As CAVA grows, Brett Schulman (CEO) and Dan Jones (COO) want to be sure they maintain stability despite rapid change by engaging and including employees in driving CAVA’s strategic direction. How can leadership at CAVA ensure alignment within and across teams?
CAVA is opening 12+ CAVA Grill locations a year in an effort to rapidly spread the brand. People are still learning what CAVA is today, and in new markets, these stores tell that story. To optimize their return on what is typically a $2.5M investment per location, Brent Renner, VP of Real Estate, and Jeff Polhemus, VP of Development, have to work together to streamline the process and reduce overall costs. How do Renner and Polhemus cut costs or achieve a better return while staying on track with CAVA’s mission, values, and strategic objectives?
For CAVA, digital ordering makes CAVA’s food accessible to consumers short on time and ensures that CAVA stays competitive in the market. However, as Goldstrohm and Herrada discuss, digital ordering also challenges current operating standards and asks them to rethink customer experience through different touch points with the CAVA brand. In light of these challenges, how can CAVA increase the return from digital ordering revenues?
Chris Lloyd, CAVA’s VP of Finance and Business Development, is faced with a challenge critical to CAVA Grill’s continued growth: delivery. For a quick service restaurant (QSR), the opportunity to capture more customers on a daily basis with delivery is significant, though feasibility and cost considerations for a low-margin offering can make implementation difficult. The two primary options Lloyd presents are in-house or partnership with a national delivery provider. These options become more meaningful when weighed against CAVA’s plans for growth. What delivery option presents the greatest opportunity for success on CAVA’s terms?
The Electronic Gaming Federation (EGF) provides an opportunity for universities to reap some of the same benefits they see with traditional sports through the creation of formalized esports programs. With fewer than 100 universities in the U.S. boasting varsity esports programs, the industry is well underdeveloped. This leaves EGF open to great risk given the point at which they have entered the market. However, if they are successful in facilitating program development and buy-in, EGF stands to solidify its position as the NCAA of esports. EGF has made the leap…can they build the market before falling flat?
NOTE: The case video begins with the section, A Dynamic Business Model: Organizing Ops to Meet Needs [0:09 - 3:39]. This section is also used in the following case videos: Developing the Ecosystem: League Governance, and Developing the Ecosystem: Media.
The Electronic Gaming Federation (EGF) is putting all of its energy into developing the market with their services to high schools and colleges to create esports programs. This infrastructure is the foundation of what EGF hopes to accomplish. However, the core and longevity of EGF depends not only on market capture but also sustained league governance, their second operating division. However, the burden weighs heavy with an ethical responsibility to the students and programs served and slow movement toward regulation in the professional esports arena. Collegiate esports needs a central governing body, but on what terms?
NOTE: The case video begins with the section, A Dynamic Business Model: Organizing Ops to Meet Needs [0:09 - 3:39]. This section is also used in the following case videos: Developing the Ecosystem: Media, and Developing the Ecosystem: Platform & Program Infrastructure.