I intuitively knew this guy had a giant ego and I recognized that our interaction was a way for him to leverage his own standing. Yet, I also knew that I desperately needed a framework for chain restaurant success. Could there be a kernel of real value in his pontificating?
The answer was yes. He had a decent basic idea but, in my opinion, his construction was all wrong. Though I was prepared to use his methodology as a guide, I believed it had to play to my strengths as a manager and a leader. I also knew that if the customer came second, there better be a damned good reason. He did not appear to have one.
I reordered his list for chain restaurant success to align with my abilities and goals:
- People - identifying, developing and retaining people who excel in their jobs.
- Revenue - the function of decisions made about positioning, food and service, value perception, location and more.
- Place - the location, look and feel of the site's physical space.
- Profit - the outcome of managing the above three intelligently and putting into place cost-saving structures.