In fact, it spent $40 million in training in 2019, and almost half of its 6,300 restaurants managers are promoted from within, and 90 percent of its general managers and managing partners are internally promoted. One of Darden’s keys to success has been in investing in and promoting its staff. READ MORE: WHY DARDEN IS THRIVING IN THE 'WAR FOR TALENT' It serves more than 400 million people annually. That number was up 1,746 restaurants year-over-year-no small feat in an industry where many restaurant groups consolidated.
In 2019, it included 866 Olive Garden’s, 514 LongHorn Steakhouses, 161 Cheddar’s Scratch Kitchen, 79 Yard Houses, 58 The Capital Grilles, 42 Bahama Breezes, 44 Seasons 52 restaurants, and 21 Eddie V’s, totaling 1,785 restaurants. It has held its own and boosted revenue to $8.5 billion in 2019, up from $8 billion in 2018, a 5.3 percent spike, despite the rocky traffic concerns plaguing many restaurants.
#Patina restaurant group series#
Here is a look at 10 groups getting it right, and setting the bar for the rest of the industry as we approach a new decade.īrands: Olive Garden, LongHorn Steakhouse, Yard House, The Capital Grille, Bahama Breeze, Seasons 52, Eddie V’s, Cheddar’s Scratch Kitchenĭarden owns a series of full-service restaurants that specialize in Italian food, mid-priced steak, Caribbean cuisine, and seafood, and has managed to appeal to families, seniors and millennials, cutting across generations. Indeed, millennials tend to gravitate to the idiosyncratic and more personalized restaurants of Cameron Mitchell’s group, Southern Proper Hospitality, and Sage Restaurant Group, which tend to be driven by a chef’s tastes, more than the more traditional chain eatery.Īnother bright spot across many top restaurant groups was a spike in off-premises sales-deliveries through third-party vendors, curbside dining, overall carryout, and mobile ordering. Their diversity of restaurant brands enables multiple generations to choose how they want to access the company. These chains succeeded because they “managed to create craveable concepts, with innovative menu options, and are managed incredibly well.” It’s been a disruptive year for many restaurants because of rising “labor costs, poor market location, and narrow brand diversity,” says Thomas Delle Donne, an assistant dean of Culinary Relations and Special Projects at Johnson & Wales University, located in Providence, Rhode Island.īut some of the largest restaurant groups rose above the pack because people are “still spending their money dining out,” Delle Donne adds. during a time when consumer preference continues to shift rapidly. They satisfied customers across multiple occasions-fine dining for special events, mid-priced eateries, and casual, price-conscious options, enabling them to appeal to a wide swath of the U.S. Some large chains and independent restaurant groups, such as Landry’s, Union Square Hospitality, and Darden thrived amid the uncertainty. As in any industry, when certain segments falter, others prosper.
Many casual-dining chains found themselves on the defensive, facing declining revenue, and were forced to shutter weaker-performing outlets. In the restaurant industry, 2019 shaped up as a turbulent year.
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