslv prohibited without written permission from the publisher, excepting thatone-time educational reproduction is allowed without express permission. ranging between 6 and 8 percent 71.000 customers conducted by annually since 2000.~Sales of the fast- Nation? Ratuuranr N~wI." casual segment are expected to reach This study identifies the $35 billion by the end of this decade." competitive strategies that enabled The fast-casual dining segment Panera Bread to succeed in the fiercely positioned itself between fast-food competitive restaurant industry and and casual-dining restaurants by analyzes the firm's core competencies, offering high quality fresh food, a demonstrating how these self-service format (no tipping), a competencies are aligned with the comfortable atmosphere, takeout firm's innovative strategies. service, and fast service to customers.' According to Perlik? the check Company expands averages of most fast-casual restaurants Panera Bread was founded in March range between $7 and $10. Cosi, Caf& 1981 under the name ofAu Bon Pain Express, Baja Fresh Mexican Grill, Au in Saint Louis, Missouri. Au Bon Pain Bon Pain, Chipotle, Qdoba, and was established as a bakery-cafe selling Panera Bread are some of the players mainly bakery and cookies; its in this segment? restaurants were located primarily in the urban downtown areas targeting Panera gets attention white color ofice workers. In a move Panera Bread has recently drawn to penetrate suburban areas Au Bon considerable attention from Wall Pain later acquired the St. Louis Bread Street analysts by recording impressive Company in 1993, most of whose financial results and achieving an restaurants were located in the astonishing growth among all suburban areas. publicly-tnded restaurant The firm sold the Au Bon Pain companies.'"The company was division and changed the corporate ranked as the top national restaurant name to Panera Bread in 1998; the chain in the several restaurant food CEO of the Au Bon Pain, CEO Ron and customer satisfaction surveys. For Shaich had to sell the debt-lagging unit example, Restauranrr 8Institutions in order to grow Panera Bread, which magazine awarded Panera Bread had been developed based on the "Choice in Chains" based on former St. Louis Bread. One of the consumer satisfaction and food major reasons for the sale was that Au quality Also, Panera Bread was Ban Pain had several market challenges selected as the best restaurant among due to its urban locations, which 118 restaurants in a national customer derailed high fxed operation costs and satisfaction SUNey of more than high competition in the most of urban Contents © 2005 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expresslv prohibited without written permission from the publisher, excepting thatone-time educational reproduction is allowed without express permission. areas."This resulted in severe and quick-casual offerings created a undercapitalization problems to the $5.2 billion category in the restaurant firm.!' Furthermore, Au Bon Pain industry.ldThe revenue of Panera could not maximize its asset produc- Bread for 2003 cited above (1.25 tivity by limiting its operation to billion) now comprises more than weekdays since its major target markets 115 of the market share of the were white collar ofice workers. emerging fast-casual segment. The company achieved this feat by The growth of Panera Bread remaining debt-free and maintaining Panera Bread is rxpanding q~~ickly $39 million in cash.lq across America, currently operaring In terms of stock performance 602 bakery-cafes (1 73 company- Panera Bread investors enjoyed an owned and 429 franchised) in 35 average of 59.1 percent holding period states.14 Strong bakery-cafe return annually over the 1998-2002 performancs fueled new-unit growth, period.'" This is considerably higher enabling Panera Bread to open 115 than the rerurn of casual-dining (12.9 new bakery-cafes in 2002 (23 percent) and fast-Cood (5.8 percent) company, '12 franchises). According to segmenrs for the same period as the company's annual reportL5the reported by Madanoglu and Lee." bakerylcafe firm is expected to open Risk-adjusted performance of the 140 new units in 2005. company for the 1998-2002 period, as The strategic decisions made by measured by Sharpe Ratio, was 3.47, Panera Bread's management are compared to 1.24 for casual-dining reflected in the firm's financial and 0.23 for fast-food segmenrs. This indicarors. Panera Brrad's strong implies that Panera Bread investors performance at the bakery-cafe level enjoyed a return per unit of risk three drove significant growth in corporate times higher than that ofcasual- revenue and earnings, the firm dining and more than ren fold over recorded system-wide sales which were fast-food restaurants. rraching $755 million in 2002. This denotes a compounded annual growth Planning requires scanning rate (CAGR) of 61 percent over the West and Olsen" claimed that last four years (1999-2002).1hPanera resraurant chains conducting regular Bread recorded approximately 1.25 environmental scanning perform billion in system-wide sales in 2003, better in comparison with resraurant which is particularly norahle as its firms that ignore environmental sales were just $114 million in 1998.'