BJ’s Restaurants Strategy and Business Model

Executive Overview

BJ’s Restaurants is a U.S. casual-dining operator best known for the BJ’s Restaurant & Brewhouse concept, a large-format full-service restaurant built around a broad menu, proprietary craft beer, and signature desserts such as the Pizookie. Founded in 1978 and headquartered in Huntington Beach, California, BJ’s has expanded from a Southern California pizza concept into a national chain with more than 210 company-owned restaurants across 31 states as of fiscal 2023. The company competes in the highly contested full-service restaurant industry, where traffic depends on consumer discretionary spending, local trade-area competition, value perception, and day-to-day execution inside each restaurant.

BJ’s strategy, based on recent public filings and management commentary, is less about radical portfolio change and more about getting the core model to perform consistently: sustaining guest traffic, improving restaurant-level margins, strengthening off-premise and digital engagement, and opening new restaurants selectively where unit economics make sense. The business is highly repeat-driven. Guests do not buy a subscription; they buy meals, beverages, social occasions, convenience, and familiarity. Fiscal 2023 revenue was about $1.3 billion, and the company’s economics are driven mainly by traffic, average check, labor productivity, food and beverage costs, occupancy, and the ability to keep a large-box casual-dining concept relevant in a competitive market.

BJ’s Restaurants at a Glance

Logo
Common name	BJ’s Restaurants
Full legal name	BJ’s Restaurants, Inc.
Headquarters	Huntington Beach, California, United States
Ownership	Publicly held; no controlling shareholder disclosed in recent public filings
Ticker	BJRI
Exchange	NASDAQ
Market Cap	$1.13B
Revenue (FY2024)	#N/A
Founding / major historical milestones	Founded in 1978 in California; evolved from a pizza concept into the broader BJ’s Restaurant & Brewhouse format; became a public company in 1996; expanded nationally through the 2000s and 2010s
Industry or industries	Full-service restaurants; casual dining; restaurant hospitality
Key products or services	Dine-in casual dining, takeout, delivery, pizza, entrees, appetizers, desserts, craft beer, alcoholic beverages
Geographic footprint	United States; more than 210 company-owned restaurants in 31 states as of fiscal 2023
Business segments as officially reported	One reportable segment centered on company-owned restaurant operations
Company website	https://www.bjsrestaurants.com

1. What Is the Strategy of BJ’s Restaurants?

Viewed through the Playing to Win lens, BJ’s Restaurants is pursuing a focused casual-dining strategy rather than a portfolio strategy. The company’s recent filings and earnings commentary point to a straightforward agenda: improve the performance of the core BJ’s Restaurant & Brewhouse model, protect traffic, raise restaurant-level profitability, and expand selectively where returns justify new investment.

1. 1a. What is the winning aspiration of BJ’s Restaurants?

   BJ’s public communications do not center on a single sweeping long-term revenue or unit-count promise. Instead, the practical aspiration appears to be to make BJ’s a preferred casual-dining destination in its local trade areas while producing sustainable comparable-sales growth, stronger restaurant-level margins, and disciplined long-term unit expansion. In plain terms, winning for BJ’s means operating high-volume restaurants that guests choose repeatedly for a broad range of occasions, and doing so with better consistency and cash generation than the chain has delivered in weaker periods.

2. 1b. Where does BJ’s Restaurants play?

   BJ’s plays in the U.S. full-service casual-dining market. Its competitive field is not all foodservice; it is the subset of dining occasions where consumers want sit-down service, a broad menu, bar and beer options, shareable items, and increasingly the option to convert that same menu into takeout or delivery. The chain has historically focused on company-operated restaurants rather than franchising, and on domestic expansion rather than international growth. Its restaurants are typically positioned in accessible suburban trade areas where mixed-party dining groups, families, and social occasions can support larger-format units.

3. 1c. How does BJ’s Restaurants plan to win?

   BJ’s does not appear to be trying to win solely on lowest price. Its recipe is differentiation through menu breadth, occasion flexibility, proprietary beer, a recognizable dessert platform, and a casual atmosphere that can serve family dinners, group meals, bar occasions, and off-premise demand from the same kitchen. The chain’s broad menu helps it solve a common restaurant decision problem: getting a mixed group to agree on one place. To make that proposition economically attractive, BJ’s also needs operational discipline, selective pricing, strong labor productivity, and digital convenience so that the same brand works for dine-in, takeout, and delivery.

