2013 Kick-off Meeting
2012 Company and Departmental Highlights
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
New Units2012
Company Franchise• Tallahassee, FL (Drive
Thru)
• Temple, TX
• Texarkana, TX
• Lake Charles, LA
• Wilmington, NC
• Charlottesville, VA
• Mobile, AL
• Kennesaw, GA (Drive
Thru)
• Wichita Falls, TX
• Boulder, CO
• Las Cruces, NM
“What got us here won’t get us
there.”
Marshall
Goldsmith
Author
Plan for Excellence
“The higher the expectation, the greater the achievement”
We look at our performance…
Incredible Food
Great People
Unmatched Culture
Real Estate
So, why then, the previous two slides???
A Candid Assessment of Jdeli…(aside from all the good!)
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
We aspire for something even better…A “Grand Vision”
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
“The relentless pursuit of quality in
every aspect of our company will be the
only way that we can become an
Enduring Great Company.”
Joe Tortorice Jr. Excellence…
Jason’s DeliFoundation for Performance Excellence
Mission To Make Every Customer Happy
Vision To be the best run restaurant company in the United States
Core Values
Highest Personal Standards Out of this World Hospitality A Great Place to Work Highest Quality Food A Healthy Growing Company
Where are we going??? It’s actually very simple…
Mission
Vision and Values
Key Focus Areas
Strategic Targets
Key Strategic Measures
Performance
Excellence
World Class Performanc
e
Action Plans
“Desire without disciplined, appropriate action means nothing”
What is Performance Excellence?
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
What is Performance Excellence?
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 driving performance improvement and continually
improving processes”
Why Performance Excellence? 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”
Reacting to Problems
Strategic and Operational Goals
Early Systematic Approaches
Strategic and Operational
Goals
Aligned Approaches
Strategic and Operational Goals
Integrated Approaches
Strategic and
Operational Goals
The Key is Focus…
Chill
Small Concept
Breakfast
People Programs
Technology Solutions
Downtown Concept
Excellence in what we
already do
PM Delivery
Performance Excellence for you...
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
Strategic Plan Introduction
“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
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
Mission StatementTo create an environment where operational complexities are minimized
New Customer Retention Rate Establish standardized expectations of operations systems and processes
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%
First-time Guest Behavioral Score Establish a first time customer engagement process
To have the most accurate togo and delivery business in the fast-casual segment
All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
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 specifications and quality standards 100% of the time
Delivery and Togo Accuracy Score Streamline Communication to the field
To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.
Vision Statement
Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.
% pass rate (test) of all EE's in the company- % of efficient documented processes by department
Revise and implement a best in class hiring process
To be the best run restaurant company in the
United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.
% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures
Evaluate training program for all employees & implement best in class training
To be Best in Class on hiring and retention processes across all areas of the company
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.
efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-
Focus on improving our processes for ongoing DV of all EE's
To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.
Maybe top 10 best places to work/ Benchmark against other Mindshare competitors
Create execution plan for franchise engagement on Performance Excellence
Develop consistent tool for Goal Cascading/Tracking
Brand the Jason's 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.
Determine and identify our core customer base for all areas of our business
Re-establish Jason's as the catering leader in the fast casual segment
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
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
Core ValuesProvide an outstanding environment which will enhance the customer experience in our units
NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Refine and simplify the Jason's concept for better execution and return on investment
Correlation of local advertising dollars spent to impact on sales volumes
Determine what is important for our guests - what drives them to act
Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion
Top Box Score for Catering Customer MindShare Comments
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow 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 New Store % increase (total) To eliminate all non-value internal services.
Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions
One billion dollars in sales a yearProjected Annual Sales
Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
4. Focus on Growing the Company
Healthy Growing Company
Jason's Deli Plan for Excellence - 2013
1. Focus on Operational Excellence
To Make Every Customer Happy
2. Focus on growing and developing our people
3. Focus on Innovating the Concept and Refining the
Business ModelHighest Personal Standards
Out of this World Hospitality
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
Mission StatementTo create an environment where operational complexities are minimized
New Customer Retention Rate Establish standardized expectations of operations systems and processes
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%
First-time Guest Behavioral Score Establish a first time customer engagement process
To have the most accurate togo and delivery business in the fast-casual segment
All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
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 specifications and quality standards 100% of the time
Delivery and Togo Accuracy Score Streamline Communication to the field
To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.
Vision Statement
Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.
