As one of the fastest growing restaurant groups in the nation, WKS has been focused squarely on the next business opportunity. It bought 97 Denny’s locations in 2019, adding to its existing stock of Denny’s units and substantial investments in El Pollo Loco, Wendy’s, Krispy Kreme, and Blaze Pizza, catapulting it from No. 36 on the Restaurant 200 to No. 17. Theft and loss were problems—of that, the company was painfully aware—but preventing them wasn’t an essential part of business strategy. Growth was the focus and loss prevention was just background noise.
That hard divide was reflected in the organization’s approach to asset protection. It wasn’t ignored, exactly, but it just wasn’t very intentional. Loss prevention was ad hoc, anecdotal, arbitrary. Or, in another word—typical. With attention trained on “more important issues,” it’s hardly uncommon for retail organizations to have a reactive approach to theft and for the potential of LP to go untapped, for risks to go unaddressed, and for opportunities to slide by.
One year later and the asset protection picture at WKS Restaurant Group is almost unrecognizable. The AP department has a vision, the benefits of its activities are now in focus, and the department is helping drive business success rather than being dragged behind it.
So, how did they bridge that disconnect? How did WKS, an organization beset by internal theft, turn around its fortunes in less than a year? How did they go from not being in the LP game to winning it decisively? Download our 9-page whitepaper below to read the full story told by Chris Magana, senior asset protection and safety manager for WKS Restaurant Group.
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