TEAM Schostak Family Restaurants is based in Livonia, Michigan and has a portfolio of 150 casual dining, family dining, fast casual, and quick service restaurants throughout Michigan, TEAM Schostak Family Restaurants (TSFR) include Applebee’s, Olga’s Kitchen, Olga’s Fresh Grille, MOD Pizza and Wendy’s.
Mark is the third generation of a four-generation family business. The company places a lot of emphasis on its road map, which includes its core purpose, its vision (to lead the way), its mission statement and its core values.
TEAM Schostak Family Restaurants core purpose is to create opportunities that make lives better – to life. They create opportunities to make lives better with their employees, their guests and within the communities the company’s restaurants serve.
The culture created by TEAM Schostak Family Restaurants took many years to create, but they bring it to life by modeling it and living it every day.
The COVID pandemic was unprecedented territory for TEAM Schostak Family Restaurants and most restaurants. The first priority for TEAM Schostak Family Restaurants was keeping people employed.
QUOTES
“Our core purpose is to create opportunities that make lives better. You have to give people a sense of purpose and they have to recognize that what they’re doing is really important.” (Mark)
“You can do a great job with your people, a great job with your guests, a great job in the community and you can do everything with integrity but you have to achieve results.” (Mark)
“The only way a culture comes to life in a restaurant is you have to model those behaviors. You have to live it. You have to talk about it all the time.” (Mark)
“If you’re constantly going to the outside (to recruit restaurant managers), you’re losing. The only way you’re going to build a culture is you have to internally develop (managers).” (Mark)
“People don’t quit companies, they quit managers.” (Michael)
“We need to be out there. If you’re in the restaurant business, you need to be eating at your competitors’ restaurants. You gotta be out in the field.” (Mark)
TRANSCRIPT
00:00.97
vigorbranding
Great hello everyone I’m excited today dear friend of mine mark showstack is joining us and if you live in the lower peninsula of Michigan ah, you inevitably have eaten at 1 of Mark’s team show stack restaurants. Mark welcome to the show. You want to tell us a little bit about you and your family.
00:17.83
Mark Schostak
Yeah, sure I’m part of a family business It’s a fourth generation family business I’m third generation and in the ah third generation my brothers and I got involved in the restaurant business and. Family’s legacy business is commercial real estate and we celebrated our hundred year anniversary in 2020 so we’re very proud of that.
00:38.72
vigorbranding
Amazing.
00:46.00
vigorbranding
It’s fantastic I mean I know you guys were huge in real estate. It’s just only natural to put restaurants in it. So now you didn’t just put a restaurant in or a couple restaurants in I mean you put it in Applebee’s you have Wendy’s you have August kitchens mod pizza and you know who knows what else you guys are cooking up. You want to talk a little bit about those I mean I think you have ah. Is it a hundred and fifty restaurants
01:03.75
Mark Schostak
Yeah, 150 restaurants who are operating 4 brands today oldest kitchen which is a our proprietary brand. It’s basically a Michigan base company a local iconic brand. We also have applebe’s in the state of Michigan and we have 63 Applebee’s we have 55 Wendy’s and we have 12 my pizzas.
01:29.40
vigorbranding
It’s phenomenal now. So I should do like I know for anybody from Michigan it’s where you live on the hand. So I’d like you to identify every location on the hand of all your restaurants. Ah.
01:37.80
Mark Schostak
Yeah, right be a beat. Be a lot of dots. Um.
01:41.17
vigorbranding
Ah, yeah, it’s an awful lot of dots. it’s it’s insane it’s just amazing. You know and like you guys I know you guys are huge on core values and I know you and I get to talk about how you manage and I’ve always been impressed with your style I mean you have a ah very familiar. Ah like. Caring family style. Do you want to talk about your like your core values and maybe even your thoughts on leadership and and and management I mean you you know I got to imagine sort of like herding cats 150 restaurants. It’s I mean that’s ah, insane to me.
