CONCESSIONS/PROCUREMENT COMMITTEE (CPC) AGENDA
DATE:
September 12, 2016
DAY: Monday
TIME: 1:30 p.m.
LOCATION: Carl T. Langford Board Room, OIA, One Jeff Fuqua Boulevard, Orlando, FL
I.
CALL TO ORDER
II.
ANNOUNCEMENTS - Appeal Process and Lobbying Activities
NOTE: If anyone is aggrieved by any of the proceedings of today’s meeting and wishes to appeal the results of
actions made by this committee, they must file an appeal stating the item they wish to appeal and the basis for which
they wish to appeal, and it must be received in writing by the Executive Director, Mr. Phillip N. Brown, in his office at
One Jeff Fuqua Boulevard, Main Terminal Building by Monday, September 19, 2016 at 4:00 p.m.
For individuals who conduct lobbying activities with Aviation Authority employees or Board members, registration
with the Aviation Authority is required each year prior to conducting any lobbying activities. A statement of
expenditures incurred in connection with those lobbying instances should also be filed prior to April 1 of each year
for the preceding year. As of January 16, 2013, lobbying any Aviation Authority Staff who are members of any
committee responsible for ranking Proposals, Letters of Interest, Statements of Qualifications or Bids and thereafter
forwarding those recommendations to the Board and/or Board Members is prohibited from the time that a Request
for Proposals, Request for Letters of Interests, Request for Qualifications or Request for Bids is released to the time
that the Board makes an award. As adopted by the Board on September 19, 2012, lobbyists are required to sign-in
at the Aviation Authority offices prior to any meetings with Staff or Board members. In the event a lobbyist meets
with or otherwise communicates with Staff or a Board member at a location other than the Aviation Authority offices,
including the Mayor of the City of Orlando or the Mayor of Orange County, at their offices, the lobbyist shall file a
Notice of Lobbying (Form 4) detailing each instance of lobbying to the Aviation Authority within 7 calendar days of
such lobbying. As of January 16, 2013, lobbyists will also provide a notice to the Aviation Authority when meeting
with the Mayor of the City of Orlando or the Mayor of Orange County at their offices. The policy, forms, and
instructions are available in the Aviation Authority’s offices and the web site. Please contact the Director of Board
Services with questions at (407) 825-2032.
III.
CONSIDERATION OF AUGUST 30, 2016 MINUTES
IV.
CONSENT AGENDA ITEMS
A. Purchasing Request for Written Quotations #92341-16, Aruba Wireless Equipment
Procurement – Award Recommendation
V.
NEW BUSINESS AGENDA ITEMS
A. Purchase of Holdroom Seating Replacement Services in Airside Building 4 from Arconas
Corporation – Award Recommendation
B. Purchasing Request for Written Quotation #92333-16, Single Ply, Single Roll Bath Tissue
Supply Procurement – Award Recommendation
Page 1|2
VI.
OLD BUSINESS AGENDA ITEMS
A. Vehicle Services Travel Plaza Facility at Orlando International Airport
VII.
ADJOURNMENT
NOTE: Any person who desires to appeal any decision made at these meetings will need record of the
proceedings and for that purpose may need to ensure that a verbatim record of the proceedings is made which
includes the testimony and evidence upon which the appeal is to be based.
NEXT SCHEDULED CONCESSIONS/PROCUREMENT COMMITTEE MEETING
MONDAY, SEPTEMBER 26, 2016 AT 1:30 P.M. IN THE CARL T. LANGFORD BOARDROOM
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DRAFT - CONCESSIONS/PROCUREMENT COMMITTEE MEETING MINUTES – AUGUST 30, 2016
On AUGUST 30, 2016, the CONCESSIONS/PROCUREMENT COMMITTEE of the GREATER
ORLANDO AVIATION AUTHORITY met in the Carl T. Langford Board Room at Orlando
International Airport, One Jeff Fuqua Boulevard, Orlando, Florida, 32827.
Chairperson Daniell called the meeting to order at 3:00 p.m. The meeting
was posted in accordance with Florida Statutes and a quorum was present.
Committee members present: Dolly Daniell, Senior Director of
Administration and Technology, Chairperson
Kathleen Sharman, Chief Financial Officer
Brad Friel, Director of Planning
Brian Engle, Director of Customer Service
Staff/Others present:
Jo Thacker, Legal, Broad and Cassel
Anne van den berg, Legal, Marchena and Graham
Ray Anderson, Senior Director, Properties &
Concessions
Diana Hershner, Purchasing
Allen Powell, Commercial Properties
Abdu El Baroudi, Operations
Gary Hunt, Maintenance
Rick Shultz, Maintenance
Frank Wichowski, Maintenance
Tony Sirila, Air Pancho’s
Genean Mckinnon, McKinnon Associates, Inc.
Thomas Chandler, Schenkel Shultz
Maria Irizarry, Executive Administration,
Recording Secretary
Chairperson Daniell announced to all present that if anyone is aggrieved by any of the
proceedings of today’s meeting and wishes to appeal the results of actions made by this
committee, they must file an appeal stating the item they wish to appeal and the basis for
which they wish to appeal, and it must be received in writing by the Executive Director,
Mr. Phillip N. Brown, in his office at One Jeff Fuqua Boulevard, Main Terminal Building, by
Wednesday, September 7, 2016 at 4:00 p.m.
For individuals who conduct lobbying activities with Aviation Authority employees or Board
members, registration with the Aviation Authority is required each year prior to conducting
any lobbying activities. A statement of expenditures incurred in connection with those
lobbying instances should also be filed prior to April 1 of each year for the preceding
year. As of January 16, 2013, lobbying any Aviation Authority Staff who are members of any
committee responsible for ranking Proposals, Letters of Interest, Statements of
Qualifications or Bids and thereafter forwarding those recommendations to the Board and/or
Board Members is prohibited from the time that a Request for Proposals, Request for Letters
of Interests, Request for Qualifications or Request for Bids is released to the time that
the Board makes an award. As adopted by the Board on September 19, 2012, lobbyists are
required to sign-in at the Aviation Authority offices prior to any meetings with Staff or
Board members. In the event a lobbyist meets with or otherwise communicates with Staff or
a Board member at a location other than the Aviation Authority offices, including the Mayor
of the City of Orlando or the Mayor of Orange County, at their offices, the lobbyist shall
file a Notice of Lobbying (Form 4) detailing each instance of lobbying to the Aviation
Authority within 7 calendar days of such lobbying. As of January 16, 2013, lobbyists will
also provide a notice to the Aviation Authority when meeting with the Mayor of the City of
Orlando or the Mayor of Orange County at their offices. The policy, forms, and instructions
are available in the Aviation Authority’s offices and the web site. Please contact the
Director of Board Services with questions at (407) 825-2032.
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DRAFT - CONCESSIONS/PROCUREMENT COMMITTEE MEETING MINUTES – AUGUST 30, 2016
APPROVAL OF MINUTES
Upon motion by Mr. Engle, second by Mr. Friel, vote carried to approve the
minutes of August 8, 2016 as presented.
CONSENT AGENDA
There are no items on the Consent Agenda to present to the Committee.
NEW BUSINESS
A. PURCHASING REQUEST FOR WRITTEN QUOTATION #92279-16, LED LIGHT FIXTURES
SUPPLY PROCUREMENT – AWARD RECOMMENDATION
Ms. Hershner stated this is a request for written quotations to result in a
blanket purchase order (BPA). The term of the BPA shall end on June 30, 2017.
On August 5, 2016, the Authority received quotations for the procurement of 6
listed LED light fixtures to be provided on an as needed basis. A specified
manufacturer, a specified product and estimated quantity was listed for each
item. It was stated in the RFQ, that no alternate products will be considered.
It was required that a specification sheet be submitted for each light fixture
priced in a respondent’s quotation to confirm the respondent was quoting the
specified item. It was required that unit prices include all costs associated
with the delivery of the goods to the Authority’s location. This quotation
is for an indefinite quantity over a fixed time period. The actual amount
spent will be based upon the quantities ordered at the agreed upon unit prices.
It is the Authority’s intent that an award, if made, will be to the responsible
and responsive respondent submitting the low total quotation and has provided
unit pricing for acceptable products for all LED light fixtures listed. The
Authority reserved the right to make a split award to no more than two
respondents based on a line-by-line review of the acceptable products quoted.
The total quotation is based upon the sum of the products of the unit prices
times the estimated quantity of each item listed in the RFQ.
Respondents were:
Firm
Graybar
Facility Solutions Group
Gexpro
World Electric Supply
Rexel
Regency Lighting
RetroLED
E&C Electrical Service
Lamp Sales Unlimited, Inc.
ESCO Supplies, Inc.
Total Quotation
$32.262.70
$159,275.60
$163,450.00
$164,369.60
$164,972.80
$192,576.90
*$225,360.00
**$262,160.90
$279,155.00
***$325,164.10
*The quotation submitted by RetroLED contained mathematical errors resulting
in an understatement of its quotation by $500.00.
The corrections are
reflected in the above tabulation. The errors did not affect its ranking.
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DRAFT - CONCESSIONS/PROCUREMENT COMMITTEE MEETING MINUTES – AUGUST 30, 2016
**The quotation submitted by E&C Electrical Service contained mathematical
errors resulting in an overstatement of its quotation by $330.40.
The
corrections are reflected in the above tabulation. The errors did not affect
its ranking.
***The quotation submitted by ESCO Supplies, Inc. contained mathematical
errors resulting in an overstatement of its quotation by $0.12.
The
corrections are reflected in the above tabulation. The errors did not affect
its ranking.
Section 1.5.1 of the RFQ specifications required that a specification sheet
be submitted for each light fixture priced in a respondent’s quotation to
confirm the respondent was quoting the specified item.
The quotation submitted by Graybar provided unit pricing for 3 of the 6 listed
items.
The quotation submitted by Facility Solutions Group provided unit pricing for
5 of the 6 listed items.
The quotation submitted by RetroLED provided unit pricing for alternate
products for all 6 of the listed items.
Staff is recommending that this
quotation be deemed non-responsive.
The quotations submitted by Gexpro, World Electric Supply, Rexel, Regency
Lighting, E&C Electrical Services, Lamp Sales Unlimited, Inc., and ESCO
Supplies, Inc. provided unit pricing for all 6 of the listed items
Staff is recommending that Graybar be found responsive and responsible on 3
of the 6 listed items in the not-to-exceed (NTE) amount of $32,262.70.
Staff is recommending that Facility Solutions Group be found responsive and
responsible on 5 of the 6 listed items in the NTE amount of $159,275.60.
Staff is recommending that Gexpro be found responsive and responsible on all
6 listed items in the NTE amount of $163,450.00.
Staff is recommending that World Electric Supply be found responsive and
responsible on all 6 listed items in the NTE amount of $164,369.60.
Staff is recommending that Rexel be found responsive and responsible on all 6
listed items in the NTE amount of $164,972.80.
Staff is recommending that Regency Lighting be found responsive and
responsible on all 6 listed items in the NTE amount of $192,576.90.
Staff is recommending that E&C Electrical Service be found responsive and
responsible on all 6 listed items in the NTE amount of $262,160.90.
Staff is recommending that Lamp Sales Unlimited be found responsive and
responsible on all 6 listed items in the NTE amount of $279,155.00.
Staff is recommending that ESCO Supplies, Inc. be found responsive and
responsible on all 6 listed items in the NTE amount of $325,164.10.
Staff did not consider a split award as seven of the nine respondents were
responsive and responsible on all 6 of the listed items.
The amount quoted by the low respondent providing unit pricing for all of the
listed fixtures (Gexpro) is within budget for funds expected to be spent under
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DRAFT - CONCESSIONS/PROCUREMENT COMMITTEE MEETING MINUTES – AUGUST 30, 2016
the resulting BPA in the current fiscal year from Operation and Maintenance
Funds 301.687.210.5460002.000.100166, 301.687.611.5460002.000.100166, and
301.687.631.5460002.000.100166.
The department intends to submit budget
requests for funds expected to be spent under the resulting BPA in FY ’17 and
such requests, when considered with known or anticipated obligations of the
department for FY ’17, do not exceed expected or reasonable funding approvals.
Staff recommends that the following be recommended to the Executive Director:
1) deem the quotation submitted by RetroLED non-responsive for the reason
stated; 2) award Purchasing Request for Written Quotations #92279-16 to Gexpro
as the low, responsive and responsible respondent providing unit pricing for
all of the listed fixtures in the not-to-exceed amount of $163,450.00; 3)
authorize funding from the approved Operation and Maintenance Funds and 4)
authorize the Purchasing office to issue the necessary blanket purchase
agreement.
Chairperson Daniell asked if anyone in the audience would like to speak to
this matter. Hearing none, she then asked if any Committee members had
questions. Mr. Friel inquired on the reason Graybar had such a difference in
the LED Lighting. He asked if all the types of lightings listed were similar.
Ms. Hershner responded that all the types of lightings were in fact similar.
In addition, they were the lowest quantity items.
Ms. Sharman inquired on the possibility of splitting quantities. Ms. Hershner
responded that the Authority can split the cost, however it was evaluated and
determined to be more cost effective to award to one company.
Upon motion by Mr. Friel, second by Ms. Sharman, vote carried to approve
staff’s recommendation.
B. PURCHASE OF EXTENDED WARRANTY SERVICE AGREEMENTS FROM SIGNATURE
TECHNOLOGIES, INC. D/B/A COM-NET SOFTWARE SPECIALISTS (COM-NET) – AWARD
RECOMMENDATION
Ms. Hershner stated this is a request for approval of an award to result in a
purchase order (PO) based on a Single Source Procurement Justification.
One time purchase of these agreements will be completed within ten (10) days
after receipt of an Authority PO.
On August 23, 2016, the Authority received a quotation from Com-Net for the
provision of one thousand, one hundred, twenty-six (1,126), twenty-four (24)
month term extended warranty service agreements.
These agreements shall
provide warranty services beyond the manufacturer’s three (3) year term
warranty provided with the purchase of the Model #LG55VH7B-B monitors being
purchased and installed under BP-447.
This purchase of the agreements shall be made from Com-Net based on a Single
Source Procurement Justification in accordance with Authority Operational
Procedure 450.03. Staff has reviewed the quotation for the agreements and
has determined that the purchase does not lend itself to a competitive award
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DRAFT - CONCESSIONS/PROCUREMENT COMMITTEE MEETING MINUTES – AUGUST 30, 2016
because this pricing is a result of a competitive process conducted by the
Construction Department.
Total quotation for the agreements is the sum of the product of the unit price
times the stated quantity of 1,126.
The respondent was:
Firm
Signature Technologies, Inc. d/b/a
Com-Net Software Specialists.
Total Quotation
$180,160.00
The Authority’s policy (Section 450.03, Non-Competitive Procurements) permits
the single source procurement of goods when the procurement is made from one
firm among others in a competitive market place which, for justifiable reasons,
is found to be most advantageous for the purpose of fulfilling the given
purchasing need provided that the requesting department completes a Single
Source Procurement Justification form (Form 450.03.2).
Single Source
Procurement Justifications with a value in excess of $100,000 must be approved
by the Aviation Authority Board.
On April 18, 2016, the Authority received quotations for the purchase of one
thousand, one hundred, twenty-six (1,126) 55” display monitors for the
BP-447, Ticket Lobby Renovation Project in response to RFQ #BP-447-01. All
respondents were required to submit warranty terms and options. Also on this
date, the Construction Committee met to observe presentations by the vendors,
open the price portion of the quotations, and interviewed and ranked the
quotations. At the conclusion of this meeting, the Construction Committee
recommended to the Aviation Authority Board to approve an award to Com-Net
for the purchase of display monitors manufactured by LG. The Construction
Committee considered the warranty terms and options but did not include the
cost of these Extended Warranty Service Agreements in its not-to exceed amount
of $3,152,800.00. At its meeting of May 18, 2016 the Aviation Authority Board
approved the Construction Committee’s recommendation (Consent Agenda Item
“P”). On June 10, 2016, the Purchasing Department issued PO 1004723 for the
purchase of the LG display monitors.
Subsequent to these actions, the Operations Department has determined a need
to purchase the Extended Warranty Service Agreements that were previously
considered. Com-Net has provided a separate quotation priced at the unit cost
it provided in April, 2016.
The amount quoted by Com-Net for the provision of the Extended Warranty Service
Agreements is within budget as funded by Operations and Maintenance Fund
301.413.210.5460001.000.100482.
Staff recommends that the following be recommended to the Aviation Authority
Board: 1) approve the purchase of one thousand, one hundred, twenty-six
(1,126), twenty-four (24) month term Extended Warranty Service Agreements from
Com-Net based on a Single Source Procurement in the not-to-exceed amount of
$180,160.00; 2) authorize the Executive Director to execute a Single Source
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DRAFT - CONCESSIONS/PROCUREMENT COMMITTEE MEETING MINUTES – AUGUST 30, 2016
Procurement Justification form in accordance with Authority policy;
3) authorize funding from the approved Operation and Maintenance Fund; and
4) authorize the Purchasing office to issue the necessary purchase order.
Chairperson Daniell asked if anyone in the audience would like to speak to
this matter. Hearing none, she then asked if any Committee members had
questions. Ms. Sharman inquired on the purchase being for 1126 monitors or
the extended warranty for these monitors. Ms. Hershner responded the request
is for the purchase of the extended warranty. Ms. Sharman inquired on the
fund code being O & M Funds and if the purchase was over a two year period.
Ms. Hershner responded it is from O & M Funds. Mr. El Baroudi then added that
the time frame is for monitors to be purchased within an 18 month period and
the extended warranty is to be purchased as each monitor is purchased.
Upon motion by Mr. Friel, second by Mr. Engle, vote carried to approve staff’s
recommendation.
OLD BUSINESS
A. VEHICLE SERVICES TRAVEL PLAZA FACILITY AT ORLANDO INTERNATIONAL AIRPORT
Mr. Anderson explained that this item was brought before the CPC on July 25th.
Several irregularities were identified. Following discussion, the Committee
voted to defer any action subject to the presentation of the missing
information and the resubmission of the item before the Committee; for final
review and consideration of recommendation.
Handouts were provided by Mr. Anderson. (On file).
Ms. Van den berg explained that a letter was sent to MCO Airport Plaza, LLC
requesting the items that were omitted from the submitted proposal. These
were: a cross section of the products to be sold at the convenience store and
the sales prices of these, the number of fueling islands and the descriptions
of the fuel, proposed amenities for the commercial vehicle fueling facility,
proposed menus for the casual restaurants,
the customer service and
operational plan for the convenience store and restaurants, a larger copy of
the floor plan, complete financial statements for the past two (2) years from
all the members of MCO Airport Plaza, LLC, an explanation for the improvement
in PMG’s working capital from 2014 to 2015, and a breakdown on the capital
investment for various elements in the travel plaza facility.
Ms. Van den berg explained further that they provided the complete financial
statements to the Finance Department. Following Finance’s evaluation, the
information was deemed to be satisfactory. They also provided the capital
investment amounts, however no explanation was provided for the improvement
in working capital.
Failure to respond to that question was deemed non
If the Committee recommends negotiation with the
material at this time.
proposer to the Aviation Authority Board, this information can be considered.
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DRAFT - CONCESSIONS/PROCUREMENT COMMITTEE MEETING MINUTES – AUGUST 30, 2016
Mr. Anderson explained that 7 of the 8 responses previously requested were
provided by MCO Airport Plaza, LLC. The intention is now to return to the next
CPC meeting to submit a recommendation.
Chairperson Daniell indicated that this item will be considered at the next
CPC meeting and additional information can be requested from the proposer,
who the Committee requested be present at the meeting. She then inquired with
the Committee if they think that a presentation from MCO Airport Plaza, LLC
will be necessary. The Committee agreed that there is no need for a formal
presentation.
The item was deferred and will be considered at the next CPC meeting.
ADJOURNMENT
Chairperson Daniell asked if there was further Committee business to discuss.
The next scheduled CPC meeting will be held Monday, September 12, 2016 at 1:30
p.m. in the Carl T. Langford Board Room.
With no further business before this Committee, Chairperson Daniell adjourned
the meeting at 3:17 p.m.
________________________________
Dolly Daniell, Chairperson
_______________________
Date
Page 7|7
CONSENT AGENDA ITEM A
NEW BUSINESS AGENDA ITEM A
NEW BUSINESS AGENDA ITEM B
GREATER ORLANDO AVIATION AUTHORITY
Orlando International Airport
One Jeff Fuqua Boulevard
Orlando, Florida 32827-4399
MEMORANDUM
TO:
Members of the Concessions/Procurement Committee
FROM:
Raymond D. Anderson, Esq.
Senior Director, Commercial Properties & Concessions
DATE:
September 12, 2016
SUBJECT:
Vehicle Services Travel Plaza Facility at Orlando International Airport
Type of Procurement
Request for Proposals (RFP) to Design, Build and Operate a Fully-Functioning On-Airport Vehicle Services
Travel Plaza at Orlando International Airport (“Airport”)
Term of Agreement
The term of the commercial opportunity is twenty-five (25) years subject to negotiation and completion of
construction, unless sooner terminated by the Aviation Authority.
Specifications
The successful proposer shall be granted a non-exclusive right and obligation to develop, construct, operate
and maintain a fully-functioning on-airport vehicle services travel plaza with services and amenities for
Airport passengers and employees, commercial vehicle operators and meeters and greeters including the
following:
•
Minimum of 12 Self-Fueling Positions and Overhead Canopy
•
Maximum of 9,000 Square Foot Convenience Store
•
One Hundred (100) Space Travel Plaza Vehicle Parking Lot
•
If more than 4,500 Square Foot Convenience Store, then the Proposer must include a fast casual
restaurant or integrated limited service food concept
•
A Separate Optional 2 Acre Commercial Vehicle Fueling Facility
•
A Dry Pre-Treatment Storm Water Run-off Pond
Name of Respondent
MCO Airport Plaza, LLC (“Proposer”)
Proposed Investment
The Proposer’s estimated investment is reported at $5,379,218.
OLD BUSINESS AGENDA ITEM A
Concessions/Procurement Committee
September 12, 2016
Page 2
Small Business Requirement
This request for proposals does not include a Minority and Women Business Enterprise (MWBE) or a Local
Developing Business (LDB) participation. See GOAA Small Business Memorandum, Attachment A.
Award Criteria and Required Experience
Financial Capability - See GOAA Finance Memoranda, Attachments C-1 and C-2.
Reputation of the Proposer - Three (3) references were provided by the Proposer. Staff also contacted
seven (7) airports where the Proposer has a Travel Plaza to inquire about their payment history. See
Attachments D and E.
Eligibility and Proposal Form Completed - See Legal Counsel Memorandum, Attachment F-1 and F-2, and
Proposer’s letter responding to request for information, Attachment F-3.
Demonstrated Experience and Qualifications - Proposer has developed travel plaza facilities at JFK,
Indianapolis, and Ft. Meyer, among others, and is proposing to partner with Outstanding Hospitality
Management Concession Group to operate the convenience store and two (2) fast casual restaurants.
Quality, Variety and Price Range of Convenience Store Items - See Attachment G-1.
Quality, Variety and Price Range of Fast Casual Restaurant Menus - See Attachments H-1 and H-2.
Quality of Customer Service and Operating Plan - See Attachment I.
Travel Plaza Improvements consistent with the South Airport Travel Plaza Design Criteria - The Proposer’s
submittal met minimum requirement. The Proposer supplied two (2) site plan options, which will need to be
addressed further during the proposed negotiation process. See Schenkel Schultz Letter, Attachment J.
Capital Investment in the Gas Station, Convenience Store, 100 Space Parking Lot, Fast Casual Restaurant
(if proposed) and Commercial Fueling Facility (if proposed) - See Attachment F-2.
Financial Return to the Aviation Authority - Based on the Proposer’s pro forma income statement, an Annual
Rental Fee of $120,000 per year and an Estimated Annual Privilege Fee consisting of 1) Percentage of
Gross Receipts and 2) Fuel Flowage Fee is estimated at $300,780 in the first year of operations.
Fee Structure and/or Compensation
Proposers were required to propose the following:
•
Annual Facility Fee consisting of 1) Annual Rental Fee and 2) Annual Privilege Fee. The Minimum
Annual Rental fee is One Hundred Twenty Thousand Dollars ($120,000.00).
•
Annual Privilege Fee consisting of 1) Percentage of Gross Receipts and 2) Fuel Flowage Fee. The
Minimum Acceptable Percentage of Gross Receipts is Two Percent (2%).
•
Percentage of Gross Receipts were required to be proposed for the following: 1) Non-Employee Sales;
2) Alcoholic beverages and tobacco; and 3) Employee Sales.
The proposal received proposed the following:
•
Annual Rental Fee: $120,000 per year
•
Annual Privilege Fee as follows:
Concessions/Procurement Committee
September 12, 2016
Page 3
o
Percentage of Gross Receipts for Non-Employee Sales: 3% from $0.00 to $2,500,000, then 5%
thereafter, 2) Percentage of Gross Receipts for Alcoholic beverages and Tobacco Sales and 3%
from $0.00 to $2,500,000, then 5% thereafter, and 3) Percentage of Gross Receipts for Employee
Sales: 3% from $0.00 to $2,500,000, then 5% thereafter.
o
Fuel Flowage Fees of 1) One to 2,500,000 gallons at $0.03 per gallon, 2) 2,500,000 to 4,000,000
gallons at $0.04 per gallon, and 3) greater than 4,000,000 gallons at $0.05 per gallon.
Irregularities Affecting the Recommendation
All irregularities identified by Legal Counsel in the Proposer’s original submittal have since been satisfied.
See Attachment B.
References and Experience Criteria
Three (3) references were provided by the Proposer. Staff also contacted seven (7) airports where the
Proposer has a Travel Plaza to inquire about their payment history. See Attachments D and E.
Evaluation of Submittal to Award Criteria
The one (1) proposal received was determined by Legal Counsel to be responsible and responsive. See
Legal Counsel Memorandum, Attachment B.
Fiscal Impact
Based on the Proposer’s pro forma income statement, an Annual Rental Fee of $120,000 per year and an
Estimated Annual Privilege Fee consisting of 1) Percentage of Gross Receipts and 2) Fuel Flowage Fee is
estimated at $300,780 in the first year of operations.
Staff Recommendation
Staff requests that the Committee recommend to the Aviation Authority Board to (1) approve MCO Airport
Plaza, LLC as a responsive and responsible proposer, and (2) authorize the Executive Director to enter
into negotiations with the MCO Airport Plaza, LLC for the purpose of exploring a potential agreement with
the Proposer for the non-exclusive right and obligation to develop, construct, operate and maintain a fullyfunctioning On-Airport Vehicle Services Travel Plaza at the Airport.
Attachment A
Attachment B
MARCHENA AND GRAHAM, PA
MARCOS R. MARCHENA
KEITH A. GRAHAM
YOVANNIE RODRIGUEZ
CHRISTOPHER J. WILSON
MEREDITH WEBER HAMMOCK
ANNE VAN DEN BERG
SHANNON M. WIGGINS
TO:
Concessions/Procurement Committee
FROM:
Anne van den Berg
DATE:
September 8, 2016
RE:
Vehicle Services Travel Plaza Facility
976 LAKE BALDWIN LANE, SUITE 101
ORLANDO, FLORIDA 32814
TELEPHONE (407) 658-8566
TELECOPIER (407) 281-8564
WRITER’S E-MAIL [email protected]
MCO Airport Plaza, LLC submitted its Eligibility and Proposal Form on July 25, 2016. As previously
indicated in a Legal Memorandum to the Committee, the Proposal omitted some information, which the
Concessions and Procurement Committee requested at its meeting on August 8, 2016. MCO Airport
Plaza, LLC submitted 7 out of the 8 requested items of information. The remaining information may be
requested during negotiations and is not deemed material at this time. We deem MCO Airport Plaza,
LLC to be a responsible and responsive proposer on the Vehicle Services Travel Plaza Facility Request
for Proposals.
