When George Michel took the chief executive reins at Boston Market in October 2010, he inherited a concept with a tumultuous 25-year history that included bankruptcy, a headline-grabbing purchase—and subsequent sale—by McDonald’s, uneven numbers, and fading consumer interest.
In no time, though, Michel instituted a number of changes to stabilize Boston Market, including one unusual initiative: making interaction with restaurant guests one of his top priorities. “Being close to the customer is critically important,” he says. “I get to learn what they value, what they appreciate.”
On field visits to Boston Market stores, Michel frequently works the dining room, engaging customers in conversation about their visit to the restaurant and seeking feedback on the good, the bad, and the ugly. Read More