Garlic Jims actually was #6 on our top ten list in July. We stated they were #10.
Also, Flemings increased by 8 units during the period, not 10 as we stated.
Sorry for any confusion.
We will print corrections in next weeks newsletter.
Tuesday, September 25, 2007
M&A representation by Restaurantchains.net
Time to sell?
or
Time to expand?
Take advantage of Restaurantchains.net's close contact with thousands of restaurant chains.
Restaurantchains.net offers merger & acquisition gateways. Restaurantchains.net and our principals have decades of M&A experience including FOH & BOH operational competency, consulting, advising and P&L management.
Services include establishing the right fit for the thousands of restaurant chains with whom we have frequent and close, inter-personal contact. We offer:
*Diligence and pre-screening of potential acquisitions and/or potential acquirers.
*Development of equity strategy including divestiture.
*Full fledged consultation of current properties including transition flow and core philosophy entanglement resolution.
Contact us for an initial confidential discussion. Contact us at restaurantchains@gmail.com or call Keith Gellman at 914-591-4297.
or
Time to expand?
Take advantage of Restaurantchains.net's close contact with thousands of restaurant chains.
Restaurantchains.net offers merger & acquisition gateways. Restaurantchains.net and our principals have decades of M&A experience including FOH & BOH operational competency, consulting, advising and P&L management.
Services include establishing the right fit for the thousands of restaurant chains with whom we have frequent and close, inter-personal contact. We offer:
*Diligence and pre-screening of potential acquisitions and/or potential acquirers.
*Development of equity strategy including divestiture.
*Full fledged consultation of current properties including transition flow and core philosophy entanglement resolution.
Contact us for an initial confidential discussion. Contact us at restaurantchains@gmail.com or call Keith Gellman at 914-591-4297.
Sunday, September 09, 2007
State of the Industry. New Alerts feature.
1)In all this recent hullabaloo about the economy,
My opinion is reflected due to my organic involvement with the business is that, the industry is going strong.
Due to the (ever so) consistent nature of daily food consumption by customers, the shift is still decidedly quick service. People have not stopped eating, just shifted according to their wallets. Our research has continued to show this to be the case for at least the past two years.
We anticipated this to continue for the foreseeable future. The August RII (will be posted next week) along with our internal capturing of growing concepts (see newsletters) helps to prove the case.
And,
2) Restaurantchains.net is going to issue an alerts feature showing clients which concepts are achieving new unit growth plateaus and benchmarks. This will enable end-users as well as manufacturers see who the newest growth winners are. Stay tuned.
My opinion is reflected due to my organic involvement with the business is that, the industry is going strong.
Due to the (ever so) consistent nature of daily food consumption by customers, the shift is still decidedly quick service. People have not stopped eating, just shifted according to their wallets. Our research has continued to show this to be the case for at least the past two years.
We anticipated this to continue for the foreseeable future. The August RII (will be posted next week) along with our internal capturing of growing concepts (see newsletters) helps to prove the case.
And,
2) Restaurantchains.net is going to issue an alerts feature showing clients which concepts are achieving new unit growth plateaus and benchmarks. This will enable end-users as well as manufacturers see who the newest growth winners are. Stay tuned.
Tuesday, August 14, 2007
Natural progression of recent RII and other issues
If you have seen the RII in recent months you will notice a last quarters rise of burgeoning companies with less than 200 stores. Please follow the link above to see the recent outputs.
We have begun to syndicate our weekly newsletters. You should be seeing us on www.restaurantnewsresource.com and bluemaumau.org. These are two sites that are PR related. Each has it's own twist on presentation and audience. We expect to be posted on some other major sites shortly.
We have begun to syndicate our weekly newsletters. You should be seeing us on www.restaurantnewsresource.com and bluemaumau.org. These are two sites that are PR related. Each has it's own twist on presentation and audience. We expect to be posted on some other major sites shortly.
