Integrating Independent Operators Into Your Campus Dining Program Eric Bymaster, Associate Vice President, Emory University Dave Furhman, Senior Director, Campus Dining, Emory University

Emory Campus Dining Emory Dining program snapshot: – Campus Dining a unit of Campus Life Division – $22M/annual sales – Contracted with Sodexo – 1 residential operation – 14 retail outlets Including an 11 venue food court – 5,800 meal plan enrollments

Emory Campus Dining Background – Campus community exceptionally diverse and becoming increasingly so: 17-20% undergraduates from outside U.S. – Mainstream dining program, no strong differentiators – Mix of national brands and Sodexo “House” brands – No local ties to independent community operators

Emory Campus Dining Background cont’d. – Divisional Strategic Plan called for significant increase in community development and support – Campus Life Vision and Mission revised – Dining Vision developed directly from divisional objectives, vision and mission

Emory Campus Dining Create a Campus Dining Brand unique to Emory University – Unlike any other campus program Create economic opportunity for local independent operators – Financial benefit and inclusion from campus Provide campus community with greater choices including menu options, flavors, price points – Global, regional and local flavors and specialties

Emory Campus Dining How to identify and choose viable candidates? – Speak with students, faculty and staff on what they want to see – Identify specific business unique to the location How to evaluate and manage risk? – Financial considerations – Have your contracted provider manage all standards and proceed with the independent via a sub-contracted agreement How to ensure success? – By providing establishments the local community want. – Marketing – Being a good business partner with each independent

Emory Campus Dining Building the program – Financial – Variety – Upfront costs/build-out – Commission structure – Contractual requirements

Emory Campus Dining Managing expectations – Reduced volume purchasing – Reduced capacity for commission – Contractual structuring

Analysis Example

Emory Campus Dining

D.B.A. BBQ – Local Atlanta operation, no other units Twisted Taco – Regional Atlanta chain Highland Bakery Food Trucks – Yumbi – Vietnomies – Nectar – Loaded Burger

Emory Campus Dining DBA – The Good: Maintained positive fiscal results – The Bad: Separate goals and objectives with a lack of communication – The Ugly: Decided to part ways after a year of service

Emory Campus Dining Twisted Taco – The Good: Maintains positive fiscal results with a continued commitment to serve the Emory community – Provides a wide variety of options from a flavor and pricing prospective

Emory Campus Dining Highland Bakery – The Good: Tested and proven brand Proven success at Georgia Tech Local brand recognition and equity – The Bad: Struggle to negotiate build out Emory unaccustomed to working with small independent operator

Emory Campus Dining Food Trucks – The Good: Provides variety across campus Variety of menus and price points Shifts operational risk Provides service at untraditional hours Ability to try new locations Independent spirit – The Bad: Independent Spirit Seasonal challenges Realities of campus calendar

Emory Campus Dining Key Learnings – Avoid being the first – Ensure the vendor understands the intricacies and realities of the academic calendar – Communicate the importance of consistency and timeliness – Establish and communicate operational and sanitation standards – Choose operators with proven menus and track record