4. 1d. What capabilities must BJ’s Restaurants have in place?

   The key capabilities are menu development, beverage innovation, high-volume kitchen execution, labor scheduling, restaurant training, site selection, and centralized procurement. BJ’s also needs digital ordering and customer relationship management capabilities because off-premise and repeat engagement increasingly matter in casual dining. A less obvious capability is complexity management: BJ’s menu breadth is part of the value proposition, but it also creates more ingredients, more prep steps, and more service-execution risk than a narrower concept.

5. 1e. What management systems does BJ’s Restaurants require?

   BJ’s needs tight restaurant-level operating systems. The most important metrics are comparable sales, guest traffic, average check, food and beverage cost, labor cost, restaurant-level operating margin, guest experience scores, speed of service, and off-premise mix. Because the company operates company-owned units, management systems also need to reinforce capital discipline on new openings, remodels, and maintenance spending. In practice, BJ’s strategy only works if leadership can translate brand positioning into daily operating scorecards that field operators, kitchen managers, and restaurant support functions can act on quickly.

2. What Are the Current Strategic Initiatives of BJ’s Restaurants?

Recent public disclosures and management commentary point to a consistent set of priorities. BJ’s current initiatives are largely operational and execution-driven rather than transformational.

Driving traffic-led comparable sales

BJ’s has been working to sustain guest traffic through brand awareness efforts, value communication, menu news, and improved restaurant execution. For a casual-dining chain, traffic matters more than abstract brand sentiment; empty seats create immediate operating deleverage. That makes sales-building initiatives central to the strategy.

Expanding restaurant-level margins

Management has emphasized margin recovery through better labor productivity, more disciplined staffing, tighter cost control, and stronger execution at the restaurant level. In BJ’s model, even modest gains in scheduling, throughput, waste reduction, and check mix can materially improve profitability across the base of company-owned restaurants.

Strengthening off-premise and digital engagement

Like many full-service restaurant chains, BJ’s is trying to preserve the off-premise demand that became more important during and after the pandemic. That means continuing to improve online ordering, delivery and takeout execution, and the digital tools that help retain customers between visits.

Selective new restaurant development

BJ’s still sees whitespace for additional restaurants in the United States, but the company’s posture appears disciplined rather than aggressive. The emphasis is on opening restaurants where trade-area economics, build costs, and expected returns support the investment, not on maximizing annual unit count for its own sake.

Menu and beverage innovation

BJ’s brand depends on giving guests reasons to return. Limited-time offers, beverage innovation, seasonal items, and continued support for signature products such as Pizookie and proprietary beers help the chain keep the concept relevant. This matters strategically because BJ’s competes in a category where consumer novelty seeking is real and menu fatigue can hurt traffic.

Maintaining financial flexibility while funding the core

Public messaging has also reflected a practical balance: invest in the restaurants, the digital platform, and new openings, but maintain enough financial flexibility to absorb a volatile consumer environment. For BJ’s, that means careful control of operating costs and thoughtful capital allocation around openings, maintenance, and remodel activity.

3. What Is the Business Model of BJ’s Restaurants?

BJ’s is a direct-to-consumer restaurant operator. Customers buy prepared meals, alcoholic and non-alcoholic beverages, desserts, and the experience of a full-service restaurant. The company captures revenue primarily when a guest dines in, places a takeout order, or orders delivery.

• What customers actually buy: a sit-down meal, a group dining occasion, convenience through takeout or delivery, and a menu broad enough to serve mixed preferences in one visit.
• Recurring versus one-time: the model is highly repeat-driven. A new guest matters, but long-term economics depend on visit frequency, not one-time large contracts.
• Revenue model: almost all revenue comes from restaurant sales through company-owned units. This is not a franchise royalty model or a subscription model.
• Pricing power: BJ’s has some pricing power because of brand familiarity, menu breadth, and occasion utility, but it is constrained by local competition and value-sensitive consumers. Pricing must be balanced carefully against traffic risk.
• Why business mix matters: dine-in tends to be more attractive than delivery because it allows better beverage and dessert attachment and avoids third-party delivery economics. Off-premise extends reach and can smooth demand, but it can carry lower margins after packaging and delivery fees.
• What drives margins: food and beverage costs, hourly labor efficiency, manager effectiveness, occupancy costs, utilities, menu mix, and throughput. In restaurant analysis, restaurant-level margins are usually more informative than a software-style gross margin.
• What drives cash generation: strong four-wall restaurant profitability, disciplined capital spending, and stable working capital. Cash generation can be dampened by new-unit capex, remodels, inflation in labor and commodities, or weak traffic.

