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May 13, 2008

May 13, 2008. Strategic Planning for the National Restaurant Association and Educational Foundation and the State Restaurant Associations SRA Executives Discussion Session FULL PRESENTATION. Strategic Planning Approach. Determine industry / member priorities and competitive threats.

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May 13, 2008

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  1. May 13, 2008 Strategic Planning for the National Restaurant Association and Educational Foundation and the State Restaurant AssociationsSRA Executives Discussion SessionFULL PRESENTATION

  2. Strategic Planning Approach • Determine industry / member priorities and competitive threats 2. Define NRA industry leadership role (shared NRA, EF & SRA Vision with distinct Missions) 3. Grow and strengthen the member base 4. Address industry /member priorities through high-value products & services 5. Grow and diversify revenues and contribution 6. Enhance capabilities through internal development & mergers / acquisitions 7. Align organizational structure and governance processes

  3. Project Schedule Jan Feb Mar Apr May June July Aug Sep Phase 1 – Environmental Scan Phase 2 – Vision, Missions & Strategies Phase 3 – Organizational Alignment Phase 4 – Feedback / Finalization Board Meetings Strategic Planning Steering Committee Meetings

  4. Agenda • UTF Current Pilot Report (Dennis Riley) • Current ServSafe Sales (Dennis Riley) • NRA Member Analysis (Oliver Wyman) • Industry Survey Results (Oliver Wyman) • Development Process for New Products and Services (Oliver Wyman) • IT Strategy Approach (John Nocera) • Staff Survey Results (Oliver Wyman) • Vision / Mission (Mike McCallum & Oliver Wyman) • Future NRA / SRA Relationship (All)

  5. MTF Business Model Value Map

  6. 2007 UTF/MTF Conceptual Strategic Development Phase DiscoveryPhase State Surveys (8) Transition Planning Sls,Mkt, Fulfillment WRA,GRA, NCRLA, TRA Web Links 2 0 1 0 Phase IV Full Implementation IDEAL State 2 0 0 8 Test Pilot Phase WRA,GRA, NCRLA,TRA Ideal State Technical Infrastructure National IT Platform Shared Services (CRM) Central Order Fulfillment Real Time Reports Sales Strategic Planning Expanded Market share Redeployment of Resources Strategic Relations Membership Growth Analyze/Re-Tool Test Pilot Choose Next States 4-6 State Surveys Regional Mtgs Finalize Commission State ProductAlignment Marketing National Innovation Pipeline National Pricing Platform Consistent Discounts Product Development Training Development Instructor/Proctor Database Agnostic Training Strategy Consistent Certification Standards Phase II Implement 4-6 States Analyze/Re-tool Test Commission Add Personnel Present LRP Partnership Organizational Profit Sharing Phase III Implement 20 Additional States Analyze/Re-Tool Additional Surveys Add Personnel SRA Product Alignment 2009

  7. SRA Pilot State Launch Update

  8. Current Pilot Report • Letters of Agreement and Licensing Agreements presented to - WRA, GRA, NCRLA, ORA,PRA • Launch Timelines (Tentative) - 5/1/08 - WRA - 6/1/08 – GRA - 6/1/08 – NCRLA - 7/1/08 – TRA - 8/1/08 – ORA - 9/1/08 - PRA 7

  9. Agenda • UTF Current Pilot Report (Dennis Riley) • Current ServSafe Sales (Dennis Riley) • NRA Member Analysis (Oliver Wyman) • Industry Survey Results (Oliver Wyman) • Development Process for New Products and Services (Oliver Wyman) • IT Strategy Approach (John Nocera) • Staff Survey Results (Oliver Wyman) • Vision / Mission (Mike McCallum & Oliver Wyman) • Future NRA / SRA Relationship (All)