- scanning or rarely conduct environ- Consumer demand for b&rry-cafe mental scanning at all. The authors Contents © 2005 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expresslv prohibited without written permission from the publisher, excepting thatone-time educational reproduction is allowed without express permission. argued that establishing regular competition, and new technology environmental systems is essential de~elopment.'~ for restaurant operators in their elfort One of the key factors that to tackle external environmental enabled Panera Bread to accomplish changes and formulate long-term such a high growth was the strategic planning. company's response ro customers'
Load more

Recommended publications
  • Chipotle Mexican Grill: Leavening Panera Bread's Sales? Downloaded from by IP Address 192.168.160.10 on 06/27/202
    MORE INSIGHTS. MORE OFTEN. BETTER RETURNS. Richard Church [email protected] (203) 307-2581 Chipotle Mexican Grill: Leavening Panera Bread’s Sales? April 29th, 2016 DISCERN platform reveals: • Over 80% overlap between Chipotle and Panera in all regions within a 5-mile trade area • Other potential dining alternative beneficiaries from Chipotle challenges Chipotle Mexican Grill’s recent issues with food contamination and the resultant heavy losses of customers are widely known and do not appear to have ended judging by its first quarter earnings release. In its April 26 release Chipotle reported another significant decline in its same-store sales of 29.7%. Conversely, Panera reported a 6.2% increase for the same fiscal period. Key Takeaway As Chart 1 illustrates there appears to be a meaningful correlation between the trend of Chipotle’s same-store sales and Panera’s as Chipotle’s food contamination issues surfaced. This would largely be attributable to the high competition intensity between the chains as the illustrations below show. Chart 1. Chipotle & Panera Bread Comp-Store Sales Spread 30% 20% 10% CMG 0% PNRA -10% Spread -20% -30% 1Q15 2Q15 3Q15 4Q15 1Q16 Downloaded from www.hvst.com by IP address 192.168.160.10 on 09/26/2021 MORE INSIGHTS. MORE OFTEN. BETTER RETURNS. Illustration 1, which is from DISCERN’s database of retailer and restaurant locations, quantifies to what extent Chipotle and Panera overlap within their respective five mile trade area geographies. The data shows that Chipotle and Panera compete within the same five mile trade area in 86% of the total trade areas, a significant amount of restaurant overlap for 2 large competitors within the fast casual restaurant sector.
    [Show full text]
  • Mary C. Egan and Drew Madsen Appointed to Noodles & Company
    September 25, 2017 Mary C. Egan and Drew Madsen Appointed to Noodles & Company Board of Directors BROOMFIELD, Colo., Sept. 25, 2017 (GLOBE NEWSWIRE) -- Noodles & Company (NASDAQ:NDLS) today announced the appointment of Mary C. Egan and Drew Madsen as independent members of its Board of Directors effective September 22, 2017. Ms. Egan was also appointed to the Audit Committee of the Board of Directors. "We are pleased to announce the addition of two talented individuals to our Board of Directors," said Paul Murphy, Executive Chairman of Noodles & Company. "Both Mary and Drew are proven leaders, with significant strategic and operational experience in consumer-centric growth strategy and execution. We believe they will be invaluable resources to our entire organization as we focus on improving the performance and profitability of Noodles & Company." Ms. Egan co-founded and currently serves as CEO of Gatheredtable, a profitable consumer SaaS company offering customized meal planning. Prior to Gatheredtable, Ms. Egan served as Head of Global Strategy and Corporate Development at Starbucks, where she partnered with the senior leadership team to develop and execute corporate strategy, and led many successful strategic initiatives focusing on cost reduction, developing markets, digital, and food. Before joining Starbucks, Ms. Egan was a Managing Director at The Boston Consulting Group where she partnered with CEO's and boards of leading consumer brands to conceive and successfully drive aggressive growth strategies. While at BCG, she was a frequent global speaker on consumer-centric growth, and was featured in many news outlets, including The Wall Street Journal and The New York Times.
