Dave & Buster’s

A public entertainment and restaurant business headquartered in Dallas, Texas. Founded in 1982 by James Corley and David Corriveau, the company had a net worth of more than $541.5 million as at 2011, and an active employee count of 8,000. Serving in more than eighty-four locations in areas around Canada and the United States. Every outlet has a full-service restaurant, as well as a video game arena. In 1989, Edison Brothers Stores invested in this business by purchasing a majority ownership to fund further expansions into some other cities.

Dave & Buster’s left Edison Brothers in 1995 and went public with Andy Newman as the new chairperson. It later acquired nine locations from Jillian, after it filed for bankruptcy. Two of these sites were closed due to the acquisition, and the remaining seven rebranded to Dave & Buster’s. An announcement made in December 2005 revealed that the company was to be acquired by Wellspring Capital Management, a private equity firm. However, this was not made to last long as Dave & Buster’s again filed with SEC to regain its publicly traded company status. The acquisition process was completed in 2010, in partnership with Oak Hill Capital Partners.

Dave & Buster’s offers operations from early lunch and late night services, featuring a wide range of food products. The company’s menu is often updated to depict the guest’s favorite pics as well as current trends in the food industry. The options include burgers, seafood, pasta, chicken and another dessert. Only selected outlets offer Sunday brunch. Additionally, private parties and events can receive various special buffets upon booking.

In the gaming section, Dave & Buster’s offer both custom and contemporary high-tech gaming options. They have power cards that replace traditional tickets and tokens. One needs these cards to activate every midway game, with the possibility of reloading for additional pay. With these power cards, gamers are encouraged to play more, which in turn increases the overall profits for the company. This has helped to eliminate the technical difficulties, as well as maintenance complications associated the widely used coin activated equipment.

The restaurant side of this company experiences various obstacles. Dave & Buster’s, therefore, is well informed of any issues that may be arising. It was thus emphasized that the company needs to focus more on a strategy to lead with entertainment. The management felt that there is need to sell every client the entire experience, including food and beverage. However, nothing was being done that would transfer revenues at the expense of entertainment to food and beverage. Dave & Buster’s records a huge margin between the entertainment sectors in the company, and the restaurants. Fun and games end to be the single operational aspect that generates revenue for the entity in the highly competitive industry.

Even so, the growth prospects of this company are high, operating in more than 90 outlets. The management, therefore, expects to establish eleven extra outlets towards the end of 2016. Additionally, shares trade in a tight range, counting 19% in December.

Corner Bakery Café

Corner Bakery Café is an established American chain of cafes that has its headquarters in Dallas, TX. The café has maintained significant specialty in offering the best breakfast dishes, homemade soups, bread, pastries, gourmet sandwiches, pasta, and salads. The Lettuce Entertain You Enterprise from Chicago initially founded the eatery and ran it for four years before selling it off to Brinker International in September 1995. Upon inception, the Corner Bakery Café offered freshly baked bread, espresso, and coffee. It also continued to provide its services to Lettuce Entertain You Enterprise, which brought about a constant growth in the number of clients and guests. This is when the eatery began serving homemade soups, salads, bread and sandwiches due to greater demands from customers. As the guests continued popping in, the menu expanded further, and there was a need to find an investor that was willing to help grow the business.

Corner Bakery Café has been able to gain much popularity by offering an enhanced experience to every guest visiting the café. The quality and breadth of the restaurant are well-known thanks to the successful catering program incorporated by the management team. Corner Bakery Café has steadily moved up the ladder to become the industry’s segment leader, with more than twenty percent of the brand’s sales being attributed to catering.

In early 1996, Corner Bakery Café stretched its outlets to some cities around the country, easing the congestion that begun to pile up at the Chicago outlet. The company started outsourcing for an investment partner that could further complement the brand, as well as increase capital base for expansion. II Fornaio turned out to be the best fit and purchased Corner Bakery Café assets together with Rosser, Sherrill & Co., Bruckman and LLC of New York. The change in ownership and managements encouraged the development of an aggressive growth strategy aimed at assisting the brand in growing successfully.

