Red Lobster 2002 Annual Report Download - page 18

Great Food and Beverage 15 Produce Great Results in 2002
Bahama Breeze is effectively building a unique position in the
upper-end of the casual dining market. The popularity of the con-
cept – Caribbean-inspired cuisine and beverages, prepared from
scratch, in a fun and entertaining atmosphere – is unquestionable.
Our guest reviews averaged more than 95% excellent in fiscal 2002.
At this point, marketing is primarily “word-of-mouth.” And nightly
crowds regularly enjoy filling their wait time by listening to live music
on the deck, ordering an array of tropical drinks and anticipating
a meal that is truly worth the wait.
This meal is unmatched in the casual dining segment thanks
to Darden’s ability to obtain the choicest ingredients and Bahama
Breeze’s exceptional team of chefs. This level of culinary excellence
requires strong vendor partnerships and intensive training. Every
manager, for instance, spends 12 weeks in culinary training alone –
two at the training kitchen in Orlando, Florida, and 10 in the
restaurant. By the time this process is complete, a manager is
completely familiar with every recipe on the menu. Training even
extends to vendors. Every produce vendor working with Bahama
Breeze must spend three days in Orlando training with the restau-
rant’s original produce partner, Red’s Market.
This detailed attention to fresh ingredients and culinary
techniques is part of the reason Bahama Breeze consistently garners
high praise for its cuisine. Reviews and industry rankings are far
above those usually found in casual dining. Some examples include:
• Zagat – Excellent Rating
• American Culinary Federation National Soup & Sauce
Competition – 1st Place Gold Medal
• NAFEM Invitational Culinary Contest – 2001 1st Place
Gold Medal
• Orlando Foodie Awards including Best Chain, Best Theme,
Worth a Wait, Best Outdoor Dining and Best Overall Restaurant
• The Las Vegas Review Journal – Best New Restaurant and Best
Tropical Drink by the Reader’s Poll.
This culinary success is enhanced by Bahama Breeze‘s
dinner-only business approach (we open early for dinner on Sundays
and, in some markets, on Saturdays). High-margin beverages com-
prise a higher percentage of sales during the dinner meal period,
and limited hours of service, combined with a higher per person
check average, lower the cost of sales. It also allows us to focus more
intensely on our scratch preparation of delicious, artfully presented
Island-inspired food and beverages, and positions us to achieve our
goal of being the leader in the upper-end of casual dining.
During fiscal 2002, sales surpassed $125 million and eight
new restaurants opened, to bring the company‘s total to 29 loca-
tions. The Bahama Breeze management team also spent much of
the year refining site strategy, adjusting our real estate pipeline
and streamlining the development process for future sites. With
our culinary success firmly established and a business model
designed to generate high profitability, Bahama Breeze is well on
the way to realizing its considerable potential.
>> New Menu Items >> Investment Opportunities >> Commitment
Operations Overview
LOCATIONS THROUGH FISCAL 2002
Las Vegas Denver (2)
Oklahoma City
Schaumburg
Indianapolis
Austin
Dallas (2)
Detroit (2)
Cincinnati
Louisville
Memphis
Birmingham
Atlanta (3)
Orlando (3)
Miami (2)
Fort Myers
Tampa
Raleigh
Rochester
Phoenix (2)