39
2013 Kick-off Meeting

201302 fdd kick off meeting

Embed Size (px)

Citation preview

Page 1: 201302 fdd kick off meeting

2013 Kick-off Meeting

Page 2: 201302 fdd kick off meeting

2012 Company and Departmental Highlights

Reorganization of Department Streamlining communication inter/intra dept Better alignment between Beaumont and Austin

Enhancement of Social Media Platform

Well planned future strategy and goals

Hospitality Focus- Food Runner- (2011 top box vs 2012 top box) First time customer – (2011 1st time ve 2012 1st time) Sales force- Customer data and interaction (2011 delivery

sales vs 2012 delivery) Customer service department- add info

Page 3: 201302 fdd kick off meeting

New Units2012

Company Franchise• Tallahassee, FL (Drive

Thru)

• Temple, TX

• Texarkana, TX

• Lake Charles, LA

• Wilmington, NC

• Charlottesville, VA

• Mobile, AL

• Kennesaw, GA (Drive

Thru)

• Wichita Falls, TX

• Boulder, CO

• Las Cruces, NM

Page 4: 201302 fdd kick off meeting

“What got us here won’t get us

there.”

Marshall

Goldsmith

Author

Page 5: 201302 fdd kick off meeting

Plan for Excellence

“The higher the expectation, the greater the achievement”

Page 6: 201302 fdd kick off meeting

We look at our performance…

Page 7: 201302 fdd kick off meeting
Page 8: 201302 fdd kick off meeting

Incredible Food

Great People

Unmatched Culture

Real Estate

So, why then, the previous two slides???

Page 9: 201302 fdd kick off meeting

A Candid Assessment of Jdeli…(aside from all the good!)

Inconsistency in Execution Customer Turnover an issue Accuracy an issue Accountability for Results lacking A “New Customer Generating

Machine” Very Complex to Operate Gut Driven Decisions Unit Economics that are tough to

attain Profits depend greatly on high AUV Trouble growing; balancing RE costs

and AUV

Page 10: 201302 fdd kick off meeting

We aspire for something even better…A “Grand Vision”

It all centers on a Quest for Excellence

Lack of Quality in the restaurant industry

The Fundamentals – Quality, Service, Cleanliness

World Class – Best in Class

Customer – Focused

Fact- Based

Page 11: 201302 fdd kick off meeting

“The relentless pursuit of quality in

every aspect of our company will be the

only way that we can become an

Enduring Great Company.”

Joe Tortorice Jr. Excellence…

Page 12: 201302 fdd kick off meeting

Jason’s DeliFoundation for Performance Excellence

Mission To Make Every Customer Happy

Vision To be the best run restaurant company in the United States

Core Values

Highest Personal Standards Out of this World Hospitality A Great Place to Work Highest Quality Food A Healthy Growing Company

Page 13: 201302 fdd kick off meeting

Where are we going??? It’s actually very simple…

Mission

Vision and Values

Key Focus Areas

Strategic Targets

Key Strategic Measures

Performance

Excellence

World Class Performanc

e

Action Plans

“Desire without disciplined, appropriate action means nothing”

Page 14: 201302 fdd kick off meeting

What is Performance Excellence?

Performance excellence refers to an integrated approach to organizational performance management that results in  Delivery of ever-improving value to

customers and stakeholders, contributing to organizational sustainability

Improvement of overall organizational effectiveness and capabilities

Organizational and personal learning

Page 15: 201302 fdd kick off meeting

What is Performance Excellence?

Beyond an award Criteria-based

Non-prescriptive Verified management practices of best

companies “We” get to decide what is important and what

we want to be excellent at An Integrated Management System

“An integrated management system capable of driving performance improvement and continually

improving processes”

Page 16: 201302 fdd kick off meeting

Why Performance Excellence? To Accomplish our Mission and Vision To Achieve World-Class Results Alignment on common goals and resources Recognize our potential To fix some of those candid challenges TO DRIVE PERFORMANCE EXCELLENCE

THROUHGOUT OUR ENTIRE ORGANIZATION

“Performance Excellence represents the best current research on what it takes to make

organizations better”

Page 17: 201302 fdd kick off meeting

Reacting to Problems

Strategic and Operational Goals

Page 18: 201302 fdd kick off meeting

Early Systematic Approaches

Strategic and Operational

Goals

Page 19: 201302 fdd kick off meeting

Aligned Approaches

Strategic and Operational Goals

Page 20: 201302 fdd kick off meeting

Integrated Approaches

Strategic and

Operational Goals

Page 21: 201302 fdd kick off meeting

The Key is Focus…

Chill

Small Concept

Breakfast

People Programs

Technology Solutions

Downtown Concept

Excellence in what we

already do

PM Delivery

Page 22: 201302 fdd kick off meeting

Performance Excellence for you...

