The National Restaurant Association’s annual trade show has come and gone to much fanfare. From what I saw and read, the participation was phenomenal. We were able to bring our full consulting team from all of our offices and even made time to break some bread together. This year, I also participated in a panel discussion that explored unit economics and was moderated by Steve Romaniello, managing director of Roark Capital.Read more...
Restaurant sales showed solid growth in May. New study shows all consumer income groups devote about the same percentage of their day-to-day spending at restaurants. Prices consumers pay for food away from home continues to rise faster than food at home prices. Johnny Rocket’s opened their first drive thru location. The Ricker’s C-store chain has expanded their foodservice menu extensively. These stories and a whole lot more This Week in Foodservice.Read more...
If growing in a recession is tough, growing in a recession while emerging from bankruptcy is tougher still. Fatburger has done both, executing a turnaround strategy since it filed for bankruptcy protection in April 2009. Last year, the company landed squarely in positive territory, achieving double-digit unit growth and systemwide revenue gains of 4 percent. In its primary markets of California and Nevada, same-store sales rose more than 11 percent for the year, says Don Berchtold, president.
As Fatburger worked to come out of bankruptcy, underperforming units were closed as were some in high-rent real estate. The store's footprint, which had inched up from 1,200 sq. ft. to almost 2,500 sq. ft. was brought back down. Old equipment was replaced and, working with suppliers, changes were made to the grill, the burger grind and format to improve speed of service. A veggie burger was added as was a Fat Salad Wedge. Interiors were spruced up and localized, with photos of XXXL (King Burger) Challenge winners adorning the walls. Menu boards were updated and burger options renamed and simplified.
All but three company-owned stores were sold to franchisees, with the ideal being "conversions" — local independents who buy into the brand and convert their operations to Fatburgers. That profile jives with a new management strategy that encourages franchisees and managers to take ownership, participate in their local communities and operate like entrepreneurs. "We don't just tell them what to do, we teach them how to do it and why it's important," Berchtold says. "We didn't chase trends and make big menu changes. We tightened everything up and focused in hard on our attitude, our people and our service."