Attachment C-1
Attachment C-2
Attachment D
MARCHENA AND GRAHAM, PA
MARCOS R. MARCHENA
KEITH A. GRAHAM
YOVANNIE RODRIGUEZ
CHRISTOPHER J. WILSON
MEREDITH WEBER HAMMOCK
ANNE VAN DEN BERG
SHANNON M. WIGGINS
976 LAKE BALDWIN LANE, SUITE 101
ORLANDO, FLORIDA 32814
TELEPHONE (407) 658-8566
TELECOPIER (407) 281-8564
WRITER’S E-MAIL [email protected]
TO:
Raymond Anderson
FROM:
Anne van den Berg
DATE:
September 7, 2016
RE:
PMG Airport Plazas Developers references follow-up
I contacted the two business contacts MCO Airport Plaza LLC provided for PMG Airport Plazas
Developers, the entity that owns the single purpose entity that develops and operates the
airport project. The two business contacts have worked with PMG doing development work
for more than 3 years and reported good relationships with PMG, including speedy resolution
to problems that arise.
The banking contact, Capital One, provided a written response in the Proposal and followed it
up with more information when requested. They have had a banking relationship with PMG
for more than 5 years and reported that all accounts have been handled in a satisfactory
manner and as agreed.
The final reference is a representative of JFK, who submitted a letter stating that PMG’s single
purpose entity for JFK “meets and satisfies all service standards that are required and
expected by the Port Authority for the operation of a multi-fuel vehicle service station, dining
facility and convenience store for the airport community and others doing business in and
around JFK.” No contact information was provided for this reference, tus follow up wasnot
possible.
Attachment E
Lease Information - Airport Travel Plazas/Gas Convenience 08-03-16
Type of Facility
Current
Pay as Agreed
Lease Length
Initial Term
Options to Extend
Minimum Dollar
Investment Required
JFK
Gas/Convenience
Yes
20 years
1 - 5 year option
at Port Auth. Discretion
$12.0 million
LaGuardia
Renovation of
of existing BP
gas/convenience
Yes
10 years
None
Min. Required Invest.
$1.5 million
Newark
Gas/convenience
Yes
20 years
None
Min. Required Invest.
$5.0 million
Gas/convenience
Just opened
rent credits
still in effect
20 years
1- 10 year option
subject to enabling
legislation
Min. Required Invest.
$4.0 million
30 years
To be determined
one year prior
to end of initial term.
Min. Required Invest.
$4.0 million
Yes
25 years
2 - 5 year
options to extend
tenant's discretion
Min. Required Invest.
$2.9 million
Yes
Initial term 20 years
Sunoco requested early
exercise of 1st 5 year
option to extend
Term now extends to
2/2025
Originally 2 - 5 year
options to extend.
One - 5 year option to
extend remaining.
Indeterminate
Renovation proposed
by Sunoco.
Airport/Location
Cleveland Intl.
Airport
Indianapolis Intl.
Airport
RSW
Southwest Fl.
International
Pittsburgh Intl.
Airport
Gas/convenience
Gas/convenience
Gas/convenience
Yes
Pittsburgh Intl. Airport - Renegotiated business terms of Sunoco lease - Land rent $1,000 per month; $0.02 per gal pumped from 0 up;
$0.01 per gal equivalent pumped for CNG and Propane; 5% of gross sales excluding gas, CNG and Propane from 0 up.
Attachment F-1
MARCHENA AND GRAHAM, PA
MARCOS R. MARCHENA
KEITH A. GRAHAM
YOVANNIE RODRIGUEZ
CHRISTOPHER J. WILSON
MEREDITH WEBER HAMMOCK
ANNE VAN DEN BERG
SHANNON M. WIGGINS
TO:
Raymond Anderson
FROM:
Anne van den Berg
DATE:
September 8, 2016
RE:
Travel Plaza Eligibility and Proposal Form
976 LAKE BALDWIN LANE, SUITE 101
ORLANDO, FLORIDA 32814
TELEPHONE (407) 658-8566
TELECOPIER (407) 281-8564
WRITER’S E-MAIL [email protected]
1. Proposer: After searching the records of the Secretary of State, I have determined that
MCO Travel Plaza LLC is duly organized in Florida and all required information is provided.
2. Authorization to do Business in Florida: Certificate of Good Standing is not provided, but
Electronic Articles of Organization are provided. The variance is not material.
3. Proposer Experience and References:
a. Provides physical site description of work done at JFK, Indianapolis, and Southwest
Florida (Ft. Myers). No indication of number of years operating these facilities or
whether within time frame of past 5 years. The variance is not material.
b. Provides 3 comparable developments with name, location and contact information
as well as type of facility. Term is only provided for Indianapolis and Ft. Meyers
facilities. Gross revenues only provided for Indianapolis and Ft. Meyers. No
information provided regarding operations and number of employees. The variance
is not material.
c. Litigation (submitted after requested) in 3 cases. In first case, claims either
dismissed or resolved in favor of PMG (affiliate). In second case, PMG appealed an
arbitration award which the district court partially affirmed. The case was ultimately
settled subject to a confidentiality agreement. The third case was an adversary
proceeding to recover a preferential payment in bankruptcy. The case was settled
September 8, 2016
Page 2
for $25,000. The explanation for failing to provide this information is that the
amount in controversy in each case was under $1M. The variance is not material.
d. References: Provided 4 references, including from a bank and a landlord.
4. Travel Plaza Operational Details: All requested information provided except for furnishings,
trade fixtures and equipment to be installed. The variance is not material.
5. Proposed Facility Improvements and Investment: Preliminary elevations and floor plan
submitted. Investment must exceed $3.5M – Proposer proposes $5.0M.
6. Financial Information: [Evaluated by finance.]
7. Relationship with Authority: None.
8. Financial Operating Statements: Profit and Loss Statement (for 14 years), Balance Sheet
(for 14 years), and rental income (for 25 years) with food tenant financials for 10 years
submitted.
9. Annual Rental Fee, Percentage of Gross Receipts, Fuel Flowage Fee:
a. Annual Rent: Minimum annual rent $120,000.00 – Proposer proposes $120,000.00
b. Gross Receipts:
i. Non-employee sales (exc. alcoholic beverages and tobacco products) – 3%
on sales from $0-$2.5M, 5% thereafter
ii. Alcoholic beverages and tobacco products sales - 3% on sales from $0$2.5M, 5% thereafter
iii. Employee sales (exc. fuel, alcoholic beverages and tobacco products sold to
employees) - 3% on sales from $0-$2.5M, 5% thereafter
iv. Fuel Flowage: 0-2.5M G
$0.03
2,500,001 – 4M G $0.04
4M+ G
$0.05
10. Additional Information: None submitted.
Conclusion
We deem the MCO Travel Plaza LLC proposal to satisfy the legal sufficiency requirements
of the Travel Plaza Eligibility and Proposal Form.
We do not deem any of the litigation reviewed as significant from the standpoint of
responsibility.
Attachment F-2
MARCHENA AND GRAHAM, PA
MARCOS R. MARCHENA
KEITH A. GRAHAM
YOVANNIE RODRIGUEZ
CHRISTOPHER J. WILSON
MEREDITH WEBER HAMMOCK
ANNE VAN DEN BERG
SHANNON M. WIGGINS
TO:
Concessions/Procurement Committee
FROM:
Anne van den Berg
DATE:
September 8, 2016
RE:
Travel Plaza Request for Additional Information
976 LAKE BALDWIN LANE, SUITE 101
ORLANDO, FLORIDA 32814
TELEPHONE (407) 658-8566
TELECOPIER (407) 281-8564
WRITER’S E-MAIL [email protected]
Subsequent to the Concessions/Procurement Committee Meeting on July 25, 2016, MCO Airport Plaza
LLC was asked to provide the following information:
1. A list of a cross section of 100 different products and sales prices for these products to be sold
in the convenience store
2. The number of fueling islands, positions, grades and types of fuel as well as any other proposed
amenities for the Commercial Vehicle Fueling Facility
3. Proposed menus for the two fast casual restaurants
4. The customer service and operational plan for the convenience store and restaurants
5. A larger copy of the floor plan
6. Complete financial statements for the past two years from all of the members of the MCO
Airport Plaza LLC
7. An explanation for the improvement in PMG’s working capital from 2014 to 2015
8. The capital investment breakdown for the:
a. Convenience store
b. Parking lot
c. Gas station
d. Fast casual restaurant
e. Commercial Vehicle Fueling Facility
MARCHENA AND GRAHAM, PA
MARCOS R. MARCHENA
KEITH A. GRAHAM
YOVANNIE RODRIGUEZ
CHRISTOPHER J. WILSON
MEREDITH WEBER HAMMOCK
ANNE VAN DEN BERG
SHANNON M. WIGGINS
976 LAKE BALDWIN LANE, SUITE 101
ORLANDO, FLORIDA 32814
TELEPHONE (407) 658-8566
TELECOPIER (407) 281-8564
WRITER’S E-MAIL:[email protected]
The information was provided for 1-5 and is attached. Financial statements were provided and
reviewed by Finance, which issued a separate memo deeming the information submitted to be
satisfactory. No explanation was provided for the improvement in working capital. The
following capital investment amounts were given:
a.
b.
c.
d.
e.
Convenience store
Parking lot
Gas station
Fast casual restaurant
Commercial Vehicle Fueling Facility
$1.250,000
$1,500,000
$ 650,122
$1,868,456
$125,000 (incremental)
The failure to answer the question on improvement in working capital is not deemed material
because if the Committee recommends negotiation with the Proposer to the Board, this
information may be obtained during the negotiations.
Attachment F-3
August 1, 2016
Mr. Marcos Marchena
Marchena & Graham PA
976 Lake Baldwin Lane Suite 101
Orlando, FL 32814
Dear Mr. Marchena:
Further to your letter dated July 29, 2016 I have enclosed the following in response to your queries:
1. Attached is a partial list of items that would be sold at the 7-Eleven. As discussed in the
meeting, the store typically sells over 2,000 items. The pricing for these items are managed
by 7-Eleven as they are a national chain much the same as let’s say a Publix. When Tropicana
is sold 2 for $4 at Publix, every store has it for that price.
2. Regarding the commercial fueling island, our proposal for such a facility included two highspeed positions meaning that you could fill from both sides. It has the potential to fuel four
vehicles at the same time depending on what the final layout is. As explained we would not
be able to build a commercial fueling facility utilizing the GOAA proposed site as it has
operational, engineering and financial limitations. The commercial facility will only dispense
diesel.
We would work with GOAA and its staff in order to finalize a site plan that works for
everyone.
3. Attached are the proposed menus from the two fast casual restaurants
4. Attached is the Operator (OHM) customer service and operations plan. Keep in mind that
each brand has its own specific program. We are proposing national/regional brands that
have their own distinct franchise rules and operating procedures.
For those unfamiliar with owning a franchise, aside from a qualification process, there is a
required operational level that needs to be adhered to. In order to be able to have more than
one franchise, the operator must have maintained a standard that is acceptable to the
franchisor. Brands such as 7-Eleven regard their brand as being worth more than an
individual franchisee as their brand represents many franchisees and that customers have a
preconceived expectation before stopping, of what they will find in that store.
This week, we opened 7-Eleven at LaGuardia, in addition to this site we have the brand in
Newark, Ft. Myers, JFK, and Palm Beach airports. 7-Eleven as a brand would not allow us
to continue to expand their brand if we were not proven operators.
All brands require training, for example, 7-Eleven requires an 8-week training program and
other brands have a 4-week program. These programs are designed to standardize the
operating methodologies of each brand so that a customer experience in one location is the
same as it is in another.
These training programs and policies are all proprietary to the brand and are also too
extensive to share. I am sure that GOAA can accept the fact that the brands are successful
and competent in managing their businesses and their franchisees. Should there still exist
doubt, that there exists policies and procedures for these brands we can arrange a call or
meeting with the franchisors and they can address any questions that GOAA may have.
5. Regarding the financials, the project itself is being driven by PMG. Kindly advise the best
person to contact for a verbal discussion on this matter. This point involves a privately held
company and specifically an individual. We are prepared to verbally address any concerns
and questions and following the conversation we will provide supporting documentation.
In order to further put the mind of GOAA at ease, we are providing another banking
contact that GOAA may reach out to. Her name is Katie Kong and she is with M&T Bank.
Her contact phone numbers are, 1-240-632-7864, and mobile 1-301-395-6298. She can
address any concerns that GOAA may have regarding the financial capability of the
individual and PMG.
Additionally, we would like to highlight that just this past March, PMG has acquired 223
Gulf stations. The financial capability to acquire such a portfolio should further signify that
PMG has the financial wherewithal to build a single gas station in Orlando.
6. Regarding the breakdown of the construction costs we are working on this and will need to
furnish it later. Many of the costs overlap so we are trying to allocate portions of the
expenses.
7. While we understand the concern of GOAA regarding pricing, particularly due to the
previous Shell operation at the north side of the airport, we believe that we are ultimately
partners in the business and should look to the spirit of the intent. The legal language that
was proposed has good intentions, but not realistic operating functionality for either party
and we need to have a certain level of trust in each other as partners.
We have looked at the 10 closest stations whose prices are as follows:
$
1.86, 1.85, 1.85, 2.39,4.59,5.95,1.86,1.88,2.15,1.89
If we were to delete the lowest and the highest being $1.85 and $ 5.95 and divide by 8 we
would have an average price of $ 2.30. While these other operators have a broad range of
pricing, none of these operators are leasing land from GOAA and paying rent with
escalations, none of these operators are paying $0.0X per gallon to an airport authority. So
we need to understand where both parties are coming from in this equation. While we
understand that GOAA wants to avoid having an operator charge $4.59 & $5.95 per gallon it
cannot expect an operator to incur higher operating expenses and be the cheapest operator
in the market.
