DOCSLIB.ORG

Franchise Guide Table of Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Franchise Guide Table of Contents Franchise Guide Table of Contents Capriotti’s is a 41-year-old heritage brand in the 1. The Industries fast-casual restaurant sector with a following of 2. Who is Capriotti’s? raving fans lovingly known as CAPAddicts. 3. Brand Growth 4. The Capriotti’s Brand 5. What Makes Capriotti’s So Scrumptiously Different? Many are driven to open their own location after 6. Our Franchise Partners falling in love with the food. 7. Support for Our Franchise Partners 8. Restaurant Formats 9. Qualifications for Prospective Franchise Partners 10. Process and Next Steps 11. FAQs 12. Contact Fast-Casual Industry Capriotti’s occupies space in the $47 billion fast-casual restaurant sector. Sandwich concepts make up 18 percent of that. Fast-casual is a subset of limited- service restaurants, which include quick-serve restaurants (QSR). The fast-casual sector leads all other restaurant sectors – full-service and QSR – in growth. Fast-casual is anticipated to make up 22 percent of the limited-service market by 2021. Sandwich concepts account for $31 billion in limited-service sales and $8.5 billion in fast-casual sales. Franchise Industry The franchise industry in 2017 grew faster than the overall economy for a seventh consecutive year. The industry shows no signs of slowing down. The franchise industry is expected to have grown by $36 billion in 2017. Franchising is a powerful economic engine providing more than 120 different industries a way to sell products or services to consumers through independently owned and operated franchises. Who is Capriotti’s? An award-winning fast-casual sandwich restaurant, Capriotti’s is a fast-growing chain where franchise partners earn exceptional returns by selling the best tasting, highest- quality food in a comfortable and inviting atmosphere. Capriotti’s has more than 100 locations in 18 states, with $58 million in system-wide sales, as of 2017. More than 70 percent of the system is made up of multi-unit franchisees, proving that partners are reinvesting in the brand. The top quartile of Capriotti’s owners average nearly $1.1 million in sales annually, which is higher than other sandwich competitors. Our leadership Our leadership team has fostered the momentum to open 500 franchise locations by 2025. Ashley Morris & Jason Smylie Ashley Morris and Jason Smylie became CEO and President, respectively, after buying the company in 2008. They tripled the number of locations to 106 stores today. The friends and business partners had been Capriotti’s multi-unit operators in Las Vegas since 2005. David Shelly Barr Sun Barr, who serves as Vice Chair of the International Franchise Association’s Board of Sun is Chair of the IFA and CEO, CFE and co-founder of BrightStar Franchising LLC. Sun Directors, brings a wealth of experience as multi-unit franchisee for Yum! Brands, is an investor in other franchise companies, including TITLE Boxing Club. In 2009, she operating 23 KFC and Taco Bell restaurants. Barr is also an investor in TITLE Boxing Club was named Entrepreneur of the Year by the IFA. Sun is the author of the book, Grow and is managing director and partner for Franworth, a franchise growth equity firm. He Smart, Risk Less – A Low-Capital Path to Multiplying Your Business through Franchising, also serves on the board of several franchise companies, including BrightStar Care, The in which she shares her experience and knowledge of franchising success. Spice & Tea Exchange and The Bistro Group. David Jane Bloom McPherson David Bloom serves as Chief Development Officer, overseeing all aspects of franchise Jane McPherson is Capriotti’s Senior Vice President of Marketing responsible for development, operations and training. Bloom’s background includes senior leadership marketing and technology. She brings more than 20 years of marketing experience positions in a variety of high growth franchise brands. His early career in the franchise and deep knowledge of the franchise restaurant category. At Quiznos Subs, industry began as a multi-unit franchisee and included such milestones as serving as McPherson was the Senior Director of Marketing, where she was responsible for Senior Vice President of Brand Expansion for Quiznos, growing it from a small regional driving 900 percent growth for the brand. Leading the revitalization of the TCBY and brand to opening over 5,000 locations in 28 countries. In subsequent senior roles, he Mrs. Fields brands, she also served Vice President of Marketing at Famous Brands was responsible for the rapid growth of numerous enterprises, including Clockwork International. With additional experience in a venture funded early stage technology Home Services, which has system-wide revenues in excess of $2.5 billion; Bridge company and a top U.S. marketing agency, McPherson blends start-up style creativity International Academies based in Nairobi, Kenya, which has