Change management in the restaurant industry

There is no doubt that, under current market conditions, management will probably not maintain and increase their groups by maintaining the status quo. Change management must be of paramount importance in every restaurant-CEO or presidential vision. The question lies in how this management responds to the challenges of rising commodity prices, to consumers who are less willing to take part in the dollar, and a lending industry is cautious about where and to whom they are lending. There are leadership positions who not only change themselves but who initiate the necessary changes before the situation requires, especially in three key areas: attitude, focus, and people.

between the change and the initiative, here are some that have been formulated in the fast ad hoc segment. BJ Dumond, chairman and CEO of J & H Foods, Simon Pizza's 240 franchise franchise, said his attitude would remain flexible. "You should be practicing and sober, but do not be afraid to get out of the box." Dumond told me. Seth Salzman, CEO of Stevi's Pizza Company, sees the concept of a good position as consumers focus on value. "In the company history, we first took on an advertising agency and launched a regular marketing campaign." Mike Shumsky, Managing Director of La Madeleine, based in Dallas, is prepared for the current struggles when he told me: "It is necessary to have a proper, tight and productive organization regardless of the economic situation." While attitudes are varied, the subject seems to be proaction and not a reaction.

Focus is another area I asked. Shumsky said his group started catching up in February 2008. Particular attention was devoted to the area of ​​"maximizing what we are already using and using". Shumsky continued to share his group's new website on the company's website to highlight the franchise opportunities with Madeleine. Salzman informed me that Stevi's B marketing, which has focused most on value in the past, will change the focus. "For those who create price and value, we're shifting quality in our marketing message, everyone knows the value we offer." Dumond, the simple Simon, who saw the increase in the number of franchise agreements over the past two years, seeks to maximize the growing number of potential franchisees who exercise their interest over their ownership. "He has always found the greatest success to swim over the market," Dumond said. Increasing occasional concentration seems to pay off for those who recognize the needs and bring about good and timely changes.

The piece of people, which seems to be the most sensitive topic, also reveals different ways of restaurant management. Salzman's immediate move is to "move people and move or expand their role". "We need to be ready to bring the right people to the deck as soon as possible." Shumsky has another strategy. The focus here is where people invest, and not so much the money they invest. "The accounting, financial and processing pages were very much emphasized to staff, many of these processes were automated and focused on marketing and service." This will make the budget visible in both the marketing and working hours of $ 1 million. Both strategies are a result of restaurant management that understands that companies need to deal with and change change in their best interests.

So, as the restaurant industry passes during the economic flow, the most successful concepts handle and initiate many changes. Leaders who are successfully changing to take advantage of the opportunities available will be in a much happier position than those who do not. James Yorke says, "The most successful people are those who are good at B."

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