Clearly defined processes for all activities

Define and Understand exactly who our customer is

Increase Sales through Effective Branding

Clearly Communicate our Value

Evaluate Costs in order to Streamline and Apply resources as needed

Drive Excellence in your daily work

“High Expectations are the key to everything” -Sam Walton

Page 23: 201302 fdd kick off meeting

Strategic Plan Introduction

“If you don’t know where you are going, any road will get you there” The Cheshire Cat – Alice in Wonderland

“Plans are only good intentions unless they immediately

degenerate into hard work.”Peter Drucker

Page 24: 201302 fdd kick off meeting

Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field

Mission StatementTo create an environment where operational complexities are minimized

New Customer Retention Rate Establish standardized expectations of operations systems and processes

To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%

First-time Guest Behavioral Score Establish a first time customer engagement process

To have the most accurate togo and delivery business in the fast-casual segment

All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires

To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our specifications and quality standards 100% of the time

Delivery and Togo Accuracy Score Streamline Communication to the field

To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.

Vision Statement

Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.

% pass rate (test) of all EE's in the company- % of efficient documented processes by department

Revise and implement a best in class hiring process

To be the best run restaurant company in the

United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.

% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures

Evaluate training program for all employees & implement best in class training

To be Best in Class on hiring and retention processes across all areas of the company

% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand

To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.

efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-

Focus on improving our processes for ongoing DV of all EE's

To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.

Maybe top 10 best places to work/ Benchmark against other Mindshare competitors

Create execution plan for franchise engagement on Performance Excellence

Develop consistent tool for Goal Cascading/Tracking

Brand the Jason's concept in order to be profitable in any chosen suburban market

% of concept changes made by fact-based information derived from customer value driver survey.

Determine and identify our core customer base for all areas of our business

Re-establish Jason's as the catering leader in the fast casual segment

Percentage of delis refreshed on an annual basis Refresh all delis by 2016

Make fact based decisions based upon understanding of our customer and their needs

Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis

Core ValuesProvide an outstanding environment which will enhance the customer experience in our units

NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative

Refine and simplify the Jason's concept for better execution and return on investment

Correlation of local advertising dollars spent to impact on sales volumes

Determine what is important for our guests - what drives them to act

Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design

# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion

Top Box Score for Catering Customer MindShare Comments

Highest Quality Food Become a quality based company Implement Baldrige Class business processes

Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting

New Store % increase (out of footprint)A Great Place to Work New Store % increase (total) To eliminate all non-value internal services.

Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions

One billion dollars in sales a yearProjected Annual Sales

Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.

Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth

4. Focus on Growing the Company

Healthy Growing Company

Jason's Deli Plan for Excellence - 2013

1. Focus on Operational Excellence

To Make Every Customer Happy

2. Focus on growing and developing our people

3. Focus on Innovating the Concept and Refining the

Business ModelHighest Personal Standards

Out of this World Hospitality

Page 25: 201302 fdd kick off meeting

Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field

Mission StatementTo create an environment where operational complexities are minimized

New Customer Retention Rate Establish standardized expectations of operations systems and processes

To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%

First-time Guest Behavioral Score Establish a first time customer engagement process

To have the most accurate togo and delivery business in the fast-casual segment

All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires

To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our specifications and quality standards 100% of the time

Delivery and Togo Accuracy Score Streamline Communication to the field

To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.

Vision Statement

Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.

% pass rate (test) of all EE's in the company- % of efficient documented processes by department

Revise and implement a best in class hiring process

To be the best run restaurant company in the

United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.

% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures

Evaluate training program for all employees & implement best in class training

To be Best in Class on hiring and retention processes across all areas of the company

% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand

To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.

efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-

Focus on improving our processes for ongoing DV of all EE's

To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.