schools throughout Africa with big brand corporate discipline to marketing and technology at Capriotti’s. and India; and Famous Brands International, which has approximately 900 franchised locations in over 30 countries. Brand Growth With locations open in 18 states and growing quickly, Capriotti’s is well on its way to reaching the 500 restaurant mark by 2025. Having expanded the Capriotti’s presence in our home market of Las Vegas, we also recently expanded in key markets such as Chicago, Indianapolis, Nashville, Salt Lake City and Minneapolis. We signed more than 50 franchise agreements in 2017. But, Capriotti’s still has prime territories available for development, including locations in the Mid-Atlantic, Midwest, Middle South and Mountain West regions. In addition to domestic expansion, we have our sight set on international growth. Franchise partners outside the United States should have a high-level of restaurant or retail development and operational expertise in country. Additionally, the right franchise partners are individuals who align with our brand’s mission and values, and are as passionate as we are about the extraordinary food at Capriotti’s. The Capriotti’s Brand Capriotti’s began in 1976 by brother and sister duo Lois and Alan Margolet in While attending the University of Nevada in Las Vegas, best friends Ashley Morris and Wilmington, Delaware, based on the idea of creating a unique sandwich shop for “real Jason Smylie became so enthralled by Capriotti’s that they broke their apartment lease turkey lovers.” They named their shop after their grandfather, Philip Capriotti, who to move closer to a restaurant. In 2005, the duo opened their own franchise location loved to cook. The company took off, spreading across the country simply based on and quickly became multi-unit operators, opening their second location that same word of mouth. year and the third location in 2007. In 2008, they bought the entire company. Ashley and Jason nearly tripled the size of Capriotti’s which now has 106 locations open Capriotti’s became famous for its nightly tradition of slow-roasting whole, all-natural across the country. turkeys in-house and hand-shredding them each morning to feature in a variety of fan-favorite subs. This includes The Bobbie, the shop’s acclaimed best-seller, made with Although the brand has experienced tremendous growth, Capriotti’s still insists its homemade turkey, cranberry sauce, stuffing and mayo on a soft roll. The Bobbie was mission – To share our passion, one sandwich at a time – and values exist at every voted “The Greatest Sandwich in America” by AOL users in 2009. location that carries its name. Capriotti’s core values Capriotti’s core values, which flow from the leadership at the corporate level to each member of every restaurant’s staff, include: Passion – Be the Best Family – Care About People Integrity – Walk the Talk Profitability – Everyone Wins Genuineness – 100 Percent Real What Makes Capriotti’s So Scrumptiously Different? We are obsessed with food and exceeding expectations. For example, The Bobbie, Capriotti’s signature sub, was voted “The Greatest Sandwich in America” by thousands of readers across the country and reported by AOL.com. Additional accolades for our food include being ranked by No. 1 QSR Brand for Highest Quality and Taste by Sandelman & Associates in a 2014 study. Why? Because we prepare our food the hard way: • Slow-Roasted Homemade Turkey • Meatballs Made from Scratch • Homemade Tuna Made Fresh Daily • Premium Grilled Steak & Chicken • Slow-Cooked Hand-Pulled Roast Beef • Fresh Coleslaw Made Daily Our Franchise Partners Besides being committed to the quality of our food, we are also committed to our family of franchise partners. In 2014, Forbes ranked Capriotti’s Sandwich Shop as one of The 10 Best Food Franchises for Your Buck. We are happy you’re interested in joining the Capriotti’s family. Check out what some of our partners have to say about their experience with Capriotti’s: Kim Schneese Wilmington, Delaware On being part of the growing Capriotti’s brand: Kim has been with Capriotti’s since the company’s start, growing up in the restaurants as her mother was best friends with the company’s founder, Lois Margolet. After working in the original Union Street Capriotti’s, her mother bought the Silverside location in 1997, the fourth Capriotti’s ever opened. Kim worked with her mother in the restaurant until taking ownership in 2015. “I’ve had the unique opportunity to experience first-hand where the company began,” said Kim. “This perspective has allowed me to stay true to our founding quality standards while also playing an important role in the evolution of the brand. It’s exciting to see the growth we have experienced and the innovation paving the way for Capriotti’s future.” James Gimbel Davenport, Iowa On owning a Capriotti’s with confidence: In 2007 on a trip to Las Vegas, James stopped by Capriotti’s and instantly fell in love with the sandwiches.