Tuesday, July 10, 2007
Julys Top Ten Fastest Growing concepts below 50 units
Top Ten list for July in order of largest percentage growth;
1. Which Wich
2. Tacos Don Chente
3. Homemade Pizza Co.
4. Costa Vida Fresh Mexican Grill
5. Heidi's Brooklyn Deli
6. Garlic Jim's Famous Gourmet Pizza
7. Fat Tuesday
8. Extreme Pizza
9. La Paletera
10. Ted's Montana Grill
1. Which Wich
2. Tacos Don Chente
3. Homemade Pizza Co.
4. Costa Vida Fresh Mexican Grill
5. Heidi's Brooklyn Deli
6. Garlic Jim's Famous Gourmet Pizza
7. Fat Tuesday
8. Extreme Pizza
9. La Paletera
10. Ted's Montana Grill
Tuesday, June 12, 2007
Perfecting the figure 8, another 6th sense story
As a newbie manager in the 80's, the main issue for my leaders to get into my head was "awareness."
It was the ability to see what was going on where in the restaurant. Being that restaurants had a front as well as a back of the house in addition to numerous dining areas and entrances there was no real way to see it all once.
So we were taught to make a figurative "figure 8."
In other words to move from area to area, room to room and place to place over and over again throughout the shift. Then, from the perspective gained from floating from point to point you were able to gather the goings on of staffs and customers that often exceed 3 or 400 people, places and things to look at-all within minutes.
This was never easy, but this practice allows the unit manager to see, touch and feel the operation while being the manager on duty and providing necessary coaching and directing to create a successful shift. I found that this method was sound and enabled myself as well as other managers to obtain the elusive "sixth sense."
In order to graduate from a unit manager to become a GM, this was demanded of me. I believe most operators today strive for the same.
It was the ability to see what was going on where in the restaurant. Being that restaurants had a front as well as a back of the house in addition to numerous dining areas and entrances there was no real way to see it all once.
So we were taught to make a figurative "figure 8."
In other words to move from area to area, room to room and place to place over and over again throughout the shift. Then, from the perspective gained from floating from point to point you were able to gather the goings on of staffs and customers that often exceed 3 or 400 people, places and things to look at-all within minutes.
This was never easy, but this practice allows the unit manager to see, touch and feel the operation while being the manager on duty and providing necessary coaching and directing to create a successful shift. I found that this method was sound and enabled myself as well as other managers to obtain the elusive "sixth sense."
In order to graduate from a unit manager to become a GM, this was demanded of me. I believe most operators today strive for the same.
Friday, May 25, 2007
The NRA show in Chicago. Is it worth it to be an exhibitor?
I have been going to the NRA for 7 of the past 10 years and I have noticed some changes relating to how the show works, the attendees that visit and the exhibitors of which I am one of.
Being from outside of the region as an objective observer and a company trying to do business, I think it's fair for the amount of time I've spent at the show to make some reasonable observations.
This is my perspective as an exhibitor for the past three years,
1) The media hypes the show as a big deal. But it is a big deal. 75,000 folks going through Chicago veins is a lot of cash and great for the city.
2) Chicago rolls out the red carpet. Wherever you go the hospitality is felt.
3) There are more than 2,000 exhibitors.
4) The show is a big deal and very costly for the exhibitors as well. The exhibitors foot the bill more than any other sector. Even an 8'x10' booth commands around $2600 plus, electric, tables, chairs, shipping, handling, etc.
There are 8 miles of aisles. Then take into account the hotels, travel, food, entertaining, staffing etc.
All in all, it's a very large sum however you slice it.
5) Attendees have been increasingly local. More and more folks have badges that are of local states. This is the most painful part for the exhibitor after all the financial and emotional expense of putting on their show. Where are the non-regional restaurateurs?
Resulting opinion: By and large the show pays off for the bulk of the exhibitors. The exhibitors are always weighing their bang for the buck. So far the majority is hanging on year after year. But this is a national show and national attendee representation is waning.