The key economic reality is that BJ’s bears the full operating burden of a company-owned chain. That creates more control over brand and guest experience than a franchise model, but it also means the company carries the full exposure to labor inflation, occupancy leverage, and execution variability restaurant by restaurant.

4. What Products and/or Services Does BJ’s Restaurants Sell?

BJ’s sells a broad casual-dining menu under the BJ’s Restaurant & Brewhouse banner. The breadth is strategic: the brand is designed to work for a wide range of party types and dining occasions.

• Pizza: pizza remains part of BJ’s identity, including deep-dish and other pizza formats. It is both a legacy anchor and an important shareable category.
• Main entrees: the menu extends well beyond pizza into burgers, sandwiches, salads, pasta, steaks, chicken, seafood, and other casual-dining staples. This variety is central to BJ’s customer proposition.
• Appetizers and shareables: these support group occasions and can raise average check, especially in dine-in settings.
• Desserts: the Pizookie is arguably the most strategically distinctive product in the system. It supports brand recognition, dessert attachment, and occasion-based visits.
• Beer and bar program: BJ’s proprietary craft beers and alcoholic beverages help differentiate the concept from many family-casual competitors and can support margin.
• Off-premise service: takeout and delivery are now part of the product offering, not just a convenience add-on. The restaurant must package, transmit, and fulfill orders in a way that preserves quality outside the dining room.

The most strategically important offerings are not necessarily the highest-volume individual menu items. They are the offerings that make the entire concept work: broad menu choice, signature desserts, beverage differentiation, and an experience that travels reasonably well into off-premise channels.

5. What Are the Key Competitors or Peers of BJ’s Restaurants?

BJ’s competes in a fragmented market. Its direct competitors are broad-menu casual-dining chains and bar-oriented full-service concepts, but substitutes also include local independents, fast casual, and at-home consumption.

Beyond these chains, BJ’s also competes with local pizza restaurants, brewpubs, gastropubs, regional casual-dining brands, grocery prepared foods, and delivery-first alternatives. In practice, the company’s toughest competition is often hyper-local rather than national.

6. What Is the Marketing Strategy of BJ’s Restaurants?

BJ’s marketing strategy appears designed to support traffic rather than to create a luxury or lifestyle brand premium. In a company-owned restaurant model, marketing has to move guests into seats or into digital orders quickly enough to leverage fixed costs.

The marketing mix appears to rely on several levers:

• Brand awareness: BJ’s needs enough top-of-mind presence to compete with larger national chains and local options in each market.
• Menu-led marketing: limited-time offers, beverage launches, and signature items create reasons to visit without requiring a full rebrand.
• Digital and performance marketing: online ordering, app or web engagement, email, and customer data tools help drive repeat visits and off-premise occasions.
• Value communication: casual dining is sensitive to perceived affordability, so BJ’s must communicate value carefully even when it takes menu price increases.
• Local-store and field marketing: new openings and individual trade areas still require market-level activation because restaurant competition is local.

Marketing is important at BJ’s, but it is not the whole moat. The brand promise only holds if operational execution, service, food quality, and speed of fulfillment support what marketing communicates.

7. What Are the Key Customer Segments of BJ’s Restaurants?

BJ’s is overwhelmingly a consumer-facing business. It does not depend on a small number of enterprise accounts; its revenue comes from a broad base of individual households and dining parties.

• Families and mixed-party dine-in groups: this is a core segment because menu breadth makes BJ’s a practical choice when diners want different cuisines or price points.
• Social and bar-oriented guests: customers visiting for beer, cocktails, sports-viewing, appetizers, or dinner-plus-drinks matter because beverage attachment can support both traffic and margin.
• Off-premise households: takeout and delivery customers extend the brand beyond the dining room and provide incremental sales occasions.
• Celebration and shareable occasions: birthdays, group meals, and dessert-led visits are relevant because signature offerings such as the Pizookie reinforce occasion-based demand.
• Lunch and convenience-oriented guests: in some trade areas, BJ’s also competes for workday and convenience occasions where speed and menu variety matter.

