Missione dichiarazione
(Mission Statement)
To provide a real immigrant, Southern Italian neighborhood
dining experience. Only the freshest high-quality
ingredients will be used. Our food will be as expressive
as our Italian heritage. We will search for, and retain,
only the most sincere and enthusiastic team members.
The quality and integrity of our staff will be the catalyst
for our commitment to the service of our guest and the
profitability of our company. Our teamwork and humor
will create tremendous loyalty among our team and
guests, making us sought after by each.
Pasto
(food)
• Specializing in Southern Italian Food
• Family style servings
• Pasta’s, Pizza’s, Baked Pasta’s, and
Deserts
• Fun Family dining atmosphere
Strategia
(Strategy)
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Diligence
Humility
Integrity
Quality
Sincerity
•Service
•Teamwork
•Humor
•Profitability
•Family
Luogo d’origine
(place of origin)
• First restaurant opened in 1993
• Minneapolis, Minnesota
• The first restaurant was in the basement of an
apartment building
• Founder: Joe Micatrotto
“In the summer of 1993, the first Buca di Beppo opened in a
Minneapolis basement. It was hard to find, but impossible to forget.
Word spread of Neapolitan pizzas as big as bathmats, whole
chicken cacciatore, and pastas and salads spilling over from family
platters.” – Bucadibeppo.com
Famiglia
(family)
Currently 6,000 family members
New CEO- Wallace B. Doolin
Buca Inc. is one of the fastest growing
restaurant companies in the United States.
In January 2002, purchased the assets of
the nine Vinny T's of Boston restaurants
Premio
(awards)
2005 Best of Florida
Best Restaurant for a Party
-City Link
Best Italian - Family Style
2004-2005 Reader's Choice Awards
- Sacramento Magazine
BEST ITALIAN CUISINE
READER'S CHOICE AWARDS
-Daily News. Com (Los Angeles)
Ambiente Organizzativo
(Organizational Environment)
• Buca Di Beppo translates as “Joe’s
Basement”
• Buca has grown from 34 to 51 locations in
the year 2000
• Growth of organization has moved up from
2,500 to 4,100 people
Concorrenza
(Competition)
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Third fastest growing dining segment
Applebee's
Red Lobster
Outback
Chili's
Olive Garden
Consegnatari
(Stakeholders)
• Paisanos hold stakes in Buca’s future
• They earn a significant bonus bases upon
restaurant-level cash flow
• Paisano Partners allows for innovation
which attracts the best management to
their restaurants (innovative culture)
Tipo di Mercato
(Type of Market)
• In their market economy, Paisano Partners
has created an unique experience for
those who like the casual dining
experience
• Operate mostly in an open market since
Buca Di Beppo has gone public
• Stock ticker is identified as “BUCA”
Coltura
(Culture)
• Culture = Organization’s
personality
• Buca Di Beppo
• Warm, family oriented,
fun neighborhood culture
• Rich Southern Italian
cooking
– Rich with tradition
and alive with
innovation
Coltura
(Culture)
• Unique Family Style Organization
• Paisano Partnership
– Paisano in Italy
• Countrymen, friend or neighbor
– Paisano at Buca Di Beppo
• Lifeblood of the famiglia, both a trusted friend and business owner
• Qualities and characteristics
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Record of success as general manager or managing partner
Proven track record of exceeding customer expectations
Hands on ability
Love of life
High energy level
Humility and diligence
Entrepreneurial approach
The ability to work huge volume, dinner only
Coltura
(Culture)
• Very Strong Culture
– Entrepreneurial = Innovation and risk taking
– Hands on ability = Attention to detail
– Love of life and diligence = People orientated
– Not stable, we exceed status quo
Coltura
(Culture)
• Sustaining Culture
– Interviewing regular employees
• Same qualities as a paisano
• Managers judge candidates on:
– Requirements of the job
– Fit in our organization?
• Characteristics or Values
– Integrity, teamwork, humor, family, diligence, etc.
