|| Print ||
|Articles - July/August 2012|
|Monday, July 09, 2012|
Page 2 of 4
Even without eyeballing the books, Huffman and other restaurateurs know Little Big Burger is doing something right. Since the first location opened in September 2010, Camden and Poppe have opened two more locations in Portland — in the high-foot-traffic zones of Mississippi Avenue and Division Street — and one in Eugene. All locations have footprints of less than 1,500 square feet and lack drive-throughs or parking lots.
Camden and Poppe have two more locations in the works, in the South Waterfront district and on Northwest 23rd Street, which will add 20-plus jobs to the existing 40.
“We saw a gap,” Poppe says. “There are typical low-quality, cheap fast-food burgers and then a jump to higher-quality, expensive bistro burgers. There were very few providers of inexpensive, gourmet fast-food burgers.”
Similar models include Laughing Planet Cafe, Hot Lips Pizza and, on a larger scale, Burgerville and Chipotle Mexican Grill.
Joe Rapport, one of the owners of Joe’s Burgers of JoPa Hospitality Group in Portland, is in the process of opening a fourth Joe’s Burgers in the city. (The first location was a kiosk in Bridgeport Village.) While Joe’s burgers have thinner patties and can be topped with meat chili and American cheese, the model resembles Little Big Burger: a simple menu with some locally sourced ingredients.
“In the last few years, the pattern has shifted,” Rapport says. “People going out want to spend less per person.” He mentions his now-defunct restaurant 50 Plates as an example of what wasn’t working. “I had a restaurant in the Pearl that had great food and a good reputation, but not a lot of people were coming in the door.”
Joe’s Burger has been such a hit that Rapport turned his Northwest Grill, a midrange sit-down restaurant in Raleigh Hills that had been in business for nine and a half years, into one of the burger joints.
Profit margins for quick-service restaurants usually garner more than the 10% restaurateurs expect to make from upscale restaurants. But Rapport says 15% to 20% profits are “where everybody really wants to settle. If people are doing better than that, then God bless them.”
The four Little Big Burger locations average between 35%-40% profit margin, say its owners. “It was unexpected,” Poppe says. “I wrote the business plan with a conservative 20%,” Camden says. “We doubled it.”
Even without Little Big Burger-size profit margins, burgers are a reliable restaurant concept, says Scott Hume, who is editor of BurgerBusiness.com, which covers the burger industry nationwide.
“Burgers are not a trendy food; they’re a staple food,” Hume says. “In bad times you can sell $4 burgers, and in boom times you can sell $14 burgers.” The Chicago-based NPD Group recently reported that while the total number of restaurants in the U.S. declined between the fall of 2010 and the fall of 2011, the number of quick-service burger operations, both independent and chains, rose slightly.
The Portland area has followed the trend beyond Little Big Burger and Joe’s Burger, with places such as Killer Burger and Dick’s Kitchen, and new outcroppings of national chains such as Five Guys Burgers and Fries, and Boardwalk Fresh Burgers and Fries. But Little Big Burger stands out for its rapid expansion and huge profits, the result of a certain kind of mastermind.
Wednesday, August 26, 2015
BY LINDA BAKER
A new co-working model disrupts office sharing, child care and work-life balance as we know it.
Monday, July 13, 2015
BY KIM MOORE
Revenues in Oregon's private, for profit sector maintained solid growth as the economy continued to rebound.
Wednesday, August 19, 2015
BY LINDA BAKER
In 2010 Vanessa Keitges and several investors purchased Portland-based Columbia Green Technologies, a green-roof company. The 13-person firm has a 200% annual growth rate, exports 30% of its product to Canada and received its first infusion of venture capital in 2014 from Yaletown Venture Partners. CEO Keitges, 40, a Southern Oregon native who serves on President Obama’s Export Council, talks about market innovation, scaling small business and why Oregon is falling behind in green-roof construction.
Thursday, August 27, 2015
BY LINDA BAKER | EDITOR
How do you put a baby on the cover of a business magazine without it looking too cutesy?
Wednesday, August 19, 2015
BY JACOB PALMER
A Power Lunch at Bob's Red Mill Whole Grain Store and Restaurant.
Thursday, July 30, 2015
BY JASON E. KAPLAN | STAFF PHOTOGRAPHER
Greenpeace activists suspended themselves from the St. John's Bridge in an attempt to prevent a ship from heading to the Arctic.
Monday, July 13, 2015
BY KIM MOORE | PHOTOS BY JASON E. KAPLAN
A New York floral and gift business takes on the iconic Harry & David brand.
|Child care challenge|
|Is there life beyond Reed?|
|Back to School|
|Ninkasi grows to NY|
|Eco challenges facing Oregon|
|Adidas produces special shoe for upcoming Timbers/Sounders match|
|Intel invests $60M in drone company|
|Congestion should be expected|
|How many devices are using Windows 10?|
|Aftermath of the Ashley Madison hack|
Transforming the culture of Oregon’s educational leadership.
The Board dismissed a petition related to efforts to unionize the Northwestern University football team.
Every once in a while we receive a letter in the (fictional) mailbag that is tough to describe and quite compelling. This week, Isabel, the new HR manager at LabCo (and someone who is new to HR), wants to know whether she may fire the owner’s son for having an Oregon medical marijuana card. In passing, Isabel also makes a number of alarming admissions about her motivation. Here is Isabel’s nerve-racking question and our response to it.
Oregon Sick Leave is here, and changes to the federal white-collar worker regulations are on the way. This workshop will prepare you for both. We invite you to participate in an interactive discussion on how to start planning now for the future impact on your operations and finances.
Presented by OEN + CENTRL + YESpdx.
This Roundtable will cover numerous issues under the employer "shared responsibility" rules of the Affordable Care Act, including how to track the "full-time" status of variable-hour employees, temporary or seasonal employees, and employees who experience a change in status or a break in service. Additionally, we will provide a brief overview of Code sections 6055 and 6056, which require most mid-sized and large employers to submit their first information reports to the IRS in early 2016 regarding the health insurance coverage being offered to employees. We invite you to participate in an interactive discussion on how to prepare for the future impact of the shared responsibility rules on your operations and finances.