IHOP 2011 Annual Report Download - page 5

Download and view the complete annual report

Please find page 5 of the 2011 IHOP annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 142

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136
  • 137
  • 138
  • 139
  • 140
  • 141
  • 142

WIN.
We are committed to building
strong brands and making
DineEquity a great place to work.
Julia Stewart
acquisition in 2007. Today, DineEquity is the only
public company of our size in the full-service dining
category that is 95% franchised.
With everything we do, we strive to evolve our
brands so that they are and remain a relevant,
meaningful part of our guests’ daily lives. To this
end, we are putting the necessary resources, talent
and infrastructure in place to drive organic growth
for our brands, and investing in the future while
maintaining a balanced outlook that will enable us
to capitalize as the economy recovers. Throughout
2011, we adjusted our tactics to improve same-
restaurant sales performance at Applebee’s and
drive same-restaurant sales performance at IHOP
going forward, while continuing to execute
on our long-term plans for our brands.
We are evolving our Shared Services
organization.
As we move toward becoming a more highly
franchised company, we are strengthening Shared
Services to maximize our flexibility. Today, more
than 50% of our non-restaurant team members
work for DineEquity in a Shared Services capacity
such as Legal, Information Technology, Human
Resources, Finance, Quality Assurance, Risk
Management and Guest Relations. We are building
a performance-driven culture across the entire
organization that we believe will serve as a
competitive differentiator and solidify our emerging
position as a franchisor of choice. We’re also
extending value to franchisees through the
independent purchasing cooperative, Centralized
Supply Chain Services, LLC (CSCS), which enables
our franchisees to improve their profitability and
mitigate volatility in the face of increased
commodity costs over time.
The added value provided by Shared Services is
already garnering an encouraging response from
franchisees, as several of our key business partners
choose to purchase franchise-operated restaurants
from DineEquity regardless of brand affiliations.
These types of collaborations serve to confirm the
franchise community’s confidence in our leadership.
03