Monument Restaur ants
Simply the
Monument Restaurants 413 Stuart Circle Richmond, VA 23220
Best
WELCOME
Five Guy’s Famous Burgers and Fries at Suwanee Town Center
This Management handbook is your guide to the exciting opportunities for growth and rewards available to you in your career with Monument Restaurants. Whether you are a interested applicant considering a career with Monument or a current Monument professional, you will find in this handbook valuable information on who we are, the benefits we provide and the beliefs which guide our growth and decision–making. Our philosophy toward people and our desire for results create the Monument atmosphere. Our entire company revolves around people There are no unimportant people in our organization. Putting people first . . . that is one the cornerstones of Monument. A diverse workforce has been and will continue to be, one of our greatest strengths, playing an instrumental role in our ongoing success. It’s everyone’s ideas and hard work that make Monument Restaurants a great company. Our sense of urgency is getting to the goal line with RESULTS. We are a hard charging, lean management team which accepts only a “WE Will Do IT” attitude. In joining Monument, you are surrounded by bright, intelligent, overachievers who are competitive and eager to take on new challenges. You are an integral part of a FIRST RATE team. The single most important reason why people join Monument is an opportunity for advancement. At Monument advancement is based on performance. Our growth objectives are stretching and challenging. We need can grow and adapt to our goals. Our objective is to teach you not only the necessary technical skills, but the behaviors that will make you a top notch leader. We want to provide the atmosphere, the assistance and the guidance for you to grow as rapidly as possible to assume more and more responsibility. Personal growth is up to you. We can only provide the opportunity. You alone determine your rate of growth. The number one ingredient For advancement at Monument is your ability to create an environment where people motivate themselves to achieve mutually beneficial goals.
Monument Restaurants is moving forward! Come grow with us!
MONUMENT RESTAURANTS Back Row From Left to Right: Dave Wilhelm, Jason Owenby, Bill McKechnie, Chris Hillard, Tom Horton, Alfonso Bell, Kevin Nelson Front Row From Left to Right: Amanda Williamson, Lori Thompson, Patricia Bolton
Richmond
Atlanta
Tom Horton - Manager Kevin Nelson - Vice President of Operations Amanda Williamson - Office Manger Lori Thompson - Accounting
Alfonso Bell - Director of Operations Ted Condo - Area Supervisor Christy Carlyle - Marketing Manager
Birmingham
Jason Owenby - Director of Operations
Texas
Dave Wilhelm - Director of Operations
SALES & GOALS
2008
2009
2010
Units
22
40
60
Sales
$25MM
$50MM
$75MM
Profits
$3MM
$7MM
$11MM
$25 20
Sales (Millions)
15
10
$5.7 5
$.363 0 2006 2
2007 10
2008 22
MONUMENT HISTORY
In November of 2005 Tom Horton with his entrepreneurial skills, decided to enter the restaurant business. Five Guy’s Famous Burgers and Fries with its fantastic quality yet simple approach caught his eye. He formed a group of investors and started Monument Restaurants LLC. With an agreement to open twenty–seven units in Atlanta, Georgia in July of 2006; Tom would hire Jason Owenby, whom after attending West Point and Richmond University joined the team as Training Manager. Kevin Nelson with a long background in restaurants also joined the team at that time. Hard work and positive thinking brought successes quickly. In the first eight months four units would be opened, and several leaders were added to the management team to set a strong foundation for the future. A new agreement was signed to open additional units in Birmingham.