Why does everyone in the greater Chicago area know that the NRA, perhaps is not the National Rifle Association and everywhere else, often automatically, believes that it is?
Additional thoughts turn to a marketing message that is not being heard in the national arena.
For the show to continue to thrive in Chicago, the city of Chicago working with the NRA must find a way or the show might lose some luster as a national meeting place for the industry.
Being from outside of the region as an objective observer and a company trying to do business, I think it's fair for the amount of time I've spent at the show to make some reasonable observations.
This is my perspective as an exhibitor for the past three years,
1) The media hypes the show as a big deal. But it is a big deal. 75,000 folks going through Chicago veins is a lot of cash and great for the city.
2) Chicago rolls out the red carpet. Wherever you go the hospitality is felt.
3) There are more than 2,000 exhibitors.
4) The show is a big deal and very costly for the exhibitors as well. The exhibitors foot the bill more than any other sector. Even an 8'x10' booth commands around $2600 plus, electric, tables, chairs, shipping, handling, etc.
There are 8 miles of aisles. Then take into account the hotels, travel, food, entertaining, staffing etc.
All in all, it's a very large sum however you slice it.
5) Attendees have been increasingly local. More and more folks have badges that are of local states. This is the most painful part for the exhibitor after all the financial and emotional expense of putting on their show. Where are the non-regional restaurateurs?
Resulting opinion: By and large the show pays off for the bulk of the exhibitors. The exhibitors are always weighing their bang for the buck. So far the majority is hanging on year after year. But this is a national show and national attendee representation is waning.
Why does everyone in the greater Chicago area know that the NRA, perhaps is not the National Rifle Association and everywhere else, often automatically, believes that it is?
Additional thoughts turn to a marketing message that is not being heard in the national arena.
For the show to continue to thrive in Chicago, the city of Chicago working with the NRA must find a way or the show might lose some luster as a national meeting place for the industry.
Tuesday, May 15, 2007
Management today, NRA show May 19-22, 2007
From my days in restaurant operations a few things held true. The General Manager was the "key" to the success of any store, and of great importance during busy shifts. It seemed the sixth sense was necessary to run a great store. It still is that way, but we have been seeing from a number of operators the "decentralization of talent."
Corporate offices want to to take away the drudgery and the artfulness. But is it possible? We think it is. We are seeing more and more operations who are working on a simplified system of narrow menu choices, big value to the customer and employee empowerment. Currently all indications are that this trend will continue.
Today's newsletter will be our last until after the NRA show. Exhibit space is sold out and it expects to be busy. See you there. We will be at booth #6365.
Corporate offices want to to take away the drudgery and the artfulness. But is it possible? We think it is. We are seeing more and more operations who are working on a simplified system of narrow menu choices, big value to the customer and employee empowerment. Currently all indications are that this trend will continue.
Today's newsletter will be our last until after the NRA show. Exhibit space is sold out and it expects to be busy. See you there. We will be at booth #6365.
Tuesday, May 08, 2007
Fluidity-let's talk Chipotle
Chipotle, it's restaurant and their stock are on an upswing if you haven't noticed their recent per share price. By the way, I am not a stock holder nor an operative for the company.
Most public chains today are huge due to their massive display of growth in stores and foot traffic. Same store sales of chains can often show an increase congruent to their advertising, promotion and PR department(s) expenditures.
But something feels different at Chipotle. On the customer end, their is a feeling of fluidity from the moment you get in the door through your last bite before exiting. There is an overwhelming part that makes you feel as though you are part of the process, and within this process, you feel valued and important all while spending around $10 and not leaving hungry.
My opinion is that if you can emulate that, you will have a winner on your hands. If you haven't visited a Chipotle, try it- I bet you will feel the same way.
Most public chains today are huge due to their massive display of growth in stores and foot traffic. Same store sales of chains can often show an increase congruent to their advertising, promotion and PR department(s) expenditures.
