Asbe association for Small Business & Entrepreneurship




НазваниеAsbe association for Small Business & Entrepreneurship
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Recent Results



The Dixie chain of restaurants generated approximately $29 million in revenue last year and was profitable. However, growth in existing restaurants has been elusive. However, while same-store sales (defined by management as stores open for two years or more) have been essentially flat over the past three years, same store restaurant sales nationally were growing at an average annual rate of 4.5%.


Lunch business had been a consistent strong point which accounts for 42% of total Dixie sales while the U.S. restaurant industry average is 28%. On the other hand, the Dixie Cafés had not made consistent inroads into the dinner market. Overall financial details are presented in

Exhibit 8.


Exhibit 8

Selected Data - Dixie Café

2006

2005

2004

2003

2002

accounts receivable

492,707

487,828

480,619

738,663

547,172

inventory

346,720

343,287

338,214

337,414

334,383

current assets

2,837,626

2,809,531

2,768,011

2,708,432

2,796,659

Fixed Assets (PP&E)

9,501,200

9,048,762

8,601,485

7,650,842

8,188,005

total assets

15,275,101

15,123,862

14,900,357

13,519,299

12,132,826

accounts payable

702,563

695,607

685,327

665,709

719,430

current liabilities

2,719,011

2,692,091

2,652,306

3,000,249

2,725,729

stockholder equity (net worth)

9,396,452

8,434,001

7,481,079

6,640,880

5,869,210

total liabilities

7,605,873

7,530,567

7,419,278

6,878,419

6,263,616

total liabilities & net worth

15,275,101

15,123,862

14,900,357

13,519,299

12,132,826



















net sales

29,074,033

28,786,171

28,360,760

27,754,320

25,367,195

cost of goods sold

14,703,504

14,557,925

14,378,197

14,594,988

13,950,436

gross profit

14,334,224

14,192,301

13,982,563

13,159,332

11,416,759

net income

967,263

962,451

952,922

840,200

771,670

working capital

-308,984

-305,925

-301,404

-454,162

-87,918



Challenges Going Forward



Future growth for the Dixie Cafés could come from two areas: adding new restaurants and/or generating additional sales at existing ones. Management’s stated goal for expansion was two to three new store openings each year. But, having considered the same-store sales results, Robertson believed he and his team needed to focus their immediate attention on the existing Dixie Cafés. His concern was that, among potential customers making a restaurant decision, Dixie was probably in the consideration set but was not a first choice. In the restaurant business, Robertson thought to himself, the gap between “first choice” and “second choice” could be substantial.


Robertson believed he and his team had several questions to answer, and answer quickly:

  • How can we get sales growing again?

  • Does the Dixie Café need a new persona?

  • What is the customer experience at our restaurants, and how can we make it better?

  • What should we do with the soda fountain concept? Will it add to or dilute the overall brand of the restaurants?

  • Do we need to conduct more primary research? If so, what type of research would be needed to paint the clearest picture of Dixie Café customers and to plan advertising and promotion? Would money spent on research be better spent elsewhere?

  • How can we increase business among younger consumers (under 21) and older ones (65 and over)?

  • How can we encourage repeat business--and how can we move business to dinners and take-out without undercutting our strong lunch business?

  • Is there a role for public relations and/or in-store promotions?


Before his meeting with Howe and Ryan, Robertson decided to make some notes. From a legal pad, he took out four blank pages. On the top of one page he wrote, “What can we do in the short term to heat up sales?” On the second page he wrote, “What is the Dixie Café brand all about?” On the third page he wrote, “What changes, if any, should we make in our restaurants to change the ambiance?” On the top of the last page, he wrote, “Building a competitive advantage for Dixie Cafés.”


Index of Participants

Bashaw, R. Edward 299

Black, Gregory S. 285

Bradley, Don B. III 50

Bressler, Martin S 5, 282

Brumm, Joan 299

Campbell, Kitty 5

Clow, Kenneth E. 61

Cole, Henry S. 156, 165, 274

Collins, Jamie D. 100

Davis, Larry R. 299

Dunn, Paul 6, 72, 156, 165

Flores, Isuara B. 119

Goodrich, Peter Spang 31

Jackson, Mary Jo 4

Jackson, Sara 4

Jackson, William T 5

Jones, Stephen C. 228

Lahm, Robert J., Jr 236

Leffel, Anita 40

Lester, Donald L. 216

Li, Xin 187

Liang, Chyi-lyi (Kathleen) 5,6, 173

Loudon, David L. 1 56, 165


Maness, Brad 50

McConkey, C. William 61

McCurdy, Billy J. 134

Merino, Beatriz 248

Mills, Edward 248

Nakhata, Chinintorn 144

Peterson, Robin 5

Ponthieu, Louis D. 228

Rossiter, Nancy 31

Ruddell, Lawrence S. 85

Schallenkamp, Ken 91

Short, Larry E. 72

Silver, Lawrence S. 61, 134

Smith, William L 5, 91

Soper, Barlow 274

Stevens, Robert E. 61, 165, 274

Stowe, Charles R. B. 203

Taylor, Lloyd J., III 248

Toombs, Leslie 5

Tullous, Raydel Session 5

Tran, Thuhang T. 216

Von Bergen, C. W. 274

Young, Marilyn 119



1 We decide not to include a “neutral” or “no difference” level for respondents so that respondents would be forced to reveal a more specific perception on each question.


2 Indicated

3 Horizontal arrow indicates no change. Vertical arrows indicate increasing or decreasing the value. Double arrow indicates bigger change than that of single arrow.

Austin, Texas October 10-12, 2007


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