Unlike a cup of coffee that makes $0.60 of profit on a $1.00 cup, the gas business is very
different. On a gallon of gas that sells for $ 1.85 and operator only earns between 5-15 cents
depending on it being a credit card transaction (90%) or not.
So we would like for GOAA to consider reasonable pricing that does not exceed $0.25 of
the average of the three closest same brand stations. The reason the brand is important is
that you cannot compare Shell to WAWA gas. WAWA is not a brand of fuel and the cost
for such is not the same on the wholesale level either. WAWA is what is known in the
industry as “unbranded fuel”, the same for 7-Eleven fuel and Circle K. Major brands such as
Shell, BP, Mobil, EXXON all have proprietary additives and their wholesale costs vary from
brand to brand. These major brands distinguish themselves from the others in that they
offer their own credit cards for gas with incentives. Other non branded companies do not
offer this.
We are flexible to work with GOAA and address any and all concerns. Our organization
would not have achieved industry leadership status, nor would we have been able to build a
portfolio of nearly 1,100 stations by cheating customers and being dishonest.
I welcome the opportunity to engage GOAA in further detailed discussion. Given advanced
notice I can arrange folks from OHM, 7-Eleven, PMG, our A&E teams and myself to
answer in person all questions that you may have.
Sincerely,
Stefano Pascucci
Executive VP Business Development
Product Long Name
0300620 JL Steakhouse Jerky 2.85z
0300748 JL Original Jerky 1.25z
0301619 JL Original Beef Nuggets 2.85z
0301769 JL Peppered Jerky 2.85z
0302112 JL Teriyaki Jerky
0303439 JL Original Jerky 3.42zNOI
0304831 7-S Original Beef Jerky 2.85z
0300211 JL Original Beef Steak 1z
0300122 7-S Snack Stk Lrg .97z
0300190 Slim Jim Giant Slim .97z
0301962 JL Teriyaki Beef Stick 1.5z
0300204 PowerBar PerfVanCrispBar2.29z
0301797 Clif OatmealRaisinWlntBr2.4z
0306430 Clif ChocPeanutButterBar 1.76z
0301644 Quest PB Dbl ChocChnk 2.12z
0302338 Supreme Prtn PB Crunch Bar 3z
0302404 BalanceBar DkChocCrunch 1.58z
0303866 Quest PB ChoChpCkDgh2.1z
0305897 Lenny&Larry OtmealRsn Cky 4z
0301039 7-S Roasted Almonds 2z
0303208 Blue Dmnd Whl Natrl Almnds1.5z
0300252 Corn Nuts BBQ 4z
0303888 Planters Ntrtn Mns Hlth 1.5z
0301889 Planters Salted Peanuts 6z
0303520 Munchies FlamingHotPnts1.625z
0301130 Frito Lay Pistachios 1.75z
0303951 WondrflPistachiosShelld2.5z
0300281 David Snflwr Sds 5.25z
0300097 Chesters Popcorn Hot 2.625z
0300917 Popcorn Indiana Kettle 4z
0303570 Cracker Jacks 4.50z
0300039 Rold Gold Clsc Style Rods 12z
0302821 Rold Gold DippedTwist7z
0300079 Chex Mix Traditional 3.75z
0301945 Cheez-It Snack Mix 4.5z
0301839 FL Fruit & Nut Trail Mix 3z
0301429 Cheetos PuffsJumbo2.3z
0303158 Fritos Regular PP 4.25z
0300246 Funyuns 1.5z
0300116 Pringles BBQ 2.3z
0303160 Lays Regular 2.75z PP
0303575 Lays Baked Original 2.1z PP
0306268 Lay's Cheddar&Sour Cream 2.75z
0300832 Doritos CoolRanch2z
0300844 Doritos NachoCheese 2z
0300051 Nabisco ChipsAhoy1.4z
0300062 Nabisco NutterButter1.9z
0300092 Cheez-It Orig3z
0300630 Ruffles Regular 9z
0300778 Lays Classic 10.25z
0300519 Doritos Cool Ranch 10z
0140025 Kit Kat KS 3z
0140026 Milky Way KS 3.63z
0140028 M&M Plain KS 3.14z
0140501 Snickers KS 2pc 3.29z
0140538 M&M Peanut Butter KS 2.83z
0141478 Reese Sticks KS 3z
0142613 Snickers PB Squared 1.78z
PSA Name
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Snacks
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Suggested
Retail Local
Price
$6.99
$4.49
$6.99
$6.99
$6.99
$7.99
$5.99
$1.99
$1.19
$1.69
$2.19
$1.89
$1.99
$2.29
$2.99
$3.29
$1.89
$2.99
$2.49
$1.79
$1.59
$1.59
$1.79
$2.49
$0.59
$1.99
$4.49
$1.79
$1.49
$2.49
$1.49
$3.29
$3.29
$1.79
$2.29
$1.99
$1.09
$1.49
$1.09
$1.29
$1.49
$1.49
$1.49
$1.09
$1.09
$0.99
$0.99
$1.29
$4.29
$4.29
$4.29
$1.99
$1.99
$1.99
$1.99
$1.99
$1.99
$1.39
Attachment G-1
0140281 Trident White Peppermint 16pc
0140578 Dentyne Ice Arctic Chill 16pc
0140261 Wrigley's Spearmint SP 15ct
0140263 Wrigley's Juicy Fruit SP 15ct
0140241 Trident Original ValuPack 18pc
0140248 Extra Peppermint 15pc
0141334 Trident Wintergrn ValuPak 18pc
0142129 Mentos Gum Pure Frsh Mnt 15 CT
0144079 Stride Peppermint 14pc
0142610 Ice Breakers Frost Ppmt Tin
0140157 Skittles Original 2.17z
0140087 Snickers Bites Standup bg 8z
0140172 Sour Patch Watermelon PB 8z
0140777 AirheadsSoftFilledBites6z
0143838 Haribo Sour Gold Bears PB 4.5z
0241469 Starbucks DblShtEngyVan 15zCn
0240622 Lipton Brisk Tea w/Lem 1L
0240868 AZ Sweet Tea 23z Cn
0242880 AZ AP H&H Peach 23.5z Cn
0247278 Nestea Raspberry Tea 20z
0248064 Lipton Brisk HTeaHTrop 1L
0240723 Rockstar Energy 16zCn
0241278 Red Bull Energy 12z Cn
0241612 Monster LC Energy 16zCn
0241802 RedBullEnergy16zCan
0241945 Monster Energy 16zCn
0242393 RedBullEnergy20zCn
0242611 RedBullEnergy8.4zCan
0242744 MuscleMilk VanillaShake 14z
0240634 GTRDFrost Artic 28z
0244013 Gatorade LemonLime 28z
0244047 Gatorade LemonLimeSport 24z
0244051 GatoradeLemonLimeWM 20z
0244052 Gatorade OrangeWM 20z
0240327 Naked Jce Red Machine 15.2z
0240632 MM Orange 15.2z
0241580 Trop PP Grape Juice 12z
0248051 Simply OJ Original 11.5z
0240198 V8 Splash Trop Blend 16z
0240275 Pepsi 20z Lse
0241134 Coke Clsc 20zLse
0241128 Coke Dt 20zLse
0240625 Fanta Orange20z
0240278 Mtn Dew 20z Lse
0240893 Mtn Dew 1L
0241267 Sprite 1L
0241676 VitaminWtr Zero XXX20z
0240169 7-S Water .5L
0240171 7-S Water 1L
0240172 7-S Spring Water 1.5L
0240840 Evian Water 1L
0241241 Fiji Water 700ml
0241489 Z Hills Spring Water 1L
0241490 Z Hills Spring WaterSprt 700ml
0241701 7-S Pure Water 1L
0241846 7-S Pure Water 20 oz
0242199 Smart Water 1.5L
0242200 Smart Water 1L
0120117 Nport Kg
0120118 Nport BxKg
0120126 Salem Mnth Bx
0120515 Marlb Mnth BxKg
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Confectionery
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Non-Alcoholic Beverages
Cigarettes
Cigarettes
Cigarettes
Cigarettes
$1.39
$1.39
$1.39
$1.39
$1.39
$1.39
$1.39
$1.79
$1.59
$2.29
$1.39
$4.49
$2.29
$2.29
$1.79
$2.99
$0.99
$1.39
$1.39
$1.49
$0.99
$2.19
$3.49
$2.69
$4.19
$2.69
$4.99
$2.49
$3.99
$2.29
$2.29
$1.99
$1.49
$1.49
$2.99
$1.99
$1.99
$1.99
$2.19
$1.79
$1.79
$1.79
$1.69
$1.79
$1.99
$1.99
$1.99
$0.99
$1.39
$1.69
$2.99
$2.49
$1.59
$1.49
$1.99
$1.39
$3.19
$2.49
$6.08
$6.08
$6.49
$6.27
0120073 Camel Kg
0120098 Marlb BxKg
0120178 Marlb Gold BxKg
0120620 Marlb SpclBlnd Gold BxKg
0120082 L&M Bold BxKg
0160109 7-Eleven AAA Batteries 8ct
0160115 Duracell Alk AAA 4pk
0160371 Energizer UltmtLithium AA 2pk
0160633 Duracell Alk AA 8pk
0160072 Duracell Alk C 2pk
0160073 Duracell Alk D 2pk
0160015 SBTConnectby7E iPh5/6CarChrgr
0160064 SBTConnectby7E 4' iPh5/6MFICbl
0160162 SBTConnectby7E 3' Aux Cable
0160169 SBT 3' iPh 5/6 cable
0160147 SBTConnectby7E iPhone 5 Case
0172558 Red Delicious Apple
0177095 FTG Strawberry Cup
0172496 FTG BLT Salad w/Chicken
0172527 FTG Country Style Chef Salad
0171120 Bomb Spicy Red Hot Burr 14z
0171533 7-S Beef & Bean Burr 10z
0170052 LchblFnPk TurkeyAmerican 8.9z
0177074 Tequeno
0177497 Pandebono
0177498 Cheese Pastry
0171213 Coffee Cake w/CinnStrudel
0173261 All Butter Croissant
0173245 Glazed Donut
0173246 Chocolate Frosted Donut
0173256 Apple Fritter
0177519 Wild Blueberry Muffin
0172697 Walnut Fudge Brownie
0177520 Chocolate Chunk Cookie 2pk
0171795 Smkd Turkey&JckChswSWM
0172535 Tuna Salad Sandwich
0172587 SmokedTurkey&HamClubOnWheat
0172782 Steak & Cheese Melt
0172803 Double Bacon Cheddar Melt
0175735 Chicken Bacon Ranch Melt
0177250 Cubano Melt
0170082 Cuban Grill Sandwich
0170287 Footlong Super Italian Sub
0172353 Hoagie Sub
0170453 Big Bite Hot Dog 8/1
0170458 Foster Farms Corn Dog
0170697 Big Bite Hot Dog 4/1
0170560 GoGo Mntry Jck Ckn Taquito
0171720 GoGo Steak & Jack Taquito
0170944 Croissant BaconEggCheese
0171237 Croissant SsgEggChs
0171807 Biscuit with Sausage
0170137 7S Muffin ChocChip 2.6z3ct
0170289 7S MnDnt Chocolate 3.25z6ct
0170299 7S MnDnt Powdered 3z6ct
0170308 7S MnDntBag Chocolate 10z
0174320 Hst Chocolate Donettes 3.7z
0171072 Hst Ho Ho 3z 3ct
0175407 Hst Twinkie 2.7z 2ct
0175895 NeMos All Butter Pound Cake 4z
0176394 Bimbo Conchas 4.24z 2ct
Cigarettes
Cigarettes
Cigarettes
Cigarettes
Cigarettes
Electronics/Battery/Film
Electronics/Battery/Film
Electronics/Battery/Film
Electronics/Battery/Film
Electronics/Battery/Film
Electronics/Battery/Film
Electronics/Battery/Film
Electronics/Battery/Film
Electronics/Battery/Film
Electronics/Battery/Film
Electronics/Battery/Film
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
Food Service
$6.06
$6.27
$6.27
$5.42
$4.35
$5.99
$6.99
$6.99
$8.99
$6.49
$6.49
$24.99
$17.99
$5.99
$14.99
$9.99
$0.99
$2.99
$4.29
$4.29
$2.99
$2.39
$3.99
$0.99
$0.99
$0.99
$1.49
$1.39
$0.99
$0.99
$1.39
$1.49
$1.29
$1.19
$3.99
$3.29
$3.99
$3.49
$2.99
$2.99
$3.99
$3.99
$4.99
$2.99
$1.49
$1.49
$1.99
$1.49
$1.49
$2.69
$2.69
$1.00
$1.39
$1.39
$1.39
$2.49
$1.89
$1.89
$1.89
$1.49
$1.89
Attachment H-1
Ronald Reagan Washington National Airport
Good Stuff Eatery Menu
Breakfast Menu
All of our Breakfast Sandwiches are Served on a Toasted Brioche Bun
The Eggstraordinaire $6.50
A Farm Fresh Egg and Dairy Fresh American Cheese
Choice of Applewood Smoked Bacon or Local Turkey Sausage
The Goodstart $6.50
A Farm Fresh Fried Egg, Dairy Fresh American Cheese, Avocado & a Ruby Red Tomato
The Healthy Greek $6.50
Egg Whites, Red Onions, a Ruby Red Tomato, Kalamata Olives, Fresh Herbs & Feta
Cheese
Spike’s Sunnyside $6.50
1/3lb Natural Farm Raised Beef, Dairy Fresh American Cheese, Applewood Bacon, a
Farm Fresh Fried Egg & Good Stuff Sauce
Greek Yogurt Parfait $5
Greek Yogurt, Thyme Wild Flower Honey & Homemade Granola
Sunny’s Homefry & Onions $3.50
Fruit Cup $4
Freshly Squeezed Orange Juice $4
Beverages:
Regular Coffee $2.25
Decaf Coffee $2.25
Menu
Handcrafted Burgers
Our farmhouse burgers are topped with farm fresh ruby red tomatoes, thinly sliced
onion, crisp lettuce & pickles; Served on a sweet, buttery soft, freshly baked
Pennsylvania Dutch bun with a loving spoonful of Good Stuff sauce or SHUN THE BUN
and have it lettuce wrapped.