But something feels different at Chipotle. On the customer end, their is a feeling of fluidity from the moment you get in the door through your last bite before exiting. There is an overwhelming part that makes you feel as though you are part of the process, and within this process, you feel valued and important all while spending around $10 and not leaving hungry.
My opinion is that if you can emulate that, you will have a winner on your hands. If you haven't visited a Chipotle, try it- I bet you will feel the same way.
Thursday, April 19, 2007
Industry insights- operations and acquisitions
We are always tracking chains that are growing, those that are being acquired and those that are closing units. In addition, where I sit at my desk I typically have CNBC on the TV.
I often wonder while watching the stock channel as well as industry publications regarding buyouts as to what qualifies them to perform this sort of surgery on restaurants. From my perspective some chains and some management groups are suited to certain types of operations. It's almost always a square peg in a round hole and yet it is tried over and over again. However if the goal is to slash and burn by selling off or closing units, or changing trade names and concept operations, and your company is public, this can at times make wall street happy.
As for operators, we have noticed some large multi-concept growth in chains that are not meeting customer standards trying to run different concepts. For example, If their DNA is full service casual without deep formal training in upscale operations, I have found that by and large they simply cannot run them to discriminating levels and visa versa for those who make the addition of quick service to their already casual or upscale concepts.
I often wonder while watching the stock channel as well as industry publications regarding buyouts as to what qualifies them to perform this sort of surgery on restaurants. From my perspective some chains and some management groups are suited to certain types of operations. It's almost always a square peg in a round hole and yet it is tried over and over again. However if the goal is to slash and burn by selling off or closing units, or changing trade names and concept operations, and your company is public, this can at times make wall street happy.
As for operators, we have noticed some large multi-concept growth in chains that are not meeting customer standards trying to run different concepts. For example, If their DNA is full service casual without deep formal training in upscale operations, I have found that by and large they simply cannot run them to discriminating levels and visa versa for those who make the addition of quick service to their already casual or upscale concepts.
Industry insights- fast service, cheaper eats
We are reading in the media these days regarding the notion that fast service restaurants are out pacing full service restaurants regarding expansion of locations and unit volume increases versus those with higher check averages. Seems like old news to me.
It's been apparent with the ultra high cost of running full service locations and the squeeze put upon the broad mass of the population in the past 1-3 years, there isn't much choice if you are frequent diner who may go out to eat 5 plus times per week. Can an average person (let alone a family) really afford more than $15 per person for a meal multiple times per week, every week? I suppose some can. But new chain developments and those that are growing are decidedly quick/fast service, and have been.
It's been apparent with the ultra high cost of running full service locations and the squeeze put upon the broad mass of the population in the past 1-3 years, there isn't much choice if you are frequent diner who may go out to eat 5 plus times per week. Can an average person (let alone a family) really afford more than $15 per person for a meal multiple times per week, every week? I suppose some can. But new chain developments and those that are growing are decidedly quick/fast service, and have been.
Tuesday, April 03, 2007
April's top ten
Aprils Top Ten list of fastest growing concepts is now out. The winner, Nemos Seafood has a quick service seafood concept that more than doubled it's number of units within 4 months. Companies with less than 50 units and more than 3 are used for this study.
The Top Ten are:
1) Nemos Seafood
2) Shane's Rib Shack
3) Let's Dish!
4) Oceanaire Seafood Room
5) Hurricane Grill & Wings
6) Granite City Food & Brewery
7) Ohana Hawaiian BBQ
8) Jim 'N Nick's BAR-B-Q
9) Stevi B's Pizza
10) Crispers Fresh Salads and Such
Watch next week for our RCO2000 press release along with March's Restaurant Incubator Index results.
The Top Ten are:
1) Nemos Seafood
2) Shane's Rib Shack
3) Let's Dish!
4) Oceanaire Seafood Room
5) Hurricane Grill & Wings
6) Granite City Food & Brewery
7) Ohana Hawaiian BBQ
8) Jim 'N Nick's BAR-B-Q
9) Stevi B's Pizza
10) Crispers Fresh Salads and Such
Watch next week for our RCO2000 press release along with March's Restaurant Incubator Index results.