Presently, the franchise operates numerous outlets in various parts of the country including Central, Southern and Northern California, Florida, Colorado, Idaho, Kansas, Illinois, Maryland, Kentucky, Indiana, Montana, Mississippi, Oregon, Oklahoma, Pennsylvania, Virginia, Washington, Wisconsin, Utah, Rhode Island, New Jersey, Montana, Kansas, Georgia, Arizona as well as various locations in Texas. In all these locations, clients receive a casual atmosphere, where they can gather meet up and relax with friends and family.

Under the executive leadership of Frank Paci the CEO, Mike Hislop, the chairman of the board, Blake Bernet the Chief Legal Officer, Denise Clemens the vice president of HR and Ric Scicchitano the vice president of food and beverages, Corner Bakery Café has been able to retain a proper standing in every neighborhood they operate. This has improved fast-paced as well as efficient in-line ordering, with the comfort of table service delivery.

The outlet has to deal with many issues concerning the provision of services. Numerous clients often raise complaints lamenting on how they experience frequent interruptions from the staff. In some instances, customers complain of receiving wilted salads. The management, therefore, takes it upon themselves to offer an apology and even compensate these customers whenever necessary. Even so, a greater percentage of customers leave Corner Bakery Café with complete satisfaction.

 

Essilor International S.A.

Founded more than 167 years ago, Essilor offers its exceptional services to clients in the medical industry. Essilor International S.A was founded in 1849, as a small network of eyeglass manufacturing workshop in Paris. The workshop the after developed through the acquisition of some developing factories within its vicinities, equally introducing frame glasses that are used to date. Essilor International S.A came to being because of a grand merger between two ophthalmic firms, Essel ad Silor.

The nylon system introduced a thin nylon thread that holds the lens, fixed to the frame. Essilor International S.A experienced a great breakthrough with the invention of Varilux in 1959, the first ophthalmic progressive lens. The company started as a retailer of these frames and lenses, before ac repair to become a manufacturer of the same.

The merger between Essel and Silor came to be after numerous years of conflicts between the two entities, making it the third largest optical firm in the world. Presently, the company has a total count of 61,000 active employees. Towards the end of 2015, the company was able to register a net revenue of 6.72 billion pounds, and a net profit of close to 757 million pounds. The first two years of this company were marked by two major events. The purchase of Benoist-Bethiot, a lens manufacturer based in France, which specializes in the manufacture of progressive lenses. The other major event is the creation of Valoptec, a company composed of stockholder managers that held close to half the company’s capital stocks.

Later in the mid-1970s, Essilor International S.A focused on becoming a genuine optical group that specialized in the manufacture of progressive plastic lenses. The company was the listed for stock exchange in 1975. Many of these events conducted by Essilor International S.A’s predecessors brought about the launch of Varilux Orma. Essilor’s management opted to adjust their operational strategies to favor its growth to international markets. The company achieved this by signing some acquisition contracts with various firms located in Ireland, the United States and the Philippines. This turned Essilor International S.A from a mere exporting company to international business.

The year 1980 started with stiff competition, and Essilor International S.A had to take drastic measures that would enable them to cut costs, while at the same time improving the quality of services delivered. The company purchased four new plants within a period of four years. These were in Puerto Rico, Mexico, Thailand, and Brazil. Meanwhile, the plants in France were facilitated with new advanced technology, which automated the entire manufacturing process. Essilor International S.A also saw it fit to withdraw its frame operations gradually, and focus more on the corrective lenses.

In the 1980s, Essilor International S.A collaborated with the American company, PPG, to offer photochromic transitions. With reference from the company’s 2015 registration document, more than 87% of revenue for the company came resulted from the sale of ophthalmic lenses. An extra 10% came in through reader and sunglasses, while the final 3% came from additional activities like the sale of various equipment.

ENSCO PLC

Ensco is a Public Limited Company that offers well drilling and offshore drilling services. An American fund manager and investor founded the company in 1975. Ensco plc founder, Richard Rainwater made a great fortune from this investment that he was listed as one of the top 1000 richest individuals worldwide in 2010. This company focusing on the petroleum industry is headquartered in London, United Kingdom. It also has its operational headquarters in San Felipe, Houston, Texas. The current Chief Executive Officer, Carl Trowel managed to generate a net revenue of $4.063 billion as at 2015. To date, Ensco PLC has an active employee count of 6,400.