% pass rate (test) of all EE's in the company- % of efficient documented processes by department
Revise and implement a best in class hiring process
To be the best run restaurant company in the
United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.
% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures
Evaluate training program for all employees & implement best in class training
To be Best in Class on hiring and retention processes across all areas of the company
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.
efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-
Focus on improving our processes for ongoing DV of all EE's
To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.
Maybe top 10 best places to work/ Benchmark against other Mindshare competitors
Create execution plan for franchise engagement on Performance Excellence
Develop consistent tool for Goal Cascading/Tracking
Brand the Jason's 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.
Determine and identify our core customer base for all areas of our business
Re-establish Jason's as the catering leader in the fast casual segment
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
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
Core ValuesProvide an outstanding environment which will enhance the customer experience in our units
NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Refine and simplify the Jason's concept for better execution and return on investment
Correlation of local advertising dollars spent to impact on sales volumes
Determine what is important for our guests - what drives them to act
Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion
Top Box Score for Catering Customer MindShare Comments
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow 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 New Store % increase (total) To eliminate all non-value internal services.
Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions
One billion dollars in sales a yearProjected Annual Sales
Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
4. Focus on Growing the Company
Healthy Growing Company
Jason's Deli Plan for Excellence - 2013
1. Focus on Operational Excellence
To Make Every Customer Happy
2. Focus on growing and developing our people
3. Focus on Innovating the Concept and Refining the
Business ModelHighest Personal Standards
Out of this World Hospitality
“Why do we exist?”Purpose
“What will it look like around here in the
future?
“How will we conduct our business?”
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
Mission StatementTo create an environment where operational complexities are minimized
New Customer Retention Rate Establish standardized expectations of operations systems and processes
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%
First-time Guest Behavioral Score Establish a first time customer engagement process
To have the most accurate togo and delivery business in the fast-casual segment
All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
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 specifications and quality standards 100% of the time
Delivery and Togo Accuracy Score Streamline Communication to the field
To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.
Vision Statement
Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.
% pass rate (test) of all EE's in the company- % of efficient documented processes by department
Revise and implement a best in class hiring process
To be the best run restaurant company in the
United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.
% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures
Evaluate training program for all employees & implement best in class training
To be Best in Class on hiring and retention processes across all areas of the company
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.
efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-
Focus on improving our processes for ongoing DV of all EE's
To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.
Maybe top 10 best places to work/ Benchmark against other Mindshare competitors
Create execution plan for franchise engagement on Performance Excellence
Develop consistent tool for Goal Cascading/Tracking
Brand the Jason's 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.
Determine and identify our core customer base for all areas of our business
Re-establish Jason's as the catering leader in the fast casual segment
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
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
Core ValuesProvide an outstanding environment which will enhance the customer experience in our units
NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Refine and simplify the Jason's concept for better execution and return on investment
Correlation of local advertising dollars spent to impact on sales volumes
Determine what is important for our guests - what drives them to act
Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion
Top Box Score for Catering Customer MindShare Comments
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow 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 New Store % increase (total) To eliminate all non-value internal services.
Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions
One billion dollars in sales a yearProjected Annual Sales
Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
4. Focus on Growing the Company
Healthy Growing Company
Jason's Deli Plan for Excellence - 2013
1. Focus on Operational Excellence
To Make Every Customer Happy
2. Focus on growing and developing our people
3. Focus on Innovating the Concept and Refining the
Business ModelHighest Personal Standards
Out of this World Hospitality
“Where we will Focus our efforts”
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
Mission StatementTo create an environment where operational complexities are minimized
New Customer Retention Rate Establish standardized expectations of operations systems and processes
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%
First-time Guest Behavioral Score Establish a first time customer engagement process
To have the most accurate togo and delivery business in the fast-casual segment
All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
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 specifications and quality standards 100% of the time
Delivery and Togo Accuracy Score Streamline Communication to the field
To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.
Vision Statement
Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.
% pass rate (test) of all EE's in the company- % of efficient documented processes by department
Revise and implement a best in class hiring process
To be the best run restaurant company in the
United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.
% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures
Evaluate training program for all employees & implement best in class training
To be Best in Class on hiring and retention processes across all areas of the company
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.
efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-
Focus on improving our processes for ongoing DV of all EE's
To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.
Maybe top 10 best places to work/ Benchmark against other Mindshare competitors
Create execution plan for franchise engagement on Performance Excellence
Develop consistent tool for Goal Cascading/Tracking
Brand the Jason's 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.