  10. NRA Solutions, LLC Product Revenue by Channel 9

  11. NRA Solutions, LLC Product Revenue by Channel2008 YTD March (000) 10

  12. NRA Solutions, LLC ServSafe Food Safety Product Revenue by Channel2008 YTD March (000) 11

  13. NRA Solutions, LLC ServSafe Alcohol Product Revenue by Channel 2008 YTD March (000) 12

  14. Agenda • UTF Current Pilot Report (Dennis Riley) • Current ServSafe Sales (Dennis Riley) • NRA Member Analysis (Oliver Wyman) • Industry Survey Results (Oliver Wyman) • Development Process for New Products and Services (Oliver Wyman) • IT Strategy Approach (John Nocera) • Staff Survey Results (Oliver Wyman) • Vision / Mission (Mike McCallum & Oliver Wyman) • Future NRA / SRA Relationship (All)

  15. Membership Analysis: Conclusions and Strategic Implications Membership Analysis Conclusions Strategic Implications 1. Adjusting the 8 / 5 NRA membership threshold does not yield significant incremental locations or sales. • Should the SRA / NRA stay with the 8 / 5 threshold for membership? 2. The NRA currently has 182 (25%) of the 716 companies within the 8 / 5 threshold; the 182 constitute 82% of corporate owned locations, 80% of total locations and 63% of sales. • Should the NRA modify / augment its industry representation claims (e.g., from 48% of all locations to 80% of 8 / 5 locations)? 3. Successfully recruiting all 534 companies as members would generate $5.8 M of incremental dues for the NRA. • Should the NRA target 100% membership for all companies within the 8 / 5 threshold? 4. 294 (55%) of the 534 non-member companies are headquartered in 10 states. • How should the NRA work with leading states for 8 / 5 membership recruiting? • Should the NRA launch a targeted initiative for recreational and lodging membership recruiting? 5. Only 5 (of 41) recreational companies and 5 (of 33) lodging companies within the 8 / 5 threshold are NRA members. • Should the NRA launch a targeted initiative for retail host restaurant recruiting (e.g., grocery store restaurants)? 6. Retail host restaurants are not currently NRA members.

  16. Membership Threshold Adjustment SummaryConclusion 1: Adjusting the 8 / 5 SRA / NRA membership threshold does not yield significant incremental differences in locations or sales. Number of Companies Number of Corporate-Owned Locations Number of Total Locations Sales ($B) Strategic Implication: Should the SRA / NRA stay with the 8 / 5 threshold for membership? Source: 2007 Chain Store Guide data, NRA membership data; Note: Potential for double counting increases as membership threshold decreases

  17. Non-Member NRA Member NRA Member ShareConclusion 2: The NRA currently has 182 (25%) of the 716 companies within the 8 / 5 threshold; the 182 constitute 82% of corporate owned locations, 80% of total locations and 63% of sales. NRA Member Share Based on Companies NRA Member Share Based on Corporate-Owned Locations (34,009 locations) (182 companies) (154,337 locations) (534 companies) NRA Member Share Based on Total Locations NRA Member Share Based on Sales (79,863 locations) ($89 B) (317,602 locations) ($151 B) Strategic Implication: Should the NRA modify / augment its industry representation claims (e.g., from 48% of all locations to 80% of 8 / 5 locations)? Source: 2007 Chain Store Guide data, NRA membership data

  18. Non-Member NRA Member NRA Member Share Based on Corporate-Owned Locations NRA Member Share Based on Corporate-Owned Locations1 % of NRA members vs. non-members Member Share (%) Company Ranking Source: 2007 Chain Store Guide data, NRA membership data 1. Chains are ranked according to number of corporate-owned locations within the 8/5 requirement

  19. Non-Member NRA Member NRA Member Share Based on Sales NRA Member Share Based on Sales1 % of NRA members vs. non-members Member Share (%) Company Ranking Source: 2007 Chain Store Guide data, NRA membership data 1. Chains are ranked according to sales for companies within the 8/5 requirement

