Red Lobster 2009 Annual Report Download - page 14
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We have been in business for 40 years because we have paid
careful attention to maintaining a vibrant business model. The
goal is quite simple – oer guests compelling dining experiences
that represent great value and do so at prices that generate
competitive returns for our shareholders. In an industry as dynamic
as ours, the diculty is in the doing, especially balancing the need
to respond appropriately to near-term sales and margin pressures
while making the long-term investments necessary to stay in sync
with changing consumers and employees and mitigate structural
threats to our business model. Fiscal year 2009 demonstrated the
need for balance. We successfully executed several near-term cost-
control and sales-building initiatives. At the same time, we invested
in the future by opening 71 net new restaurants and elevating the
employee experience.
Distribution
To support nearly 1,800 restaurants across
North America, we have a distribution network
that allows us to transport food and other
products for multiple restaurants in one
truck for same-day delivery. It is a distribution
model that has proven to be cost eective
and highly scalable.
A Vibrant
Business
Model