Determine and identify our core customer base for all areas of our business
Re-establish Jason's as the catering leader in the fast casual segment
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
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
Core ValuesProvide an outstanding environment which will enhance the customer experience in our units
NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Refine and simplify the Jason's concept for better execution and return on investment
Correlation of local advertising dollars spent to impact on sales volumes
Determine what is important for our guests - what drives them to act
Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion
Top Box Score for Catering Customer MindShare Comments
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow 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 New Store % increase (total) To eliminate all non-value internal services.
Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions
One billion dollars in sales a yearProjected Annual Sales
Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
4. Focus on Growing the Company
Healthy Growing Company
Jason's Deli Plan for Excellence - 2013
1. Focus on Operational Excellence
To Make Every Customer Happy
2. Focus on growing and developing our people
3. Focus on Innovating the Concept and Refining the
Business ModelHighest Personal Standards
Out of this World Hospitality
B
“In five years we
will…………”
• Future focused• Describe the future
state of the Company
• Designed to stretch the organization
• “BHAG”
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
Mission StatementTo create an environment where operational complexities are minimized
New Customer Retention Rate Establish standardized expectations of operations systems and processes
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%
First-time Guest Behavioral Score Establish a first time customer engagement process
To have the most accurate togo and delivery business in the fast-casual segment
All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
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 specifications and quality standards 100% of the time
Delivery and Togo Accuracy Score Streamline Communication to the field
To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.
Vision Statement
Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.
% pass rate (test) of all EE's in the company- % of efficient documented processes by department
Revise and implement a best in class hiring process
To be the best run restaurant company in the
United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.
% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures
Evaluate training program for all employees & implement best in class training
To be Best in Class on hiring and retention processes across all areas of the company
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.
efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-
Focus on improving our processes for ongoing DV of all EE's
To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.
Maybe top 10 best places to work/ Benchmark against other Mindshare competitors
Create execution plan for franchise engagement on Performance Excellence
Develop consistent tool for Goal Cascading/Tracking
Brand the Jason's 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.
Determine and identify our core customer base for all areas of our business
Re-establish Jason's as the catering leader in the fast casual segment
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
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
Core ValuesProvide an outstanding environment which will enhance the customer experience in our units
NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Refine and simplify the Jason's concept for better execution and return on investment
Correlation of local advertising dollars spent to impact on sales volumes
Determine what is important for our guests - what drives them to act
Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion
Top Box Score for Catering Customer MindShare Comments
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow 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 New Store % increase (total) To eliminate all non-value internal services.
Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions
One billion dollars in sales a yearProjected Annual Sales
Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
4. Focus on Growing the Company
Healthy Growing Company
Jason's Deli Plan for Excellence - 2013
1. Focus on Operational Excellence
To Make Every Customer Happy
2. Focus on growing and developing our people
3. Focus on Innovating the Concept and Refining the
Business ModelHighest Personal Standards
Out of this World Hospitality
“What will we measure
to determine if
we are making
progress?”
• Deciding what to measure is more important that deciding what to do!!!
• A broad measure used to evaluate and communicate status of achievement of the Strategic Targets
• Must be expressed as a number!
• Company Scorecard
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
Mission StatementTo create an environment where operational complexities are minimized
New Customer Retention Rate Establish standardized expectations of operations systems and processes
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%
First-time Guest Behavioral Score Establish a first time customer engagement process
To have the most accurate togo and delivery business in the fast-casual segment
All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
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 specifications and quality standards 100% of the time
Delivery and Togo Accuracy Score Streamline Communication to the field
To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.
Vision Statement
Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.
% pass rate (test) of all EE's in the company- % of efficient documented processes by department
Revise and implement a best in class hiring process
To be the best run restaurant company in the
United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.
% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures
Evaluate training program for all employees & implement best in class training
To be Best in Class on hiring and retention processes across all areas of the company
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.
efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-
Focus on improving our processes for ongoing DV of all EE's
To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.
Maybe top 10 best places to work/ Benchmark against other Mindshare competitors
Create execution plan for franchise engagement on Performance Excellence
Develop consistent tool for Goal Cascading/Tracking
Brand the Jason's 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.
Determine and identify our core customer base for all areas of our business
Re-establish Jason's as the catering leader in the fast casual segment
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
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
Core ValuesProvide an outstanding environment which will enhance the customer experience in our units
NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Refine and simplify the Jason's concept for better execution and return on investment
Correlation of local advertising dollars spent to impact on sales volumes
Determine what is important for our guests - what drives them to act
Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion
Top Box Score for Catering Customer MindShare Comments
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow 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 New Store % increase (total) To eliminate all non-value internal services.
Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions
One billion dollars in sales a yearProjected Annual Sales
Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
4. Focus on Growing the Company
Healthy Growing Company
Jason's Deli Plan for Excellence - 2013
1. Focus on Operational Excellence
To Make Every Customer Happy
2. Focus on growing and developing our people
3. Focus on Innovating the Concept and Refining the
Business ModelHighest Personal Standards
Out of this World Hospitality
“What are we going to
DO to accomplish
our Strategic Targets?”
• Statements of action to accomplish Strategic Targets
• Undertaking these initiatives will have a positive impact on the identified Key Strategic Measures
• Specific programs, activities, projects, or actions the Company will undertake
KeyFocusArea
Strategic Targets (Vision- Where we are going)
Focus on Operational Excellence
To create a customer retention focused culture 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
KeyFocusArea
Strategic Targets (Vision- Where we are going)
Growing & developing our People
• Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.
• 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 areas of the company.
• To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.
• To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.
KeyFocusArea
Strategic Targets
Focus on Innovating the Concept and Refining the Business Model
• Brand the Jason’s concept in order to be profitable in any suburban market
• Re-establish Jason’s as the catering leader in the fast-casual segment
• Make fact based decisions based upon understanding our customer and their needs
• Provide an outstanding environment which will enhance the customer experience in our units
• Refine the Jason’s concept for better execution and return on investment
• Drive store sales to a level that will produce an adequate return
KeyFocusArea
Strategic Targets (Vision- Where we are going)
Focus on Growing the Company
• To become a quality based company
• To refine the business model to produce industry leading returns
• To grow in a consistent, conservative manner
• To improve the cost structure of the company
• To improve the cost structure at the store level
• To grow revenue to achieve $1 billion a year
• To grow profits at 20% per year
KeyFocusArea
PersonResponsible
Supporting Strategies
Focus on Operational Excellence
Michele Ervin Streamline communication
Jason Harmon Establish standardized expectations of operations systems and processes
Travis Bryant Eliminate non value-added waste
Michael Johnson Establish a first time customer engagement process
Michael Johnson Establish a service training orientation for new hires
Jamie Cohen Do a study of 1st time customer turnover
KeyFocusArea
PersonResponsible
Supporting Strategies
Focus on Operational Excellence
Michele Ervin Revise and implement a best in class hiring process
Mic Burnett Evaluate training program for all employees & implement best in class training
Ragan Edgerly Create plan for Performance Excellence education across the brand
Michele Ervin Focus on improving our processes for ongoing DV of all EE's
Gene Barber Create execution plan for franchise engagement on Performance Excellence
Kevin Verde Develop consistent tool for Goal Cascading/Tracking
KeyFocusArea
PersonResponsible
Supporting Strategies
Focus on Innovating the Concept and Refining the Business Model
Lee Greer
Raymond Begnaud
Jamie Cohen
Grace Prasanson
Determine and identify our core customer base for all areas of our business
Refresh all delis by 2016
Develop a community based marketing plan for suburban delis
Enhance and upgrade presentation of catering through design and creative
KeyFocusArea
PersonResponsible
Supporting Strategies
Focus on Growing the Company
Keith Kemplay Implement Baldrige Class business processes
Todd Breiner Shift concept design from current to SKUNK model
Greg Messina Develop real estate model including revenue forecasting
Pat Herring Simplify menu offerings for better execution in delis
Kevin Carpenter Develop food cost model with suggestive ordering
Gene Barber Develop short/long term franchise growth strategy
Gracie Prasanson Develop short/long term store sales growth strategy
Jason’s Deli Strategic Plan Structure
Customers
A H
ealth
y G
row
ing
C
om
pan
y
A G
reat P
lace to
W
ork
Hig
hest Q
uality
Food
Ou
t of th
is W
orld
H
osp
itality
Hig
hest p
ers
on
al
Sta
nd
ard
s
2013Proposed Sites – Company Units
• Waterford Lakes, FL
• Plantation, FL
• Augusta, GA
• Savannah, GA
• Lake Mary, FL
• Macon, GA
• Pensacola, FL
• Madison, WI
• Peoria, IL
• Rockford, IL
• Champaign, IL
• Roanoke, VA
• Hattiesburg, MS
• Covington, LA
• Milwaukee, WI