Cracker Barrel Old Country Store, Inc. · NASDAQ:CBRL
Cracker Barrel Old Country Store — CBRL Group — Investor Day (October 2007)
21 slides from Cracker Barrel Old Country Store's investor day presentation, Oct 3, 2007
Slide 1: It's All About the Guest Experience!
It's All About the Guest Experience! Doug Barber SVP Restaurant Operations
Slide 2: Improve the Base Business Model
Improve the Base Business Model Objective: Grow Restaurant Traffic / Sales Improve Store Level Margins Improve: Guest Experience Store Level Margins Operations Innovation-Speed! New Store Performance
Slide 3: Improve the Guest Experience
Improve the Guest Experience Rising Stars Guest Loyalty The Medallion: NO Guest Left Behind
Slide 4: Rising Stars History
Rising Stars History Par Program Par Zero 40,000 Cross Functional Team Cross Functional Team Cross Functional Team Cross Functional Team Cross Functional Team
Slide 5: Rising Stars
Rising Stars Selection On-boarding/ Off-boarding Reviews on Time Advance Skill Level Advance Skill Level Advance Skill Level Advance Skill Level Advance Skill Level
Slide 6: Reduction in Turnover Year-Over-Year
Sept FY07 Oct FY07 Nov FY07 Dec FY07 Jan FY07 Feb FY07 Mar FY07 Apr FY07 May FY07 June FY07 July FY07 August FY08 Sept FY08 % Improvement in Number of Rising Star Terms vs. LY -0.0202 -0.0155 -0.034 0.1547 -0.0349 -0.1685 -0.1746 -0.1163 -0.376 -0.252 -0.1546 -0.3231 February FY07: Rising Star Initi
Slide 7: Why Rising Stars?
Why Rising Stars? The Most Significant Correlation to Growing Traffic/Sales and Profitability Employee Turnover Employee Skill Level Number of Employees Availability/Flexibility
Slide 8: The Medallion: No Guest Left Behind
The Medallion No Guest Left Behind Total Team Awareness to Every Guest's Experience Sensitivity to Early Warning Signs: Red Flags Pleasing People Recovery of Less than "5" Experience Sorry Thank You Action Recovery Share Information with Managers and Employees Share Information with Managers and Emp
Slide 9: Guest Loyalty Program
Guest Loyalty Program IVR Based Guest Feedback Program Feedback Against the Drivers of Loyalty Why "5's"? Why Speed? 6 Quarters/ 5 Quarters leading Knapp TrackTM
Slide 10: Guest Loyalty Program Improved Scores
Guest Loyalty Program Improved Scores 4 months in a Row Overall Satisfaction Speed Intent to Return Intent to Recommend Value Improved Scores 5 months in a Row Intent to Return & Recommend
Slide 11: Operations Innovation-Speed!
Operations Innovation-Speed! Brand Challenge: Incredible Brand Loyalty Experience Takes Too Long Wait Times and Service Times Speed!
Slide 12: Operations Innovation-Speed!
Operations Innovation-Speed! "Best of the Barrel" Menu Labor Deployment Seat to Eat: 14 minutes Process Simplification
Slide 13: Operations Innovation-Speed! Best of the Barrel Menu
Operations Innovation-Speed! "Best of the Barrel" Menu Increase Speed Improve Margin Reduce Operational Complexity Maintain Brand Appeal & Architecture Grow Guest Loyalty Reduce Food Waste
Slide 14: Operations Innovation-Speed! Labor Deployment
Operations Innovation-Speed! Labor Deployment Project History of Current Labor Deployment System Vision of The Future Labor Deployment System Training Hours Allocation Fixed Hours Allocation Guest Experience Hours Allocation
Slide 15: Throughput Capacity Management (TCM)
Operations Innovation-Speed! Throughput Capacity Management (TCM) Labor Recipes Production & Service Delivery Analysis Cook Line Facility Layout & Equipment Analysis
Slide 16: Seat to Eat
Operations Innovation-Speed! Seat to EAT: 14 minutes Principal Service Areas: Seat-to-Order Order-to-Window Window-to-Table
Slide 17: Process Simplification
Operations Innovation-Speed! Process Simplification Objective Create recipes and processes that can be consistently executed at all CBOCS stores and will deliver the target quality food to our guests.
Slide 18: Improve New Store Performance
Improve New Store Performance New Store Performance: Keys to Success Site Selection Store Management Teams Site Selection Process Pre-Opening Preparation Meetings Simplified New Store Menu Post-Opening 45-day Meeting
Slide 19: Improve the Base Business Model
Improve the Base Business Model Objective: Grow Restaurant Traffic / Sales Improve Store Level Margins Improve: Guest Experience Store Level Margins Operations Innovation-Speed! New Store Performance
Slide 20: Simplify Focus Execute Discipline
Improve the Base Business Model Simplify Focus Execute Discipline
Slide 21: Q&A
Q&A Doug Barber SVP Restaurant Operations