The President and Vice Presidents of a multi-unit restaurant group were having trouble working together. And, as often happens when individuals approach a singular goal with multiple perspectives, their differences often blocked them from moving forward as a group. We showed them how to change their differing perspectives from a roadblock to an advantage and identified an opportunity to reduce the expense of corporate oversight of their units by 50%. We worked with their management team to increase PPA by 14%, resulting in a $720K annual revenue increase. We used our Management Power and Revenue Builder processes.
A respected family-owned group of a handful of restaurants approached us, feeling unable to grow. One of the difficulties holding them back was a lack of clearly defined duties, so to counter that, we identified key areas of responsibility for each of the family members and showed them how to increase the productivity and responsibility of their unit managers. Today, the group is either operating or planning 15 units, both company owned and franchised. Profits have doubled since we began working with them. We used our Management Power process.
A new generation of a family-owned segment-leading 20-year-old restaurant group wanted to update the way their company was managed. We helped them upgrade practices and incorporate techniques used in the greatest restaurant companies in America. Profits doubled. Revenue increased. The restaurants have successfully defended their position, remaining the leader in their segment in an environment of fierce competition. We used our Management Power , Revenue Builder, and Creating Consistency processes.
The leading franchisee in a 100-unit system had an opportunity to gain territorial rights to a second top-ten US market — but they also faced a multi-year trend of guest count erosion in their existing market. As we developed their management team to prepare for this growth, we simultaneously helped them reverse their negative guest count trend and also increase revenue through PPA growth. We did this using our Management Power, Revenue Builder, and Creating Consistency processes.
A 30-year-old market-leading restaurant was facing the retirement of its management team at a time that also saw difficulties for its newly opened sister restaurant. We turned the sister restaurant around, using our Restaurant Reinvigorator process. We also introduced updated management techniques at both units. The results? Record sales and profits and a smooth transition to a new breed of management. The organization now has two more units in development and is envisioning more. We used our Management Power, Revenue Builder, and Creating Consistency processes.
The former General Manager of the highest volume restaurant in his market wanted to open his own restaurant. We collaborated with him through the concept development, site selection, fundraising, and operational launch phases of the venture. Today, his restaurant is recognized regionally as a top dining destination. We did this through our High-Profile Start-Up process.
A landmark dining institution was on the decline — largely due to relying on the old ways of doing things. The restaurant was risking closure. We brought it up to date with systems, culinary, and management technique, and the decline was reversed. Today, the unit enjoys record sales and profits. Ownership is even embarking on an expansion program, planning to build multiple units of this brand. We used our Management Power, Restaurant Reinvigorator, Revenue Builder, and Creating Consistency processes.