The Company was facing serious issues that were impeding its growth and development.  Cash flow had stagnated.  Only 60% of the stores were meeting revenue and cash flow expectations.  Average ticket price was decreasing company-wide while industry average ticket prices were increasing.

A computer location model was designed and implemented incorporating demographics, psychographics and “available demand” with store sales predictability improving to +/- 10%; 22 unprofitable stores were closed.

A store level operating profit and loss system was implemented to evaluate food, labor and overhead costs of menu items; unprofitable items were eliminated.

A system was developed and installed to measure customer needs to increase visit frequency from 2 per month to 3 per month.