The customer base is diversified across many individual guests and trade areas, but it is still exposed to consumer discretionary pressure. BJ’s is not concentrated by account, but it is economically sensitive to broad household spending patterns.

8. What Is the Sales Model of BJ’s Restaurants?

BJ’s uses a direct operating model. It sells primarily through company-owned restaurants rather than through franchisees, distributors, or wholesale channels. That gives the company control over pricing, service standards, menu rollout, and guest experience, but it also leaves BJ’s directly exposed to restaurant operating volatility.

• Dine-in: the core channel and the one that best supports beverages, desserts, and the full brand experience.
• Takeout: ordered through BJ’s own digital interfaces and other ordering tools, this channel broadens convenience while preserving more economics than third-party delivery.
• Delivery: typically enabled through digital ordering and marketplace partnerships. Delivery adds reach but can pressure margin through commissions and packaging costs.
• Gift cards and limited ancillary revenue: smaller revenue streams that support customer acquisition and gifting occasions.

The channel structure matters strategically. Direct company operation creates tighter customer intimacy and data capture, while delivery partnerships increase reach but can dilute economics. For consultants, that makes BJ’s an interesting case in channel optimization: small changes in channel mix can materially alter margin, average check, and repeat behavior.

9. In What Geographies Does BJ’s Restaurants Operate?

BJ’s is a domestic U.S. restaurant operator. As of fiscal 2023, the company had restaurants in 31 states. It is more geographically diversified than a regional chain, but it does not have the international footprint of larger global restaurant groups.

California remains historically important to the brand, but BJ’s has expanded well beyond its home market into other regions including the Sunbelt, Midwest, and additional national trade areas. The company’s support center is in Huntington Beach, California, and its operations are distributed through the restaurant base. The chain’s typical trade areas are suburban and auto-accessible rather than dense urban flagship markets.

That footprint matters strategically. A multistate base provides growth runway and some diversification, but it also requires disciplined field operations, supply-chain coordination, and marketing calibration by market. BJ’s geographic complexity is meaningful, even though it is still entirely U.S.-focused.

10. Who Are the Owners of BJ’s Restaurants?

BJ’s Restaurants is publicly traded on Nasdaq under the ticker BJRI. Recent public filings indicate that the company does not have a disclosed controlling shareholder. Ownership is primarily institutional. Based on 2024 proxy materials and other public ownership disclosures, notable shareholders have included large asset managers such as BlackRock, Vanguard, and Dimensional Fund Advisors, along with smaller investment firms that have reported meaningful positions from time to time. Institutional holdings can change quarter to quarter.

11. How Is BJ’s Restaurants Organized?

Officially, BJ’s reports one reportable segment centered on restaurant operations. That is an important point: even though the company has multiple operating functions, it does not present itself as a portfolio of separate business lines in the way that a diversified consumer company might.

At a practical level, the organization likely consists of:

• Restaurant operations: field leadership, general managers, kitchen managers, and front-of-house teams responsible for day-to-day execution.
• Restaurant support center functions: finance, human resources, marketing, legal, information technology, and administration.
• Culinary and beverage: menu development, recipe standards, beverage programs, and product rollout.
• Supply chain and procurement: sourcing ingredients, packaging, equipment, and related services.
• Development and real estate: site selection, design, construction, and remodel activity.

The absence of a franchise segment simplifies governance but increases the importance of internal operating discipline, because BJ’s cannot rely on franchisees to carry part of the execution burden.

12. How Does BJ’s Restaurants Operate?

BJ’s operates as a multi-unit restaurant chain with centralized standards and localized execution. Value is created inside each restaurant, but performance depends heavily on support-center decisions around menu, pricing, labor tools, procurement, and real estate.

1. Site development and restaurant buildout: the company selects trade areas, builds or converts restaurants, staffs them, and brings them into the chain’s operating system.
2. Centralized sourcing and menu planning: food, beverage, packaging, and other inputs are sourced centrally to support consistency and buying efficiency across the chain.
3. Restaurant preparation and service: kitchens execute a broad menu, bars support beverage sales, and front-of-house teams manage dine-in guest experience.
4. Off-premise fulfillment: restaurants also function as local production hubs for takeout and delivery orders, which adds packaging, timing, and handoff requirements.
5. Performance management: management monitors traffic, average check, labor, food cost, guest experience, and restaurant-level margin to identify underperformance and adjust staffing, training, or promotions.

