2.  Reorganization of Department
 Streamlining communication inter/intra dept
 Better alignment between Beaumont and Austin
 Enhancement of Social Media Platform
 Well planned future strategy and goals
 Hospitality Focus-
 Food Runner- (2011 top box vs 2012 top box)
 First time customer – (2011 1st time ve 2012 1st time)
 Sales force- Customer data and interaction (2011 delivery sales vs 2012
delivery)
 Customer service department- add info

3. New Units
2012
Company Franchise
• Tallahassee, FL (Drive Thru) • Wichita Falls, TX
• Temple, TX • Boulder, CO
• Texarkana, TX • Las Cruces, NM
• Lake Charles, LA
• Wilmington, NC
• Charlottesville, VA
• Mobile, AL
• Kennesaw, GA (Drive Thru)

4. “What got us here won’t get us there.”
Marshall Goldsmith
Author

5. “The higher the expectation, the greater the achievement”

8. Incredible Food Great People
Unmatched Culture Real Estate
So, why then, the previous two slides???

9.  Inconsistency in Execution
 Customer Turnover an issue
 Accuracy an issue
 Accountability for Results lacking
 A “New Customer Generating Machine”
 Very Complex to Operate
 Gut Driven Decisions
 Unit Economics that are tough to attain
 Profits depend greatly on high AUV
 Trouble growing; balancing RE costs and AUV

10.  It all centers on a Quest for Excellence
 Lack of Quality in the restaurant industry
 The Fundamentals – Quality, Service, Cleanliness
 World Class – Best in Class
 Customer – Focused
 Fact- Based

11. “The relentless pursuit of quality in every
aspect of our company will be the only way that
we can become an Enduring Great Company.”
Joe Tortorice Jr.
Excellence…

12. Mission To Make Every Customer Happy
Vision To be the best run restaurant
company in the United States
Core Values
Highest Personal Standards
Out of this World Hospitality
A Great Place to Work
Highest Quality Food
A Healthy Growing Company

13. “Desire without disciplined,
Mission
appropriate action means nothing”
Vision and Values
Key Focus Areas Performance World Class
Excellence Performance
Strategic Targets
Key Strategic Measures
Action Plans

14.  Performance excellence refers to
an integrated approach to organizational
performance management that results in
 Delivery of ever-improving value to customers
and stakeholders, contributing to organizational
sustainability
 Improvement of overall organizational
effectiveness and capabilities
 Organizational and personal learning

15.  Beyond an award
 Criteria-based
 Non-prescriptive
 Verified management practices of best companies
 “We” get to decide what is important and what we
want to be excellent at
 An Integrated Management System
“An integrated management system capable of driving
performance improvement and continually improving processes”

16.  To Accomplish our Mission and Vision
 To Achieve World-Class Results
 Alignment on common goals and resources
 Recognize our potential
 To fix some of those candid challenges
 TO DRIVE PERFORMANCE EXCELLENCE
THROUHGOUT OUR ENTIRE ORGANIZATION
“Performance Excellence represents the best current research
on what it takes to make organizations better”

17. Strategic and Operational Goals

18. Strategic and Operational
Goals

19. Strategic and Operational
Goals

20. Strategic and
Operational
Goals

21. Breakfast
Chill
PM Delivery
Excellence in what
we already do
Technology Solutions
People Programs
Downtown Concept
Small Concept

22.  Clearly defined processes for all activities
 Define and Understand exactly who our customer is
 Increase Sales through Effective Branding
 Clearly Communicate our Value
 Evaluate Costs in order to Streamline and Apply resources as
needed
 Drive Excellence in your daily work
“High Expectations are the key to everything”
-Sam Walton

23. “If you don’t know where you are going, any road will get you there”
The Cheshire Cat – Alice in Wonderland
“Plans are only good intentions
unless they immediately
degenerate into hard work.”
Peter Drucker