Maybe top 10 best places to work/ Benchmark against other Mindshare competitors

Create execution plan for franchise engagement on Performance Excellence

Develop consistent tool for Goal Cascading/Tracking

Brand the Jason's concept in order to be profitable in any chosen suburban market

% of concept changes made by fact-based information derived from customer value driver survey.

Determine and identify our core customer base for all areas of our business

Re-establish Jason's as the catering leader in the fast casual segment

Percentage of delis refreshed on an annual basis Refresh all delis by 2016

Make fact based decisions based upon understanding of our customer and their needs

Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis

Core ValuesProvide an outstanding environment which will enhance the customer experience in our units

NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative

Refine and simplify the Jason's concept for better execution and return on investment

Correlation of local advertising dollars spent to impact on sales volumes

Determine what is important for our guests - what drives them to act

Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design

# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion

Top Box Score for Catering Customer MindShare Comments

Highest Quality Food Become a quality based company Implement Baldrige Class business processes

Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting

New Store % increase (out of footprint)A Great Place to Work New Store % increase (total) To eliminate all non-value internal services.

Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions

One billion dollars in sales a yearProjected Annual Sales

Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.

Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth

4. Focus on Growing the Company

Healthy Growing Company

Jason's Deli Plan for Excellence - 2013

1. Focus on Operational Excellence

To Make Every Customer Happy

2. Focus on growing and developing our people

3. Focus on Innovating the Concept and Refining the

Business ModelHighest Personal Standards

Out of this World Hospitality

“Why do we exist?”Purpose

“What will it look like around here in the

future?

“How will we conduct our business?”

Page 26: 201302 fdd kick off meeting

Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field

Mission StatementTo create an environment where operational complexities are minimized

New Customer Retention Rate Establish standardized expectations of operations systems and processes

To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%

First-time Guest Behavioral Score Establish a first time customer engagement process

To have the most accurate togo and delivery business in the fast-casual segment

All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires

To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our specifications and quality standards 100% of the time

Delivery and Togo Accuracy Score Streamline Communication to the field

To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.

Vision Statement

Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.

% pass rate (test) of all EE's in the company- % of efficient documented processes by department

Revise and implement a best in class hiring process

To be the best run restaurant company in the

United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.

% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures

Evaluate training program for all employees & implement best in class training

To be Best in Class on hiring and retention processes across all areas of the company

% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand

To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.

efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-

Focus on improving our processes for ongoing DV of all EE's

To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.

Maybe top 10 best places to work/ Benchmark against other Mindshare competitors

Create execution plan for franchise engagement on Performance Excellence

Develop consistent tool for Goal Cascading/Tracking

Brand the Jason's concept in order to be profitable in any chosen suburban market

% of concept changes made by fact-based information derived from customer value driver survey.

Determine and identify our core customer base for all areas of our business

Re-establish Jason's as the catering leader in the fast casual segment

Percentage of delis refreshed on an annual basis Refresh all delis by 2016

Make fact based decisions based upon understanding of our customer and their needs

Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis

Core ValuesProvide an outstanding environment which will enhance the customer experience in our units

NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative

Refine and simplify the Jason's concept for better execution and return on investment

Correlation of local advertising dollars spent to impact on sales volumes

Determine what is important for our guests - what drives them to act

Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design

# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion

Top Box Score for Catering Customer MindShare Comments

Highest Quality Food Become a quality based company Implement Baldrige Class business processes

Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting

New Store % increase (out of footprint)A Great Place to Work New Store % increase (total) To eliminate all non-value internal services.

Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions

One billion dollars in sales a yearProjected Annual Sales

Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.

Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth

4. Focus on Growing the Company

Healthy Growing Company

Jason's Deli Plan for Excellence - 2013

1. Focus on Operational Excellence

To Make Every Customer Happy

2. Focus on growing and developing our people

3. Focus on Innovating the Concept and Refining the

Business ModelHighest Personal Standards

Out of this World Hospitality

“Where we will Focus our efforts”

Page 27: 201302 fdd kick off meeting

Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field

Mission StatementTo create an environment where operational complexities are minimized

New Customer Retention Rate Establish standardized expectations of operations systems and processes

To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%

First-time Guest Behavioral Score Establish a first time customer engagement process

To have the most accurate togo and delivery business in the fast-casual segment

All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires

To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our specifications and quality standards 100% of the time

Delivery and Togo Accuracy Score Streamline Communication to the field

To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.