02:15.65
Mark Schostak
Yeah, so when you scale business and you grow and you’re multi-brands. Um the concept of having what we call a roadmap and we call it. Our tsfr roadmap is really important and gives everybody. Um. Guardrails if you will you know of what we’re doing and how we’re doing it and our our road map is got 5 elements to it. The first element is our core purpose on our core purpose is to create opportunities that make lives better and that is. You know something we talk about all the time and it kind of ties into the whole culture is you got to give people a sense of purpose and um, you got to give them. You know they have to recognize what they’re doing is really really important and so there’s 3 ways that we can. Live our core purpose ah creating opportunities to make lives better with our people that’s first and foremost the second area that we can create opportunities make lives better is just with our guests taking care of our guests making sure they have a great meal a great day sometimes somebody had talked to and then the third way. Is we could create opportunities within our community to make lives better and so our core purpose kind of stands at top of our of our roadmap and then from there we have our vision and our vision is to lead the way. That’s really what we strive for.
03:46.79
Mark Schostak
And we talk about that all the time we chose those words very carefully over the years um and we can easily say to anybody in our organization. Um, you’re leading the way and this is what we’re excited about um and then we have our mission statement which is really how we do it and there’s 3 components to our mission statement. Ah, talented engaged team which is really important. Um that probably delights our guest and increases profits for the benefit of all and it starts with the talented engaged team and if you are got a talented engaged team. You’re going to delight our guest. And you’re going to increase profits for the benefit of all and the benefit of all is really important. You got to make sure if the company’s doing well that everybody’s sharing in that at upside if you will sharing in those profits and then we have 5 core values that we talk about all the time with descriptive phrases are.
04:35.39
vigorbranding
It.
04:45.64
Mark Schostak
People core value. Our guest core value. Our community core value got to do everything with integrity our integrity core value and then lastly is achieve results and I say this often to people you know you could do a great job with your people A great job with your guest. Great job in the community. And you could do everything with integrity but you got to achieve results and the way you achieve results in this business is through utilization of systems and being very disciplined and holding yourself accountable. Um, and then after that we each brand has a its own. So.
05:07.14
vigorbranding
Um.
05:19.87
Mark Schostak
Strategic priorities each year and those those change depending on the needs of the business and then each brand has their metric scorecard. That’s broken off into the 3 categories of people guessed and profits.
05:34.40
vigorbranding
That’s fantastic I mean you know it’s It’s interesting. Yeah, knowing you the integrity ah core value does not surprise me ah you every time I’ve talked to you. It’s always been been from that Perspective. You’ve always had integrity and everything and. Um, always um, when makes sure I say this the right way mad by you know we think about like these fast foodod restaurants and you know we we read about like the and nra. We’ll say like there’s a 70% turnover Employees. So It just seems like almost impossible for for people to even know what’s on their menu if they’re turning over so much. Then you talk about it from this perspective and it it makes sense why you’re so successful I mean it really shows that I guess bringing this through this culture through these core values through everything ah is going to make a difference Now. How do you get that to to permeate I mean 150 restaurants I don’t know how many employees per restaurant but there’s an awful lot of people involved here. How does that. Is it The managers is it. Do you do offsite? How do you?? How do you get this information to us to stick quite candidly.
06:29.68
Mark Schostak
Well first of all I want to let everybody know that the culture that we created took years to develop and there was a few stops and starts and changes that we had to make and it’s a lot of hard work. It’s a lot of hard work and I tell people if you are. You really want to establish a culture. Okay, you really got to make sure that every touch point in your organization talks about what we call the roadmap every every human touch point every meeting ends starts begins with elements of our roadmap. All the vernacular if you will okay of the organization is all the same. You know everybody understands it we reward against it. We do performance appraisals against it. We hire against it. We fire against it so you know over the when I started you know working on culture. You know you thought that I could sit down and you know come up with set of core values a mission some business priorities and you know hang it up in the office right of the manager’s office and then you know quickly that just became wallpaper. Um.
