"If we have too many corporate stores, we won't have enough time to support our franchisees," he says. In growing the chain, Bornoty wants to maintain a ratio of 25 percent to 75 percent company-owned to franchised units.
Endcaps in shopping centers with complementary restaurants represent the chain's ideal location.
A pair of Michigan franchised locations are scheduled to open in the spring of 2013 – one each in Ann Arbor and Rochester – and plans are on the books to open 200 units within the next 10 years. Since then, the Bornotys have sold a franchise in Royal Oak, Mich., sold the Troy location to a franchisee and opened another company store in 2012 in Novi, Mich. "What a difference the time made," Bornoty says. Until you're actually doing it, you don't know what you've missed, like the optimal size of the units, where to put trays and take-out for optimal traffic flow, and we didn't have sandwiches on the menu."īy 2010, the Bornotys had worked through the mistakes and opened a unit in Troy, Mich., the second corporate location. "Then, despite all the careful planning to calculate risks and put all the right systems in place, we still got certain things wrong. "We opened in 2008, in September, during one of the world's worst financial periods, so customers were very concerned about costs," he says. Set in an upscale environment with granite counters, wood accents and comfortable, cushioned wood chairs, the unit was well received by diners seeking fresh food at reasonable prices.ĭespite all their efforts to put together the perfect concept, the Bornotys confronted circumstances that put their concept in jeopardy. The Big Salad's first location opened in 2008 in Grosse Pointe Woods, Mich. So it all came together into what I felt was a viable concept."įor the next two years, Bornoty and his wife, Elizabeth, mapped out a business strategy for a fast-casual restaurant chain. "And, I was interested in the practice of franchising. "I thought, why not develop a concept that features 'salad chefs' making main course salads for customers with fresh and plentiful amounts of ingredients in a relaxed setting," he continues. The ingredients were not replenished until they were empty and were staying warm and wilted. The lettuce wasn't always fresh, the toppings were limited and customers were all handling the same utensils, awkwardly reaching beneath a glass or clear plastic panel. "Just like many people who offer salad bars, the owners weren't doing this well. "I saw a small yet busy salad bar in a corner of the room where customers were building their own salads as a healthier alternative to a mile-high pastrami on rye," Bornoty says. In 2004, Bornoty exited the technology business.ĭuring the next year, while having lunch at a New York City deli and considering his next business move, Bornoty had an epiphany. In early adulthood, after working in the entertainment industry, he ventured into the computer business, founding Netgroup Inc., an Internet solutions provider later, he founded the Interactive Media Broadcasting Company. "Once it is in your blood, you can't easily get away from it," he says.
Customers can see the salad assembly area from anywhere in the unit.Growing up in a family that owned a grocery store, John Bornoty became familiar with retail businesses at an early age. Wood tables and comfortable chairs give a warm, inviting ambiance to the seating area. A just-in-time inventory system, supporting local compost programs and strict controls for produce purchasing and handling are among the practices allowing this growing chain to minimize waste and focus on maintaining high-quality menu items.
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