Vision Statement

Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.

% pass rate (test) of all EE's in the company- % of efficient documented processes by department

Revise and implement a best in class hiring process

To be the best run restaurant company in the

United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.

% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures

Evaluate training program for all employees & implement best in class training

To be Best in Class on hiring and retention processes across all areas of the company

% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand

To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.

efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-

Focus on improving our processes for ongoing DV of all EE's

To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.

Maybe top 10 best places to work/ Benchmark against other Mindshare competitors

Create execution plan for franchise engagement on Performance Excellence

Develop consistent tool for Goal Cascading/Tracking

Brand the Jason's concept in order to be profitable in any chosen suburban market

% of concept changes made by fact-based information derived from customer value driver survey.

Determine and identify our core customer base for all areas of our business

Re-establish Jason's as the catering leader in the fast casual segment

Percentage of delis refreshed on an annual basis Refresh all delis by 2016

Make fact based decisions based upon understanding of our customer and their needs

Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis

Core ValuesProvide an outstanding environment which will enhance the customer experience in our units

NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative

Refine and simplify the Jason's concept for better execution and return on investment

Correlation of local advertising dollars spent to impact on sales volumes

Determine what is important for our guests - what drives them to act

Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design

# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion

Top Box Score for Catering Customer MindShare Comments

Highest Quality Food Become a quality based company Implement Baldrige Class business processes

Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting

New Store % increase (out of footprint)A Great Place to Work New Store % increase (total) To eliminate all non-value internal services.

Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions

One billion dollars in sales a yearProjected Annual Sales

Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.

Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth

4. Focus on Growing the Company

Healthy Growing Company

Jason's Deli Plan for Excellence - 2013

1. Focus on Operational Excellence

To Make Every Customer Happy

2. Focus on growing and developing our people

3. Focus on Innovating the Concept and Refining the

Business ModelHighest Personal Standards

Out of this World Hospitality

B

“In five years we

will…………”

• Future focused• Describe the future

state of the Company

• Designed to stretch the organization

• “BHAG”

Page 28: 201302 fdd kick off meeting

Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field

Mission StatementTo create an environment where operational complexities are minimized

New Customer Retention Rate Establish standardized expectations of operations systems and processes

To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%

First-time Guest Behavioral Score Establish a first time customer engagement process

To have the most accurate togo and delivery business in the fast-casual segment

All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires

To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our specifications and quality standards 100% of the time

Delivery and Togo Accuracy Score Streamline Communication to the field

To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.

Vision Statement

Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.

% pass rate (test) of all EE's in the company- % of efficient documented processes by department

Revise and implement a best in class hiring process

To be the best run restaurant company in the

United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.

% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures

Evaluate training program for all employees & implement best in class training

To be Best in Class on hiring and retention processes across all areas of the company

% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand

To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.

efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-

Focus on improving our processes for ongoing DV of all EE's

To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.

Maybe top 10 best places to work/ Benchmark against other Mindshare competitors

Create execution plan for franchise engagement on Performance Excellence

Develop consistent tool for Goal Cascading/Tracking

Brand the Jason's concept in order to be profitable in any chosen suburban market

% of concept changes made by fact-based information derived from customer value driver survey.

Determine and identify our core customer base for all areas of our business

Re-establish Jason's as the catering leader in the fast casual segment

Percentage of delis refreshed on an annual basis Refresh all delis by 2016

Make fact based decisions based upon understanding of our customer and their needs

Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis

Core ValuesProvide an outstanding environment which will enhance the customer experience in our units

NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative

Refine and simplify the Jason's concept for better execution and return on investment

Correlation of local advertising dollars spent to impact on sales volumes

Determine what is important for our guests - what drives them to act

Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design

# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion

Top Box Score for Catering Customer MindShare Comments

Highest Quality Food Become a quality based company Implement Baldrige Class business processes

Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting

New Store % increase (out of footprint)A Great Place to Work New Store % increase (total) To eliminate all non-value internal services.

Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions

One billion dollars in sales a yearProjected Annual Sales

Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.

Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth

4. Focus on Growing the Company

Healthy Growing Company

Jason's Deli Plan for Excellence - 2013

1. Focus on Operational Excellence

To Make Every Customer Happy

2. Focus on growing and developing our people

3. Focus on Innovating the Concept and Refining the

Business ModelHighest Personal Standards

Out of this World Hospitality

“What will we measure

to determine if

we are making

progress?”

• Deciding what to measure is more important that deciding what to do!!!

• A broad measure used to evaluate and communicate status of achievement of the Strategic Targets

• Must be expressed as a number!

• Company Scorecard

Page 29: 201302 fdd kick off meeting

Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting StrategiesTo create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field

Mission StatementTo create an environment where operational complexities are minimized

New Customer Retention Rate Establish standardized expectations of operations systems and processes

To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delisTo create a culture where all operational systems and processes are standardized and followed 100%

First-time Guest Behavioral Score Establish a first time customer engagement process

To have the most accurate togo and delivery business in the fast-casual segment

All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires

To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover To have all of our recipes and menu items made 100% to our specifications and quality standards 100% of the time

Delivery and Togo Accuracy Score Streamline Communication to the field

To create an environment where low performance is simply not an option and expectations and accountability drive pride and results.

Vision Statement

Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.

% pass rate (test) of all EE's in the company- % of efficient documented processes by department

Revise and implement a best in class hiring process

To be the best run restaurant company in the

United StatesDevelop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.

% of accuracy (what is best in class)- Ticket time benchmark/goal - department measures

Evaluate training program for all employees & implement best in class training

To be Best in Class on hiring and retention processes across all areas of the company

% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand

To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.

efficiency of departments in % of OH- Scoring % goals of tests- % of EPR/MPR-

Focus on improving our processes for ongoing DV of all EE's

To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.

Maybe top 10 best places to work/ Benchmark against other Mindshare competitors

Create execution plan for franchise engagement on Performance Excellence

Develop consistent tool for Goal Cascading/Tracking

Brand the Jason's concept in order to be profitable in any chosen suburban market

% of concept changes made by fact-based information derived from customer value driver survey.

Determine and identify our core customer base for all areas of our business

Re-establish Jason's as the catering leader in the fast casual segment

Percentage of delis refreshed on an annual basis Refresh all delis by 2016

Make fact based decisions based upon understanding of our customer and their needs

Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis

Core ValuesProvide an outstanding environment which will enhance the customer experience in our units

NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative

Refine and simplify the Jason's concept for better execution and return on investment

Correlation of local advertising dollars spent to impact on sales volumes

Determine what is important for our guests - what drives them to act

Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design

# of menu items offeredBecome more effective with marketing to Tier 1 and 2 customers and improve lead conversion

Top Box Score for Catering Customer MindShare Comments

Highest Quality Food Become a quality based company Implement Baldrige Class business processes

Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNKGrow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting

New Store % increase (out of footprint)A Great Place to Work New Store % increase (total) To eliminate all non-value internal services.

Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delisImprove the cost structure of the stores Contributed Income % of Combined Regions

One billion dollars in sales a yearProjected Annual Sales

Develop food cost modeling tool with built in future use of product modeling that will provide suggested ordering.

Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growthProjected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth

4. Focus on Growing the Company

Healthy Growing Company

Jason's Deli Plan for Excellence - 2013

1. Focus on Operational Excellence

To Make Every Customer Happy

2. Focus on growing and developing our people

3. Focus on Innovating the Concept and Refining the

Business ModelHighest Personal Standards

Out of this World Hospitality

“What are we going to

DO to accomplish

our Strategic Targets?”

• Statements of action to accomplish Strategic Targets

• Undertaking these initiatives will have a positive impact on the identified Key Strategic Measures

• Specific programs, activities, projects, or actions the Company will undertake

Page 30: 201302 fdd kick off meeting

KeyFocusArea

Strategic Targets (Vision- Where we are going)

Focus on Operational Excellence

To create a customer retention focused culture To create an environment where operational

complexities are minimized To be Best in Class for Customer Hospitality To create a culture where all operational systems and

processes are standardized and followed 100% To have the most accurate togo and delivery business in

the fast -casual segment To be the cleanest concept in our segment To have all of our recipes and menu items made 100% to

our specifications and quality standards 100% of the time

To create an environment where low performance is simply not an option and expectations and accountability drive pride and results

Page 31: 201302 fdd kick off meeting

KeyFocusArea

Strategic Targets (Vision- Where we are going)

Growing & developing our People

• Create a knowledge base of the Performance Excellence process across every area of the company that insures the constant engagement of our people.