And the successes begin . . . 2006
January 5
Developing agreement for 27 units in Atlanta is executed by Tom Horton
2006
September 15
The first Monument Five Guys unit is opened on Windward Parkway in
Alpharetta, GA
2006
November 17
Second unit opens in Roswell, GA at Mansell Village
2007
January 11
Third unit opens at Suwanee, GA. Suwanee is the first unit to surpass
$30,000 in weekly sales
2007
Amanda Williamson would join accountant Lori Thompson in the
March 3
Richmond office as office manager
2007
April 26
Fourth unit opens in Duluth, GA
2007
May 15
Jason Owenby leaves Atlanta to open Birmingham market as Director
2007
July 6
Alphonso Bell becomes the first Area Supervisor for Monument
2007
August 10
Unit 193 opens as first Five Guys in Alabama
2007
October 12
Agreement signed to open 90 units in Dallas, San Antonio, and Austin, TX
2007
October 26
Unit #216 opens, sets GA record sales for week
2007
November 4
Unit #227 second unit in Trussville, AL
2007
November 18
Unit #231 Downtown Athens unit seven in GA
2007
December 7
Unit #246 Third unit in Tuscaloosa, AL, Fourth unit opened by monument
in 6 weeks
2007
December 27
Monument Restaurants records first million dollar month
2008
January 1
Alfonso Bell is promoted to Director of Operations in Atlanta, Ted Congo
is promoted to Area Supervisor, Kevin Nelson is promoted to VP of Operations
2008
Dave Wilhelm joins the team as Director of Operation in Texas
January 14
FIVE GUYS HISTORY Chad, Jim, Ben, Tyler, Matt, Janie, and Jerry Murrell
Five Guys Burgers and Fries has been a Washington, DC area favorite since 1986 when Jerry and Janie Murrell offered sage advice to the four young Murrell brothers: “Start a business or go to college.” The Business route won and the Murrell family opened a carry-out burger joint in Alexandria, Virginia. Under the guidance of Jerry and Janie, the Murrell family served only hand-formed burgers cooked to perfection on a seasoned grill along with fresh–cut fries cooked in pure peanut oil. The little burger joint quickly developed a cult–like following. Press paid attention. Customers voted the burger “#1” in the metro area. During the 1980’s and 1990’s the Murrell family perfected their simple system. Five Guys was The Place to get a fresh, juicy burger with all the toppings you could stuff between fresh–baked buns. A fifth brother was born. And, as their family grew, so did their business. Four more restaurants with sit-down seating were added to accommodate the growing clientele. Early in 2003 Jerry and Janie, together with the five “guys” began offering franchise opportunities. In just under 18 months, Five Guys Enterprises sold options for over 300 units. The overwhelming success of franchising a local restaurant made national news with articles in trade publications such as Restaurant News. Franchises have been purchased as north as New York and as far south as Florida. Over 75 of these franchises are scheduled to open by the end of 2005. By maintaining simplicity, coupled with the highest quality, the Murrell family continues the vision they set out over 20 years ago.
MONUMENT PHILOSOPHY
We believe people are our greatest asset — only the best make our team. We treat people with respect, and believe in achieving results through Theory Management. This belief extends outside our company, to everyone with whom we do business. We treat customers as guests in our home, and we recognize suppliers as partners in our efforts. We believe the ideas of our people are critical to our success. By using their ideas, we improve the company and help them see the important role they play.
“
We believe that all people are created equal. The Monument culture represents people who are valued for a diversity of beliefs, backgrounds, styles, and experiences that collectively create a high performance team.
Always remember, we judge ourselves by our intentions and beliefs, But others judge us by
”
our behaviors and actions
We believe that a positive mental attitude (PMA) is one of the most important assets that a person can possess. A persons attitude, not aptitude, is the chief determinant of success. We take pride in what we do and believe that anything worth doing is worth doing with excellence. We plan continually for success. Only by having passion for what we do will we generate the intensity in our quest for perfection. We recognize our obligation to produce profits to provide for the growth of the company. We share the rewards of a profitable business with our people through excellent salaries, bonuses and opportunities for career growth. We also believe it is obligation to support the communities that our restaurants serve by giving back to the community.
VISION
To be the best company in the USA
MISSION
To serve the best Burger in town by the best Team in town.
PURPOSE
Make money, have fun and make a difference in peoples lives.
VALUES
At MONUMENT RESTAURANTS it is everyone’s responsibility to live our values.
Therefore:
• We hire new people that believe in our values and live them personally.
• The responsibility belongs to everyone at every level.
• With these values in place, our success will be long term and unparalleled.
• We reward those who go above and beyond to demonstrate the values.