The biggest operational challenge is complexity. BJ’s broad menu is commercially useful but operationally demanding. It creates more ingredients, more prep work, and more room for inconsistency than a simplified concept. That means execution, training, and labor scheduling are strategically important, not merely administrative.

13. What Are the Growth Opportunities for BJ’s Restaurants?

The most plausible growth opportunities for BJ’s are visible within the current model rather than far outside it.

• Comparable-sales growth in existing restaurants: the clearest opportunity is still more traffic and frequency at the current base through better awareness, operations, value communication, and menu relevance.
• Selective new restaurant development: BJ’s appears to retain whitespace in underpenetrated U.S. markets, provided build costs and expected returns remain attractive.
• Higher off-premise productivity: improving the economics of takeout and delivery can add sales without requiring every incremental dollar to come from dine-in traffic.
• Menu mix improvement: beverages, desserts, and premium items can support average check and margin without depending entirely on across-the-board price increases.
• Operational productivity: better labor scheduling, throughput, waste control, and restaurant technology can lift margins and create self-funded growth capacity.
• Customer data and loyalty activation: more precise digital engagement could improve repeat visits and promotional efficiency.

The main constraints are also clear: a competitive casual-dining landscape, consumer budget pressure, labor and commodity inflation, construction and occupancy costs for new units, and the operational challenge of keeping a broad-menu concept consistently sharp across a large restaurant base.

14. What Is the History of BJ’s Restaurants?

BJ’s was founded in 1978 in California as a pizza concept. Over time, the company evolved from its original pizza roots into a broader full-service restaurant format built around a large menu, a casual social atmosphere, proprietary beer, and signature desserts. That evolution is important because it explains why BJ’s today looks less like a narrow pizza chain and more like a full casual-dining platform.

• 1978: the business begins in California.
• 1990s: the concept broadens beyond pizza into the larger BJ’s Restaurant & Brewery / Brewhouse format.
• 1996: BJ’s becomes a public company.
• 2000s and 2010s: the chain expands from its California base into a multistate national footprint.
• 2020: the pandemic disrupts dine-in traffic and increases the strategic importance of takeout, delivery, and digital engagement.
• 2021 onward: the company’s focus shifts toward traffic recovery, margin improvement, off-premise optimization, and disciplined expansion.

Unlike some restaurant companies, BJ’s history has not been defined by constant large-scale acquisitions. Its story is primarily one of concept evolution and organic unit growth.

15. What Are the Key Suppliers to BJ’s Restaurants?

Suppliers matter materially to BJ’s because food quality, consistency, availability, and cost are fundamental to restaurant economics. The most important supplier categories are proteins, produce, dairy, flour and dough inputs, sauces and prepared ingredients, beverages, beer-related inputs, desserts, packaging, kitchen equipment, and maintenance-related services.

BJ’s public filings do not suggest dependence on a single named supplier as the defining strategic issue. The more important issue is supplier structure: BJ’s needs dependable national and regional sourcing that can support a broad menu across a large, geographically dispersed restaurant base. That makes supplier reliability, food safety standards, and commodity cost management more important than any one vendor brand.

Third-party service suppliers also matter, including foodservice distributors, delivery-platform partners, technology vendors, and facilities-service providers. In a restaurant chain, supplier performance shows up directly in menu availability, waste, speed of service, and margin.

16. What Are the Key Brands Owned by BJ’s Restaurants?

Branding is important to BJ’s, although it operates far fewer distinct consumer brands than a large multi-concept restaurant holding company.

• BJ’s Restaurant & Brewhouse: the master brand and the core of the company’s value proposition. It is positioned as a broad-menu casual-dining destination with a beer-and-bar element and enough variety to satisfy mixed groups.
• Pizookie: a signature dessert brand within the menu architecture. It is one of the most recognizable parts of the BJ’s consumer identity and helps differentiate the chain in a crowded category.
• BJ’s Handcrafted Signature Beers: the beer sub-brand that supports the “Brewhouse” positioning and adds a degree of beverage differentiation versus many family-casual peers.