Farmhouse Burger $7.50
Natural Farm Raised Beef
Farmhouse Cheese $7.75
Dairy Fresh American Cheese
Farmhouse Bacon Cheese $8.00
Applewood Bacon & American Cheese
Our Original Burgers
Prez Obama Burger $8.50
Applewood Bacon, Onion Marmalade, Roquefort Cheese & Delicious Horseradish Mayo
Sauce
Colletti’s Smokehouse $8.50
Applewood Bacon, Sharp Vermont Cheddar, Fried Vidalia Onion Rings With Chipotle
BBQ Sauce
Michelle Melt $8.50
Caramelized Onions, Swiss Cheese, Ruby Tomato, Lettuce On A Freshly Baked Wheat
Bun With South Lawn Herb Garden Mayo
Fried Green Tomato Veg $8.50
Fried Green Tomato, Goat Cheese & Peppery Arugula With Smokey Chipotle Mayo
From A Small Family Farm In Pennsylvania – Hormone Free, Anti-biotic Free & Humanely
Raised
Cluck It $8.50
Make Any Burger A Juicy, Grilled Chicken Sandwich
Nashville Hot Chicken $8.50
Fried Chicken Breast, Ted’s Bread & Butter Pickles On A Brioche Bun Drizzled With Spicy
Pepper Oil
Farmers Market Chopped Salads $8.95
Greek Goddess Salad
Organic Blend of Red Oak, Lollo Rosssa, Baby Green Romaine, Baby Red Romaine, Tango
& Red Parella, Tomatoes, Cucumbers, Green Onions, Kalamata Olives, Feta Cheese,
Freshly Snipped Dill, Toasted Sesame Seeds & A Virgin Olive Oil
Hail Caesar Salad
Organic Romaine, Baby Kale, Capers, Parmesan Crisps, Applewood Bacon, Light Caesar
Dressing & A Twist of Lemon
Farmhouse Chop Salad
Organic Blend of Red Oak, Lollo Rosssa, Baby Green Romaine, Baby Red Romaine, Tango
& Red Parella, Teardrop Tomatoes, Sliced Radishes, Green Peppers, Garbanzo Beans,
Bean Sprouts, Pepitas & Our Homemade Dijon Vinaigrette
Add A Burger Patty (Chicken, Beef, Turkey or Shroom) $4
Sides
Let’s Dip! Our Dipping Sauces Are Made In-House Daily.
Cliff’s Vidalia Onion Petals $4.00
Sunny’s Handcut Fries $4.00
(Sunny’s Handcut Snack Fry $3)
Topped With Sea Salt
Spike’s Village Fries $4.25
(Spike’s Village Snack Fry $3.25)
Topped With Fresh Thyme, Rosemary & Sea Salt
Beverages
Fountain Soda $2.65
Handspun Shakes
Regular Moo $6.50 Mini Moo $5.50
Shake of the Month
Vanilla
Chocolate
Toasted Marshmallow
Oreo
Black & White
Soursop Hop Strawberry
Black Forest
THE GOOD STUFF DEAL
With any Burger or Salad Add:
Snack Fry & Soda + $5.45
Snack Fry & Regular Moo + $7.65
Attachment H-2
Attachment I
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
OutstandingHospitalityManagement(“OHM”)isawell-establishedkeyplayerintheUSNon-traditional
FoodandBeverageindustry.Thecompany’steamofexpertrestaurateursoffersnearlyahalfcenturyof
cumulativeexperienceinowning,operatingandmanagingrestaurantsandretailconcessionsinAirports.
AllmembersoftheOHMteamareeagertocommitthetime,energy,capitalandexpertisenecessaryto
ensuresuccessfuloperations.
Oursystematicapproachtomanagementperfectlycomplementsourdedicationtosuperiorservice,both
behindthescenesandwheninteractingwithcustomers.Unlikeordinarymanagementsystems,OHM
embracesasupervisorystylethatincludesallelementsnecessarytoguaranteesuccess.Oursisa
methodicalapproachthatisneithertopdownnorbottomup.Clarityofeachindividual’sroleand
responsibilityisassured,alongwithanunderstandingofteamphilosophy,strategyandexecution.
OHMhasamassedextensiveknow-howindevelopingandmanagingmultiplerestaurantoperationsinthe
nation’stoptransportationcenters.Inotherwords,besideshandsonexperienceindevelopingbrands
similartothoseweareproposing,wealsohaveanimpressivetrackrecordofdocumentedsuccesses
elsewhere.
HistoryofCorporateDevelopment
OHMConcessionGroupwasfoundedin1997.Sincethenwehavegrowntobecomeoneofthemost
respected“boutique”non-traditionalconcessionoperationscompanyintheindustry.OHMwasawarded
itsfirstairportconcessionslocationinSt.LouisLambertFieldin1998.Professionalmanagementand
excellent customerservice hasfosteredthecompany'ssteadygrowth.
ThesuccessofOHMisnoaccident.Ithasbeenearnedwithapassionforexcellence,rocksolidexperience,
joyinhardworkrewarded,afocusoncustomerservice,understandingthecriticalimportanceoftraining,
retainingvaluedpersonnel,andanongoingcommitmenttomaketodaybetterthanyesterday.
Atthe2016AirportRevenueNewsConference,OHMwasafinalistinseveralcategoriesandwaspresented
theBestDBEOperatorAward.
ThechartonthefollowingpagedetailseachcontractandconceptOHMoperatesattheabove
transportationcenters.
Page 1 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
LOCATION
ReaganWashingtonNationalAirport
Ø
WashingtonDullesInternationalAirport
Ø
St.LouisLambertFieldInternationalAirport
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
BaltimoreWashingtonInternationalAirport
OrlandoInternationalAirport
IndianapolisInternationalAirport
PensacolaInternationalAirport
PhiladelphiaInternationalAirport
Greenville-SpartanburgInternationalAirport
GreensboroAirport
BostonLoganInternationalAirport
GatewayTransportationCenter
CONCEPTS
&pizza,BracketRoomSportsLounge&Eatery,
GreenBeansCoffee,GoodStuffEatery
&pizza,BracketRoomSportsLounge&Eatery,
DC-3HotDogs,&pizzaII
ThePastaHouse&Schlafly’sTapRoom
GreatAmericanBagel
ViennaBeefHotDog&Carvel
GreatAmericanBagel(2Units)
DunkinDonuts(2Units)
BaskinRobins(2Units)
GreatWraps
Schlafly’sTapRoom&Grill
DunkinDonuts(3Units)
LeeAnnChenChinaBistro(ACDBEPartner)
DunkinDonuts
Chick-fil-A
Freshens
FanZoneSportsLounge&Grill
TheBeachHouseBar&GrillbyMikeIsabella
Chick-fil-A
Freshens
EinsteinBrosBagelCafé(post-security)
EinsteinBrosBagelCafé(pre-security)
ElitoBurrito
TheKitchenbyWolfgangPuck(Fall2016)
Chick-fil-A(Fall2016)
DC-3HotDogs(Fall2016)
ThomasCreekGrill
RJRockersGrill
JVPartnershipwithHMSHost
Currito,BurritoswithoutBorders
LaBaguetteMarche
LaBaguetteExpress
6DunkinDonutslocations–TerminalC
PizzaHut
KFCExpress
ArchCityDeli
Page 2 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
CustomerFocused
AtOHM,wedon’tacceptthestatusquo.Wepushdailytoensurethatwearemaximizingtheopportunities
presentedtousandprovidingthetravelingpublicwithexceptionalservice.Weknowthattravelersvote
withtheirwallets.Travelerswhoareprovidedthebestchoices,serviceandvaluewillvotepositivelyby
visitingandrevisitingourfacilities.Thisisthebeginningofthecyclethatincreasessalesandultimately
revenues.
WeknowthatinordertocontinueevolvingasaCustomerServicefocusedculture,everyemployeemust
befullyengagedinthismission.Weachievethisbyprovidingcomprehensiveandongoingtrainingtoallof
ourteammembers.Wetaskeachmemberofourteamtoengagethetraveler,askforcommentsabout
theirexperience,andrequestfeedbackandsuggestionsonwaysthatwecanimproveandmostimportant
actontheirrecommendations.OurgoalasanorganizationistoListen,Learn,ActandExecute.Our
experienceshowsthatbyfollowingtheseprinciples,wewillcontinuetosuccessfullydeliverexceptional
results.
VisionandValues
OHMvaluesareinlinewithourguidingprinciples.OHMoffersthebestproductsavailableintoday’s
marketplace.However,thatalonedoesnotguaranteesuccess.Neitherisitenoughjusttohavethebest
storedesign.Inanyindustry,youareonlyasgoodasyourassociatesandteammembers.
OHMgratefullyacknowledgesourgreatestassets,theexceptionalmenandwomenthatmanage,maintain,
administrateandoperateourunits.Appreciativeadmirationforallthemembersofourcompanyfamilyis
acriticalcomponentofourvisionandvaluesstatements.Weknowthatasateamwemustallbefocused
onthesamegoals,valuesanddirection.Thisiswhy,eachmemberofourteam,fromourmanagers,toour
hourlyassociatesmustbelieveinthefollowing:
• Fosteringacultureofinclusion
• Noexcuses,onlysolutions
• PromoteaWarm,Friendly,Learningworkenvironment
• Provideallteammemberswiththebesttoolstoexecutetheirrespectiveroles
• Theguestiscountingonustomakeadifference
• Takingprideineverythingwedo
• Acceptingresponsibilitytomakingapositiveimpact
• Providingallteammemberswiththebesttoolstoexecutetheirrespectiveroles
• Practicingwhatwebelieveeveryday
OurVision
OHMaspirestogrowtoalevelofnationalprominenceinthenon-traditionalfoodserviceconcessionaire
business.Towardrealizingthatvisionwe:
• Provideoptimumcustomerserviceandexperiencethroughhighlymotivated,enthusiasticand
dedicatedpeople,
• Setthehigheststandardsforproductqualityandvisualpresentationand
• Dedicateourselvestoprovidinghigheststandardsofcleanlinessandorganization.
Page 3 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
OurValues
• PEOPLE.Weprovidetraining,development,andtheprofessionaltoolsnecessaryforallOHM
personneltobecomeself-motivatedandachieveexcellence.
• DIGNITY.EveryoneintheOHMcompanyfamilyistreatedwithrespectandfairness.
• PROGRESS.Ourbusinessplans,policies,proceduresandleadershipfacilitateprofitableandstable
growth.
• INTEGRITY.Truthfulnessinallmattersfostersgenuinesuccess.
FundamentalsofSuccess
Severalkeyelementsofouroperationsandmanagementproceduresenableustoconsistentlyoutperform
ourcompetition.
• OHMhasdevelopedapreciseformulaicsystemforschedulingstaff,whichallowsustomaintain
excellentlevelsofcustomerserviceinthefaceoffluctuatingcustomerdemand.
• OHMroutinelymonitorsSpeedofServicetracking
• Incentive-basedmanagementcompensationtoencourageincreasedsalesandincreased
productivity.
• Extensivemanagementtrainingincustomerserviceproceduresaswellasoperationalpolicy.
• Stateoftheartcomputerizationofstoreoperationsenablesmanagementtoreactquicklyto
changingconditions.
TrackingSpeedofService
Besidesensuringsufficiencyofstaff,OHMalsomonitorsefficiencyofstaff.Tomakesurethatweare
performingatoptimumefficiency,ourunitsarecheckedthroughoutthedayagainstcompanyandBrand
Partnerspeedofservicestandards.
ManagementCompensationandIncentive
OurCompany'sphilosophyisthatpeoplemakethedifferenceinoperations.Inkeepingwiththat
philosophy,itisessentialtoprovideleadershipineachofourunitsthroughtheexpertiseofahighly
qualifiedmanager.ReferredtoastheManagingPartner,thisindividualisintegrallyinvolvedinallaspects
ofcustomerservice,training,productqualityandpresentation,marketing,operationalcontrolsandprofit
inhisorherunit.
ThoroughManagementTraining
Inadditiontoinstructioninoperationalpolicies,ourManagingPartnertrainingprogramincludesemphasis
oncustomerserviceprocedures.Withaclearunderstandingofcustomerservice,aManagingPartnercan
moreablyrelatetotheneedsofallstaffmembers,determinewhichstaffmembersareperformingat
optimumlevelsandevenstepinandlendahandifnecessary.
ManagementandTechnology
AnindispensabletoolforaManagingPartnerisOHM’sstateoftheartin-unitcomputersystem.It
automaticallytrackscriticalaccountingdataandalertsmanagementwhenchangingconditionsrequire
quickaction.
Page 4 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
PrecisionpersonnelmanagementsystemshavecontributedenormouslytoOHM’ssuccess.Wehave
becomeathrivingparticipantintheRestaurantindustrybystaffingalldepartmentswithexcellentpeople,
providingthemwiththenecessarytoolsandtrainingtoenhancetheirnaturalabilities,remainingtrueto
ourrealisticvision,relyingonourrocksolidvaluesforguidanceandkeepingcurrentwithstateoftheart
technologicalprocedures.Asaresult,OHMcontinuestooutdoitscompetitioninproductquality,
customerservice,maintenance,cleanlinessandprofitability.
Marketing
Introduction
Ourbusinessisourcustomers.Firstandforemost,asuccessfulMarketingandPromotionsPlanmustspeak
tothem.Therefore,beforeformulatingastrategywehadtoknowandunderstandourcustomers.
AmajortransportationcenterlikeMCOprovidesanimmenselydiversecustomerbase.Itincludeslocal,
regional,nationalandinternationalpatrons.Withthevaryingneedsofallourcustomersinmind,wehave
developedaMarketingandPromotionsPlanthataccentuatesouroutstandingservice,superbproductsand
comfortableambiance.Theplanincludesmarketing,merchandisingandspecialpromotions.
