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 are cautious about the location and content 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 quick casual people who say it. BJ 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 take common sense. But don't be afraid to use it out of the box." Dumond told me. Seth Salzman, senior vice president of corporate operations at Stevi B&s Pizza, believes his philosophy is in a good position because consumers and now pay attention to value. "This is the first time in the history of the company. We have hired an agency and we are launching a system-wide marketing campaign." Dukes-based Madeleine CEO Mike Shumsky [ 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. Not a reaction.
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 is launching 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 value, we shift the focus of marketing information to quality. Simple Simon's Dumond, compared to two years ago, the number of franchise agreements has increased. Dumond told me, "We always It is most likely to control your career through ownership, maximizing the inquiries of potential franchisees who are interested in controlling their careers through ownership. Dumond told me that the opportunity field seems to be paying off for those who recognize the need and make appropriate and timely changes.
The character segment seems to be the most sensitive subject and reveals different ways of restaurant leadership. Salzman's immediate goal is to "make people transfer 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 people, not the amount they invest. "As far as staffing is concerned, we are very heavy in accounting, finance and processing. We automate many processes and focus on investment marketing and services." This is because the marketing and labor portion of the budget has increased by $1 million. 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 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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