Coltura
(Culture)
• Socialization
– Training
• Six weeks
• Learn to
– Toss pasta
– “Pitch” a table
– Correctly pronounce marinara
Coltura
(Culture)
• Drawbacks of Strong Culture
– Prevents trying new approaches
– Solution
• Keeps a steady immigration of Southern Italian
culture by sending their culinary team on frequent
trips to Italy to search out new dishes
Autorita
(leadership)
• Wallace B. Doolin (Buca di Beppo)
– Chairman of the Board, Chief Executive Officer and President
• Steve Hickey
– Senior Vice President, Chief Marketing Officer
• Modesto Alcala
– Chief Operating Officer
• Wes Garnett
– Senior Vice President, Family Resources
• Jim Cowler
– Senior Vice President, Operations
• Anthony Penn
– Senior Vice President, Operations
• Lori Van Holmes
– Vice President of Training
• David LaFlash, Steve York, John Little, Jim Morris, Mickey Mills,
Brian Beers, Carron Harris, Pam Thompson
– Divisional Vice Presidents
“It is NOT the BLOOD in OUR VEINS, BUT
the SPIRIT in OUR HEARTS that MAKES
US ITALIAN.”
-Joseph P. Micatrotto, former CEO
Autorita Stile
(leadership style)
• Autocratic—Authority is centralized and
work methods are dictated; decisions are
unilateral and employee participation is
limited
• Democratic—Employees are involved in
decision making; authority is delegated,
participation in deciding work methods and
goals is encouraged, and feedback is used
to coach employees
Autorita Stile
Buca di Beppo
• Loosely autocratic (typical restaurant
division of labor) with democratic
elements
– Employees are considered “family
members”
– After working in their restaurant for five
years, “Paisano partners” (general
managers/franchisers) earn a proprietary
stake in their company and are free to
develop their staff and business in their
own style
Visione
(vision)
“To bring back to America the warmth and
family-style neighborhood restaurant. These
attributes will be carried by, and felt through,
our people, food, and surroundings in a
vital, vibrant and powerfully flavored fashion.
We will view ourselves as a family of
neighborhood restaurants. Our guest will be
most important by virtue of being part of our
‘famiglia.’”
Struttura Organizzativa
(Organizational Structure)
Specialization
• wait staff, hostess, cooks, VP of
Training, Paisano partner
Departmentalization
• Functional
Chain of Command
Wallace B. Doolin
CEO and President
VP of
Marketing
VP of
Training
VP of
Family Resources
Divisional VPs
Restaurant Managers
VP of
Operations
Span of Control
• Restaurant manager manages shift employees
Centralization vs. Decentralization
• Buca is a more centralized organization
Formalization
• More formal- many rules and procedures
Disegno Organizzativo
(Organizational Design)
• Buca is a mechanistic organization
dependent on
– Strategy
– Size
– Technology
– Environmental Uncertainty
Organizational Change and
Innovation
• Organizational Change
– Def: any alteration in people, structure, or
technology.
• Change is always present and cannot be
eliminated
Interno Potere
(internal forces)
• Some internal forces include:
– Workforce
– New equipment
– Employee Attitudes
Esterno Potere
(external forces)
• These are forces such as the marketplace,
govt. laws and regulations, technology,
and economic changes.
– Influences that external forces have on Buca
di Beppo
• Technology and ever changing marketplace
• Government Regulations
White-Water Rapids Metaphor
• This is a metaphor that portrays the work
environment as dynamic, hectic, and
unpredictable.
– White-water rapids metaphor applied to the
restaurant industry.
Cambiare
(change)
3 Options for Change
• Structure
• Technology
• People
Innovazone
(innovation)
• Definition: the outcomes of the creative
process that are turned into useful
products, services, or work methods.
– Example: Buca di Beppo is a creative and
innovative restaurant displaying a few very
unique characteristics.
• “Kitchen Table”
• Family Sized Portions
Partita
(game)