Wewillalsoconductourownsurveysandtapintoelectronicandconventionalinformationsourcesto
augmentinvaluableinformationalreadygathered.Withresearchresultsinhand,wewillcustomizeour
MarketingandPromotionsPlantomeetthecharacteristicsofourentirecustomerbase.
AttractingNewCustomers
Atransportationhubsettingprovidesawonderfulopportunitytoattractfirsttimecustomers.Ourstrategy
fordoingsoisto:
• Grabtheattentionofapotentialcustomerasheorshepassesbywithoutstandingunitdesigns,
• Showthatweareexceptionalenoughtowarrantasecondlookbypresentingstrategicallydesigned
marketingmaterialswhichemphasizeourdiversemenuitems,outstandingvalueandcomfortable
atmosphere,
• Enticenewcustomersintoourunitssotheywillgiveusatry.
EssentialTools,SystemsandProcessforEffectiveMarketingandPromotions
TheRestaurantindustryistremendouslycompetitive.Tokeepupwithourcompetition,wewillusethe
marketingandpromotionaltoolslistedbelowforencouragingcustomerpre-awareness,awarenessand
trial:
• Advertisingmaterialsandcampaignsthatareprofessional,visible,andfresh,
• Promotionsthatoffervarietyandenhancevalueperception,
• Themostcurrenton-linesocialmarketingtechniques,
• Localstoremarketing,
• Communityrelations,supportandinteraction,
• Publicrelationsandmediapresence,
Page 5 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
•
•
•
•
•
•
•
•
Actionplanstoattractnewcustomers,
Constantbrandenhancement,
Productdiversity,
Packaging,
Annualandquarterlymarketingcalendars,
Identifyinglocalmarketingopportunities,
Competitivepricingstrategyand
Customersurveys,suggestionsandcomments.
OHM
CONCESSION
GROUP
CORPORATE
SUPPORT
ORGANIZATIONALCHART
CUSTOMERS
ASSOCIATES
ASSISTANT
MANAGERS
OPERATIONS
MANAGER
VPOFOPERATIONS COO
CEO
CFO
Page 6 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
Customer Service Philosophy & Plan
Customers reward those companies that satisfy
their needs and reject those that are not responsive
to their needs and expectations. The OHM team
considers Customer Service Excellence the
cornerstone of our organization. To this end we
have developed a process to assure achievement of
this critical element to our success. We start with
an assessment of our current customer service
approach, a determination of what our customers’
requirements are; creation of a customer service
vision with customer-friendly policies, methods for
dealing effectively with our customers, and advice for educating the rest of our organization to carry through
our customer service focus.
What is Customer Service?
Customer service is meeting the needs and expectations of the customer as defined by the customer.
“Meeting the needs and expectations of the customer”’ means we know what our customers want, what they
expect, and we provide that to them on a consistent basis. And to know what our customers want, we have to
ask them!
“As defined by the customer”’ is the key phrase because it says if the customer does not perceive us as offering
good customer service, then we are not. The customer is the judge here; no matter how good our internal
records claim we are, the customer is the only voice worth listening to. So in order to have an effective customer
service initiative, we must know what our customers want, provide it to them on a consistent basis, and ask
them how we are doing.
Benefits of an Effective Customer Service Initiative
Our organization and the Airport benefit from customer service in the following ways:
•
Minimizestress;Whenwearedealingwithcustomersdirectly,
especiallyunhappyones,therewillbeacertainamountofstress
witheachepisode.Wereduceitthroughasystematicwayfor
dealingwithourcustomers.
•
Higherefficiencies;whenwefocusoureffortsontheareasthat
directly affect customer satisfaction; we utilize our resources
more efficiently. An effective customer service program
provides a plan for working on those areas most important to our customers and reduces the
deviationwhichmaydistractourorganizationfromfocusingontheseareas.
Page 7 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
• Increasedmoraleandsatisfaction;whenweareworkingonthoseareasthatmeanthemosttoour
customersandtothesuccessofourorganization,thenweshareacommonvisionandmeaningwith
ourentireorganization.
• Survival; effective customer service becomes the cause of our staying in business. With growing
competition,thereareplentyofsupplierseagerforbusinessandtheopportunitytosatisfycustomers.
Ifwearenotoneofthem,wemaynotstayinbusinessforalong.
• CostEffective;accordingtosurveys,itcostsfivetimesmoreto
gainanewcustomer.Thissamesurveyalsoprovesthatwith
justa5%increaseincustomerretention,acompanycanraise
its profitability by 25% and in some cases as much as 85%.
Similar studies also show the longer a company keeps a
customer,themoremoneyitwillmake.Thishappensbecause
consumersspendslowlyatfirst,butwithsucceedingyearsof
goodexperiences,theywillspendincreasinglymore.
Customer Service as a Competitive Advantage
• Fierce competition demands more and more innovations to differentiate organizations from one
another.Withtechnologyavailabletovirtuallyallorganizationstoday,traditionalfeatureandcostbenefit advantages no longer offer for a sustainable competitive advantage. More and more
companiesareturningtoqualityofservicetomakethemselvesprominentfromtheircompetitors.
Theyaretalkingtotheircustomerstodeterminewhatismostimportanttothemandhowtheycan
furtheraddvaluetothem.
STEPS TO A CUSTOMER SERVICE INITIATIVE
We are convinced that Customer Service Excellence is the key to a successful concessions program. We have
been at the forefront of this philosophy and have demonstrated this commitment at all of our Airport
Concessions contracts.
Our Culture
• We’recommittedtodowhateverittakestocreatesatisfiedcustomers.
• Wetrytodothingsrightfromtheverybeginning.
• Theownerprovidestheleadershipphilosophicallyandbyexamplethatcustomerserviceisimportant.
• Servingourcustomers’needsismoreimportantthanmeetingourinternalneeds.
Customer Alignment
• Whenwesell,weaimforapartnershipapproach.
• Inourcollateralmaterials,wedon’tpromisewhatwecannotdeliver.
• Weknowthefeaturesandbenefitsthataremostimportanttoourcustomers.
• Wedesignnewproducts/servicesbasedoninfoprovidedbyourcustomers.
Page 8 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
Error Reduction
• Wereviewandrespondtoeachandeverycustomercomplaints.
• Weconstantlyaskourcustomersforfeedback.
• Weregularlylookforwaystoeliminateerrorsbasedoncustomerinput.
Using Customer Information
• We’vedeterminedwhatourcustomersexpectfromus.
• Wefrequentlyinteractwithourcustomers.
• The entire organization knows what is important to our
customers.
Customer Outreach
• Wemakeiteasyforourcustomerstodealwithus.
• Weaimtoresolveallcustomercomplaints.
• Weencourage“wowingthecustomer.”
Qualified and Empowered Staff
• Employeesarerespected.
• Allemployeeshaveagoodunderstandingofourproductandservice.
• Allemployeeshavetherighttoolsandskillstoperformtheirjobswell.
• Allemployeesareencouragedtoresolvecustomerissues.
• Allemployeesfeelthatcustomersatisfactionisaresponsibilityoftheirjob.
Improving Products, Services and Processes
• Weconstantlyworktoimproveourprocessesandproducts.
• Wenetworkwithothergroupstolearnfromtheirstrengthsandweaknesses.
• Whenproblemsareidentified,wequicklytrytoresolvethem.
UNDERSTANDING OUR CUSTOMER REQUIREMENTS
Sources of customer information -Often organizations claim to know their customers’ requirements, yet
they’ve never taken the time to do a real thorough analysis. Sure, they probably know their customers’ general
requirements, but do they know what is really important to their customers, how they measure up relative to
the important factors and how they compare to the competition in the areas most important to the customer?
In most cases they don’t and won’t unless they collect this information in a formal, systematic manner. The
OHM team understands this to be the first step in Customer Service Excellence.
Customer Feedback & Comment Cards – We provide access to Comments Cards to all of our customers to
grade us on our performance in various areas including Service, Quality of Meal, and Cleanliness of Units.
We review this information weekly with our Organization to ensure a consistent approach to resolution of
issues.
Page 9 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
Customer Surveys and focus groups are two of the most popular methods for gathering
information on customer needs. Surveys are written questions given to individual customers; focus groups are
oral questions administered to groups of customers.
Mystery Shopper services provide an unbiased review of how effective our policies and procedures, training
and customer service excellence really are in the real time environment. These reports are shared with our
entire organization and feedbacks provided to ensure corrective actions are taken. This is also a great
opportunity to compliment and reward team members who have excelled at their jobs.
CREATING OUR CUSTOMER VISION AND SERVICE POLICIES
The vision–In order to transform our company into one that
values customer satisfaction, we establish a customercentered vision. So what is a vision, exactly? According to
Richard Whiteley of the Forum Corporation, a vision is … a
vivid picture of an ambitious, desirable future state that is
connected to the customer and better in some important way
than the current state.
Our vision is what we want it “to grow up to be”, and that is
a client-centered vision which takes its direction from the
customer.
Our vision has two critical functions that it performs. First, it serves as a source of inspiration that rallies the
organization around a single unifying purpose, which in this case is the customer. The second duty a vision
performs is that it guides decision-making and aligns an organization so that all functions work towards a
single goal. In the business world, there are rarely black and white decisions to make, but there is an awful lot
of gray. With a vision that spells out what the organization wants to become, it provides direction needed to
make better decisions. An employee who knows where the business wants to head is more likely to make
decisions that reinforce that goal.
DEALING EFFECTIVELY WITH OUR CUSTOMERS
Ø Communication skills: How we communicate to your customers is just as important as what you
communicate.ThefollowingbehavioralskillsarepracticeddailybytheOHMteamandcommunicate
toourcustomerthatweareanorganizationthatvaluestheirbusiness.
Ø Greetingourcustomers:“Putthemateaseandmakethemfeelcomfortable!”Whenourcustomer
orprospectivecustomerfirstwalksinweimmediatelymakehimfeelwelcomed.Thissetsthetone
fortherestofthetransaction.Ifthisisthefirsttimewiththiscustomer,thisiswhenfirstimpressions
can help or hurt, depending on how well we make our customer feel within those first critical
moments. If favorable, they will continue talking, browsing, or ordering. This is the critical first
impression.
Page 10 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
Ø Valuecustomers:“LetmeknowthatyouthinkI’mimportant!”Customerswant
to feel special, and to make them feel special our attitude and behavior must say, “You’re the
customer–youpaymysalary.Youmakemyjobpossible.”Whenwevaluecustomers,oursincerity
makes them feel good about us and our organization. A customer-focused organization is not in
businesstodeliveraproductorservice,but,instead,istheretoenablepeopletoenjoythebenefits
ofitsproductorservice.
Ø Askhowtohelpyourcustomers:“FindoutwhatIwant!”Wealreadygottena“headstart”onthat
byreviewingcustomercomplaintsandotherfeedback,butitisimportanttomakeeachcustomer
encounteronethatmakesthemfeelspecial.Wedothatbytryingtounderstandtheirneedseach
timewedealwiththem,notjusttheiroverallneeds,buttheirneedsatthatparticularmoment.A
desiretogenuinelyunderstandourcustomers’needsorwantswillprovideuswiththeedgeweare
lookingfor.Howdowedothat?Simple,bycustomizingourgreetings,“GoodMorning(Afternoon),
howcanwehelpyoutoday?”Thenweaskopen-endedquestionstofurtherunderstandtheirneeds–
”Areyoulookingforanythingspecial?
Ø Listentocustomers:”Pleaselistentomeandunderstandme!”Welistentotally–toourcustomer’s
words, their tone, their body language. According to a UCLA study on communication, 7% of our
communicationisverbal,38%istoneofvoice,and55%isnonverbal.Listeningtotallywillenhance
ourunderstandingofwhatourcustomerreallyneedsaswellasmakethemfeelvalued.
Ø Helpcustomers:”HelpmegetwhatIwant!”Customersdon’tbuyproductsandservicesforwhatthey
are,but,instead,theybuyforthebenefitsthattheproductsandservicesoffer.That’swhywemust
be customer-focused rather than product- or service-focused. We explain how our product and
servicebenefitsthem–howitsatisfiesaneed,solvestheirproblems,orgivesthemextravalue.
Ø Invite customers’ back: ”Let me know that I’m welcomed back anytime!” This is about last
impressions.Wethankthemforcomingin.Wetellthemwewouldliketoseethem(orhearfrom
them)again.Then,wetrytodosomethingthatmakesthemwanttocomeback(orreferyoutoa
friendorcolleague)–maybeadiscountoffoftheirnextvisitorforreferringafriend.Theinteresting
thingaboutlastimpressionsisthat’showourcustomerswillfeelaboutusuntilwehaveachanceto
interactwiththemagain
Ø Problem-solvingskills:Problemswillalwaysoccur,buttakingresponsibilityfortheseproblemscan
turnanegativecustomerintoapositiveone.Studiesshowthatifaproblemisresolvedquickly,98%
ofourcustomerswillbuyagainandeventellcolleaguesthattheyhadapositiveexperience!However,
thelongertheproblemdragson,themorefrustratedacustomerbecomes,andthelesslikelythey
aretobesatisfied.Sohowdoweresolveproblemsquickly?
Ø Understandtheproblem:”Trytounderstandmyproblemfrommyviewpoint!”First,“getthefacts,
Jack!”Welistennon-defensively.Then,repeatourunderstandingoftheproblembacktomakesure
itisaccurate.
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Ø Identify the cause of the problem: ”Take enough time to
understand what caused my problem!” After we understand
the problem, we are ready to identify possible causes of the
problem.First,wefindoutwhathappened.Next,weneedto
findoutwhatshouldhavehappened.Then,findoutwhatwent
wrong.
Ø Discuss possible solutions: ”Explore possible solutions with
me!”Atthistimewesuggestpossibleoptionsandtakeacourse
ofaction
Ø Solvetheproblem:”Solvemyproblems,andyou’llenjoymyloyaltyforever!”Nowit’stimetoremove
thecauseortakecorrectiveaction
EDUCATING OUR STAFF
The OHM team creates a customer-centered vision, establish customer-friendly policies, and deal with our
customers more effectively, we need to educate your staff on how to carry out your customer service focus.
