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2010-2013 strategic plan

Attacking daypart, category and marketing opportunies to drive same-store sales.

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Investing to build our scale and brand in new and existing markets.

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Growing differently in ways we haven't grown before.

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Leveraging our core business strengths and franchise system.

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Attacking daypart, category and marketing opportunities to drive same-store sales

  • Leverage menu innovation to grow morning, lunch and snacking dayparts
  • Grow hot and cold beverage category and market share
  • In the U.S., continue to test and implement menu opportunities that further differentiate us as a Cafe and Bake shop destination
  • Leverage our marketing strength to drive same-store sales growth
    • In Canada, we will use our scale to reinforce our price-to-value position and brand equity
    • Increase our advertising and marketing investments across the U.S., with particular emphasis on targeted investments in our most developed markets in order to more sharply define our brand position as a Cafe and Bake shop and highlight our unique offering

Investing to build our scale and brand in new and existing markets

  • Develop restaurant penetration in Canadian growth markets. Development focus is primarily in Quebec, Western Canada, Ontario and major urban markets
    • Target smaller communities as part of our broader development strategy, primarily through standard restaurants, but we will also test a new, flexible restaurant design
  • Deploy most of our U.S. capital into our most developed growth markets, accelerating the time needed to increase density, becoming more convenient and increasing marketing scale
  • Complement standard restaurants both in Canada and the U.S. with non-traditional formats and locations

Growing differently in ways we haven't grown before

  • Extend our service advantage in Canada through our hospitality strategy
  • Expand Cold Stone Creamery® co-branding concept in Canada and the U.S.
  • In the U.S., roll out successful innovations from our new-concept restaurants, such as interior and exterior features, equipment and menu innovations, in new restaurants and renovations
  • Broaden the pilot of our new restaurant format in Canada designed to increase capacity and throughput
  • Opportunistically pursue strategic alliances and partnerships to increase brand awareness and to accelerate average unit volumes in existing locations
  • Open up to 120 multi-format restaurants over five years through a Master License Agreement with the Apparel Group in the Gulf Cooperation Council. Based on success, evaluate additional regions for expansion

Leveraging our core business strengths and franchise system

  • Continue to work collaboratively with Restaurant Owners to build upon the success of the system
  • Pursue additional vertical integration and supply-chain opportunities to create value for our Restaurant Owners and shareholders
  • Continue to selectively assess acquisition opportunities that leverage our core strengths and capabilities
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