Load more

Recommended publications
  • 21St Annual Restaurant Industry Conference
    21ST ANNUAL RESTAURANT INDUSTRY CONFERENCE WEDNESDAY, MAY 3, 2017, COVEL COMMONS, UCLA WELCOME UCLA Extension is proud to present the 22nd Annual Restaurant Industry Conference, with this year’s focus on Dining Disrupted! The “digital tsunami” is powerful and unrelenting, posing life-changing challenges, opportunities, and seeming to require immediate responsiveness. It’s no secret that many established restaurants and suppliers are not only facing economic volatility but are continuously challenged by more informed and demanding diners. This year we honor Robert Brozin, who built Nando’s Roger Torneden from one restaurant to a truly world-wide brand serving millions of diners. As chief executive of Nando’s until Associate Dean, Executive Director of UCLA Online 2010, he used sheer creativity (and Portuguese- Director, Department of Business, Management style peri-peri sauce) to take a little restaurant from & Legal Programs, UCLA Extension Rosettenville, South Africa, to the world. Today, Nando’s is loved in America, Australia, the United Kingdom, and 20 other countries as diverse as Fiji and Bangladesh. UCLA Extension serves approximately 40,000 students annually through Westwood, Downtown Los Angeles, and Woodland Hills campuses, plus a substantial selection of online courses. Our students typically already have degrees and years of experience but are seeking enhanced or new careers. Our instructors are “best in class” practitioners approved by UCLA’s campus schools for academic and teaching qualifications. In the Business, Management & Legal Programs Department, we focus on certificate programs and courses across industries (e.g., web analytics and social media marketing, small business management, credit analysis, finance, accounting, etc.) and on specific industries (hospitality, financial services, consulting, security, real estate, etc.).
    [Show full text]
  • Chipotle's Strategic Marketing
    International Journal of Scientific & Engineering Research, Volume 7, Issue 2, February-2016 1248 ISSN 2229-5518 Chipotle’s Strategic Marketing Ibrahim Alhadlaq Abstract— This paper is going to analyze the target market and positioning strategy of Chipotle Mexican Grill as well as predicting future challenges. —————————— —————————— INTRODUCTION he Chipotle Mexican Grill craze is real if you ask just city of Toronto, Ontario. The initial success of that location, T about any person who has every sat down and enjoyed an generated the company to open four more locations in the item off Chipotle’s menu. They lead the charge in what is Greater Toronto area. Also in Canada, a location was opened considered the globes new obsession in how their food is pre- in the city of Vancouver, British Columbia. Owing to pared in a timely manner, known as “fast casual” dining. Due Chipotle’s success across the border, they then managed to to a recent health kick and more people starting to be con- break into the European markets as well, with three additional scious about what they are putting in their bodies the fast food cities. Multiple locations were opened in London, England, industry has taken a hit and those who remain have been Paris, France, with the latest in Frankfurt, Germany. forced to make adjustments. It’s no secret that the ingredients your food might contain coming out of a drive thru window ARKET OF PERATION such as McDonalds or Wendy’s may not be very healthy for M O you, in fact it is been publically exposed for about the past Most Chipotle restaurants are located in heavily urban areas decade now.