  20. Company Ranking Non-Member Share Based on SalesConclusion 3: Successfully recruiting all 534 companies as members would generate $5.8M of incremental dues. Non-Member Share Number of Non-Member Companies Non-Member Sales Range ($M) Non-Member Average Sales Total Potential Incremental Dues ($M) Total companies within the 8 / 5 37% 534 $8,162M – $0.3M $166M $5.8M Top 100 companies within the 8 / 5 31% 49 $8,162M – $424M $1,217M $1.3M # 101 – 200 50% 53 $400M – $161M $245M $1.1M # 201 – 300 79% 78 $160M – $72M $109M $1.4M # 301 – 400 84% 84 $70M – $38M $53M $0.9M #401 – 500 78% 79 $36M – $16M $24M $0.6M #501 – 600 87% 88 $16M - $5M $10M $0.4M #601 – 716 89% 103 $5M – $0.3M $3M $0.2M Source: 2007 Chain Store Guide data, NRA membership data

  21. Sales Ranges Non-Member Share Based on Sales RangesConclusion 3: Successfully recruiting all 534 companies as members would generate $5.8M of incremental dues. Number of Non-Member Companies Non-Member Share Based on Number of Companies Non-Member Share Based on Corporate-Owned Locations Non-Member Share Based on Total Locations Total Potential Incremental Dues ($M) Total companies within the 8 / 5 534 75% 18% 20% $5.8M 8 / 5 companies with sales >= $1B 14 31% 4% 3% $0.4M $999.9M – $750M 13 68% 66% 43% $0.3M $749.9M – $500M 8 42% 52% 14% $0.2M $499.9M – 250M 40 54% 55% 35% $0.8M $249.9M – $1M 452 82% 66% 71% $4.0M < $1M 7 78% 20% 58% $0M ($7,050 total) Strategic Implication: Should the NRA / SRA target 100% membership for all companies within the 8 / 5 threshold? Source: 2007 Chain Store Guide data, NRA membership data

  22. State-Specific OpportunityConclusion 4: 294 (55%) of the 534 non-member companies are headquartered in 10 states. Number of Non-Member Companies1 Headquartered in each State (534 total non-member companies with 8 or more locations in 5 or more states) Percentage of Non-Member Companies1 Headquartered in each State Source: 2007 Chain Store Guide data, NRA membership data; 1. Number of companies represents companies within the 8 / 5 requirement that are not currently NRA members Note: There are no non-member companies within the 8 / 5 requirement with headquarters in AK, DC, ND or WY

  23. Non-Member NRA Member Category Breakdown by Member vs. Non-MemberConclusion 5: Only 5 (of 41) recreational companies and 5 (of 33) lodging companies within the 8 / 5 threshold are NRA members Category Breakdown by Member vs. Non-Member % of member vs. non-member companies1 Category Breakdown by Member vs. Non-Member Actual number of member vs. non-member companies1 Strategic Implication: Should the NRA / SRA launch a targeted initiative for recreation and lodging membership recruiting? Source: 2007 Chain Store Guide data, NRA membership data; 1. Total 8 / 5 companies

  24. Retail Hosts SegmentationConclusion 6: Retail host restaurants are not currently NRA members. Retail Hosts Segmentation by Total Locations 2005 number of total locations Top 2 segments = 85% of total Retail Hosts locations Retail Hosts Segmentation by Sales 2005 sales ($M) Top 2 segments = 81% of total Retail Hosts sales Source: National Restaurant Association 2008 Restaurant Industry Forecast

  25. Grocery Store RestaurantsConclusion 6: Retail host restaurants are not currently NRA members. Grocery stores and are well-positioned to extend their offerings towards take-out and dining options… • “Selling ‘experience’ as opposed to just ingredients allows national retailers such as Whole Foods Supermarkets to set themselves apart from their more price-focused competitors.” – Dennis Lombardi, executive vice president of foodservice strategies for WD Partners • “[Whole Foods] made their mark by providing convenient, tasty, and, above all, ready-to-eat mealtime solutions for consumers on the go.” – QSR Magazine … and are increasingly doing so. • “Nearly 4 out of 10 retailers (39.8%) now feature quick-stop prepared foods areas, compared with the previous year’s 28.2%. About 45% of these food retail stores now also offer in-store dining areas.” – Food Marketing Institute, “Food Retailing Industry Speaks” report • “Sales of prepared food in retail stores have grown about 9.6% from 2000 to 2005. That’s much higher than the restaurant industry’s prepared foods sales growth over the same time period (estimated at 5.1%).” – Mintel International • “27% of shoppers now buy takeout food for home most often in supermarkets, a sharp increase from the 17-20% range over the previous five years. This finding puts supermarkets well ahead of full-service restaurants (18%) and nearer to fast-food outlets (35%).” – Food Marketing Institute, “Trends in the United States: Consumer Attitudes & the Supermarket” report

