Experience:
No experience
Employment Type:
Full time
Posted:
9/21/2019
Job Category:
Other
Assistant Manager
moes | Glen Allen, Virginia
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Job Description

Job Description

Assistant Manager

As the Assistant Manager, you'll enjoy plenty of work-related perks, such as company medical benefits, advancement opportunities, provided uniforms, paid vacation days, meal discounts, and more.

The Assistant Manager is responsible for keeping our restaurant exceptionally clean and well-run. He or she will assist the General Manager in the day-to-day fast food restaurant operations and in managing the staff of our Moe's. These duties will include executing company policies, procedures, and programs.

The Assistant Manager must have experience in business management and people motivation and must be an excellent communicator. Must pass the required drug test screening, back ground check and MVR check.

As the Assistant Manager, you will report directly to the Moe's General Manager. Some of your responsibilities may be to:

* Comply with food safety procedures
* Work with management team to meet sales goals
* Manage food and labor costs
* Execute company policies and procedures
* Monitor food inventory levels
* Manage and maintain safe working conditions
* Manage crew member employees
* Interview and recommend crew members for hiring
* Provide proper training for crew members
* Maintain fast, accurate service and provide top-notch customer service to every guest that comes into our fast food restaurant

The Assistant Manager will help to support the company by creating and maintaining an excellent work environment by providing leadership, direction, and development to subordinate supervisors and team members alike.

Job number: 2098810

Category: Assistant Manager

Location: VA, Glen Allen, 10839 W Broad St

About moes

"We create loyalty in quite a few ways, but especially by serving great, healthy, quality items," he says. "Plus, we give great value. For what our customers pay, they really get a lot." Furthermore, he states that first-time customers who are expecting a fast-food type of meal quickly are disabused of that notion. "We really go out of our way to exceed expectations," he says. "People mostly look at us as a fast-food concept, but because there are so many concepts out there, they don't expect very much. We go out there and show our customers just how much we care about them." With average unit volumes of approximately $900,000 and annual sales of about $125 million, Sprock and his team of executives think they have it right-right down to the franchising of future units. "From a business prospective, we've been told by franchisees that they identify with our brand better because they believe it has more strength and legs than the others," says Raving Brands' vice president of finance, Matt Andrew. "It's something they can hang their hats on for the next 20 years." But competition in the fast-casual Tex-Mex segment is tough, especially since three rivals pack the muscle of major burger chains. Segment leader Denver-based Chipotle is owned by McDonald's Corp. and has more than 320 stores. And Thousand Oaks, Calif.-based Baja Fresh, which is owned by Wendy's International, boasts 294 units. Wheat Ridge, Colo.-based Qdoba has about 130 restaurants and is owned by Jack in the Box. Moe's officials, however, are undaunted. "Basically, we're a franchisor," Andrew says. "We built the blue print from the ground up, but we support our franchisees 100 percent. Our conservative plan is to open 150 stores this year, and our goal by the end of 2004 is to be the third-largest Fresh Mex concept, behind Chipotle and Baja Fresh. Our long-term goal is to be No. 1 by 2006. We also expect to surpass both of them this year in systemwide sales." Andrew reports that the chain's same-store sales, which he says are a key indicator of growth, ran 24 percent higher on average last year than they did the year before. Sprock attributes the sales spike to the larger demographics of some Northeastern and Western states where Moe's recently started trading. "We've been up between 22 percent and 24 percent over the last three years," Sprock says. "'We're going into bigger demographics in the Northeast, and we just opened in California and Colorado. We're seeing bigger sales just because of the demographics." In addition to teaming up with smaller franchisees, Moe's has contracts with such bigger players as Boddie-Noell Enterprises Inc. in Rocky Mount, N.C., and four or five of the founders of Hooters of America, who signed on to operate several stores in the Chicago market. Sprock says the company is selective about whom it sells stores to. "Prospective franchisees have to show who is going to run their stores," he notes. "We've had a million doctors and lawyers [approach us]. You may be a great operator, but if you don't buy into or live and breathe your store, we're not going to sell to you. I bet half of our store system is made up of folks who operate one to three stores, but the other hall is about 50 [stores]. My feeling is if you don't believe in doing small deals, you shouldn't be in the franchise business." To ensure that quality is maintained by all franchisees systemwide, Sprock says he is a hands-on chief executive. "It's going on four years now, and I've never had to close a store," he declares. "There have been stores we've been unhappy with, and we fixed what we thought was wrong. It costs around $275,000 to $300,000 to build a Moe's store. If you're building something for $300,000 and you think it's not better than its competitors, then why bother building it in the first place? "We may get stuck in a situation, but we're confident we would get out of it," he adds. "About six or eight months ago, we got uncomfortable with a franchisee in Lexington, Ky., and so we decided to take the store over. But at the last minute we found someone we trusted [to operate it]. The store has been open about two months and is going gangbusters." To aid the brand in its quest to maintain quality control, Salzman has come up with a number of ideas, such as prepackaged spices, that help staff members during the food prep period. "It's definitely a challenge to maintain quality, because all of our stores are franchised, but we hold [our franchisees] accountable to our standards," he says. "We want to protect the brand, and we also want to protect them as well, so we make sure that all of our [operators] are doing it right." Salzman adds that putting simpler items on the menu also has shown itself to be successful. "We purposely created menu items that are easily prepared," he notes. "The fewer moving parts you have, the better. Now, instead of measuring out 12 different ingredients, we have prepared spice packs for our kitchens. It makes things a whole lot easier and much more manageable." As Moe's continues to grow domestically, Sprock says there are no plans for any public offerings or to expand the concept overseas. "We're gonna build as many great locations with as many great partners as we can," Sprock says. "We're long-term thinkers. We're going to win our franchisees' respect. We want people who want the American dream--people who want to own their own businesses."

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