    [Show full text]
  • 11 Steps for Eating out With
    EATING WITH FCS 11 Steps for Eating Out with FCS These ‘eating out’ tips will help make dinner parties, restaurant dining, company events, and other social eating situations less of a challenge for people with familial chylomicronemia syndrome. Before you dine out: While dining out: 10. Stay hydrated. And stay away from certain beverages Call ahead to get Make informed decisions Drinking plenty of water may not only nutrition facts and take control decrease the occurrence and severity of pancreatitis, but will also help keep 1. Find out what’s on the menu or 5. Share FCS wallet card w/ servers you feeling full. On the other hand, being served Let them know that you can get sick alcohol, sugary soft drinks, and fruit Ask the person in charge of an event if you eat any fat – or tell them you are juice may cause increases in or dinner party or check to see if the allergic to fat. triglycerides, so avoid those. restaurant has a menu posted online. Some provide nutrition facts on their 6. Skip items with FCS danger words After dining out: Take website. Words like fried, crispy, breaded, sautéed, in a butter sauce, au gratin, a moment to reflect 2. See if you can make special food and creamy indicate high-fat foods – preparation requests stay away from these food items. 11. Use this experience to make Don’t assume family, friends, or chefs the next one even better will make changes on the fly, though. 7. Narrow choices down to Think about what you enjoyed and Ask and confirm before you get there.
    [Show full text]
  • Chipotle Mexican Grill and Panera Bread 777 South Federal Highway | Deerfield Beach, FL 33441
    NW Subject Property Chipotle Mexican Grill and Panera Bread 777 South Federal Highway | Deerfield Beach, FL 33441 Brand New Construction Two-Tenant Retail Strip Center | Brand New 10 Year Lease | Rare, Fort Lauderdale Metro Acquisition Opportunity | 10% Rental Escalations Every 5 Years | Directly on N Federal Highway (39,682 VPD) | NNN Leases Confidentiality and Restricted Use Agreement Offered Exclusively by This Confidential Offering Memorandum (“COM”) is provided by Stan Johnson Company (“SJC”), solely for your Brad Feller consideration of the opportunity to acquire the commercial property described herein (the “Property”). This COM Senior Director may be used only as stated herein and shall not be used for any other purpose, or in any other manner, without [email protected] prior written authorization and consent of SJC. P: +1 312.240.0194 This COM does not constitute or pertain to an offer of a security or an offer of any investment contract. This Isaiah Harf COM contains descriptive materials, financial information and other data compiled by SJC for the convenience Director of parties who may be interested in the Property. Such information is not all inclusive and is not represented to [email protected] include all information that may be material to an evaluation of the acquisition opportunity presented. SJC has P: +1 312.777.2437 not independently verified any of the information contained herein and makes no representations or warranties of any kind concerning the accuracy or completeness thereof. All summaries and discussions of documentation Blaise Bennett and/or financial information contained herein are qualified in their entirety by reference to the actual documents Associate and/or financial statements, which upon request may be made available.
    [Show full text]
  • Panera Bread and Au Bon Pain) and One on the West Cream Or Cheese
    BY BONNIE LIEBMAN & JAYNE HURLEY cDonald’s is losing money. Last December, the fast- PANS Mfood giant posted its first quarterly loss since the com- ■ Turkey Artichoke Panini Sandwich. “Inspired by Italy, panini are sandwiches with fresh ingredients held between pany went public in 1965. Among the many explanations hearty bread and pressed on a hot grill,” says the menu. But both of Panera’s paninis have too much saturated fat (most- was one to make a nutritionist’s heart go all aflutter: “Time- ly from their cheese). The healthy-sounding Turkey pressed customers may increasingly be calorie- and fat-con- Artichoke Panini, for example, has as much saturated fat as a McDonald’s Big Mac (11 grams), but far more calories (850 scious and pickier about service and lifestyle issues…” ven- vs 590) and sodium (2,550 mg vs 1,090 mg). And that’s not tured The Washington Post. counting the potato chips that are served on the side. ■ Asiago Roast Beef Signature Sandwich. The Asiago As the fast-food chains stumble, what the industry calls “fast Roast Beef has 960 calories, 52 grams of fat (24 of them sat- casual” restaurants are gaining ground. No burger-and-fries urated), and 2,140 mg of sodium, not including the pickle spear and chips. That’s a Burger King Double Whopper, or buckets of chicken for these new upscale kids on the block. except the Roast Beef has twice as much sodium. Instead, you can order fast soups, salads, and sandwiches (or ■ Broccoli Cheddar Soup. The worst soup at Panera is one of a handful that are available every day.
