Twitter Corporate propaganda, and the promotion of a false reality How high end fast food companies are using fear to sell products, by presenting consumers a false and misleading view of modern day agriculture. While some fast food chains realize the value that farmers contribute to their food products, high end fast food chains like Chipotle and Panera Bread are increasingly spreading false information, and brandishing their marketing messages with anti-modern agriculture messages. In a competitive marketplace, these high end fast food companies are desperately trying to separate themselves from restaurants like McDonalds. Ironically enough, McDonalds was the majority owner in Chipotle until
We believe that our Burger King and Whopper brands are two of the Panera s present value proposition widely-recognized consumer brands in the world.
We believe that our franchise restaurants will generate a consistent, profitable royalty stream to us, with minimal associated capital expenditures or incremental expense by us.
We also believe this will provide us with significant cash flow to reinvest in strengthening our brand and enhancing shareholder value. Although we believe that this restaurant ownership mix is beneficial to us, it also presents a number of drawbacks, such as our limited control over franchisees and limited ability to facilitate changes in restaurant ownership.
We have one of the largest restaurant networks in the world, with more than 3, franchise and company-owned restaurants outside the United States.
We believe that the demand for new international franchise restaurants is growing and our established infrastructure is capable of supporting substantial restaurant expansion internationally. We have a seasoned management team with significant experience in growing companies.
Following this offering, our executive officers will own approximately 1. We believe that we have a long way to go to achieve our comparable sales and average restaurant sales growth potential in our core U. We also have reduced the capital costs to build a restaurant, which, together with the improved financial health of our franchise system in the United States, is leading to increased restaurant development in our U.
We will continue to build upon our substantial international infrastructure, franchise network and restaurant base, focusing mainly on under-penetrated markets where we already have a presence. Internationally we are about one-fourth of the size of our largest competitor, which we believe demonstrates significant growth opportunities for us.
We succeed when our franchisees succeed, and we will continue building our relationships with our franchisees. In the past two years, we have implemented advisory committees for marketing, operations, finance and people, realigned our global convention and established quarterly officer and director franchisee visits.
We will continue 3 Table of Contents to dedicate resources toward the creation of a cohesive organization that is focused on supporting the Burger King brand globally. Sincewe have integrated our domestic and international operations into one global company.
This realignment of our company allows us to operate as a global brand and to execute our global growth strategy while remaining responsive to national differences in consumer preferences and local requirements. We refer to this cash dividend as the February dividend.
Our board of directors decided to pay the February dividend based on our strong business performance, the deleveraging of our business and cash generation in excess of our business needs. As a result, our debt coverage ratio improved significantly. We refer to this payment as the compensatory make-whole payment.
Our board decided to pay the compensatory make-whole payment because it recognized that the payment of the February dividend and the February financing would decrease the value of the equity interests of holders of our options and restricted stock unit awards as these holders were not otherwise entitled to receive the dividend.
Our board also recognized that the holders of our options and restricted stock unit awards had significantly contributed to the improvement in our business performance and equity value over the past two years.
Accordingly, it decided to pay the same amount of the February dividend, on a per share basis, to the holders of our options and restricted stock unit awards to compensate them for this decline in the value of their equity interests.
The sponsor management termination fee resulted from negotiations with the sponsors to terminate the management agreement which obligated us to pay the quarterly management fee. Our board concluded that it was in the best interests of the company to terminate these arrangements with the sponsors and the resulting payments upon becoming a publicly-traded company because the directors believed that these affiliated-party payments should not continue after this offering.
We refer to this financing as the February financing. Realignment of our European and Asian Businesses Our board has authorized the realignment of the regional management of our European and Asian businesses, including the granting of franchises and utilization of our intellectual property assets, in new European and Asian entities.
· What's going on? Sections ; Home "What consumers are looking for is the best value proposition," said Bonnie Riggs, an industry analyst with NPD group.
attheheels.com Describe Google’s customer value proposition and profit formula linked to its business model. Does it make good strategic sense for Apple to be a competitor in the attheheels.com’S STRATEGY IN 1.
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85 terms. Policy . Panera Bread bakes more bread each day than any other bakery-cafe operation in the nation, serving millions of customers each week, and baking tens of millions of loaves of the highest quality bread in the country.
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La Panera is situated between Estepona and Puerto Ban ú s, the new Golden Mile.
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