Tuesday, March 13, 2007
NY Restaurant show
In this years walk and talk of the NY restaurant show we saw the following compared to previous years (By the way, we walk the entire show at least twice) :
1) Lots and lots of Bakery items. Similar to last year as far as the number of cookies, croissants, cakes and specialty sweets. The move towards individual high taste desserts has not changed at all.
2) This year, spirits and beer sections were interspersed vs. last year when they were in one section. It seemed like a lot more fun last year, but perhaps for the vendor it made more sense to diminish the party atmosphere helping them to speak with serious buyers. I think last year they were overwhelmed with dispensing.
3) We always see new vendors and entrepreneurs at trade shows who tell us, "we just started with this show." There seem to be many this year. Innovation never ends.
However we often scratch our heads with wonder as to why any person or company would begin sales, their first days, with a trade show. I suppose it works now and then, but we have seen less than 1% of these efforts ever succeed to come back in subsequent years. It seems that new trade show exhibitors expect too much. I have to imagine it might work this way in other industries, but not ours.
4) The show was rocking busy! Once again, the exposition company got the people there.
1) Lots and lots of Bakery items. Similar to last year as far as the number of cookies, croissants, cakes and specialty sweets. The move towards individual high taste desserts has not changed at all.
2) This year, spirits and beer sections were interspersed vs. last year when they were in one section. It seemed like a lot more fun last year, but perhaps for the vendor it made more sense to diminish the party atmosphere helping them to speak with serious buyers. I think last year they were overwhelmed with dispensing.
3) We always see new vendors and entrepreneurs at trade shows who tell us, "we just started with this show." There seem to be many this year. Innovation never ends.
However we often scratch our heads with wonder as to why any person or company would begin sales, their first days, with a trade show. I suppose it works now and then, but we have seen less than 1% of these efforts ever succeed to come back in subsequent years. It seems that new trade show exhibitors expect too much. I have to imagine it might work this way in other industries, but not ours.
4) The show was rocking busy! Once again, the exposition company got the people there.
Tuesday, February 13, 2007
New information for users (and future clients)
We have just completed a migration to a more robust database. Speed and use issues have been resolved by the move to SQL server . In addition it's now easier to look up by key contact name.
In the very near future the export tool will allow you to choose the exact fields to export as well as the type of layout vs. the current limited allowance of two export models with fixed layouts.
Coming next week you will see a launch of our new free service for Chain operators called, "restaurant trademark watch."
Expect some surprises by the Spring, including a release of the data that's behind the Restaurant Incubator Index. It's been about a year, we have tailored our tracking to produce "never seen before" statistics of the restaurant chains we follow in our universe.
Included will be future forecasting of industry types. Please stay tuned!
In the very near future the export tool will allow you to choose the exact fields to export as well as the type of layout vs. the current limited allowance of two export models with fixed layouts.
Coming next week you will see a launch of our new free service for Chain operators called, "restaurant trademark watch."
Expect some surprises by the Spring, including a release of the data that's behind the Restaurant Incubator Index. It's been about a year, we have tailored our tracking to produce "never seen before" statistics of the restaurant chains we follow in our universe.
Included will be future forecasting of industry types. Please stay tuned!
Tuesday, January 16, 2007
Alerts Newsletter Pro
Today begins the start of a more enhanced newsletter that includes more detailed information than our typical Restaurantchains.net Alerts Newsletter.
The reason for the change and the enhancement is as follows:
*Readers wanted more information than we were offering.
*Internally we found we required additional income to make a more sophisticated newsletter.
*Non-subscribers were deluging companies in the Alerts Newsletter with too many prospecting phone calls. We believe the free aspect of the newsletter did not help sales personnel to be as discreet as they typically are.
