Au Bon Pain

1299 Words6 Pages
Au Bon Pain opened its first up-scale fast food café in 1977. Since that time, Au Bon Pain has grown at a successful pace within the quick food service industry. It presently has 230 company-owned and franchised restaurants in the US and Asia. Back in 1986, the management of the company recognized that they were not performing as effectively and efficiently as they planned with over 11 years of operating experience. Furthermore, Ron Shaich, Au Bon Pain’s co-founder, felt the company was in the midst of a “cycle of failure”. Attracting and finding new employees was becoming difficult on the staff level of operations. Pleasing and keeping manager qualified and dedicated professionals was becoming an even larger problem. As a result,…show more content…
They have the ability to take this ownership and make it their own. Many of the managers promoted to this level of ownership will accept it willingly and find acceptable solutions for the issues that arise. On the other hand, some will not be able to adjust quickly enough to the roles undertaken by the changing circumstances they are placed in. They may not be able to fulfill the agility that arises within the quick food industry. The demands brought before them may be too great. They are faced with the challenge of reorganizing their thought process and further finding ways to enhance the environment around them. They are at risk of losing their motivation and at the same time losing their sense of direction. The Partner/Manager program also diminishes the value of open communication. Communication is an essential ingredient in all relationships. By instituting the district managers’ roles “as coaches, rather than as policemen –and they would supervise 8 to 10 stores rather than the traditional 3 or 4”, the program is deluding the vision of working together to succeed. The Partner/Managers are missing a meaningful piece of the pie. The Partner/Managers are losing the experience and information that the district managers possess and could share if a more inclusive relationship is integrated. While doubling the responsibility of overseeing more stores, district managers lose contact with the individual store

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