    [Show full text]
  • PHL Fullview
    Stellar News Philly Pretzel Factory Hudson News Fire & IceSolstice XpresSpa Kiehl’s Stellar News Good 2 Go re:vive Soundbalance Local Tavern Red Mango Hudson News Smashburger Good 2 Go Far East Le Bus Cafe Sbarro Chipotle Tony Luke’s Au Bon Pain Hudson News TERMINAL F Coffee Good 2 Go Stellar News American Eagle Pennsylvania Market CNBC News 2016 Enplanements 2.6 million B-Iconic Life Is Good La Colombe Chickie’s & Pete’s Vera Bradley Hudson News/Dunkin’ Donuts Lick Chickie’s & Pete’s Tous Lids/Lids Kids Dunkin’ Donuts Travelex Sbarro XpresSpa Vino Volo StellarAu News Bon Pain Ruby Blue Subway McDonald’s Earl of Sandwich Timeless Travel Currito Burritos Tumi Au Bon Pain American Express Stellar News Tech Showcase Furla Travelex Gap JohnstonBody & Murphy ShopCoach HeritageSubway BooksChick-Fil-AGeno’s SmashburgerAsian ChaoPinkberryLegal SeaM.A.C FoodsFinish Line PhiladelphiaBrooks Marketplace Brothers Gachi Sushi & Noodle M.A.C. Good 2 Go Au Bon Pain Hudson News - Tech on the Go Travelex Worldwide Money Services UPS Store DFASS Minute Suites DN UP Stellar News Cantina Laredo Travelex XpresSpa CNBC News DFASS Explore Philadelphia BrightonInMotion L’Occitane Lids Victoria’s SunglassSecretTumi Hut Le Bus Cafe TERMINAL E Healthy Gourmet Pandora PGA TourSpanx Taxco Sterling Kiehl’s Vino Volo StarbucksPHL Sports La Colombe CNBC News Time to Fly Afaze Dunkin’ Donuts Famous Famiglia Jack Duggan’s Today Gachi Sushi & Noodle Sky Asian Bistro Frontier Airlines Currito Burritos Jack Duggan’s Cafe Auntie Anne’s Burrito Elito JetBlue Airways La Tapenade
    [Show full text]
  • The Food Industry Scorecard
    THE FOOD INDUSTRY SCORECARD An evaluation of food companies’ progress making—and keeping— animal welfare promises humanesociety.org/scorecard Executive summary Most of the largest U.S. food companies have publicly pledged to eliminate certain animal abuses from their supply chains. But as countless consumers have asked: are they keeping their promises? For context, the vast majority of animals in our food system live Here’s the good news: that kind of radical view is out of in dismal conditions. Mother pigs are locked in gestation crates step with traditional American values. Agribusiness may see ani- so small they can’t turn around. Egg-laying hens are crammed mals as mere machines, but consumers don’t. into cages so tightly they can’t even spread their wings. And chickens in the poultry industry are bred to grow so large, so ɠ As the American Farm Bureau reports, nearly all consumers (95%) believe farm animals should be fast they suffer from agonizing leg disorders. treated well. It wasn’t always this way. Throughout history, animals hav- en’t been forced to endure such miserable lives. (And today, ɠ The Food Marketing Institute found that animal welfare is shoppers’ second most important social issue. there are certainly farmers who don’t use these abusive prac- tices.) But as agri-culture developed into agri-business, the ɠ The food industry analytics firm Technomic concluded industry’s relationship to animals became more severe. that for American restaurant patrons, concerns about animal cruelty outweigh those regarding the “Forget the pig is an animal,” urged Hog Farm Management environment, fair trade, local sourcing and other issues.
