Landry: We invested in infrastructure in the very beginning. How do you maintain quality when you’re totally dependent on franchisees? You have to fit our system and treat people right. We’re not selling markets to everyone who shows up with a checkbook. More important, it was having that true partner in these cities and towns that we wanted to grow in, and someone who would represent our brand the right way. You’ve opted to franchise locations to boost revenue exclusively without owning any of them. As a walk-on, I knew I wasn’t going to play on Saturday against Kentucky. But I knew from my commitment that I was making the team better. Everyone wants to be the underdog. But it has to do with the true love of the game and putting a team before yourself. Landry: It says a lot. Everyone has a little bit of being a walk-on. What does this say about your restaurant’s culture? You named it Walk-On’s Bistreaux & Bar to illustrate your background as a walk-on collegiate athlete. We’ve broken the mold of being a traditional sports bar. Our guests are coming in to eat first. In fact, our revenue is based on 70% food and 30% alcohol. At lunch, we have people coming in where there are no sports on TV. Typically sports bar are known for having guys who hang out. You drink beer, watch a game and, if you’re hungry, you get something to eat. Along with burger and beers and sports bar food, we have gumbo and fresh gulf seafood.īesides opening new franchises, what are you doing to boost same store sales? We’re a restaurant that happens to have sports. In 2012, we were named New Orleans’ number one sports bar and restaurant. By opening new locations through franchising, our opening volumes are growing as the brand grows. Landry: As we opened around the country, we’ve seen our volumes increasing. So why did your revenue rise 56% in 2018?

Walk ona