No experience
Employment Type:
Full time
Job Category:
Shift Supervisor
moes | Chattanooga, Tennessee
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Job Description

Job Description

You are applying for work for a franchisee of Moe's, not Moe's corporate or any of its affiliates. If hired, the franchisee will be your only employer. Franchisees are independent business owners who set their own wage and benefit programs, which can vary between franchisees.

As the Shift Supervisor, you'll enjoy plenty of work-related perks such as provided uniform shirts, a free shift meal, and advancement opportunities. This position is an entry-level, supervisory position at Moe's, so by taking on this role, you're taking your first big step to a potentially huge restaurant management career.

The ideal Shift Supervisor is a confident decision-maker who is ready to learn. He or she has experience in the hospitality food and/or restaurant work and is an excellent communicator-both in written form and verbally. The Shift Supervisor is willing to lead a team during each shift and help train team members.

As the Shift Supervisor, some of your responsibilities may be to:

* Be a Brand Ambassador for the Moe's Brand
* Create and maintain a fun and friendly work environment that rewards team work
* Train, monitor, and reinforce food safety procedures and safe working procedures
* Manage food and labor costs to company standards
* Execute company policies and procedures
* Monitor inventory levels that deliver fresh delicious food
* Provide proper training for team members
* Anticipate and identify problems and initiate appropriate corrective action
* Accurate with money and accountable for register and cash procedures
* Maintain fast, accurate service, provide excellent customer service and meet and/or exceed both company and customer expectations
* Report directly to the Assistant Managers and General Manager

The Shift Supervisor will maintain a professional appearance while providing excellent customer service with the Moe's fast food restaurant team.

Job number: 2611361

Category: Shift Supervisor

Location: TN, Chattanooga, 1820 Gunbarrel Road

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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