    [Show full text]
  • JAB Announces Partnership Changes Including Appointment of Patricia Capel As New JAB Partner
    NEWS RELEASE JAB Announces Partnership Changes Including Appointment of Patricia Capel as New JAB Partner Manuel Martinez to retire from JAB Partnership and Become Chairman of Bally LUXEMBOURG (March 4, 2021) – JAB is pleased to welcome Patricia Capel to the JAB Partnership, efFective immediately. Ms. Capel joins JAB following nearly 25 years at AB InBev and Ambev, where she most recently served as President oF the Andina Business Unit, leading operations in Chile, Bolivia and Paraguay. Ms. Capel is an accomplished business leader with extensive global experience in the United States, United Kingdom, Russia, Latin America, Belgium and Canada. Ms. Capel also served as Global Vice President oF People, overseeing all professional development strategy. She will join several JAB portFolio company boards and play a key role in driving JAB’s long-term value creation strategy and operational excellence across the Firm. JAB also announced that Manuel Martinez will retire From the JAB Partnership. Mr. Martinez will continue to be involved in several oF JAB’s portFolio companies, in particular Bally where he will become Chairman of the Board. Mr. Martinez will also continue to serve on the boards of Pret A Manger and Espresso House. Olivier Goudet, Managing Partner and CEO oF JAB, commented: “Patricia is a seasoned, highly successFul executive who brings to JAB signiFicant global consumer operating experience spanning more than two decades. Her appointment is another step in our continued expansion and diversiFication oF talent as we build and position JAB for long-term success and value creation.” Mr. Goudet added: “We are grateFul to Manuel For his many contributions to the JAB Partnership and the broader JAB ecosystem over the past seven years, and are thrilled that he has agreed to become the Chairman of Bally.
    [Show full text]
  • Parent Newsletter
    St. Margaret Mary School, as a mission of the parish, provides a quality education within a Catholic, Christian atmosphere through a caring holistic approach that prepares students for spiritual growth, social responsibility, and academic success. School web site: www.smms-chino.org 12/7/15 Dear Parents, As we enter the last two weeks before our Christmas break, please make sure to read all communications from your child’s teacher(s) and me! These two weeks are packed with many activities. Did You Know? The pope does not live in Italy; he lives in Vatican City, which is a county within Italy. Prayer Request- As you know our neighboring city was hit with great tragedy on Wednesday. There are many families who are trying to deal with the loss of their loved ones, especially a family from a school in our Diocese. Trenna Meins, the principal from Sacred Heart Rancho Cucamonga lost her husband in this great tragedy. As a community and as brother's and sister's of our Lord I ask your help during this very difficult time. You may have received or will be receiving and email from your child's teacher asking every student to bring in $1.00 by Tuesday, December 8th. Together with the other schools in the Diocese, we will purchase scrip to help her and her family get through this troubling time. Additionally, each class will make prayer cards for her girls. Please keep Trenna and her family in your prayers. If you have any questions or concerns please let me know.