24. Jason's Deli Plan for Excellence - 2013
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies
To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
To create an environment where operational complexities are
New Customer Retention Rate Establish standardized expectations of operations systems and processes
Mission Statement minimized
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis
To create a culture where all operational systems and processes are
To Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process
standardized and followed 100%
Happy
To have the most accurate togo and delivery business in the fast-
1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
casual segment
Excellence
To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover
To have all of our recipes and menu items made 100% to our
Delivery and Togo Accuracy Score Streamline Communication to the field
specifications and quality standards 100% of the time
To create an environment where low performance is simply not an
option and expectations and accountability drive pride and results.
Create a knowledge base of the Performance Excellence process
% pass rate (test) of all EE's in the company- % of efficient documented
across every area of the company that insures the constant Revise and implement a best in class hiring process
processes by department
Vision Statement engagement of our people.
To be the best run
% of accuracy (what is best in class)- Ticket time benchmark/goal -
restaurant company in the Develop a culture where our people are 100% Trained to execute at Evaluate training program for all employees & implement best in class training
department measures
United States 100% volume 100% of the time.
To be Best in Class on hiring and retention processes across all
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
2. Focus on growing and areas of the company
developing our people To have Best in Class training processes and tools across all areas
efficiency of departments in % of OH- Scoring % goals of tests- % of
of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EE's
EPR/MPR-
accountability for results.
To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare
Create execution plan for franchise engagement on Performance Excellence
dedication to the principles of Servant Leadership. competitors
Develop consistent tool for Goal Cascading/Tracking
Brand the Jason's concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from
Determine and identify our core customer base for all areas of our business
suburban market customer value driver survey.
Re-establish Jason's as the catering leader in the fast casual
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
segment
Make fact based decisions based upon understanding of our
Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis
customer and their needs
Provide an outstanding environment which will enhance the
3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Core Values customer experience in our units
Concept and Refining the
Refine and simplify the Jason's concept for better execution and Correlation of local advertising dollars spent to impact on sales
Business Model Determine what is important for our guests - what drives them to act
Highest Personal return on investment volumes
Standards Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
Become more effective with marketing to Tier 1 and 2 customers and improve lead
# of menu items offered
Out of this World conversion
Hospitality Top Box Score for Catering Customer MindShare Comments
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Healthy Growing Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNK
Company Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting
New Store % increase (out of footprint)
A Great Place to Work 4. Focus on Growing the New Store % increase (total) To eliminate all non-value internal services.
Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis
Improve the cost structure of the stores Contributed Income % of Combined Regions
Develop food cost modeling tool with built in future use of product modeling that will
Projected Annual Sales
One billion dollars in sales a year provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growth

25. Jason's Deli Plan for Excellence - 2013
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies
“Why do we exist?”
To create a customer retention focused culture
To create an environment where operational complexities are
Existing Customer Retention Rate Streamline communication to the field
New Customer Retention Rate Establish standardized expectations of operations systems and processes
Mission Statement minimized
Purpose
To be Best in class for Customer Hospitality
To create a culture where all operational systems and processes are
First-time Guest Top-Box Score Eliminate non value-added waste in the delis
To Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process
standardized and followed 100%
Happy
To have the most accurate togo and delivery business in the fast-
1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
casual segment
Excellence
To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover
To have all of our recipes and menu items made 100% to our
Delivery and Togo Accuracy Score Streamline Communication to the field
specifications and quality standards 100% of the time
To create an environment where low performance is simply not an
option and expectations and accountability drive pride and results.
Create a knowledge base of the Performance Excellence process
% pass rate (test) of all EE's in the company- % of efficient documented
across every area of the company that insures the constant Revise and implement a best in class hiring process
processes by department
Vision Statement engagement of our people.
To be the best run
% of accuracy (what is best in class)- Ticket time benchmark/goal -
restaurant company in the Develop a culture where our people are 100% Trained to execute at Evaluate training program for all employees & implement best in class training
department measures
United States 100% volume 100% of the time.
To be Best in Class on hiring and retention processes across all
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
2. Focus on growing and areas of the company
developing our people To have Best in Class training processes and tools across all areas
efficiency of departments in % of OH- Scoring % goals of tests- % of
“What will it look like
of the company that provide clear understanding of roles and clear
accountability for results.
EPR/MPR-
To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare
Focus on improving our processes for ongoing DV of all EE's
Create execution plan for franchise engagement on Performance Excellence
around here in the
dedication to the principles of Servant Leadership. competitors
Develop consistent tool for Goal Cascading/Tracking
suburban market
future?
Brand the Jason's concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from
customer value driver survey.
Determine and identify our core customer base for all areas of our business
Re-establish Jason's as the catering leader in the fast casual
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
segment
Make fact based decisions based upon understanding of our
Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis
customer and their needs
Provide an outstanding environment which will enhance the
3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Core Values customer experience in our units
Concept and Refining the
Refine and simplify the Jason's concept for better execution and Correlation of local advertising dollars spent to impact on sales
Business Model Determine what is important for our guests - what drives them to act
Highest Personal return on investment volumes
Standards Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
Become more effective with marketing to Tier 1 and 2 customers and improve lead
# of menu items offered
Out of this World conversion
Hospitality Top Box Score for Catering Customer MindShare Comments
“How will we conduct
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Healthy Growing our business?”
Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNK
Company Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting
New Store % increase (out of footprint)
A Great Place to Work 4. Focus on Growing the New Store % increase (total) To eliminate all non-value internal services.
Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis
Improve the cost structure of the stores Contributed Income % of Combined Regions
Develop food cost modeling tool with built in future use of product modeling that will
Projected Annual Sales
One billion dollars in sales a year provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growth
Projected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth

26. Jason's Deli Plan for Excellence - 2013
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies
To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
To create an environment where operational complexities are
New Customer Retention Rate Establish standardized expectations of operations systems and processes
Mission Statement minimized
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis
To create a culture where all operational systems and processes are
To Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process
standardized and followed 100%
Happy
To have the most accurate togo and delivery business in the fast-
1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
casual segment
Excellence
To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover
To have all of our recipes and menu items made 100% to our
Delivery and Togo Accuracy Score Streamline Communication to the field
specifications and quality standards 100% of the time
To create an environment where low performance is simply not an
“Where we will Focus our
option and expectations and accountability drive pride and results.
Create a knowledge base of the Performance Excellence process
across every area of the company that insures the constant
efforts”
% pass rate (test) of all EE's in the company- % of efficient documented
processes by department
Revise and implement a best in class hiring process
Vision Statement engagement of our people.
To be the best run
% of accuracy (what is best in class)- Ticket time benchmark/goal -
restaurant company in the Develop a culture where our people are 100% Trained to execute at Evaluate training program for all employees & implement best in class training
department measures
United States 100% volume 100% of the time.
To be Best in Class on hiring and retention processes across all
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
2. Focus on growing and areas of the company
developing our people To have Best in Class training processes and tools across all areas
efficiency of departments in % of OH- Scoring % goals of tests- % of
of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EE's
EPR/MPR-
accountability for results.
To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare
Create execution plan for franchise engagement on Performance Excellence
dedication to the principles of Servant Leadership. competitors
Develop consistent tool for Goal Cascading/Tracking
Brand the Jason's concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from
Determine and identify our core customer base for all areas of our business
suburban market customer value driver survey.
Re-establish Jason's as the catering leader in the fast casual
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
segment
Make fact based decisions based upon understanding of our
Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis
customer and their needs
Provide an outstanding environment which will enhance the
3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Core Values customer experience in our units
Concept and Refining the
Refine and simplify the Jason's concept for better execution and Correlation of local advertising dollars spent to impact on sales
Business Model Determine what is important for our guests - what drives them to act
Highest Personal return on investment volumes
Standards Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
Become more effective with marketing to Tier 1 and 2 customers and improve lead
# of menu items offered
Out of this World conversion
Hospitality Top Box Score for Catering Customer MindShare Comments
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Healthy Growing Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNK
Company Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting
New Store % increase (out of footprint)
A Great Place to Work 4. Focus on Growing the New Store % increase (total) To eliminate all non-value internal services.
Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis
Improve the cost structure of the stores Contributed Income % of Combined Regions
Develop food cost modeling tool with built in future use of product modeling that will
Projected Annual Sales
One billion dollars in sales a year provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growth
Projected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth

27. Jason's Deli Plan for Excellence - 2013
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies
To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
To create an environment where operational complexities are
New Customer Retention Rate Establish standardized expectations of operations systems and processes
Mission Statement minimized
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis
To create a culture where all operational systems and processes are
To Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process
standardized and followed 100%
Happy
To have the most accurate togo and delivery business in the fast-
1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
casual segment
Excellence
To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover
To have all of our recipes and menu items made 100% to our
Delivery and Togo Accuracy Score Streamline Communication to the field
specifications and quality standards 100% of the time
To create an environment where low performance is simply not an
option and expectations and accountability drive pride and results. “In five years we
Create a knowledge base of the Performance Excellence process
across every area of the company that insures the constant
will…………”
% pass rate (test) of all EE's in the company- % of efficient documented
processes by department
Revise and implement a best in class hiring process
Vision Statement engagement of our people.
To be the best run
% of accuracy (what is best in class)- Ticket time benchmark/goal -
restaurant company in the Develop a culture where our people are 100% Trained to execute at Evaluate training program for all employees & implement best in class training
department measures
United States 100% volume 100% of the time.
To be Best in Class on hiring and retention processes across all
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
2. Focus on growing and areas of the company
developing our people To have Best in Class training processes and tools across all areas
efficiency of departments in % of OH- Scoring % goals of tests- % of
of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EE's
EPR/MPR-
accountability for results.
To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare
Create execution plan for franchise engagement on Performance Excellence
dedication to the principles of Servant Leadership. competitors
B
• Future focused
Develop consistent tool for Goal Cascading/Tracking
• Describe the future state
Brand the Jason's concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from
Determine and identify our core customer base for all areas of our business
suburban market customer value driver survey.
Re-establish Jason's as the catering leader in the fast casual
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
segment
Make fact based decisions based upon understanding of our
customer and their needs
of the Company
Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis
• Designed to stretch the
Provide an outstanding environment which will enhance the
3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Core Values customer experience in our units
Concept and Refining the
Refine and simplify the Jason's concept for better execution and Correlation of local advertising dollars spent to impact on sales
Business Model Determine what is important for our guests - what drives them to act
Highest Personal
Standards
return on investment
Drive store sales to a level to produce an adequate return organization
volumes
Lower store costs based on SKUNK design Continue with SKUNK concept design
Become more effective with marketing to Tier 1 and 2 customers and improve lead
• “BHAG”
# of menu items offered
Out of this World conversion
Hospitality Top Box Score for Catering Customer MindShare Comments
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Healthy Growing Refine the business model to produce adequate return Contributed Income % ?By line design? Shift concept design from current to SKUNK
Company Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting
New Store % increase (out of footprint)
A Great Place to Work 4. Focus on Growing the New Store % increase (total) To eliminate all non-value internal services.
Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis
Improve the cost structure of the stores Contributed Income % of Combined Regions
Develop food cost modeling tool with built in future use of product modeling that will
Projected Annual Sales
One billion dollars in sales a year provide suggested ordering.
Grow profits at 20% per year. Trailing 12 month % increase per Ouija Develop short/longterm strategy for current and new franchisee growth
Projected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth

28. Jason's Deli Plan for Excellence - 2013
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies
To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
To create an environment where operational complexities are
New Customer Retention Rate Establish standardized expectations of operations systems and processes
Mission Statement minimized
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis
To create a culture where all operational systems and processes are
To Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process
standardized and followed 100%
Happy
To have the most accurate togo and delivery business in the fast-
1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
casual segment
Excellence
To be the cleanest concept in our segment
To have all of our recipes and menu items made 100% to our
Cleanliness Score
Delivery and Togo Accuracy Score
“What will we
Do a study of 1st time customer turnover
Streamline Communication to the field
measure to
specifications and quality standards 100% of the time
To create an environment where low performance is simply not an
option and expectations and accountability drive pride and results.
Create a knowledge base of the Performance Excellence process
determine if
% pass rate (test) of all EE's in the company- % of efficient documented
Vision Statement
To be the best run
across every area of the company that insures the constant
engagement of our people.
processes by department
we are making
Revise and implement a best in class hiring process
% of accuracy (what is best in class)- Ticket time benchmark/goal -
restaurant company in the
United States
Develop a culture where our people are 100% Trained to execute at
100% volume 100% of the time.
To be Best in Class on hiring and retention processes across all
department measures
progress?”
Evaluate training program for all employees & implement best in class training
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
2. Focus on growing and areas of the company
developing our people To have Best in Class training processes and tools across all areas
efficiency of departments in % of OH- Scoring % goals of tests- % of
of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EE's
EPR/MPR-
accountability for results.
To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare
Create execution plan for franchise engagement on Performance Excellence
• Deciding what to
dedication to the principles of Servant Leadership. competitors
Develop consistent tool for Goal Cascading/Tracking
Brand the Jason's concept in order to be profitable in any chosen
suburban market
% of concept changes made by fact-based information derived from
customer value driver survey.
measure is more
Determine and identify our core customer base for all areas of our business
Re-establish Jason's as the catering leader in the fast casual
segment
Make fact based decisions based upon understanding of our
Percentage of delis refreshed on an annual basis
important that deciding
Refresh all delis by 2016
Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis
Core Values
3. Focus on Innovating the
customer and their needs
Provide an outstanding environment which will enhance the
customer experience in our units
NP% increase for refreshed delis
what to do!!!
Enhance and upgrade presentation of catering through design and creative
• A broad measure used
Concept and Refining the
Refine and simplify the Jason's concept for better execution and Correlation of local advertising dollars spent to impact on sales
Business Model Determine what is important for our guests - what drives them to act
Highest Personal return on investment volumes
Standards Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design Continue with SKUNK concept design
Out of this World
# of menu items offered to evaluate and
Become more effective with marketing to Tier 1 and 2 customers and improve lead
conversion
Hospitality Top Box Score for Catering Customer MindShare Comments
communicate status of
Highest Quality Food Become a quality based company Implement Baldrige Class business processes
Healthy Growing Refine the business model to produce adequate return Contributed Income % ?By line design?
achievement of the
Shift concept design from current to SKUNK
Company Grow in a consistent, conservative manner within our footprint New Store % increase (footprint) Develop real estate model including projected revenue forecasting
A Great Place to Work 4. Focus on Growing the
New Store % increase (out of footprint)
New Store % increase (total)
Strategic Targets
To eliminate all non-value internal services.
• Must be expressed as a
Company Inprove the cost structure of DMI Consolidated Income % Simplify menu offerings for better execution in delis
Improve the cost structure of the stores Contributed Income % of Combined Regions
Develop food cost modeling tool with built in future use of product modeling that will
Projected Annual Sales
One billion dollars in sales a year
Grow profits at 20% per year. Trailing 12 month % increase per Ouija
Projected % increase per Ouija
number!
provide suggested ordering.
Develop short/longterm strategy for current and new franchisee growth
Develop short/longterm strategy for current corporate store sales growth
• Company Scorecard

