Franchise Times

February 2004

Behind the Sales

Rib Crib's Marc Chastain

By: Mike Mitchelson

When Marc Chastain was offered the chance to work at Rib Crib Corp., there wasn't any way he could say, "No."

"It was the right time, right place," he said. "And the restaurant business is very exciting - it's a challenging business to be in."

Chastain, Chief Financial Officer and Vice President of franchising, joined Rib Crib seven years ago when the restaurant chain operated six units. They have since expanded to 28 restaurants throughout Oklahoma, Missouri, Kansas, New Mexico, Florida and California.

Rib Crib founder and President, Bret Chandler opened the first Rib Crib restaurant in 1992 in Tulsa.

"He took a house and converted it into a new restaurant," Chastain said. "Some of those features of the original restaurant - a ranch style - or lodge style-looking building - can be seen in our prototype franchise building."

Rib Crib is a "full service, casual dining barbecue-themed restaurant chain, "he said. "We have what we call a 'whimsical western' décor." Rib Crib's menu includes ribs (of course), ham, chicken, and appetizers such as potato skins and nachos.

What's your background?

Primarily financial. I have a degree in accounting from the University of Oklahoma. I'm a certified public accountant. I spent some time in public accounting, in one of what used to be called the "big eight" firms - Peat Parwick, now KPMG - right out of school, and then I worked for a series of small, privately held companies in Oklahoma and Iowa.

What attracted you to the restaurant business?

In high school and college I always worked in restaurants, and after college I worked for a real estate development company for a number of years, and real estate and the restaurant business are very closely related.

For me, this was the opportunity to have the chance to work with a company that was expanding.

What's most enjoyable about the work?

There is a lot of opportunity with a 28-unit chain. The opportunity to transform a chain from a start-up, emerging concept to a recognized regional - possibly even a national brand - with some significant longevity, that's an exciting and challenging proposition.

You started as Chief Financial Officer. How did VP of franchising get added to your title?

About three years ago the company began embracing franchising as an expansion strategy, and I just spoke up and said I'd like to spearhead that, and took an interest in it. Three years later, my primary responsibilities are growth of the company and growth of the franchise system, and attempting to recruit and identify a good franchisee.

Who fits the Rib Crib franchisee profile?

Obviously, looking for franchise candidates is very competitive. There are some common characteristics for all franchisee candidates. The two most important, to me, are capital. The difficult part is identifying similar philosophies and approaches to conducting business.

What do you attribute to your success?

We have a good concept. We have great food. We're also in a segment that is growing in the restaurant industry - barbecue is experiencing more growth than ever before. We recognize that we fit a niche where there wasn't a lot of intense competition and there was room for growth.

What are the expansion goals?

Of course we want the world (laughs). We’d love to have 1,000 units in the next 10 years. But realistically, we're a 28-unit chain today, we know from agreements and from corporate development that we have planned, that by the end of next year we’ll be approximately a 40-unit chain.

I think it's reasonable, based on the development agreements that we have and the responses to our recruiting efforts, that in the next five years we can anticipate being a 100-unit chain. Hopefully more, but beyond that, I think would be a step outside of the way we've chosen to play the game at this time. I think "controlled growth" would be a good way to refer to our plan.

How many restaurants in the chain are franchises?

We currently have 19 corporate units and nine franchises. In 2004, out of the 11 units we will add, four will be corporate and seven franchised.

I think it's important to operate restaurants from a corporate standpoint, to show that we can do it as well as the franchisees and that we were willing to make our own investment in our own concept right along with the franchisee. I would hope that would speak to the franchise community. I think a good mix is healthy.

What do you like to do outside of work?

My wife, Karen, and I just started a family two years ago. So now we have a very young daughter, Katie. When I'm away from work, it's family first. Beyond that I'm an avid golfer and enjoy general fitness activities, and a little bit of reading when I find time. It's a good balance of work and personal life here at Rib Crib.

Rib Crib. Where Bold Began.

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