So, starting today we are going to limit the amount of stories for no charge and provide the extra information we had not previously offered. The cost is around $7.50 per week.
Paid subscribers (and Restaurantchains.net Pro clients-the enhanced newsletter will be included with their company subscription) will be receiving a larger newsletter with contact folks, emails and all company particulars in MS Word and MS Excel formats.
The reason for the change and the enhancement is as follows:
*Readers wanted more information than we were offering.
*Internally we found we required additional income to make a more sophisticated newsletter.
*Non-subscribers were deluging companies in the Alerts Newsletter with too many prospecting phone calls. We believe the free aspect of the newsletter did not help sales personnel to be as discreet as they typically are.
So, starting today we are going to limit the amount of stories for no charge and provide the extra information we had not previously offered. The cost is around $7.50 per week.
Paid subscribers (and Restaurantchains.net Pro clients-the enhanced newsletter will be included with their company subscription) will be receiving a larger newsletter with contact folks, emails and all company particulars in MS Word and MS Excel formats.
Tuesday, January 02, 2007
Announcing January 07 list of TopTen Growing Concepts
Announcing our quarterly list of the top 10 growers. As a result of our every four month re-verification in combination with our Restaurant Chain Incubator Index we have put together a top 10 list of growing concepts. A new list will be published every calendar quarter.
They are in this order.
Top 10
1. Papaya King
2. Starwich Salads and Sandwiches
3. Bearclaw coffee
4. Fish City Grill
5. Spicy Pickle Sub Shop
6. Bajio Grill
7. Rumbi Island Grill
8. Heidi's Brooklyn Deli
9. Doubledave's Pizza Works
10. Jreck Subs
Our criteria and methods are posted on the RestaurantChains.net website. Click to see
Clients can view the details of each company, now many units, AUV, annual sales, contact personnel, square footage, seats, average check, etc.
They are in this order.
Top 10
1. Papaya King
2. Starwich Salads and Sandwiches
3. Bearclaw coffee
4. Fish City Grill
5. Spicy Pickle Sub Shop
6. Bajio Grill
7. Rumbi Island Grill
8. Heidi's Brooklyn Deli
9. Doubledave's Pizza Works
10. Jreck Subs
Our criteria and methods are posted on the RestaurantChains.net website. Click to see
Clients can view the details of each company, now many units, AUV, annual sales, contact personnel, square footage, seats, average check, etc.
Tuesday, November 28, 2006
Special analysis from current month data
For the first time since we began tracking around two years ago we have seen more pull-outs from states, than expansions into new states.
So far this month (November) 20 companies pulled operations out of states versus 17 who have expanded into new states. Although this is the first time we saw an actual reduction of state expansion growth, we have noticed this slowing trend line during the past 4-6 months.
However, 131 companies have posted unit increases compared to 81 who had decreases.
Our synopsis is that; the above facts lend itself to the belief that companies are growing more in a
spoke and wheel development method within a region, while shedding far flung units that prove to be more difficult to operate without close physical corporate and peer contact.
So far this month (November) 20 companies pulled operations out of states versus 17 who have expanded into new states. Although this is the first time we saw an actual reduction of state expansion growth, we have noticed this slowing trend line during the past 4-6 months.
However, 131 companies have posted unit increases compared to 81 who had decreases.
Our synopsis is that; the above facts lend itself to the belief that companies are growing more in a
spoke and wheel development method within a region, while shedding far flung units that prove to be more difficult to operate without close physical corporate and peer contact.
Wednesday, November 15, 2006
IHMRS in NY
We just completed a three-day tour of the NY Hotel/Motel and Restaurant Show this past few days. It was extremely busy and we saw a couple of new products to get excited about.
The neatest item we found was a table base made by a company out of Australia called "FLAT" that fixes the problem of wobbly tables. There have been others on the market for years, but this product has actual hydraulic feet in the table base that adjust instantaneously on whatever floor type it is placed on. One of the best features is the cost of the base which runs only around $50.