This involves two steps:
Ø Communicateourfocus–Weschedulemeetingstorolloutourvisionforyourorganizationandto
explainthereasoningbehindourcustomerservicefocustoallnewhiresandnewaccounts.Wemake
thismeetingmandatory,togetourstaff’sfullcooperationandbuy-in.Afterall,thevisionandpolicies
mustbecometheirs,notjustours.Attheendofthemeeting,wedeterminethenextcourseofaction
withresponsibilitiesandtimingnoted.
Ø Importanttonote—thisisnottheonlytimethatwetalktoourstaffabouttheimportanceofa
customerfocus.Weworkitintoourdailyroutine,ourregularmeetings.Itbecomesthebasisforour
entirebusiness.Andwemustdemonstratebyexample“Walkthetalk!”–toreinforcethefactthat
thingsaredifferentatOHM.
Ø Training–Inordertoachieveourcustomer-centeredvision,ourstaffmustbeproperlytrainedtodo
so. As mentioned earlier, some of this training is incorporated into existing meetings. We include
sometraininginourregularmeetingssothatitbecomesapartofournormaloperations.Thisisn’t
the“boss’sprogram,”
Minimizing Passenger Wait Times - Speed of Service
Success in the F&B Concessions industry is based in large part to understanding the flow of passengers and
the flight loads throughout the day. We know firsthand the importance of speed of service and how to minimize
passenger wait times.
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REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
Our Management team gathers daily flight load information to ensure appropriate
staffing levels at the critical times. They review Weather forecasts the local markets and the large hub Airports
across the country to plan for delays and flight interruptions. This information is used to ensure appropriate
staffing levels. Most importantly, this data driven strategy allows our teams to ensure appropriate levels of
preparation of menu items are in place, and when appropriate additional deliveries scheduled to ensure that all
our units are 100% stocked, staffed and ready.
APlanforAchievingCustomerServiceExcellence
StepOne—GreatPeople
A sense of urgency in performing job tasks is essential to anyone working in the food service business.
However,ittakesmorethanspeedyefficiencytoprovidegreatcustomerservice.Whenrecruiting,wefocus
onawell-roundedrangeofpersonalandprofessionalaptitudesappropriatetothefoodserviceindustry,
suchas:
• An attitude of friendliness and helpfulness,
• Industry experience or the capability and willingness to learn,
• Punctuality, agreeable demeanor and careful attention to detail and
• Neatness and personal hygiene.
Step Two—Thorough Training
Our company’s own in-house instructional systems include employee handbooks, policy and procedure
manuals, classroom education and on-the-job training. Some segments of our training are designed to reflect
the customer’s point of view “from the other side of the counter.”
Augmenting our exceptional educational programs are the resources of our Brand Partners. Double coverage
from internal and external sources ensures that all staff members clearly understand their duties and are
proficient in performing them.
Step Three—A Superior Work Environment
Hiring great people and providing them with thorough training represents a substantial investment of time and
money. To protect that investment, we make every effort to retain our valued people. A primary element in
successful staff retention is providing a superior work environment.
To do so, we purposefully and systematically cultivate conditions that create an atmosphere of achievable
excellence by clearly defining responsibilities and accountabilities, requiring daily Management interaction
with each hourly Team Member and scheduling sufficient personnel.
Clear definition of responsibilities and accountabilities is achieved by:
• Assigning Team Members both primary and secondary responsibilities,
• Constructing flow charts and position charts,
• Coordination of flow charts and position charts when compiling schedules and
• Recognizing the outstanding talents of each individual Team Member and making sure that he or she
is positioned in the right place to do the right thing at the right time.
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REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
Daily Management interaction with Team Members consists of:
• Routine communication between individual Team Members and the Manager in Charge to establish
goals, priorities and expectations,
• Recognition from the Manager in Charge on a daily basis for successfully achieving or exceeding preset
goals, priorities and expectations and
• Appropriate coaching in areas of performance that need improvement.
Scheduling sufficient personnel is guaranteed through:
• Using passenger counts to accurately project sales,
• Taking into account that that every hourly Team Member who works more than five hours requires a
break and
• Use of our proprietary scheduling system to schedule service and non-service hours according to
minimum and maximum projected sales.
OHMProprietarySchedulingSystem
OHMcompleteformulaicschedulingprogrambasedonsalesperman-hourandhistoricalsalesvolumesis
usedbyon-siteManagement.Thesystem,specifictoeachthirty-minuteperiodofeachworkingday,gives
Managersavirtualsnapshotofupcomingevents,periodsofpeakdemandanddowntime.Besidesensuring
adequate personnel to provide excellent customer service at all times, this program also guarantees
completionofnon-serviceactivitiesessentialtodailyoperation.ByallowingManagerstoreliablypredict
business trends of the days and week ahead, our software turns speculative scheduling into systematic
scheduling.
As part of OHM’s planning, past schedules and previous sales records are maintained in our data base.
Managersareeasilyabletoexaminehistoricaleffectsonunitsalescausedbychangingseasons,holidaysand
similarrecurringevents.Ourmanagersareabletoprojectsales,customervolumesandsalestrendswith
confidence.Theycanpreparefor“whatif”scenariosandbereadyforbothsurgingandebbingvolumesof
business.
StaffingappropriatetocustomerdemandisachievedbyprovidingourManagerswiththelatesttechnology,
pertinentdataandproventechniquesforgatheringrealtimeinformation.UnduestresstoManagementand
Team Members is curtailed. Seamless operation and consistent service excellence to our customers is
assured.
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REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
The Mystery Shopper program: This requires an independent service company to
conduct a detailed monthly evaluation of each business unit's performance. By evaluating service from the
viewpoint of the customer, we can objectively determine the areas which we need to improve. Once tabulated,
results are forwarded within 48 hours to each unit by Internet and shared with regional and senior OHM
management.
100% Satisfaction Guaranteed Program: If a customer has any concerns, local management has the
authority to do whatever it takes to "make it right;' without question, delay or a referral to a "higher authority."
Our associates are introduced to the program as part of the "OHM Service" training, where they learn the
program's purpose, goals and courses of action. The frequency of customer complaints will be considered in
evaluation of local management. We empower all of our associates to be proactive, to listen, and most
importantly, to radiate this customer centric philosophy on a daily basis.
Customer Intercept Surveys: Conducted after we complete our construction, these surveys obtain
information regarding the new facilities, products, concepts, and services. This information will be shared with
the airport and is used to ensure that we are reacting quickly and efficiently to our customers' comments.
Hours of Operation:
As seasoned Airport Concession operators, OHM understands the importance of being open on time to service
all passengers’ needs. Our units will be open two hours before the first flight is scheduled to depart and closed
one hour after the last scheduled flight. When required, we will remain open to service the needs of the
passengers.
OHM’s on-site management team will coordinate with Airlines and Airport staff to understand peak hours and
seasonal traffic flows. They will coordinate efforts to track inclement weather and be prepared in advance for
delays. Utilizing data and in conjunction with the Airport community, we will always be prepared to service
the needs of the passengers.
Cleaning / Disposal of Trash / Replacement of Equipment
v AtOHM,wetakeprideinoperatingandmaintainingourfacilitiesina
clean and efficient manner at all times. This is achieved through a
regular cleaning and preventative maintenance plan, coupled with
comprehensivetrainingandsupervisionforallassociatesoperatingany
equipment.HealthCoderequirementsanddailycleaningschedulesare
strictlyenforced.
•
•
In-unitManagementWeeklyPlan
Food service operation is often hectic, especially in an airport setting. Temporary management
urgenciescandistractfromlongtermgoals.Toconsistentlyprovideoutstandingproductsandservice
whileremainingmindfulofthecompany’scorevaluesandvision,eachin-unitManagementTeam
formulatesaweeklyplanofactionspecifictoitsneeds.
SurveillanceCameras
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•
•
•
•
Providing an actual recorded account of quality and speed of service,
surveillancecamerasarevaluablemanagementtools.Theydocumentstaffschedulingaccuracyand
monitorindividualskilllevels.Also,theyaidincashmanagementandinventorycontrol.
StoreVisitsbyBrandPartnerRepresentative
RepresentativesfromallBrandPartnersperiodicallyvisitourstorestomonitoradherencetopolicies,
proceduresandstandardsofoperation.Thesevisits,bothscheduledandspontaneous,ensurethat
wefullyunderstandandconsistentlyexecuteourBrandPartners’highstandardsofexcellence.
EaseofCustomerPayment—CreditCards,TravelersChecks,etc.
Fortheconvenienceofourcustomers,allunitsoperatedorsubleasedbyusthefollowingcreditcards:
VISA,MasterCard,AmericanExpress,DiscoverNetworkCardandDinersClub.WealsoacceptDebit
Cards,Cash,TravelersChecksandallotherusuallyapprovedformsofpayment..
FairTreatment,ComplianceandDiscriminationTesting
InconjunctionwithourMysteryShopProgram,theFairTreatment,ComplianceandDiscrimination
TestingProgrammonitorsthequalityofserviceextendedtoallofourcustomerswhileself-assessing
adherencetoCompanyandgovernmentpolicies.
MarketPositioningandImaging
Food service is an extremely competitive industry. To maintain a realistic impression of how our
businesses,comparetosimilarfoodserviceoperations,weconstantlymonitorourcompetitors.By
doingso,bothourstrengthsandweaknessesarespotlighted.Wethendesignstrategiestoemphasize
ourstrengthsandremedyourweaknesses.
Management and Operations Plan-Staffing Plans
ThemissionofourHumanResourcesteamistoprovidecompetent,courteousandprofessionalassistance
inmeetingourpersonnelneeds.OurHumanResourcesfieldrepresentativesarecriticaltotheorganization.
Knowledgeableandexperienced,theyarethebestintheindustry.Workinghandinhandwithmanagement,
theyprovideleadershipandguidanceindeveloping,implementingandenhancingpoliciesandprocedures.
Our organization understands the importance of Federal, State and Local laws pertaining to employees,
affirmativeactionandfosteringasafeandpositiveenvironmentforallofthemembersofourteam.Weare
committed
to
ensuring
strict
compliance
with
all
applicable
statutes.
Summary of Position Duties
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REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
UnitGeneralManager-AUnitManagerisresponsibleforalldaytodayoperationsin
his or her unit. With the support of the Human Resources team, Managing Partners recruit, hire, train,
developandcoachunitTeamMembers.Theymonitorperformancetoassureadherencetostandardsof
productquality,serviceandcleanlinessassetbybothBrandPartnersandtheteam.Accountableforthe
financialperformanceoftheirunits,ManagingPartnersareresponsibleformaximizingunitsalesandprofits.
Additionaltoacompetitivebasesalary,theyreceivemonthlyincentivebonusesbasedonperformancesof
theirrespectiveunits.Bothprofessionallyandpersonally,itisintheirbestintereststopromotehighestsales
andmaximumprofits.
Assistant Managers - Assistant Managers support Managing Partners. Absolutely critical to daily unit
operations, Assistant Managers are also future Managing Partners in training. They are expected to develop
levels of professionalism, managerial skill and leadership comparable to those of Managing Partners. The
Assistant Manager becomes go-to person for problem solving when the Managing Partner is not present.
Shift Supervisors - Shift Supervisors work in unison with Managing Partners and Assistant Managers to
ensuresmoothandefficientoperations.ShiftSupervisorsareourfutureAssistantManagersandManaging
Partners. They must possess the skills and aptitude to learn and grow into professional food service
managementcandidates.
KitchenStaff—Chefs,Cooks,Prep-TostaffourdiverseoperationsweemployKitchenStaffmemberswitha
rangeofskilllevelsthatisjustasdiverse.OurCasualDiningunitsaremannedbyhighlyqualifiedprofessional
Chefssupportedbyteamsofexperiencedcooks.InourQuickServeunits,kitchenstaffmembersaretrained
to optimum proficiency in the preparation of menu items by expert instructors provided by our Brand
Partners.
UtilityTeams-UtilityTeamMembersarevitalelementsinthesmoothoperationofourunits.Theyensure
thatalltablesandchairsarekeptclean,commonareasaremaintained,trashisremoved,icemachinesare
filled and condiments are available. By maintaining a fresh, clean environment they produce the allimportant good first impression that brings customers in and keeps them happy. Utility Team Members
supporttheentireunitTeambykeepingupaneat,appealingworkareathatpromotesproductivity.
PlansforExtendingHoursofOperationforLateNightFlightsandDelays
TheOHMteamisexperiencedairportconcessionaires.Fromtimetotime,wehaveallbeencalleduponto
adjustourunits’schedulesforflightdelays,latenightflightsandunexpectedemergencies.Whenfacedwith
theunforeseen,ourphilosophyissimple.Weadjustandstayflexible.Wetakecareofpassengers’needs.
OurManagersmaintainalargeenoughpoolofteammemberstoprovideadditionalsupportwhenneeded.
Wepledgetoofferserviceaslongasrequiredoruntilthelastflightleaves.Weknowthateachandevery
passengerisapotentialcustomertoday,tomorrowandintheyearstocome.Intheinterestofgoodbusiness
andforthesakeofhumanity,wealwaysworkwiththeAirporttoprovidecontinuousserviceswhenrequired.
Emergency Contact Information - In the event that we need to be reached during non-operating hours, easily
readable emergency contact numbers will be posted at each of our sites.
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REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
ManagementandOperationsPlan-CustomerServicePlan
OurCustomerServicephilosophyissimple;adherefaithfullytoallpoliciesandprocedures,executethem
efficientlyandprofessionallyandnevercompromiseonourcommitmenttocustomerservice.Internally,our
organizationhasitsownprovensystemsofstandardsandperformanceindicators.FromourBrandPartners,
we learn the methods that have brought them success. Integrating our in-house standards with partner
standardsprovidesuswithdoublecoverageformaintainingoutstandingcustomerservice.
A Superior Work Environment - Hiring great people and providing them with thorough training represents a
substantial investment of time and money. To protect that investment, we make every effort to retain our
valued people. A primary element in successful staff retention is providing a superior work environment. To
do so, we purposefully and systematically cultivate conditions that create an atmosphere of achievable
excellence by scheduling sufficient staff, clearly defining responsibilities and accountabilities and requiring
daily Management interaction with each hourly Team Member.