We have to be willing to pay the price for achieving our dreams. No one achieves wealth or great success in their career by working a 40-hour week. In fact, one of the best indicators of future success is the wiliness to work hard. It is more than doing just what is asked of you. It takes initiative and the flexibility to respond positively and productively to whatever comes your way. Some people will say that they don’t have enough time. Remember, we all start with the same amount of time but our lives are full of choices. We choose where we spend our time every day—how we balance work and family, and how much time we devote to recreation. We also choose how we direct our own workwhether we go at it in an organized and efficient manner WHAT YOU ARE DEEPLY or whether we just PASSIONATE ABOUT spin our wheels. In addition to working hard, it’s also important to work smart. Do the things everyday that WHAT YOU CAN WHAT DRIVES are going to make a BE THE BEST YOUR ECONOMIC difference. IN THE WORLD AT ENGINE Many of us tend to be somewhat impatient when setting our goals—we want it now. But to truly achieve anything of value, we must be willing to put in a lot of Front End Effort. Payday is always at the end of the pay period. Life is like that too—if we work hard early in life, we will reap the greatest rewards later in life. As Everett Sutters said, “ If you will do more than you are paid for, you will ultimately be paid for more work than you do.” Realize that what you are doing now is creating your future. It takes working hard and a lot of Front End Effort to achieve your goals. As stated in “Good To Great” by Jim Collins on page 118:
Three Circles of the Hedgehog Concept • The key is to understand what your organization can be the best in the world at, and equally important what it can not be the best at-not what it “wants” to be the best at. The Hedgehog Concept is not a goal, strategy, or intention; it is an understanding. • If you cannot be the best in the world at your core business, then your core business cannot form the basis of your Hedgehog Concept. • The “best in the world” understanding is a much more severe standard than a core competence. You might have a competence but not necessarily have the capacity to be truly the best in the world at that competence. Conversely, there may be activities at which you could become the best in the world, but at which you have no current competence. • To get insight into the drivers of your economic engine, search for the one denominator (profit per x or, in the social sector, cash flow per x) that has the single greatest impact. • Good-to-great companies set their goals and strategies based on understanding; comparison companies set their goals and strategies based on bravado. • Getting the Hedgehog Concept is an iterative process. The Council can be a useful device.
PASSION
“
There’s only one way to
succeed in anything, and
that is to give it everything.
”
-Vince Lambardi
SUGGESTED READING “The Go-Getter” by Peter Kyne “Success is a Choice” by Rick Pitino “The Winner Within” by Pat Riley
We believe that achieving positive results is the key to continued success for everyone.
RESULTS
“
Some of us will do our jobs well and some will not, but we will all be judged by only one thing-the result. -Vince Lambardi
”
SUGGESTED READING “Managing for Results” by Peter Drucker “Getting it Done” by Roger Fisher and Alon Sharp “Obvious Adams” by Robert Updegraff
It’s not enough to just work hard. We must accomplish something through that work. Getting results requires planning skills, communicating the plan, implementing the results. Strong decision making skills are also required to ensure we are doing the right thing at the right time. We need to work smart, so that what we are doing is moving us toward our goals. Remember, it is the end result that is important. The work is simply the way we move toward that result. So many people will rationalize not achieving their objectives by talking about how hard they have worked. Don’t ever confuse the importance of working hard with the importance of the end result. If you say you’re going to do something, then do it. There are so many ways to beg off in life and still believe that we have done everything humanly possible, that some people even fool themselves. There is a story called “My Horse Died.” It speaks to the importance of not making excuses. The story is about three men who were asked to go on an important mission. The first two men ran into problems along the way, and send telegrams saying they would be unable to complete the mission. The third man also ran into problems along the way, but completed the mission on time. This is because he anticipated that he may have “opportunities” along the way, so he left early. While the first two men may have worked hard, they did not achieve the objective. They may have had reasons for their failure, but a wise man once said, Excuses always sound good, but they never make you any money.” It’s only by achieving positive results that we can continue to provide growth of the company and our people. It is the responsibility of each of us to do what we say we’re going to do. We need to get RESULTS!
We believe that winning teams play by the Golden Rule. We treat our customers, Business partners and team as they want to be treated...with respect.