The other equipment product we saw that got us excited is made by Delfield (A division of Enodis) called "Versa Drawer." It is a drawer refrigerator with four drawers (at least the one that I saw). In each drawer you can set it to either cool, chill, thaw or freeze at a touch of a button. Users can then change the settings on the drawers at will. Now that's versatile!
The neatest item we found was a table base made by a company out of Australia called "FLAT" that fixes the problem of wobbly tables. There have been others on the market for years, but this product has actual hydraulic feet in the table base that adjust instantaneously on whatever floor type it is placed on. One of the best features is the cost of the base which runs only around $50.
The other equipment product we saw that got us excited is made by Delfield (A division of Enodis) called "Versa Drawer." It is a drawer refrigerator with four drawers (at least the one that I saw). In each drawer you can set it to either cool, chill, thaw or freeze at a touch of a button. Users can then change the settings on the drawers at will. Now that's versatile!
Tuesday, October 31, 2006
Increases vs. Decreases. Some trends.
We have seen a significant closing of units during our last four-month period. For the past two years (since we began tracking), chains were increasing units by 2 to 1 margin. Optimism had a long run. Whether or not locations were succeeding by year over year sales comparisons or not, is not what we gauge here, only expansions and lack there of.
Now we are seeing closings that almost equal openings 1 for 1 for the first time since our tracking began. In some weeks we saw closings edging out openings by slight margins.
Other insights include a purview into quick/fast service locations that have been closing units lately as well as upscale and casual types, which have been steadily shedding units for about one year. Prior to this period, data revealed no end in sight for the quick/fast service segment.
Above all, most growth is still quick/fast service restaurants vs. casual/upscale by a unit-opening margin of 4 to 1.
Now we are seeing closings that almost equal openings 1 for 1 for the first time since our tracking began. In some weeks we saw closings edging out openings by slight margins.
Other insights include a purview into quick/fast service locations that have been closing units lately as well as upscale and casual types, which have been steadily shedding units for about one year. Prior to this period, data revealed no end in sight for the quick/fast service segment.
Above all, most growth is still quick/fast service restaurants vs. casual/upscale by a unit-opening margin of 4 to 1.
Friday, October 20, 2006
Restaurant Survey Results
Here are the results of last weeks survey:
How did you first learn about the Restaurantchains.net newsletter?
51% of respondents are Restaurant Chain executives, senior managers or owners.
47% of respondents are manufacturers, vendors, suppliers or consultants.
2% of respondendents are students or teachers.
____________
If their was an option for a more enhanced newsletter would you want to receive it?
78% Yes
14% Maybe
6% I am not sure
2% No
_____________
Would you consider paying a fee for a more enhanced newsletter?
49% No
47% Yes or it depends upon the cost.
2% Are you crazy?
2% I am not sure
Synopsis:
75% of those who want more information and are willing to pay a fee (to produce the extra work product) are suppliers, vendors and manufacturers.
20% of Restaurant Chain executives are willing to pay a fee for a more enhanced newsletter.
Considering the responses from the survey we are going to launch a more enhanced newsletter option in the near future.
Other issues:
We received alot of comments from chain executives regarding what best methods can they use to submit their company for inclusion in the newsletter.
What you can do:
Typically all news stories come from internal tracking by our researchers as a result of calling your company every four months. But if you have press release information you want to share or breaking news, please send it immediately to us in PDF format.
___________
Many of you expressed interest in exposing the audience to technology information, automation issues, new equipment and operational benefits.
If you have a press release, specific issues or something you think may be of interest to our readers, please send it to us in PDF format.
What we will do:
We are currently putting together a plan addressing these issues for inclusion and commentary.
___________
We've had this question numerous times:
Why can't I see all the alerts that are published each week?
Answer:
This alerts newsletter only highlights a fraction of alerts. Currently full weekly alerts reports are bundled as part of a subscription to Restaurantchains.net.
Soon we will offer the full alerts report as a stand alone product for purchase.
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