    [Show full text]
  • Restaurant Monthly Update M a R C H 2 0 1 8
    Restaurant Monthly Update M a r c h 2 0 1 8 1 Duff & Phelps Restaurant Monthly Update | March 2018 KEY Market Update INFORMATION Following an uptick in December, same-store sales (SSS) in January and February fell back into negative territory. Although January’s (0.3%) and February’s (0.8%) SSS declines reflect an improvement over the (1.1%) growth rate reported for 2017. The last two months have reversed the positive momentum experienced in Q4 2017, and have revived concerns that the industry may not yet be positioned for sustained growth. Same-store traffic declined (3.0%) in January and (3.1%) in February, February SSS fell by (0.8%) while respectively; representing the worst performance since September 2017. comparable traffic slid (3.1%) Although traffic dropped by only (0.1%) compared to January, the negative effect on sales was amplified by a significant slowdown in the growth of guest checks. However, favorable macroeconomic conditions, strong consumer confidence, and the fact that some of the decline in February sales could be attributed to factors external to the industry, fuels optimism for increased restaurant spending in upcoming months. Fast casual was the top performing Severe winter storms and record rainfall hit large regions of the U.S., segment for the first month in three years primarily in the Midwest and East Coast, causing significant losses in restaurant sales during the last two months. The three worst performing regions were the Mid-Atlantic, Midwest and New England, each experiencing more than (2.0%) declines in SSS. If sales from these three regions were excluded from all calculations, restaurant sales would have remained essentially flat.
    [Show full text]
  • Redefining Culinary Expectations- How the Fast-Casual Sector Is Dominating the Industry
    ™ Redefining Culinary expectations HOW THE FAST-CASUAL SECTOR IS DOMINATING THE RESTAURANT INDUSTRY How Often Do Consumers Eat Out? Source: Restaurant Success in 2019 Industry Report 45% 24% 20% 6% 3% 2% Multiple Times A Couple Times Once a Every A Couple Times Multiple Times a Week a Month Week Day a Year a Day The prolonged economic expansion can be a what has remained the same is their need good indicator of how the fast-casual dining for speed and convenience. Fast-casual has sector is performing. The unemployment rate is at taken over this in-between establishment a 50-year low and wages are steadily increasing, by appealing to a demographic on the move meaning people can afford to eat out more. through creative cuisine and dining concepts. Today’s consumers are beginning to question what’s in their food, creating a health-conscious demographic. Fast-casual restaurants have important qualities in restaurants for guests stepped in to accommodate the new demand for Source: Restaurant Success in 2019 Industry Report a healthy lifestyle while providing convenience. But what is fast-casual? It’s a new-age concept 1 QUALITY OF FOOD 72% that provides a mixture of elements offered in full- service restaurants and quick-service restaurants 2 TASTE/FLAVOR PREFERENCES 63% (QSR). According to the National Restaurant Association’s 2019 State of the Industry Report, the restaurant industry is expected to reach $863 3 VALUE 48% billion in 2019 sales. 4 PRICE POINT 33% In this article, Matthews™ takes a look at the restaurants that are dominating the limited- 5 CONVENIENCE 12% service sector and how their strategies make them stand out among their competitors.
    [Show full text]
  • Wendy's Final
    FAST CASUAL FINAL RFP JHENI GIBSON EXECUTIVE SUMMARY What do we want to do? How will we do it? What’s the timeline? • Wendy’s would like to reposition its • We will address Wendy’s • This campaign plan will run for brand as “Fast Casual” offering higher quality foods and lite service millennial target audience by the full 2018 Fiscal Year. coupled with the convenience of exploring their habits, budget, • All testing will be completed quick output. lifestyle and priorities. within the first 2 months of • Competitors such as • We’ll test and launch campaigns the FY. Chipotle, Shake Shack, and that highlight Wendy’s fresher • Progress will be measured Smashburger have adopted ingredients, sourcing, nutrition, monthly to incrementally the fast casual business analyze success and optimize model and continue to and our new Fast Casual dining attract millennials taking experience. Channels used will towards goals through the market share from “fast be Advertising, PR, Sponsorships year. food” restaurants like and Promotions. • Final success metrics McDonalds, Wendy’s and • Creative and copy will will be gathered at the Burger King. feature fresh and end of the fiscal to • The Fast Casual dining observe if goals and experience provides a progressive images of modern, comfortable and new menu options and objectives have been inviting aesthetic where millennials enjoying a met. customers can enjoy a more quick and nutritious meal. upscale dining experience. • Food is locally sourced, honest and made to order. • . "Everybody in the world is talking about fast casual… It just has a broad appeal.” BONNIE RIGGS – INDUSTRY ANALYST WITH NPD GROUP (The Washington Post) BUSINESS SITUATION • With the success of fast casual restaurants, its evident that customers prefer an in- store, upmarket experience.