• Develop a culture where our people are 100% Trained to execute at 100% volume 100% of the time.

• To be Best in Class on hiring and retention processes across all areas of the company.

• To have Best in Class training processes and tools across all areas of the company that provide clear understanding of roles and clear accountability for results.

• To be recognized in the industry because of our family culture and dedication to the principles of Servant Leadership.

Page 32: 201302 fdd kick off meeting

KeyFocusArea

Strategic Targets

Focus on Innovating the Concept and Refining the Business Model

• Brand the Jason’s concept in order to be profitable in any suburban market

• Re-establish Jason’s as the catering leader in the fast-casual segment

• Make fact based decisions based upon understanding our customer and their needs

• Provide an outstanding environment which will enhance the customer experience in our units

• Refine the Jason’s concept for better execution and return on investment

• Drive store sales to a level that will produce an adequate return

Page 33: 201302 fdd kick off meeting

KeyFocusArea

Strategic Targets (Vision- Where we are going)

Focus on Growing the Company

• To become a quality based company

• To refine the business model to produce industry leading returns

• To grow in a consistent, conservative manner

• To improve the cost structure of the company

• To improve the cost structure at the store level

• To grow revenue to achieve $1 billion a year

• To grow profits at 20% per year

Page 34: 201302 fdd kick off meeting

KeyFocusArea

PersonResponsible

Supporting Strategies

Focus on Operational Excellence

Michele Ervin Streamline communication

Jason Harmon Establish standardized expectations of operations systems and processes

Travis Bryant Eliminate non value-added waste

Michael Johnson Establish a first time customer engagement process

Michael Johnson Establish a service training orientation for new hires

Jamie Cohen Do a study of 1st time customer turnover

Page 35: 201302 fdd kick off meeting

KeyFocusArea

PersonResponsible

Supporting Strategies

Focus on Operational Excellence

Michele Ervin Revise and implement a best in class hiring process

Mic Burnett Evaluate training program for all employees & implement best in class training

Ragan Edgerly Create plan for Performance Excellence education across the brand

Michele Ervin Focus on improving our processes for ongoing DV of all EE's

Gene Barber Create execution plan for franchise engagement on Performance Excellence

Kevin Verde Develop consistent tool for Goal Cascading/Tracking

Page 36: 201302 fdd kick off meeting

KeyFocusArea

PersonResponsible

Supporting Strategies

Focus on Innovating the Concept and Refining the Business Model

Lee Greer

Raymond Begnaud

Jamie Cohen

Grace Prasanson

Determine and identify our core customer base for all areas of our business

Refresh all delis by 2016

Develop a community based marketing plan for suburban delis

Enhance and upgrade presentation of catering through design and creative

Page 37: 201302 fdd kick off meeting

KeyFocusArea

PersonResponsible

Supporting Strategies

Focus on Growing the Company

Keith Kemplay Implement Baldrige Class business processes

Todd Breiner Shift concept design from current to SKUNK model

Greg Messina Develop real estate model including revenue forecasting

Pat Herring Simplify menu offerings for better execution in delis

Kevin Carpenter Develop food cost model with suggestive ordering

Gene Barber Develop short/long term franchise growth strategy

Gracie Prasanson Develop short/long term store sales growth strategy

Page 38: 201302 fdd kick off meeting

Jason’s Deli Strategic Plan Structure

Customers

A H

ealth

y G

row

ing

C

om

pan

y

A G

reat P

lace to

W

ork

Hig

hest Q

uality

Food

Ou

t of th

is W

orld

H

osp

itality

Hig

hest p

ers

on

al

Sta

nd

ard

s

Page 39: 201302 fdd kick off meeting

2013Proposed Sites – Company Units

• Waterford Lakes, FL

• Plantation, FL

• Augusta, GA

• Savannah, GA

• Lake Mary, FL

• Macon, GA

• Pensacola, FL

• Madison, WI

• Peoria, IL

• Rockford, IL

• Champaign, IL

• Roanoke, VA

• Hattiesburg, MS

• Covington, LA

• Milwaukee, WI