29. Jason's Deli Plan for Excellence - 2013
Jason's Deli M,V,CV Key Focus Areas Strategic Targets Key Strategic Measures Supporting Strategies
To create a customer retention focused culture Existing Customer Retention Rate Streamline communication to the field
To create an environment where operational complexities are
New Customer Retention Rate Establish standardized expectations of operations systems and processes
Mission Statement minimized
To be Best in class for Customer Hospitality First-time Guest Top-Box Score Eliminate non value-added waste in the delis
To create a culture where all operational systems and processes are
To Make Every Customer First-time Guest Behavioral Score Establish a first time customer engagement process
standardized and followed 100%
Happy
To have the most accurate togo and delivery business in the fast-
1. Focus on Operational All Customer Top-Box Score Establish and implement a Service Training Orientation for new hires
casual segment
Excellence
To be the cleanest concept in our segment Cleanliness Score Do a study of 1st time customer turnover
“What are we
To have all of our recipes and menu items made 100% to our
specifications and quality standards 100% of the time
Delivery and Togo Accuracy Score Streamline Communication to the field
going to DO to
To create an environment where low performance is simply not an
option and expectations and accountability drive pride and results.
accomplish our
Create a knowledge base of the Performance Excellence process
across every area of the company that insures the constant
% pass rate (test) of all EE's in the company- % of efficient documented
Revise and implement a best in class hiring process
processes by department
Vision Statement
To be the best run
restaurant company in the
engagement of our people.
Strategic
Develop a culture where our people are 100% Trained to execute at
% of accuracy (what is best in class)- Ticket time benchmark/goal -
Evaluate training program for all employees & implement best in class training
department measures
United States
2. Focus on growing and
100% volume 100% of the time.
areas of the company
Targets?”
To be Best in Class on hiring and retention processes across all
% of hires active at 90 days -% of active at yearly intervals Create plan for Performance Excellence education across the brand
developing our people To have Best in Class training processes and tools across all areas
efficiency of departments in % of OH- Scoring % goals of tests- % of
of the company that provide clear understanding of roles and clear Focus on improving our processes for ongoing DV of all EE's
EPR/MPR-
accountability for results.
To be recognized in the industry because of our family culture and Maybe top 10 best places to work/ Benchmark against other Mindshare
Create execution plan for franchise engagement on Performance Excellence
dedication to the principles of Servant Leadership. competitors
Develop consistent tool for Goal Cascading/Tracking
• Statements of action Brand the Jason's concept in order to be profitable in any chosen % of concept changes made by fact-based information derived from
Determine and identify our core customer base for all areas of our business
to accomplish suburban market
Re-establish Jason's as the catering leader in the fast casual
segment
customer value driver survey.
Percentage of delis refreshed on an annual basis Refresh all delis by 2016
Strategic Targets Make fact based decisions based upon understanding of our
customer and their needs
Same store sales % increase for refreshed delis Develop a community-based marketing plan for suburban delis
• Undertaking these
Provide an outstanding environment which will enhance the
3. Focus on Innovating the NP% increase for refreshed delis Enhance and upgrade presentation of catering through design and creative
Core Values customer experience in our units
Concept and Refining the
Refine and simplify the Jason's concept for better execution and Correlation of local advertising dollars spent to impact on sales
Business Model Determine what is important for our guests - what drives them to act
Highest Personal return on investment volumes
Standards
initiatives will have a
Drive store sales to a level to produce an adequate return Lower store costs based on SKUNK design
# of menu items offered
Continue with SKUNK concept design
Become more effective with marketing to Tier 1 and 2 customers and improve lead
Out of this World conversion
Hospitality positive impact on the Top Box Score for Catering Customer MindShare Comments
Highest Quality Food identified Key Become a quality based company Implement Baldrige Class business processes
Healthy Growing
Company Strategic Measures Refine the business model to produce adequate return
Grow in a consistent, conservative manner within our footprint
Contributed Income % ?By line design?
New Store % increase (footprint)
New Store % increase (out of footprint)
Shift concept design from current to SKUNK
Develop real estate model including projected revenue forecasting
A Great Place to Work
• Specific programs,
4. Focus on Growing the
Company Inprove the cost structure of DMI
Improve the cost structure of the stores
New Store % increase (total)
Consolidated Income %
Contributed Income % of Combined Regions
To eliminate all non-value internal services.
Simplify menu offerings for better execution in delis
activities, projects, or
One billion dollars in sales a year
Grow profits at 20% per year.
Projected Annual Sales
Trailing 12 month % increase per Ouija
Develop food cost modeling tool with built in future use of product modeling that will
provide suggested ordering.
Develop short/longterm strategy for current and new franchisee growth
actions the Company Projected % increase per Ouija Develop short/longterm strategy for current corporate store sales growth
will undertake

30. Key
Focus Strategic Targets (Vision- Where we are going)
Area
 To create a customer retention focused culture
Focus on Operational Excellence
 To create an environment where operational complexities are
minimized
 To be Best in Class for Customer Hospitality
 To create a culture where all operational systems and processes are
standardized and followed 100%
 To have the most accurate togo and delivery business in the fast -
casual segment
 To be the cleanest concept in our segment
 To have all of our recipes and menu items made 100% to our
specifications and quality standards 100% of the time
 To create an environment where low performance is simply not an
option and expectations and accountability drive pride and results

31. Key
Focus StrategicTargets (Vision- Where we are going)
Area
• Create a knowledge base of the Performance Excellence process across every
Growing & developing our People
area of the company that insures the constant engagement of our people.
• Develop a culture where our people are 100% Trained to execute at 100%
volume 100% of the time.
• To be Best in Class on hiring and retention processes across all areas of the
company.
• To have Best in Class training processes and tools across all areas of the
company that provide clear understanding of roles and clear accountability for
results.
• To be recognized in the industry because of our family culture and dedication to
the principles of Servant Leadership.