    [Show full text]
  • United States' Fast Casual Firm Entering the Brazilian Food Market
    International Market Assessment and Entry – United States’ Fast Casual Firm Entering the Brazilian Food Market A thesis presented to the faculty of the Center for International Studies of Ohio University In partial fulfillment of the requirements for the degree Master of Arts Rafael Bizzotto Magalhães Garcia May 2019 © 2019 Rafael Bizzotto Magalhães Garcia. All Rights Reserved. 2 This thesis titled International Market Assessment and Entry – United States’ Fast Casual Firms Entering the Brazilian Food Market by RAFAEL BIZZOTTO MAGALHAES GARCIA has been approved for the Center for International Studies by John M. Geringer Professor of Management Systems Arthur Hughes Associate Professor of Modern Languages Lorna Jean Edmonds Vice Provost for Global Affairs 3 ABSTRACT BIZZOTTO MAGALHÃES GARCIA, RAFAEL, M.A., May 2019, Latin American Studies International Market Assessment and Entry – United States’ Fast Casual Firm Entering the Brazilian Food Market Director of Thesis: John M. Geringer This thesis strives to analyze the fast casual food market in order to understand if Chipotle would be successful in Brazil and what the concerns would be if the American chain decides to internationalize its operation to Brazil. This thesis has developed as a prospective case study based mainly on business and cultural analysis. The study analyzed Brazil by using the theory of market assessment, and also analyzed the fast casual, fast food, and food service industries and products by applying other business theories such as PESTEL, Porter Five Forces and VRIO. Furthermore, the study interviewed one entrepreneur in the fast casual industry in Belo Horizonte, Minas Gerais, Brazil to understand the local industry dynamics.
    [Show full text]
  • KFC Holdings Japan / 9873
    R KFC Holdings Japan / 9873 COVERAGE INITIATED ON: 2016.10.31 LAST UPDATE: 2018.12.07 Shared Research Inc. has produced this report by request from the company discussed in the report. The aim is to provide an “owner’s manual” to investors. We at Shared Research Inc. make every effort to provide an accurate, objective, and neutral analysis. In order to highlight any biases, we clearly attribute our data and findings. We will always present opinions from company management as such. Our views are ours where stated. We do not try to convince or influence, only inform. We appreciate your suggestions and feedback. Write to us at [email protected] or find us on Bloomberg. Research Coverage Report by Shared Research Inc. KFC Holdings Japan / 9873 RCoverage LAST UPDATE: 2018.12.07 Research Coverage Report by Shared Research Inc. | www.sharedresearch.jp INDEX How to read a Shared Research report: This report begins with the trends and outlook section, which discusses the company’s most recent earnings. First-time readers should start at the business section later in the report. Executive summary ----------------------------------------------------------------------------------------------------------------------------------- 3 Key financial data ------------------------------------------------------------------------------------------------------------------------------------- 5 Recent updates ---------------------------------------------------------------------------------------------------------------------------------------- 6
    [Show full text]
  • Retail Location Analysis: an Award Winning Proposal for Locating a Winning Franchise G G Restaurant
    4/8/2010 Retail Location Analysis: An Award Winning Proposal for Locatinggg a Winning Franchise Restaurant Lauren Skinner Beitelspacher, PhD University of Alabama at Birmingham 1 4/8/2010 Overview | Marketppylace Analysis z Industry overview z Target market z 4 P’s z Competitive Analysis | Location Analysis z Simply Map z Retail Trade Area z Site Selection Marketplace Analysis | Industry overview z 1992-2005: Fast food sales grew at an average annual rate of about 5% z 2001-2004: Fast-casual restaurant sales grew at an average annual rate of about 12% z Fast food offering innovative locations: kiosks, carts, airports, gas stations, mass merchandisers 2 4/8/2010 Marketplace Analysis | Industry Overview z Economic factors • Families face recession • Cost-benefit analysis z Socio-demographic factors • Dual income families • Time starved consumers • NtitiNutrition nee ds c hang ing z Global factors • US- market saturation • International expansion Marketplace Analysis | Target Market | PiPrimary z Age: 25-45 z Lunch z Professional/ Technical Services z Annual Household Income $50K to $150K z Value- convenience, health benefits, costs | Secondary z Event planners z Catering z Professional Services z Value- convenience, delivery, quality 3 4/8/2010 Marketplace Analysis | Product | Place z Sub-sandwiches z 140 in Western U.S. z Deli-sliced at counter z 200 by 2011 z Environment z Close vicinity to office parks and recreation centers | Price | Promotion z $3.00- $13.00 z Local advertising z No drive thru z Corporate advertising z Made-to order z Coupon program Marketplace Analysis Competitive Analysis Rank 2001 2003 2005 2006 2008 1 Subway Subway Subway Subway Subway 2 Quizno's Quizno's Quizno's Quizno's Blimpi 3 Blimpi Togo's Eatery Firehouse Mr.Submarine Firehouse 4 Jersey Mike's Blimpi Penn Station Firehouse Lenny's 5 Cousins Subs Penn Station Cousins Subs Penn Station Port of Subs Beallacino's Pizza & Beallacino's Pizza & 6 Mr.