    [Show full text]
  • Overview of Fast Food Market Results
    Results Overview of fast food market Fast food market Definition Fast food restaurant Fast food restaurants feature a common menu above the counter and provide no wait staff. Customers typically pay before eating and choose and clear their own tables. They are also known as quick serve restaurants (QSRs). 2010 report focus Twelve restaurants analyzed in detail in the Rudd Center 2010 Fast Food FACTS report.1 2013 report focus Eighteen restaurants analyzed in detail in this report, including the restaurants highlighted in the 2010 report, plus six additional restaurants that met at least one of two criteria: 1) ranked among the top 15 in 2012 U.S. sales, or 2) had child-targeted messages on its website and national TV advertising. Table 3 presents total U.S. sales in 2012 for the top-20 fast Total U.S. sales for the 50 fast food restaurants with the most food restaurants, as well as six additional restaurants that sales reached $157 billion in 2012 – on average, $1,335 ranked in the top-25 for advertising spending on national TV in annually per household.2 McDonald’s remained number one 2012. We also indicate the 12 restaurants that were the focus with $35.6 billion in sales, almost one-quarter of all sales of the 2010 Fast Food FACTS report and the 18 restaurants by the top-50 restaurants and almost three times the sales detailed in this report. of Subway, its closest competitor. Sales at both Subway and Table 3. Fast food restaurant sales Sales ranking Report focus 2012 sales % change 2010 2013 2012 2009 Parent company Restaurant (millions)
    [Show full text]
  • Dullesfoodandshops.Com
    Main Terminal – Upper Level Concourse A Concourse C Ticketing (Pre-Security) SHOPS SHOPS DullesFoodandShops.com SHOPS Airport Wireless (Gate A31) AMERICA! (Gate C11) Forbes News (West) Burberry (Gate A32) Hudson Booksellers (Gate C18) Many new stores and restaurants will be opening iTravel 2 (West) InMotion Entertainment (Gate A24) Tax & Duty Free (Gate C4) in 2015. We apologize for any inaccuracies on this FOOD Montblanc (Gate A32) FOOD map as the airport continues to upgrade your retail Tax & Duty Free (Gate A32) Au Bon Pain (Gate C14) District ChopHouse (Center) and dining experience. SERVICES FOOD brb (be right burger) (Gate C14) Shoe Shine (East) Cosi (Gate A4) Auntie Anne’s (Gate C9) Currency Exchange (East & West) Dunkin’ Donuts (Gate A23) California Tortilla (Gate C19) The Firkin & Fox (Gate A3) The Firkin & Fox (Gate C19) C1 C2 Fuddruckers (Gate A22) Potbelly Sandwich Shop (Gate C2) Potbelly Main Terminal – Lower Level Great American Bagel Bakery (Gate A31) Starbucks (Gate C7) Sandwich Baggage Claim (Pre-Security) C3 Shop luv’n berry (Gate A22) Starbucks (Gate C24) Vino Volo C4 SHOPS Matsutake Sushi (Gate A23) Vino Volo Wine Room (Gate C3) A2 Wine Room Washington Informer (Baggage Claim #4) Old Dominion Bar (Gate A14) &pizza (Gate C28) Washingtonian News (Baggage Claim #13) Smashburger (Gate A5) SERVICES The Firkin Hudson News FOOD Starbucks (Gate A5) Shoe Shine (Gate C14) Cosi & Fox (Arriving Soon) Dulles Gourmet Market (Baggage Claim #14 – Villa Pizza (Gate A23) Smoking Lounge (Gate C4) Tax & open 24 hrs) SERVICES Currency
    [Show full text]
  • On the Baylor Horizon...A Publication of the Division of Student Life
    On the Baylor Horizon.....a publication of the Division of Student Life Special Edition: Fall Break 2016 Provided below is information on events, activities, and hours of operation of dining areas on campus. Friday, October 21 Moody/Jones Libraries, open 7 a.m.-11 p.m. o Moody Library Starbucks, open 7 a.m.-10:30 p.m. Bill Daniel Student Center (SUB), open 7 a.m.-5:30 p.m. Baylor Health Center and Pharmacy, open 8 a.m.-6 p.m. McLane Student Life Center (SLC), open 8 a.m.-8 p.m. Baylor Marina, closed Residential and Retail Dining Hours: o East Village, closed o Brooks, closed o Penland Crossroads . Breakfast, open 8-10 a.m. Lunch, open 10:45 a.m.-2 p.m. Dinner, open 4:30-7:30 p.m. Brunch, closed . Late Night, closed o 1845 at Memorial, closed o Baylor Sciences Building Starbucks, closed o Moe’s, closed o Which Wich, closed o Einstein’s, open 7 a.m.-12 noon o Panda Express, closed o Mooyah, open 10:30 a.m.-3 p.m. o Freshii, closed o SUB C-Store, closed o Chick-fil-A, open 7 a.m.-3 p.m. o Au bon pain, closed o Penland POD, closed o East Village Bakery, closed o Terrance/Law School Café, open 8 a.m.-2 p.m. Saturday, October 22 Baylor Health Center and Pharmacy, open 9 a.m.-1 p.m. Moody/Jones Libraries, open 9 a.m.-11 p.m. o Moody Library Starbucks, open 9 a.m.-10:30 p.m.
    [Show full text]