Restaurant Development & Design

September-October 2017

restaurant development + design is a user-driven resource for restaurant professionals charged with building new locations and remodeling existing units.

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1 8 • r e s t a u r a n t d e v e l o p m e n t + d e s i g n • S E P T E M B E R / O C T O B E R 2 0 1 7 Peer to Peer BY REBECCA KILBREATH, Editor in Chief Q&A with Chris Burr Director of Nontraditional Development for Dunkin' Brands What's a typical day look like for you? CB: A typical day for me primarily is work- ing to sell franchises for Dunkin' Donuts and Baskin-Robbins in the nontraditional space. Those include airports, casinos, higher education, colleges and universi- ties, hospitals, hotels, mass merchandise stores, mass transit stations, military, mu- seums, arenas, stadiums, supermarkets, theme parks and truck stops. What are Dunkin's nontraditional goals? CB: We want to place our brands where our customers work, play, learn and make memories, and those tend to be nontra- ditional locations. We have more than 800 nontradi- tional locations currently, and the pipe- line is very strong. Airports are one of our strongest segments; mass merchandise is also one of our strongest segments. Lodging is starting to grow more, and we're also seeing good growth in the hospital/medical area. As a pure franchise organization, our first priority is to try to find a space where we can utilize our local franchi- see. For example, we have a master development agreement with Walmart stores, and in those cases, we control the space and we put our local fran- chisee in the space. That's always our preference, whether it's Walmart or a supermarket or a college campus. There are instances where that might not be possible. There may be a college campus that has an exclusive foodser- vice arrangement with a company like Aramark. In those cases, it may not be possible to sublease a space to our local franchisee, so the commercial foodser- vice companies become our franchisees. And there are also what we call self- operated opportunities. We do business with a large number of the travel center companies, like Pilot and Flying J, and in those cases, they're not really a com- mercial foodservice company, but they self-operate the Dunkin' Donuts in their facility. In those cases, the travel center company becomes our franchisee. What steps do you take to assess proposed locations? CB: We look at different things depend- ing on the venue. In airports, we look for passenger counts, and in hotels, we look at average number of rooms and number of rooms per guest. At colleges and universities, we look at enrollment and employee numbers. In hospitals, we look at beds and outpatient numbers. One of the things that's great about Dunkin' is that we can scale the concept from self- serve coffee in a linear fashion with a self-serve bakery case to a cart to a kiosk to an in-line space to a full endcap at a Dunkin Donuts recently opened a unit inside the Hard Rock Hotel & Casino Las Vegas. Photos courtesy of Dunkin' Brands

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