    [Show full text]
  • JAB – September 2021 Table of Contents
    JAB – September 2021 Table of Contents JAB at a glance 3 JAB Holding Company 4 Our Heritage 4 About JAB Consumer Fund 6 Our Investment Philosophy 8 Our People 17 Our Governance 20 Risk Management 21 JAB Holding Company S.à r.l. Company Holding JAB JAB – September 2021 JAB 2 1 JAB at a glance $50bn+ $27bn JAB Managed Capital JAB Holding Company Net Asset Value A global Investment Firm, with a solid Our leading Investment Platforms investment grade rating, focused on the consumer goods and services sector Coffee & Fast-Casual Petcare Beauty & Indulgence Beverages Restaurants Luxury With a total Enterprise Value of $130bn+ JAB’s Managed Capital has significantly increased since its formation in 2012 JAB Total Managed Capital in $bn 75 CAGR +20% 50 25 S&P: BBB+ with stable outlook Moody’s: Baa2 with stable outlook - 2012 2013 2014 2015 2016 2017 2018 2019 2020 H1 2021 Managed Capital Distribu�ons A privately held partnership of ~50 professionals with global S.à r.l. Company Holding JAB investment offices in Washington D.C., London, Amsterdam, São Paulo, Luxembourg and Mannheim with a long-term global ambition to invest in industry-leading consumer JAB – September 2021 JAB businesses. 1 JAB in this context refers to JAB Holding Company, together with JAB Consumer Fund and other Co-investors 3 JAB Holding Company Our heritage A global leading private 1823 Investment Firm in Consumer Goods and Services, with a The incorporation of Benckiser as strong heritage chemicals producer in Germany 1980 - 1990 Peter Harf joins Benckiser Benckiser acquisition of North American and European household products and cosmetics including 1990 - 2010 the spin off of the cosmetics activities Started investing in the Beauty & Luxury Investment Platform Beauty & Luxury IPO Benckiser and Merger to form Reckitt Benckiser M&A of several cosmetics companies 2012 - 2013 The formation of JAB Holding Company and core JAB team.
    [Show full text]
  • Finding Restaurant Investment Opportunities As the Moat -Disruptive Fast-Casual Category Matures
    ? April 2015 September 2014 Finding Restaurant Investment Opportunities as the Moat-Disruptive Fast-Casual Category Matures Contents Executive Summary Restaurants have been one of the most intriguing categories within the consumer space the past several 2 Key Takeaways 5 Best Ideas years, with fast-casual chains like Chipotle and Panera increasingly becoming disruptive forces for both traditional quick-service and casual-dining restaurant chains. Broadly speaking, we believe that many 7 Fast-Casual Has Reshaped Preferences Across the Restaurant Category, fast-casual concepts warrant premium valuations relative to their peers because of the pricing power Resulting in Material Changes in inherent in their brands—the impetus for positive moat trends for many players in the space—as well Industry Pricing Power as a cost-effective model than casual-dining players. However, as many established fast-casual chains 27 Are There Any Restaurant Investment reach maturity at a time when smaller emergent players have relatively easy access to attractive real Opportunities in a Market Willing to Pay estate and inexpensive rents, we believe investors must be cognizant of the potential fast-casual More Than 500 Times for Shake Shack? "bubble" in the market today. 49 Assessing Traditional Restaurants' Countermeasures to Fast-Casual Additionally, increased competition from fast-casual players has triggered many strategic Competitive Pressures countermeasures to unlock value across other quick-service and casual-dining restaurant chains. This 67 How Have Restaurant Industry includes more straightforward efforts such as localized/regional menu and marketing decisions, Changes Reshaped Our Moat Rating increased customization, mobile ordering, and reimaging efforts leveraging digital platforms but also Methodology? more aggressive tactics such as more aggressive franchising/refranchising, real estate transactions, and Restaurant Coverage Universe spin-offs.