07:34.87
vigorbranding
Is. E.
07:42.16
Mark Schostak
The only way a culture comes to life in a restaurant is you got to model those behaviors you got to live it. You got to talk about it all the time I can walk into my restaurants and um I see somebody on drive through this doing a great job in speed of service and I could say to them. You know Michael you led the way today in speed of service. You ran 154 hundred and fifty four seconds um so it’s it’s really about bringing it to life each and every day I don’t know if that answers your question but I can’t stress that enough.
08:06.91
vigorbranding
No it it does. Yeah I mean I think you know like we as a company I mean again I go back. You have 150 restaurants. We have about 100 employees and even that to me is like herding cats. So I can’t imagine what you’re going through. But. We’ve always the 1 thing and and I think it’s been a key to our success. We’ve always stayed true to our core values. We established them probably I think it was like 1995 and they’ve never deviated and ours are simple because I’m not bright enough to remember more than 3 things so ours are respect innovation and passion and ah. Our goal is to to respect the work to respect each other to respect our clients. Ah, and then you know the innovation part is just that we should be thinking of new ways and and always coming up with new ideas to push things and a passion I mean if you don’t love what you do, you don’t belong in this business I think what happens is. Ah, there’s core values like they they become. Ah, ah, part of the recipe of the brand I think they to your point that you got to live it and it becomes who you are and in in an interesting way. It’s ah and I’ve always known this. That’s one of the reasons I was so excited to talk to you I feel like what you’ve done with I’ll say team show stack is you created this brand. That is really your guys your team your playbook and then you can apply I’ll say national brands to it. You know whether it’s ah whether it’s a mod pizza or an Applebee’s or whatever I mean it feels like you can do that. How does that? Um, how do those brands because I’m intrigued obviously by these great national brands that you ah.
09:34.89
vigorbranding
That you manage how how do how do their brands their cultures I guess or their ah personalities I’ll I’ll say because they’re obviously very different types of restaurants. How does that? just ah, how does how does that work with your your team does it just all come together into the show stack name and we do it our way and we put a different logo up there. Ah, can you talk a little bit about that.
09:54.86
Mark Schostak
Yeah, it’s a good question because sometimes the values um of the brand national brand that we’re associated with is could be different than our values and the question is you know who are these? um, the team members of Applebee’s the managers. Are they following dime brands.
10:04.10
vigorbranding
Ah.
10:11.53
Mark Schostak
You know, um core values right? or they following. Um, um, team show stack core values hey on one second and the why phone is thought I put on you got to disturb you try to get hang out went through. Okay.
10:26.96
vigorbranding
Perfect, No it was.
10:30.45
Mark Schostak
I’m sorry about that. Um, so yeah, so what we tell people is that you know we’re party national brands right? and we expect. Um we expect you to follow the brand values of it’s called dying brands which owns Applebee’s and ihop or Applebee’s um and respect those but the your values are team shows tech family values and those what those would govern those you know and by the way something you lot lot of the stuff is very similar. You know so there’s not a lot of conflict. But occasionally there is.
10:55.86
vigorbranding
Um.
11:03.37
vigorbranding
I Got you very cool How about like when it comes to attracting and retaining talent I mean even with the core values even with the roadmap and all the cool things you do I mean what are some of the things you’re doing that you’re willing to share is there any secrets like attracting and retaining because I got to I just have to think. Again with that number of 70% National average. It’s just ah boy it feels like all you’re doing is educating you know turnover I mean so how does that I mean talk about that a little bit.
11:31.49
Mark Schostak
Yeah, you know so I would tell you that um in our in our core value people. Okay, we have 4 descriptive phrases in our core value of our people the first the first descriptive phrase is train and develop people come in. They got to train and develop them. Training it more the technical and develop is.
