IHOP 2012 Annual Report Download - page 6

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$15.4 million
IHOP Co-op
$21.2 million
Applebee’s Co-op
CSCS NET POSITIVE
FINANCIAL IMPACT
In 2012, Centralized Supply
Chain Services (CSCS)
helped franchisees avoid
significant additional costs.
Applebee’s. These groups provide a forum for
franchisees to share best demonstrated practices, offer
counsel and review strategies, working side by side with
the leadership of the IHOP and Applebee’s brands.
Today, DineEquity has expanded the ways in which we
collaborate with the FLC and FBC by establishing several
franchisee sub-committees. Applebee’s sub-committees
focus on franchise marketing, information technology,
operations, and back-of-the-house innovation, among
others. IHOP sub-committees focus on priorities like
marketing, menu innovation and more. As we develop
new ideas — from menu items to technology platforms
— the sub-committees serve as a forum where we can
share, test and fine-tune elements like business plans
and marketing programs. This deeply collaborative
process garners invaluable direct feedback, and fosters
mutual respect and trust between DineEquity team
members and franchisees.
“Doing right. Winning together.”
My pride in the quality of our team can best be summed
up by the sentiment: “Who we are is how we win.” Today,
this has never been more true. Our people are our
competitive advantage, and every day, they leverage
passion, resourcefulness and innovation to drive our
Company forward. Community outreach is a strong
ethic at DineEquity, which is why we offer employees
one day of paid time off each year to volunteer for the
causes of their choosing. Whether we are building value
for shareholders or making a difference for franchisees,
guests or the communities we serve, I believe that our
people are truly dedicated to going the extra mile.
Last year, we began to define the cultural attributes
that set us apart through our “Doing right. Winning
together.” initiative. This year, we’ve taken important
steps to further inculcate our core values throughout
the Company by rolling out a set of organizational
actions and behaviors. We began by informing and
educating our Senior Leadership Team on strategies for
modeling behaviors. At the same time, we’ve built the
values into each of our Human Resource processes —
from executive assessment and behavioral interviewing
to talent review, development planning and performance
reviews. We’ve worked diligently and consistently on
this, and it shows. Today, DineEquity is a more aligned,
collaborative environment, with a greater reserve of
shared resources and clearer expectations.
So much has happened in the last five years. I’m extremely
proud of everything that we’ve accomplished and very
excited about what comes next. I would like to express
my sincere thanks to my executive team, our Board of
Directors, team members, our franchisees, the purchasing
cooperative, vendor partners, and to you, our shareholders,
for your steadfast support.
Julia A. Stewart
Chairman and Chief Executive Officer
DineEquity, Inc.
4