CALVETA DINING

SERVICES, INC.: A
RECIPE FOR GROWTH
BY GROUP- 3
 CALVETA HISTORY
Founded in 1966 in Brooklyn, New York
Entered into SLF(Senior Living Facilities) dining services in 1972
15000 employees by 2009
Former CEO: Antonio Calveta
Present CEO: Frank Calveta
COO: Jennifer Calveta
Frank’s goal: To double the company’s revenue in 5 years
 ANTONIO’S WAY
To provide the highest quality food and personalized service to the residents of the
SLFs being served
To hew to the budgets of SLF clients and own company
To innovate constantly, developing new service features as determinedly as new
menu items
To develop every Calveta employee to his or her full potential
To grow profitably, generating the funds needed to generate even greater growth in
future years
 CALVETA’S VALUES & SUCCESS
BENEFITS
Captured 10% market share by 2008
Very high employee retention rate
Gained the trust of clients
Innovative approaches helped to gain praise from residents and helped kitchen staff
in planning
ISSUES SINCE 2007
Client dissatisfaction became evident
Termination of agreement increased
Personalized communication was becoming difficult
 OPERATING APPROACH
Captured 10% market share
4th largest competitor in SLF food market
52% revenue growth in last 3 years
No debt situation
High retention rate
Only 2% terminated contracts annually
Fresh and high quality food
 CALVETA’S UNCOPIED APPROACH
Too expensive to copy
One man company
No debt policy is difficult to maintain
Employee retention comes at a higher price
 TRAINING & DEVELOPMENT
Internal Promotion is always needed
Increases loyalty
Increases proficiency & willingness
Keep them learning & keep them growing
Use mass communication tools
Make a communication department
 TRAINING & DEVELOPMENT
Internal Promotion is always needed
Increases loyalty
Increases proficiency & willingness
Keep them learning & keep them growing
Use mass communication tools
Make a communication department
 PROFITABILITY
Quality
Service
Charity
Education
Respect
Growth
 ORGANISATIONAL STRUCTURE
CHANGE
Integrate regions
Make separate department to solve certain pain points
Data is the key, have data on residents
Mass communication tools should be used
 FRANK’S OPTIONS
Enter into hospital sector
Low profit margins
New segment
Cost Cutting
High growth segment
Acquisition of GSD
$1.5B Company
32% revenue growth in past 3 years
Bad reputation