Who owns aw restaurants

This involves re-evaluating the longer term strategy for the business every three to five years. The strategy has five key strategic thrusts:.

Over its 60 year history, Food Services has established a strong brand name and a reputation as a leader in the hamburger segment of the quick service restaurant market. Strategic Renewal Food Services is committed to ongoing strategic renewal of its business. The strategy has five key strategic thrusts: be the convenience our guests crave with a focus on drive-thru, mobile sales and delivery; build and continue to grow our restaurant profitability; innovate our menu to win more millennial visits; be trusted as 1 for truly good food; and continue to successfully open new restaurants.

With more and more people clamoring for his product, Allen formed a partnership with Frank Wright, one of his employees, in order to establish five more outlets in the Sacramento area.

Capitalizing on the increasing mobility of the American public, and the fact that more people were purchasing automobiles, Allen came up with the idea of transforming the root beer stands into drive-in restaurants. As people headed downtown in their cars on steamy summer evenings, Allen attracted them to his root beer stand by providing "car hop" services. Modeled after the bell hops of exclusive hotels, "tray boys" were hired to deliver root beer to customers while they sat in the comfort of their automobiles.

By , with the popularity of his soft drink and drive-in outlet assured, Allen decided to buy Wright's share of the business. Demanding and meticulous in his franchise agreements, Allen stipulated in each contractual arrangement the precise design and floorplan of each root beer drive-in restaurant, the design and weight of the mugs his root beer was to be served in, and the mixture of the brew that had established his reputation and had given him a fortune.

The crash of the stock market in the autumn of had profound effects for the entire American economy and the population across the country. Not only was there a shortage of employees, caused by young men going to the war and young women taking jobs to fuel the production of wartime materials, but the essential ingredients to make root beer were simply not available.

Sugar and extract were scarce commodities, rationed carefully to the American public for consumption. However, Allen suddenly decided to sell the business he had founded due to the illness of wife. Hurtz's management style allowed individual franchisees to run their business as they pleased, including marketing and public relations functions. In addition, Hurtz maintained an extremely small staff at his corporate headquarters, having no intention of providing extended support system for the franchisees he had contracted.

Perhaps Hurtz's most important decision during his time as leader of the company was to allow the franchisees to serve food and develop their outlets as drive-in restaurants.

Growing discontent among the franchisees led Hurtz to sell the company in to the J. Hungerford Smith Company, the firm which had been brewing the root beer extract and bottling it since The separation of the beverage from the restaurant chain, however, as distinctively administered entities and operations, gave rise to the prospect of each one becoming a takeover or acquisition target.

Alfred Taubman. By , the company's cream soda had captured more than 40 percent of the total market share for that beverage.