INTEGRITY
It takes courage to have integrity. The late golf champion, Babe Didrickson Zaharious, provides a good example of this courage. She disqualified herself from a golf tournament when she realized she had hit the wrong ball out of the rough. Her friends asked her,” Why did you do that? No one would have known.” She replied “I would have known.” That’s where courage comes in. Sometimes integrity doesn’t go in your favor. It takes the personal integrity that pushes you to be honest. Being honest is more than just not lying. Sometimes we may convince ourselves that we can avoid telling a lie by not saying anything at all. However, a lie of omission is as much a lie as telling a mistruth. Always be up front and honest in everything you do - you will build a great reputation this way. Integrity also means treating all people with respect, even if they seem to be different. It means treating people the way they want to be treated. Ask yourself how you would like your family members to be treated by others. This is often a good measurement of the right thing to do. RESPECT means: • Equal opportunity and treatment • No sexual harassment or harassment of any kind • Fairness in schedule and hours • Absolutely correct paychecks • Teamwork to solve problems together It also means representing the values of your company. A strong company orientation is essential. We want to be known as a company that has integrity all the time. Not only is this good business, but it’s the right thing to do.
“
Words to live by are
just words, unless you
live by them. You have to walk the talk.
”
-Unknown
SUGGESTED READING “Proversity” by Lawrence Otis Graham “Ethics 4 Everyone” by Eric Harvey & Scott Airtam “Trust in Balance” by Robert Bruce Shaw
We believe in the unlimited potential that lies within all people and are committed to providing opportunities for people to achieve their dreams.
DREAM BIG
“
People with goals succeed because they know where they are going. -Earl Nightingale
”
SUGGESTED READING “As A Man Thinketh” by James Allen “Good To Great” by Jim Collins “The Magic of Thinking Big” by David Schwartz
Every thing has to start with a dream, and you have to be willing to dream big. We believe that goal setting and personal growth will be a chief determinant in your success. A lot of us set goals, but we often set impotent goals. We set goals that don’t get us excited, fired up and springing out of bed in the morning ready to face life. This happens because we set goals for what we think we can have or deserve rather than for what we want. Make no small dreams, no little plans. Dream big dreams for the future. That’s where you’ll find excitement. As you dream these big dreams, there will be people around you who will try to stop you- they are the dream killers. They are usually the people closest to us. They are people who love us–our family and friends. They say things like “Do you really think you can do that?” They mean well, they mean well, but they can be dream killers. You can’t let anyone stop you from dreaming your dreams. As stated in Good to Great by Jim Collins on pages 195-196: “The story of Walt Disney exemplifies this duality. In 1923, an energetic twenty–one–year–old animator moved from Kansas City to Los Angeles and tried to get a job in the movie business. No film company would hire him, so he used his meager savings to rent a camera, set up a studio in his uncle’s garage, and began making animated cartoons. In 1934, Mr. Disney took the bold step, never before taken, to create successful full–length animated feature films, including “Snow White”, “Pinocchio”, “Fantasia”, and “Bambi”. In the 1950’s, Disney moved into television with the “Mickey Mouse Club”. Also in the 1950’s, Walt Disney paid a fateful visit to a number of amusement parks and came away disgusted, calling them “dirty, phony places, run by tough–looking people.” He decided that Disney could build something much better, perhaps even the best in the world, and the company launched a whole new business in theme parks, first with Disneyland and later with Walt Disney World and EPCOT Center. Over time, Disney theme parks have become a cornerstone experience for many families from all over the world. Throughout all these dramatic changes—from cartoons to full–length feature animation, from the Mickey Mouse Club to Disney World—the company held firmly to a consistent set of core values that included passionate belief in creative imagination, fanatic attention to detail, abhorrence of cynicism, and preservation of the “Disney Magic.” Mr. Disney also instilled a remarkable constancy of purpose that permeated every new Disney venture—namely, to bring happiness to millions, especially children. This purpose cut across national borders and has endured through time. When my wife and I visited Israel in 1995, we met the man who brought Disney products to the Middle East. “The whole idea,” he told us with pride, “is to bring a smile to a child’s face. That’s really important here, where there aren’t enough smiles on the children.” Walt Disney provides a classic case of preserve the core and stimulate progress, holding a core ideology fixed while changing strategies and practices over time, and its adherence to this principle is the fundamental reason why it has endured as a great company.” Remember, if you can conceive it, you can achieve it. You just can’t let the dream killers stop you. As Norman Peale said, “When you affirm big, believe big and pray big, big things happen.” It’s got to start with a dream, and it needs to be a big dream.