Initially, the company had the name Blocker Energy Corporation. The contractor is now the second largest drilling contractor, with an operational base in 11 semi-submersible drilling rigs, 40 offshore jack-ups, and nine drillships. The contractor avails quarterly updates on the progress of every rig within its fleet, with the year 2015 recording 14% of its income coming from Petrobras; 18% recorded from BP.

Blocker Energy Corporation was incorporated as a Public Limited Company in 1975 after graduating from Texas A&M in 1948. Initially, the company focused its operations on the Gulf of Mexico, and then set up a South Texas drilling in 1954 with his father. The company was dissolved when an oversupply of oil in the market paralyzed the oil-drilling contractor. Blocker resolved to work with Dresser Industries as the oil-equipment division operations manager, steadily advancing to the level of senior vice-president.

Blocker purchased Choya Energy and renamed it Blocker Energy, using his South American experience to place the company in the international market strategically. A market he believed was less competitive than the local markets that had more than 900 similar drilling contractors. The demand for Blocker Energy’s services drastically rose, driving the company into a debt of $44 million. This prompted the management to put the business public and source further funds.

Thinking that oil prices in the country were set to shoot up, Blocker energy resolved to borrow heavily so as to expand their oil rigs capacity to 54. The company was set for disappointment when the prices of oil plunged drastically. To counter this, the company resolved to restructure the organization and surrendering 64% of the contractor’s assets to its banks. This helped by raising a net amount of $240 million in debt forgiveness, but leaving behind six rigs. The number of employees dropped to 500, even though the number of rigs rose to 24 in 1984.

The contractor acquired Golden Gulf Offshore Inc., together with ten boats, which distributed four vessels to its rigs. It further purchased Penrod Holding Corporation after it filed for bankruptcy, adding nineteen more rigs to its fleet. ENSCO further acquired Pride International for $7.3 billion, gaining instant access to the West African and Brazilian markets. This diversifies the contractor’s asset base to semi-submersibles and drill ships from large jack-up rigs.

ENSCO encountered bribery claims when signing a contract with Pride International in 2015. This, therefore, prompted the need to terminate this contract for the rig.

Dal-Tile Corporation

The company’s products hit the market in the mid-1990s, receiving affiliate company-operated sales via a network of more than two hundred Centers to architects, contractors, builders, design professionals, developers as well as individual clients. This is also extended to different floor dealers and reputable home center retailers like Home Depot.

Dal-Tile Corporation currently has an active employee count of more than 7600, all of whom are dedicated to growing the business by offering the best value to every client.

The company started experiencing problems that led to a drastic reduction in its general performance. A sharp decrease in commercial construction reduced the net earnings of this company from an average of $470 million to less than $350 million. This was barely enough to cater for the interest AEA paid in 1991 amounting to $43 million. On top of that, the company has an imposed fine of $1 million for dumping hazardous and lead-contaminated wastes into various gravel pits in Dallas. The Texas Water Commission stated that the company had for more than twelve years dumped these wastes in various pits that were not licensed by the state. In 1993, the founder and president, Robert Brittingham was found guilty of more than seventeen criminal counts, including the conspiracy to dumping hazardous wastes. He was fined and sentenced to five years’ probation. The overall fines accumulated to $16.5 million, which included the costs of cleaning up these dumpsites.

The company resolved to establish an additional $18 million regional warehouse and an extra 30% more sales outlet. The company was soon operating seventy-six showroom stores that served as its primary outlets. This led to a drastic drop in the sales by up to 30% within this period. Dal-Tile Corporation was then offered a poor rating due to the high recurring debts and the cyclic environment of the construction industry. The company’s chairperson retired after working with the Dal-Tile for more than 34 years and was the replaced by Pilliod, who started by postponing every construction process that was in place. He attributed this to the great reduction in sales. The revenues rose to $506.3 million in 1994. Dal-Tile Corporation then improved the quality of their products, which increased sales drastically. By the end of 1994, the company as able to net a profit of $6.9 million after taxes.

Presently, Dal-Tile Corporation has outlets in Conroe, New York, Kentucky, El Paso, Alabama, Fayette, Pennsylvania, Jackson, Tennessee, North Carolina, Lewis port, Gettysburg, Olean, and Dallas.