Undoubtedly, in the face of current market conditions, our business leaders are likely not to maintain and develop their teams by maintaining the status quo. Change management must be highly prioritized in the vision of a restaurant CEO or president. The question is how leaders can cope with the challenges of rising commodity prices, consumers who are reluctant to give up the dollar, and the lending industry that is cautious about the location and target of the loan. People in administrative positions in the food and beverage industry not only accept change, but also initiate change before the situation requires it, especially in the three key areas of attitude, focus and people.
When I asked them how to manage change and initiate change, here are some ways to quickly and casually. B.J. Dumond, CEO of J&H Foods, is a franchisor of 240 units of Simple Simon's Pizza, who told me that his attitude must remain flexible. "You have to be pragmatic and use common sense. But don't be afraid to use it out of the box." Dumond told me. Stey Salzman, senior vice president of operations at Stevi B's Pizza, believes his concept is in a good position because consumers are now paying attention to value. "This is the first time in the company's history. We hired an advertising company and we are launching a system-wide marketing campaign." Mike Dumsky, CEO of Dallas-based Madeleine Inc. [Mike Shumsky] is ready for the current struggle. He told me, "No matter the economic environment, you must make your organization correct, lean and productive." Although the attitudes are different, the theme seems to be active. Non-reactive.
The focus is on another area I asked them. Shumsky said his team began to readjust in February 2008. A particular area of concern is "maximizing what we already own and use." Shumsky continues to share how his team launched a new web page for the company's website to highlight the franchise opportunities with Madeleine. Salzman told me that Stevi B's marketing was mainly to highlight value and it will change the focus. "As everyone pushes prices and values, we turn our attention to the quality of marketing information. Everyone already knows the value we provide." Simple Simon's Dumond compared to two years ago, the franchise agreement The number has increased, and their goal is to maximize the inquiries of potential franchisees who are interested in controlling their careers through ownership. "We are always the most successful swimmer in the market." Dumond told me. For those who recognize the need and make appropriate and timely changes, the concentration of specific opportunity areas seems to have increased.
The character segment seems to be the most sensitive subject and reveals different ways of restaurant leadership. Salzman's direct view is "to let people move or expand their roles." "We need to get the right people to join as soon as possible." Shumsky has different strategies. The focus here is on where they invest in talent, not the amount they invest. "As far as staffing is concerned, we value accounting, finance and processing. We automate many processes and focus on investment marketing and services." The marketing and labor portion of the budget has increased by $1 million, which is obvious. . Both of these strategies are the result of the restaurant leadership's understanding of the need to manage and initiate the company's best interests.
Therefore, as the restaurant industry experiences this period of economic volatility, the most successful concepts will manage and initiate many changes. Leaders who successfully manage change to take advantage of existing opportunities will find themselves in an enviable position more than those who have no chance. As James Yorke said, "The most successful people are those who are good at Plan B."
Orignal From: Change management in the catering industry
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