In BJ’s case, the brand system is less about maintaining many separate banners and more about reinforcing a single concept with a few memorable product anchors.

17. How Does the Supply Chain of BJ’s Restaurants Function?

BJ’s supply chain is centrally designed but locally executed. The company sources a wide range of ingredients and supplies, then relies on foodservice distribution and restaurant-level execution to convert those inputs into meals served or packaged in each unit.

The major supply-chain activities include:

• Sourcing: securing ingredients, beverages, packaging, and operating supplies from national and regional vendors.
• Distribution: moving perishable and non-perishable goods into restaurants on a frequent, reliable schedule through third-party logistics and foodservice distribution networks.
• Inventory management: balancing freshness and availability against waste and restaurant storage constraints.
• Menu complexity management: supporting a wide menu with many stock keeping units while avoiding stockouts and excess spoilage.
• Off-premise support: ensuring restaurants have the right packaging, labeling, and order-assembly processes for takeout and delivery.

Supply-chain reliability matters strategically because BJ’s menu is broad and because quality failures are visible immediately to guests. Flexibility also matters: when commodity prices move or vendor availability changes, procurement and distribution decisions can affect both margins and guest satisfaction.

18. What Is the Technology Strategy of BJ’s Restaurants?

Based on public disclosures, technology at BJ’s appears to function primarily as an operational enabler and guest-convenience tool rather than a product the company sells. The goal is not to monetize software directly; it is to make the restaurant base more efficient, easier to order from, and better able to retain customers.

• Guest-facing technology: digital ordering, online and mobile interfaces, customer communication tools, and systems that support takeout and delivery.
• Restaurant execution technology: point-of-sale systems, kitchen workflow tools, labor scheduling, and reporting systems that help managers run shifts more efficiently.
• Data and CRM: analytics and guest data can improve promotional targeting, repeat-visit marketing, and insight into channel mix and menu performance.
• Support-center enablement: technology also supports procurement visibility, financial reporting, and chain-wide operating dashboards.

Technology is strategically important at BJ’s because small improvements in throughput, staffing accuracy, order accuracy, and repeat engagement can have outsized impact when multiplied across more than 200 restaurants. In other words, the technology strategy is not glamorous, but it is economically meaningful.

19. How Companies Like BJ’s Restaurants Leverage Independent Consultants through Umbrex

Companies like BJ’s Restaurants often face strategy and execution questions that are important enough to need top-tier analytical talent but too specific to require a full traditional consulting team. Umbrex has built a global community of more than 8,000 independent management consultants across more than 50 countries, including alumni of McKinsey, Bain, BCG, and other leading firms. For a restaurant operator such as BJ’s, that means access to specialized expertise in strategy, operations, organization, marketing, sales, finance, technology, ERP, and AI on a more targeted basis.

Representative projects Umbrex consultants could support for a company like BJ’s include:

• Market-by-market unit growth strategy: identify the next best trade areas for new BJ’s Restaurant & Brewhouse openings and build a ranked whitespace map based on demographics, competition, and expected unit economics.
• Comparable-sales growth diagnostic: isolate the main drivers of traffic softness or strength by daypart, occasion, customer segment, and channel, then prioritize the highest-return actions.
• Menu engineering and profitability analysis: evaluate item-level contribution, simplify low-value complexity, and redesign the menu architecture to support both guest choice and kitchen execution.
• Off-premise channel strategy: optimize takeout and delivery economics, pricing architecture, delivery-partner mix, packaging, and operational handoff processes.
• Restaurant labor productivity program: redesign staffing models, scheduling logic, and manager routines to improve service levels while protecting margins.
• Procurement and food-cost transformation: assess sourcing categories, distributor structure, contract opportunities, and waste-reduction initiatives to lower cost of sales without reducing quality.
• Pricing and value strategy: develop a clearer pricing ladder, promotion strategy, and value communication plan that balances traffic protection with margin goals.
• Loyalty and CRM growth roadmap: increase guest frequency through segmentation, offer design, reactivation campaigns, and better use of first-party customer data.
• Restaurant support-center effectiveness review: assess spans, roles, and processes across operations support, marketing, finance, HR, and IT to improve decision speed and lower overhead.
• Digital, ERP, and AI roadmap: prioritize systems investments in forecasting, labor planning, demand analytics, and management dashboards so that technology spending is tied to measurable restaurant outcomes.