  26. Agenda • UTF Current Pilot Report (Dennis Riley) • Current ServSafe Sales (Dennis Riley) • NRA Member Analysis (Oliver Wyman) • Industry Survey Results (Oliver Wyman) • Development Process for New Products and Services (Oliver Wyman) • IT Strategy Approach (John Nocera) • Staff Survey Results (Oliver Wyman) • Vision / Mission (Mike McCallum & Oliver Wyman) • Future NRA / SRA Relationship (All)

  27. Survey Background Survey Sections Survey Response Rate • Your Background • Your Opinion on the National Restaurant Association and State Restaurant Associations • Your Satisfaction with Current National Restaurant Association Products and Services • Your Interest in Potential New Products and Services • Your Opinion on Legislative and Regulatory Issues • Your Opinion on the National Restaurant Association Educational Foundation • Final Questions • Optional: Personal Demographics • Total Sent: 62,305 • Total Partially Completed: 4,271 (6.9%) • Total Fully Completed: 3,287 (5.3%) • Respondents willing to hold follow-up interview: 1,466 Source: National Restaurant Association Survey, data as of 2/22/2008. Note: surveys started only include surveys where respondent went beyond the “Your Background” section.

  28. Your Background Which term best describes your company? (N = 2,138) Which term best describes your company / you? (N = 4,271) Government Student Not-for-profit Faculty Restaurant or foodservice operator Other Which term best describes the type of ownership of your company? (N = 2,138) Vendor to the restaurant industry Source: National Restaurant Association Survey, data as of 2/22/2008.

  29. Your Background Which term best describes your company / you? (N = 4,271) What is your area of service? Please select all that apply. (N = 1,070) Restaurant or foodservice operator Vendor to the restaurant industry Student Other Government Faculty Not-for-profit Number of Respondents Source: National Restaurant Association Survey, data as of 2/22/2008.

  30. Your Background How many locations / units does your company have in the U.S.? (N = 2,138) How many states does your company operate in? (N = 2,138) 1,600 1,503 • 49% of the restaurant operators who responded are single unit • 71% have less than 8 locations Number of Respondents Number of Respondents 415 Number of States Number of Locations Source: National Restaurant Association Survey, data as of 2/22/2008. Note: Questions asked to restaurant operators only; 4 operators answered zero U.S. states and zero U.S. locations.

  31. Your Background Approximately how many employees work for your company? (N = 2,138) (Open ended question) Number of respondents who work in companies with 1 to 300 employees Total: 1,527 • 47% of restaurant operators who responded work in companies with less than 50 employees Number of Respondents Number of Respondents Number of Employees Number of Employees (Increments of 10) Source: National Restaurant Association Survey, data as of 2/22/2008. Note: Question asked to restaurant operators only.

  32. Industry Survey Conclusions and Strategic Implications Industry Survey Conclusions Strategic Implications 1. 38% of State Restaurant Association members may not know that they are also members of the NRA (i.e., hold dual membership). • How can the NRA improve communication to members? • How can the NRA best demonstrate the payback / return on investment for being a member? 2. 33% of non-member respondents do not see benefits in joining the NRA. 25% of non-member respondents find membership fees too expensive. 3. Respondents believe the NRA is effective at promoting, representing and educating, but less effective at helping grow revenues and reduce costs. • What new products and services can the NRA / SRA offer to help members grow revenues and reduce costs? 4. Respondents believe the SRAs are effective at promoting, representing and educating, but less effective at helping grow revenues and reduce costs. 5. Overall, respondents evaluate the NRA’s performance higher than the SRAs’, especially in promoting the industry. • How can the NRA assist the SRA in promoting the industry?

  33. Industry Survey Conclusions and Strategic Implications Industry Survey Conclusions Strategic Implications 6. Respondents are satisfied with training resources, industry research and policy resources. • How can the NRA improve communication to members regarding existing products and services? 7. More than 30% of respondents who are members had no opinion or had never used 14 of the 16 NRA existing products and services. 8. Among Financial Services, respondents expressed the highest interest in employee health insurance. 9. Among Procurement Services, respondents expressed the highest interest in “green” purchasing. • What new products and services should the NRA offer the industry? 10. Among Training Services, respondents expressed high interest in several operational and managerial programs.

  34. Industry Survey Conclusions and Strategic Implications Industry Survey Conclusions Strategic Implications 11. Among Marketing / Promotional services, respondents expressed highest interest in industry forecasts and projections. 12. Among Administrative Services, respondents expressed modest interest in employee recruiting and screening. • What new products and services should the NRA / SRA offer the industry? 13. Respondents expressed high interest in industry conferences on trends and with leaders. 14. Respondents identified immigration, minimum wage and health insurance as the top legislative and regulatory issues. 15. Overall, respondents felt that the NRA and the SRAs were doing an adequate to good job of representing the industry at all levels of government. • How can the NRA/ SRA improve its performance in representing the industry? 16. Food safety, nutrition and wellness, and labor related issues (student scholarships, workforce and career promotion) were identified by respondents as priority areas of contributions from the NRAEF. • Where should the NRAEF focus its charitable contributions?

  35. Your BackgroundConclusion 1: 38% of State Restaurant Association members may not know that they are also members of the NRA (i.e., hold dual membership). Are You / Your Company a Member of the National Restaurant Association or a State Restaurant Association? (N = 4,271) Are you a member of: (N = 2,946) Number of Respondents Number of Respondents How long have you / your company been a member? (N = 2,946) Number of Respondents Source: National Restaurant Association Survey, data as of 2/22/2008.

  36. Your BackgroundConclusion 2: 33% of non-member respondents do not see benefits in joining the NRA. 25% of non-member respondents find membership fees too expensive. Are You / Your Company a Member of the National Restaurant Association or a State Restaurant Association? (N = 4,271) Which statement best describes why your company is not a member? Please select all that apply. (N = 1,082) Number of Respondents Total: 1,082 Number of Respondents Source: National Restaurant Association Survey, data as of 2/22/2008.

  37. Your BackgroundConclusion 2: 33% of non-member respondents do not see benefits in joining the NRA. 25% of non-member respondents find membership fees too expensive. Reason for not being a member Representative Quotes Lack of information about membership benefits • “What does it benefit me?” • “Unaware of benefits and costs of membership.” Value proposition not attractive • “Unlike other associations that I have been involved in, this association does not appear to be interested in issues that save their constituents money. They do not educate their members on a wide variety of pertinent matters.” • “Not enough benefit to warrant the expense.” Lack of proactive member recruiting • “I have not been approached to join.” • “Membership lapsed and we just never renewed.” • “Just never thought about joining, nor have I been asked to.” • “Never asked about membership, and never had information sent to us.” Lack of information about the NRA / SRAs • “I would like to know more about NRA.” • “I was unaware of the association; we do participate in the yearly trade show in Chicago.” • “I have never received any information on an association.” Misunderstanding of the relationship between NRA and SRA membership • “I would like to be a member of the Illinois assoc. but found that in order to receive the benefits of the NRA I needed to belong to both. I believe that if I am a member of the IRA it should automatically make me a member of NRA.” Misunderstanding about who can be a member • “Doesn't apply I am a sole proprietor.” • “My company is a vendor, not a restaurant company.” • “We've tried to join as an academic institution (even have money budgeted for it) but can't seem to complete the process through NRA.” Other • “Do not know how to become a member.” • “Would love to be, but it is not available to foreign entities.” • “Politically, I'm not in-line with the majority of the restaurant community. It doesn't seem like a win-win situation for me to be a member.” • “The membership fee is renewed at a time of the year when we can least afford it, i.e. the middle of winter.”

  38. Your Opinion on the NRA and SRAsConclusion 3: Respondents believe the NRA is effective at promoting, representing and educating, but less effective at helping grow revenues and reduce costs. How Would You Evaluate the National Restaurant Association's Performance in: (N = 4,271) 5 Very Good 4 Good 3 Adequate 2 Poor 1 Very Poor No Opinion Good + Very Good Mean (1 to 5) Percentage of Respondents Source: National Restaurant Association Survey, data as of 2/22/2008.

  39. 1 Very Poor 2 Poor 3 Adequate 4 Good 5 Very Good Membership Member Type Restaurant Type Restaurant Ownership Structure Member Non-Member Restaurant Operator Vendor to the restaurant industry Family dining fullservice Casual dining fullservice Fine dining fullservice Quickservice / quick casual Other Single-unit independent Multi-unit independent Franchisee Chain Your Opinion on the NRA and SRAsConclusion 3: Respondents believe the NRA is effective at promoting, representing and educating, but less effective at helping grow revenues and reduce costs. How Would You Evaluate the National Restaurant Association's Performance in: (N = 4,271) Mean by segment Overall Source: National Restaurant Association Survey, data as of 2/22/2008.

  40. Your Opinion on the NRA and SRAsConclusion 4. Respondents believe the SRAs are effective at promoting, representing and educating, but less effective at helping grow revenues and reduce costs. How Would You Evaluate Your State Restaurant Associations' Performance in: (N = 4,271) 5 Very Good 4 Good 3 Adequate 2 Poor 1 Very Poor No Opinion Good + Very Good Mean (1 to 5) Percentage of Respondents Source: National Restaurant Association Survey, data as of 2/22/2008.

  41. 1 Very Poor 2 Poor 3 Adequate 4 Good 5 Very Good Membership Member Type Restaurant Type Restaurant Ownership Structure Member Non-Member Restaurant Operator Vendor to the restaurant industry Family dining fullservice Casual dining fullservice Fine dining fullservice Quickservice / quick casual Other Single-unit independent Multi-unit independent Franchisee Chain Your Opinion on the NRA and SRAsConclusion 4. Respondents believe the SRAs are effective at promoting, representing and educating, but less effective at helping grow revenues and reduce costs. How Would You Evaluate Your State Restaurant Associations' Performance in: (N = 4,271) Mean by segment Overall Source: National Restaurant Association Survey, data as of 2/22/2008.

  42. Your Opinion on the NRA and SRAsConclusion 5. Overall, respondents evaluate the NRA’s performance higher than the SRAs’, especially in promoting the industry. Good + Very Good Poor + Very Poor How would you evaluate the National Restaurant Association's performance in:How would you evaluate your State Restaurant Associations’ performance in: (N = 4,271) NRA SRA Good/Very Good Percentage of Respondents Poor/Very Poor Representing the restaurant industry to your state legislatures and regulatory agencies Promoting the restaurant industry Educating employees of the restaurant industry Providing products and services that help your company increase revenues Providing products and services that help your company reduce costs Representing the restaurant industry to the U.S. Congress and federal regulatory agencies Source: National Restaurant Association Survey, data as of 2/22/2008. Note: Excludes “Adequate” and ‘No Opinion” answers.

  43. Your Satisfaction with Current NRA Products and ServicesConclusion 6: Respondents are satisfied with training resources, industry research and policy resources. How Satisfied Are You with the Following Products and Services? (N = 3,056) Don’t Know / Never Used Satisfied + Very Satisfied Mean (1 to 5) 5 Very Satisfied 4 Satisfied 3 Neither Satisfied nor Dissatisfied 2 Not Satisfied 1 Very Unsatisfied Percentage of Respondents Source: National Restaurant Association Survey, data as of 2/22/2008. Note: Question asked only to respondents who are members or do not know if they are members.

  44. 1 Very Unsatisfied 2 Not Satisfied 3 Neither Satisfied nor Dissatisfied 4 Satisfied 5 Very Satisfied Membership Member Type Restaurant Type Restaurant Ownership Structure Member Non-Member Restaurant Operator Vendor to the restaurant industry Family dining fullservice Casual dining fullservice Fine dining fullservice Quickservice / quick casual Other Single-unit independent Multi-unit independent Franchisee Chain Your Satisfaction with Current NRA Products and ServicesConclusion 6: Respondents are satisfied with training resources, industry research and policy resources. How Satisfied Are You with the Following Products and Services? (N = 3,056) Mean by segment Overall Source: National Restaurant Association Survey, data as of 2/22/2008. Note: Question asked only to respondents who are members or do not know if they are members.

  45. Your Satisfaction with Current NRA Products and ServicesConclusion 7: More than 30% of respondents who are members had no opinion or had never used 14 of the 16 NRA existing products and services. How Satisfied Are You with the Following Programs? (N = 3,056) Don’t Know / Never Used Satisfied + Very Satisfied Mean (1 to 5) 5 Very Satisfied 4 Satisfied 3 Neither Satisfied nor Dissatisfied 2 Not Satisfied 1 Very Unsatisfied Percentage of Respondents Source: National Restaurant Association Survey, data as of 2/22/2008. Note: Question asked only to respondents who are members or do not know if they are members.

  46. 1 Very Unsatisfied 2 Not Satisfied 3 Neither Satisfied nor Dissatisfied 4 Satisfied 5 Very Satisfied Membership Member Type Restaurant Type Restaurant Ownership Structure Member Non-Member Restaurant Operator Vendor to the restaurant industry Family dining fullservice Casual dining fullservice Fine dining fullservice Quickservice / quick casual Other Single-unit independent Multi-unit independent Franchisee Chain Your Satisfaction with Current NRA Products and ServicesConclusion 7: More than 30% of respondents who are members had no opinion or had never used 14 of the 16 NRA existing products and services. How Satisfied Are You with the Following Programs? (N = 3,056) Overall Source: National Restaurant Association Survey, data as of 2/22/2008. Note: Question asked only to members and respondents who did not know if they were members.

  47. Your Interest in Potential New Products and ServicesConclusion 8: Among Financial Services, respondents expressed the highest interest in employee health insurance. Which of the Following Are Areas Where You / Your Company Most Need New Products and Services? 1. Financial Services (N = 3,899) High Need + Possible Need 3 1 2 High Need No Need Possible Need Don’t Know Percentage of Respondents Source: National Restaurant Association Survey, data as of 2/22/2008.

  48. Membership Member Type Restaurant Type Restaurant Ownership Structure Member Non-Member Restaurant Operator Vendor to the restaurant industry Family dining fullservice Casual dining fullservice Fine dining fullservice Quickservice / quick casual Other Single-unit independent Multi-unit independent Franchisee Chain Your Interest in Potential New Products and ServicesConclusion 8: Among Financial Services, respondents expressed the highest interest in employee health insurance. Which of the Following Are Areas Where You / Your Company Most Need New Products and Services? 1. Financial Services (N = 3,899) Percentage of “Possible Need” and “High Need” by segment Overall Source: National Restaurant Association Survey, data as of 2/22/2008.

  49. Your Interest in Potential New Products and ServicesConclusion 9: Among Procurement Services, respondents expressed the highest interest in “green” purchasing. Which of the Following Are Areas Where You / Your Company Most Need New Products and Services? 2. Procurement services (N = 3,848) 3 High Need 2 Possible Need 1 No Need Don’t Know High Need + Possible Need Percentage of Respondents Source: National Restaurant Association Survey, data as of 2/22/2008.

  50. Membership Member Type Restaurant Type Restaurant Ownership Structure Member Non-Member Restaurant Operator Vendor to the restaurant industry Family dining fullservice Casual dining fullservice Fine dining fullservice Quickservice / quick casual Other Single-unit independent Multi-unit independent Franchisee Chain Your Interest in Potential New Products and ServicesConclusion 9: Among Procurement Services, respondents expressed the highest interest in “green” purchasing. Which of the Following Are Areas Where You / Your Company Most Need New Products and Services? 2. Procurement services (N = 3,848) Percentage of “Possible Need” and “High Need” by segment Overall Source: National Restaurant Association Survey, data as of 2/22/2008.

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