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Operations Management at a Glance

Discover the operations management framework at Steak 'n Shake, founded in 1934 and now boasting over 435 units. With headquarters in downtown Indianapolis, the company is divided into 14 divisions, emphasizing high-quality food and exceptional customer service. Learn about their growth strategy, focusing on customer service, community involvement, and extensive training programs for managers and staff. As Steak 'n Shake plans to double its size in the next five years, explore the essential skills and strategies for success in management roles within the company.

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Operations Management at a Glance

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  1. Operations Management at a Glance Matt Morarity The Steak n Shake Company Brian Stewart The Steak n Shake Company

  2. The Steak n Shake Company • Company History • Second Oldest Chain Founded in 1934 • Over 435 Units in Operation in 19 States • 14 Divisions Within SNS • President Peter Dunn • Headquartered Downtown Indianapolis • Indiana Division • Largest Division • Established Division with 58 Operating Units • Currently 8 District Managers, 58 General Managers, • and 250+ Managers • Average Unit has $1.6 Million in Sales, 4 Managers, and • and 40-60 Crew Members

  3. Unique Concept • High Quality Food • Strict Attention to Cleanliness • Commitment to Full Customer Service • Great Customer Loyalty

  4. Fun Facts • Ranked as One of the Best Small Companies to Work for by FORBES • Company Senior Vice President started as High School Grill Master over 40 yrs ago in St. Louis • Chairman of the Board is a Bloomington Resident • E.W. Kelley was the Modern Day Founder of Steak n Shake

  5. Growth Strategy • Doubled in Size the Last Ten Years • Will Double in Size Over the Next 5 Years • Over 600 New Stores • 9+ New Division Managers • 40 - 50 New District Managers • 600+ New General Managers • 60 -70 New HR Positions

  6. Established Markets • Indianapolis • St. Louis • Tampa • Orlando • Columbus

  7. Emerging Markets • Miami • Chicago • Pittsburgh • Dallas • Atlanta

  8. Future Markets • Houston • San Antonio • Austin • Phoenix • Denver • Las Vegas

  9. Steak n Shake Business Drivers Sales People Profits

  10. Sales • Needed for Financial Success of Any Company • Focus on Customer Service • Internal Audits - Q.S.C. • External Audits - Mystery Shops & GEO • Sales Drivers • LSM Projects - Marketing Responsibilities • Community Involvement & Relationship Building • Management Empowerment • Run a Business (Make the Right Decisions) • Empowered to Grow Sales

  11. People • Results Achieved Through • Developing Right People • Proper Training and Development • Extensive Training at Each Level • Classroom and Hands-on Training • Management Responsible for Feedback • Formalized Feedback, Reviews, and Evaluations • Treating Individuals Fairly • Proper Placement • Quality of Life • Clear Communication

  12. Profits • Profits that Make Sense • Major Cost Areas • Labor Costs • Food Costs • Secondary Cost Areas • Inventory • Outside Services • Tools to Achieve Results • Labor Scheduling System • Inventory Control Tracking • Profit and Loss Statements • Financial Plans

  13. What Skills Are Needed to Succeed in Management at Steak n Shake?

  14. Human Resource Skills • Hiring • Termination • Wage Setting • Evaluations • Investigation • EEOC, FMLA, ADA, Etc.

  15. Accounting Skills • Auditing General Ledgers • Balancing Daily & Monthly Financials • Checking Postings • Payrolls • Reconciliations

  16. Financial Skills • Trend Analysis • Preparation of Financial Budgets • Annual Projections • Performance to Plan • Forecasting Adjustments

  17. Marketing Skills • Creation of Local Store Marketing Plan • Identification of Marketing Opportunities • Analysis of Trade Area • Building of Public Relations in the Trade Area • Analysis of ROI of Marketing Endeavors • Adjusting Business Performance to Marketing Projects

  18. Entrepreneurial Skills • Take Complete Ownership of the Business • Creativity is Essential • Think Outside the Box • Adjust Plans to Environment • Every Market is Different, Operate the Business to Local Demands

  19. Management Progression MIT - Manager in Training Manager Restaurant Manager General Manager District Manager Division Manager

  20. General Manager • Full P&L and Operational Responsibility of Single Unit • Development of Managers and Crew Members • Guest Sensitivity and Awareness • Individual Development Programs

  21. District Manager • Buy in From G.M. on Unit Goals to Achieve: • Full P&L and Operational Responsibility • (Up to 5 to 10 Restaurants) • Development of New D.M.’s and G.M.’s • Continued Advanced Leadership, Business Presentation Skills

  22. Division Manager • Each Division is Structured into Functional Areas • Operations • Human Resources • Training • All Functional Areas Drive Operations to Achieve: • Full P&L and Operational Responsibility • (up to 40 to 50 Restaurants) • Development of New D.M.’s and G.M.’s • Business Planning and Budget Reviews

  23. Summer Internships • 12 Week Comprehensive Program • Project Based • Operations Based • Weekly Conference Calls w/ Dept. VPs • Classroom Education • Division Tours • In Depth Company Preview • Fun Activities & Outings • Internship Conference

  24. What questions might you have?

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