    [Show full text]
  • Quick Service Restaurant Trends How Are Global Quick Service Restaurant Trends Changing the Icelandic Quick Service Restaurant Industry?
    Quick Service Restaurant Trends How are global quick service restaurant trends changing the Icelandic quick service restaurant industry? Sigurjón Arnórsson May 2013 M.Sc. Thesis: International Business How are global quick service restaurant trends changing the Icelandic quick service restaurant industry? Sigurjón Arnórsson Instructor: Dr. Frank Hoy International Business Reykjavik University 2013 1 2 Abstract It is relevant for quick service restaurant operations to have a clear understanding of their industries leading market trends. New brands are constantly entering the market with new concepts and trends. Most of these quick service restaurant trends originate from the US and then spread throughout the world’s leading brands. Iceland´s quick service restaurant industry was fairly undeveloped until an industry surge in the 1980´s. During this time, Iceland’s restaurant scene has been greatly affected by changing global quick service restaurant trends. Iceland’s process of adapting US quick service restaurant trends can be demonstrated by looking at the two nations’ different stages of their quick service restaurant industry development. The current leading global trends in the quick service restaurant industry are healthy food, fast casual, quality, simplicity, convenience, snacking, declining popularity of carbonated soft drinks, social media marketing, complex product development mechanisms, international human resource management strategies, internationalization and changing pricing strategies in response to the 2008 financial crisis. Despite its history of being slow to adopt global trends, Iceland’s quick service restaurant industry has become efficient in adopting modern trends. However, the Icelandic industry has yet to produce a brand that has achieved considerable success through international expansion.
    [Show full text]
  • How Top Restaurants Rate on Reducing Use of Antibiotics in Their
    CHAIN REACTION II How Top Restaurants Rate on Reducing Use of Antibiotics in Their Meat Supply Acknowledgements Several public interest organizations working to eliminate the routine use of antibiotics in animal agriculture co- authored this report. Sasha Stashwick of the Natural Resources Defense Council is the lead author, with significant contributions from Lena Brook of the Natural Resources Defense Council, Jean Halloran and Meagen Bohne of Consumers Union, Kari Hamerschlag of Friends of the Earth, Cameron Harsh of Center for Food Safety, and Steve Roach of Food Animal Concerns Trust and Keep Antibiotics Working. Lena Brook was project leader for Chain Reaction II. The authors would like to thank Michael Hansen from Consumers Union and David Wallinga, MD from the Natural Resources Defense Council for their valuable review of this report. The opinions expressed in this report do not necessarily reflect those of our organizations’ supporters or reviewers. ©Copyright September 2016 2 Executive Summary America’s biggest restaurant chains feed millions of people billions of pounds of beef, chicken, turkey and pork every year. The vast majority of this meat is produced in industrial-scale facilities where thousands and even tens of thousands of animals at a time are routinely fed antibiotics to help them survive and make them grow faster in unsanitary, crowded and stressful conditions.1 This misuse of antibiotics contributes to antibiotic resistance— the ability of bacteria to withstand exposure to an antibiotic. Antibiotic resistance makes treatment of bacterial infections harder, increases how long people are sick, and makes it more likely that patients will die.2 Curbing the misuse of antibiotics in the meat industry is a public heath imperative.
    [Show full text]