![]() To strike the right balance and provide some guardrails for how this is done, Darden has identified four competitive advantages: Employees have a voice in how things are done and can be part of adapting and evolving the customer experience to fit new trends and market shifts. Each leader is able to use their skills and build their team around a mission, vision and purpose that fits the brand. Cheddar’s has a different target audience than Bahama Breeze. Olive Garden does things a bit differently from LongHorn. A people-first mentalityĭarden empowers its brand presidents to run their businesses as they see fit, within the framework of the broader organization. And it’s that commitment to building a strong and resilient workforce that enabled Darden to weather the storm of a global pandemic that shook the restaurant industry to its core. But the same can be said for the company’s 155,000 employees. Without those customers, Darden doesn’t have a business. ![]() We’re just trying to make good food, serve it hot by people who smile and care about their customers in an environment that is comfortable and engaging. “What I’ve tried to do over the past six years is really simplify every step across each process. “This is a very simple business that smart people make complicated,” says Lee, chairman and CEO at the nearly $8 billion company. When Gene Lee became CEO in 2015, he worked with his leadership team to develop a “Back-to-Basics” operating philosophy that would keep the focus on the more than 360 million guests who are served a meal from Darden each year, whether it be in one of the company’s restaurants or by way of takeout. ![]() Each brand varies in terms of its value proposition and its target audience, but the commitment to excellence in both customer and employee service is consistent at each of Darden’s more than 1,800 locations across North America. ![]() It’s an approach that has helped the company build successful brands such as Olive Garden, LongHorn Steakhouse, Cheddar’s Scratch Kitchen and Yard House, among others. “It’s led to a culture that can withstand the pressures of a global pandemic and come out stronger on the other side.”ĭarden lives by a people-first philosophy that informs every decision that is made in the company. “With Darden’s paid sick leave announcement coming just days after the pandemic began, they really set themselves apart as a company,” says JUST Capital Founding CEO Martin Whittaker. They immediately rolled out paid sick leave for their employees and, with it, demonstrated how Darden’s culture of putting people first gave them a competitive advantage over their peers. was in almost a unique position among hospitality companies. As COVID-19 shuttered businesses across the US and the world, Darden Restaurants, Inc. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |