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  • Schofield Media's - Food and Drink Magazine

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    Food and Drink is all about best practices: in customer focus, in supply chain management, in productivity, in food safety and in marketing. You might operate a successful chain of restaurants, but you need to know how processors are improving their distribution networks. Or, you might manufacture food or beverages, but you need to know how restaurant patrons’ tastes are changing. Food and Drink is the only magazine that can facilitate this sort of “cross-table” conversation.

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    Food and Drink is all about best practices: in customer focus, in supply chain management, in productivity, in food safety and in marketing. You might operate a successful chain of restaurants, but you need to know how processors are improving their distribution networks. Or, you might manufacture food or beverages, but you need to know how restaurant patrons’ tastes are changing. Food and Drink is the only magazine that can facilitate this sort of “cross-table” conversation.

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    Attribution Non-Commercial (BY-NC)
    Téléchargez comme PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    11 vues1 page

    Schofield Media's - Food and Drink Magazine

    Transféré par

    Schofield Media
    Food and Drink is all about best practices: in customer focus, in supply chain management, in productivity, in food safety and in marketing. You might operate a successful chain of restaurants, but you need to know how processors are improving their distribution networks. Or, you might manufacture food or beverages, but you need to know how restaurant patrons’ tastes are changing. Food and Drink is the only magazine that can facilitate this sort of “cross-table” conversation.

    Droits d'auteur :

    Attribution Non-Commercial (BY-NC)
    Téléchargez comme PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 1

    KAHALA 7/24/08 9:42 AM Page 26

    kahala corp

    brands are all different concepts, hav- aggressive same-store sales growth
    ing them fall into the same general vs. aggressive unit expansion,” Beem
    restaurant category makes it easier for says. “Cold Stone Creamery already
    them to learn from one another. “We has the highest annual unit volume in
    also benefit from having our entire the category at $353,000. But, we
    portfolio in the quick-service catego- believe we can grow this to $500,000
    ry,” he says. “There are constant in the next three years with the
    learnings that can be shared from strategic plan we have in place.
    brand-to-brand.” “We’re expanding our core prod-
    uct line, introducing a healthy indul-
    Poised For Growth gence line of smoothies and frozen
    Blackwell says Kahala has grown yogurts, and focusing on strategic
    from 1,000 units in 2005 to more partnership initiatives.”
    than 4,000 in 2008, mostly through <<
    The last few years have been marked by significant expansion for Kahala, Kahala has provided a boost to
    as it acquired Blimpie, the nation’s third-largest sub-sandwich chain.
    acquisitions. He says the ideal type Blimpie since its acquisition, as
    of acquisition for Kahala is a concept that same store sales and unit growth; in both well. “We are preparing the brand for
    has a strong identity and a significant domestic and international markets.” future growth by refreshing the brand’s
    upside. “With every acquisition, we Cold Stone Creamery and Blimpie both fit look, feel and menu,” Blimpie President Jeff
    learn,” Blackwell says. “In the early days, the bill in this regard, Blackwell adds. The Smit says. “We are also diligently working
    I looked for opportunities with lots of geo- presidents of those respective companies to lower the cost of entry, which will further
    graphically-focused units. Now, our focus is say they’re poised for future success in the set our franchisees up for success.
    on very well-branded concepts that have coming year. “So, while we are focused on the future, we
    considerable growth potential, in both “This year, Cold Stone is focused on also recognize the current needs of the

    WHERE THEY RANK


    Some of Kahala Corp’s brands rank among the most successful and most desirable fran-
    chises in the country, according to the company. Here’s a sampling of how they stack up:
    Cold Stone Creamery Great Steak & Potato
    > No. 3 largest ice cream concept in the U.S. > No. 232 on Restaurant & Institutions’ 2007 “Top 400
    > No. 64 on the 2008 list of “Fastest Growing Restaurant Chains’ ranking
    Franchises in America” in Entrepreneur magazine > No. 398 on the 2008 “Franchise 500” list
    > No. 20 on the 2007 “America’s Top Global (Entrepreneur)
    Franchises” list (Entrepreneur)
    > No. 76 on Restaurant & Institutions magazine's Surf City Squeeze
    2007 "Top 400 Restaurant Chains" > No. 49 on the 2008 “Future 50” list in Restaurant
    Business magazine
    Blimpie > No. 154 on the 2008 “America’s Top Global
    > No. 3 largest sub-sandwich chain in the U.S. Franchises” list (Entrepreneur)
    > No. 27 on the 2008 “Franchise 500” list > No. 177 on the 2008 “Franchise 500” list
    (Entrepreneur) (Entrepreneur)
    > No. 46 on the 2008 “America’s Top Global
    Franchises” list (Entrepreneur) Taco Time
    > No. 135 on the 2008 “America’s Top Global
    Samurai Sam’s Teriyaki Grill Franchises” list (Entrepreneur)
    > No. 1 in Entrepreneur’s 2008 list of “Top Asian > No. 155 on the 2008 “Franchise 500” list
    Franchises to Own” (Entrepreneur)
    > #356 on the 2008 “Franchise 500” list (Entrepreneur) > No. 172 on R&I’s 2007 “Top 400 Restaurant Chains”

    26 food and drink • fall 2008 • www.fooddrink-magazine.com

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