We believe that life is meant to be enjoyed. Success comes more quickly by having fun while working toward our objectives.
If you’re not growing and learning and loving what you are doing, then you are wasting your time. In fact, you’ll never live up to your full potential if you don’t love what you’re doing. You may not love all parts of your job, but do you love most of it? A good way to measure whether you love what you’re doing is to answer this question: Would you still do what you’re doing if you were not paid to do it? If you wouldn’t, you are not doing what you love and you should find something you do love. Life is too short not to be enjoyed. Furthermore, if you’re not having fun, the people around you are probably not having fun either. How you’re feeling and acting is rubbing off on the people around you. That’s why it’s very important to maintain a positive mental attitude at all times. We may know this is important, but most people can come up with excuses for why they don’t have it. Certainly we all have problems, but it’s how we deal with the problems that matters. Live each day with enthusiasm and a positive mental attitude (PMA). People often associate enthusiasm and PMA with a “Pollyanna” attitude, but that’s not what we’re looking for. It’s all about being excited, pumped up and willing to take on problems. We all have problems- successful people know they are only temporary. So lighten up! Try to find the humor in all kinds of situations, and be willing to laugh at yourself. Keep an open mind and allow your own creativity. Life is meant to be enjoyed. Even the most difficult situations will be resolved more easily with a positive outlook.
ENTHUSIASM
“
Once a man has made a
commitment to a way of life, he puts the greatest
strength in the world behind him. It’s something we call heart power. Once a man has made this commitment, nothing will stop him short of success. -Vince Lambardi
SUGGESTED READING “Gung Ho” by Ken Blanchard and Sheldon Bowler “Nuts!” by Kevin and Jackie Freiberg “The Great Game of Business” by Jack Stack
MONUMENT BONUS PLAN ELIGIBILITY A. All General Managers and Assistant Managers B. Participants must be in position first day of the period C. If a person transfers, the bonus will be prorated between stores. D. Shift Managers are not eligible
ALLOCATION TO MANAGEMENT General Manager
Assistant Manager
Assistant Manager
70%
30%
60%
20%
20%
55%
15%
15%
Assistant Manager
15%
SALES BONUS Percent of Sales
1.0%
RANKING INCENTIVE Top 25 in FGE Ranking double shopper pool 200 or higher in FGE Ranking lose entire bonus
SHOPPER BONUS 12 or more scores of 100% on secret shoppers
$1,500 added to pool
PERCENTAGES OF BONUS POOL DISTRIBUTION Food Standard
Percentage of Pool Earned
27.5% or Below
25%
27.51% or Above
0%
Labor Standard
Percentage of Pool Earned
14.5% or Below
25%
14.51% or Above
0%
Shopper Standard
Percentage of Pool Earned
97.0 or above
50%
96.9 or below
0%
Food Bonus 25%
Labor Bonus 25%
Secret Shopper Bonus 50%
MANAGEMENT BENEFITS
Vacation Plan Policy All managers and Assistants are eligible for a paid vacation after each full year of continuous employment with Monument. Years of Service 1 years 4 years 10 years
Vacation 2 Weeks 3 Weeks 4 Weeks
Provisions 1. Vacation time must be taken within twelve months of the date in which the vacation was earned. No partial year or carry–over of vacation in permissible. Payment for unused vacation (In lieu of time off) will not be made to an employee. 2. Five working days constitute one week’s vacation pay. Two weeks vacation should not be taken consecutively unless approved by the Director of Operations. 3. An employee who leaves Monument before completing one year of service is entitled to no vacation pay. Pay may be granted after six months service as an advance and will be deducted from the final paycheck if the employee leaves prior to the first anniversary. 4. A promoted Shift Manager becomes eligible for management vacation on the anniversary of the date of promotion to management.
HOLIDAYS All restaurants are closed on Thanksgiving, Christmas Day and Easter, which are paid holidays for all management employees.
NOTES
Monument Restaur ants
Simply the
Monument Restaurants 413 Stuart Circle Richmond, VA 23220
Best