Scheduling sufficient staff levels is guaranteed through:
• Using passenger counts to accurately project sales,
• Use of OHM’s proprietary software system to schedule service and non-service hours according to
minimum and maximum projected sales and
• Taking into account that that every hourly Team Member who works more than five hours requires a
break.
Clear definition of duties and responsibilities is achieved by:
• Constructing flow charts and position charts,
• Assignment of both primary and secondary responsibilities,
• Coordination of flow charts and position charts when compiling schedules and
• Recognizing the outstanding talents of each individual Team Member and making sure that he or she
is positioned in the right place to do the right thing at the right time.
Daily Management communication consists of:
• Our program ensures interaction each day between individual Team Members and the Manager in
Charge to establish goals, priorities and expectations and
• Recognition from the Manager in Charge on a daily basis for successfully achieving or exceeding preset
goals, priorities and expectations.
ManagementandOperationsPlan-EmployeeTraining
TrainingPlanOverview
Team Member training is essential in every facet of our operations. To do their jobs efficiently and
confidently,TeamMembersmustbetrainedtoknowwhatisexpectedofthemandhowtosuccessfullyfulfill
thoseexpectations.Toensureunderstandingandmemorability,trainingmaterialsarepresentedindistinct
modules.
Theprimaryfocusofalltrainingactivityiscustomerservice.NomatterwhichpositionaTeamMemberis
assigned,heorsheistaughttounderstandthatthepurposeofaccomplishingthetaskathandistopromote
customer satisfaction. In an effort to keep Team Members focused on customer service, our Human
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REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
Resourcesdepartmenthasdesignedseveraltrainingmodulestoreflectunitoperations
fromacustomerperspective,theviewfromtheothersideofthecounter.
Working in unison with our Human Resources department, in-store Management Teams, Middle
Management and Executive Management provide training through a structured combination of printed
information, classroom instruction, hands-on practice, daily coaching, monitoring skills and mandatory
quarterlytrainingseminars.
TeamMembertrainingactuallybeginsathiring.Theinterviewprocessincludesanoverviewofexpectations
andintroductionofoursystemforcustomerserviceexcellence.BeforeanewlyhiredTeamMembermay
reportforworkinanyofourunitsaprescribedeligibilityregimenmustbesuccessfullycompleted,including:
• A background check,
• Clearance by the airport and TSA office,
• A drug test and
• Successful completion of full employee orientation.
Orientation - At orientation, each new Team Member is issued a copy of our Company Employee Handbook.
The handbook, available in both English and Spanish, explains a variety of issues including uniform
requirements, appearance, conduct on the job and attendance. A Manager reviews the handbook with the Team
Member to ensure clear understanding of company policy. Upon completion of the review, the new Team
Member is required to acknowledge receipt and understanding of our Policies and Procedures.
BrandPartnerTrainingPrograms-ManyofourunitsareoperatedinconjunctionwithBrandPartners.Each
partneroffersathoroughtrainingprogramspecifictopreparing,handlingandpresentingitsownproducts.
Conductedbyprofessionals,partnertrainingisusuallypresentedindistinctmodules.Eachmoduledealswith
aparticularareaofinformation.Aftercompletingamodule,TeamMembersbecomecertifiedasproficient
inthatparticulararea.Allmodulesmustbesuccessfullycompletedtobecomefullycertified.Recordsof
TeamMemberprogressandcertificationsaremaintainedbyunitManagementTeams.
EmployeeRetention-GuidingTeamMembersthroughthehiringprocess,orientationandtheinitialstages
oftrainingrequiresaninvestmentoftimeandmoney.Bythetimethoseprocessesarecompleted,anew
TeamMemberhasbecomepartofourbusinessfamily.Inotherwords,allofourTeamMembersarevaluable
tousforanumberofreasons.
Customerserviceisalwaysthefocusofourvarioustrainingprograms.However,successfullycompleting
programs also serves to promote a feeling of accomplishment for an individual Team Member. It also
generates an attitude of shared accomplishment and team spirit for a unit’s entire staff. These positive
sharedmindsetstendtoelevatemoodsandfosterhappinessonthejob.
An especially helpful aid to maintaining high staff morale is our “Commitment to Communicate” “CTC”
program.ItrequiresthatManagementcoaching,directingandinteractingwithTeamMembersbepartof
eachdailyschedule.Bykeepinglinesofcommunicationopenandfree,theCTCprogramsupportsTeam
Memberunderstandinganddemonstratesourgenuineappreciationforalltheindividualsinourbusiness
family.
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REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
Policiesofon-goingtrainingandTeamMemberdevelopmenthavereducedturnover
rates in our existing airport location to less than one third of the national average for the food service
industry.
AttractingtheBestTeamMembers
LocalRecruitment-WeemployavarietyofmethodstofindandhireoutstandingTeamMemberinthelocal
market.Wewill:
• Work closely with current airport employees and recruit the best and brightest members
• Conduct job fairs locally and endeavor to assemble a Team that reflects the character of the community.
Job fairs will be staged in surrounding communities. They will be conducted by our human resources
support team.
• Coordinate with local unemployment offices and post opportunities on their job boards and web sites.
• Hire a human resources specialist as a permanent member of our local team. That specialist will work
with new Team Members throughout the hiring process, airport security identification, employee
orientation and quarterly training seminars.
• Place newspaper advertisements and seek referrals from existing employees.
Promoting a Drug Free Work Place:
The OHM Concession team has no tolerance whatsoever when it comes to the use of Drugs and Alcohol in the
work environment.
We Commit to:
1. Publishingastatementnotifyingemployeesthattheunlawfulmanufacture,distribution,dispensing,
possession,oruseofacontrolledsubstanceisprohibitedintheworkplaceandspecifyingtheactions
thatwillbetakenagainstemployeesforviolationsofsuchprohibition.
2. Informing employees about the dangers of drug abuse in the workplace, the business’s policy of
maintaining a drug-free workplace, any available drug counseling, rehabilitation, and employee
assistance programs, and the penalties that may be imposed upon employees for drug abuse
violations.
3. Giving each employee engaged in providing the contractual services at the Airport a copy of the
statementspecifiedtoourDrugFreeWorkPlacePolicies.
4. Notifytheemployeesthat,asaconditionofworkingforOHMattheAirport,theemployeewillabide
bythetermsofthestatementandwillnotifytheemployerofanyconvictionof,orpleaofguiltyor
nolocontendereto,anyviolationofchapter893orofanycontrolledsubstancelawoftheUnited
States or any state, for a violation occurring in the workplace no later than 5 days after such
conviction.
5. Impose a sanction on, or require the satisfactory participation in a drug abuse assistance or
rehabilitationprogramifsuchisavailableintheemployee’scommunityby,anyemployeewhoisso
convicted.
6. Makeagoodfaithefforttocontinuetomaintainadrug-freeworkplacethroughimplementationof
thissection.
Page 20 of 22
REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
ManagementandOperationsPlan-FacilityMaintenanceandRepair-OurFacilityandMaintenancePlan
guarantee a first class customer service image by providing a clean, safe and well maintained
environment.Maintenanceandrepairsarescheduledandoccurondaily,weekly,monthlyandyearlybases.
Whencompleted,eachscheduledtaskissomarkedinamaintenancelogtoensureallnecessarytasksare
accomplished.Theplancovers:
• General daily maintenance (light cleaning of products and fixtures),
• Weekly maintenance,
• Repair to minor damage and
• Replacement of store fixtures.
Light Cleaning and Heavy Cleaning - During slow periods of operation, staff members will be responsible
for light cleaning throughout the restaurants. Distracting, noisy or intrusive cleaning procedures will be
accomplished during hours of non-operation. Our comprehensive system ensures cleanliness of all areas at all
times. Procedures include, but are not limited to:
•
•
•
•
•
•
•
•
•
•
Pressure washing floors,
Washing kitchen hoods,
Cleaning exhaust fans, ducts and filters,
Cleaning tables,
Emptying grease traps,
Mopping and waxing floors,
Dusting windows, mini-blinds, air conditioner vents and wall hangings,
Washing floors and kitchen mats,
Refilling consumables including paper products and soap and
Removing wayward food and grime from dumpster areas.
Periodic Cleanup and Minor Repair of Fixtures - Accidents happen. Fixtures will undoubtedly get bumped
and bruised from time to time. We will resolve any significant interior damages as they occur. On a monthly
basis, Management will audit each unit to determine if specialized professional help is required to accomplish
needed repairs to furniture or interiors. We strive to keep our units looking brand new.
Replacement and Major Repairs to Store Fixtures - Our policy is to replace and renovate fixtures every
five years.
Recording Maintenance and Repair History—Maintenance Log - Detailed accounts of completed
maintenanceandrepairsareloggedandretained.Bydoingso,wekeeptrackofcosts,warrantyinformation
andunusuallyrepetitiveproblems.
FacilityMaintenanceandOperationsPlan—ConcessionServicing
HoursofOperation-Toprovidecustomerswiththebestpossibleservice,hoursofoperationsarebasedon
theflightschedules.Wetakeintoconsiderationearliestmorningandlatestnightarrivalsanddepartures.
Flightschedulescanchange.Wewillremainflexible.Ifneedbe,wewilladjustoperatinghourstobetter
servecustomers.
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REQUEST FOR PROPOSALS
EXPERIENCE AND QUALIFICATIONS
Vendor Delivery Intake - We understand the importance of following prescribed policies and procedures as
set by Airport Administrators. All vendors required to support our proposed brands currently make airport
deliveries through their suppliers.
Purchase Local Initiative – The OHM team believes that we are obligated to work with the Vendors and
Suppliers in our local market to be good citizens of the City of we operate in. We will coordinate efforts with
all brand partners to purchase Produce and Products from local vendors. We know that the Airport is a vital
part of the local economy and we are committed to supporting local businesses.
InventoryControls-Wehavedevelopedsophisticatedsystemsofinventorycontroltomakesurethatour
unitsarealwaysfullystockedwithproductsandingredientsthatarefresh,wholesomeandsufficienttomeet
customerdemand.Daily,weeklyandmonthlyinventoriesofproductsandsuppliesonhandareconducted
usingthelatesttechnologyavailable.Resultsfromthoseinventoriesaidusinordering,trackingusageand
managingfoodcosts.
TrashRemoval-Weoperatethrivingbusinesses.Generationofwasteandtrashisunavoidable.Tohandle
wasteandtrash,weuseastructuredprocedurethatisresponsible,efficientandsustainable.Wesupport
recycling.AllTeamMembersaretrainedinresponsibledisposalofallmaterials.Rinsingaluminumcansand
plasticjugsforrecyclingispolicy.Soisrecyclingallglassbottlesfrombars.Thesesimplesystemswillhelp
reducetheamountofwastethatgoesintolandfills.
InSummary
TheOHMteamisanexperiencedairportfoodserviceprovider.Overtheyears,wehaverealizedthecritical
importanceofwell-organizedmanagementandoperations.Thatfundamentalrealizationhasledtoalong
trackrecordofsuccesses.Toensurecontinuedachievement,werelyontheprovensystems,policiesand
proceduresoutlinedherein.Alongwithclearvision,solidvalues,hardworkandapassionforthefoodservice
industry,theyhavehelpedusearnourreputationofexcellence.TheUnitManagementandOperationsPlan
weproposedemonstratesourabilitytoprovidehighqualityproducts,andexceptionalcustomerservicethat
isspeedyandgearedtotheneedsofanairportsetting.
Page 22 of 22
Attachment J
July 19, 2016
Mr. Raymond Anderson
Senior Director of Concessions and Properties
Greater Orlando Aviation Authority
Orlando International Airport
One Jeff Fuqua Blvd.
Orlando, FL 32827-4399
Re:
South Airport Travel Plaza Review – Submittal Evaluation
ORLANDO INTERNATIONAL AIRPORT
Dear Mr. Anderson:
SCHENKELSHULTZ (SSA) appreciates the opportunity to provide the Greater Orlando Aviation Authority
(GOAA) an evaluation of the submittal as provided by the MCO Airport Plaza LLC Proposal response to the
South Airport Travel Plaza RFP.
After careful and thorough evaluation by both SSA and C&S Companies it is our collective professional opinion
that MCO Airport Plaza LLC is capable of fulfilling the design and performance requirements as outlined in the
Travel Plaza RFP and the Travel Plaza Design Criteria Document. Our recommendation is based on the overall
compliance with the criteria, however we have included a detailed review following.
SSA will work closely with GOAA and the successful proposer to ensure that any exclusions and/or deviations
from the criteria documents are addressed or adjusted throughout the DRC (Design Review Committee) process.
Please let us know what you will need in support your recommendations to the GOAA Board as we are prepared
to assist in that activity and would look forward to hearing from you soon. We are assuming this will occur
August 10, 2016.
We hope this review meets with your approval and as always, we are available to discuss with you or staff any
aspect of the information contained herein. SCHENKELSHULTZ remains committed to servicing GOAA with
our fullest capabilities.
Sincerely,
SCHENKELSHULTZ
Gay Geiger, AIA
Project Architect/Manager
200 E. ROBINSON ST., SUITE 300, ORLANDO, FL., 32801
TEL 407-872-3322

FAX 407-872-3303

www.schenkelshultz.com
C:\Users\geiger\Desktop\GOAA Properties\Travel Plaza\Travel Plaza - SSA Design Review.docx

ARCHITECTURAL LICENSE NO. AA-C000937
Mr. Raymond Anderson
South Airport Travel Plaza
Orlando International Airport
July 19, 2016
Page 2
Detailed Review:
1. The site plans are small therefor it was difficult to determine plans for signage, quantity of dedicated
parking spaces, areas for car vacuuming and air dispensing, and passenger safety when crossing drivethru traffic.
2. Travel Plaza Improvements are a generally appealing concept, appearance and layout. Indoor seating area
seems ample and the inclusion of outdoor seating options for waiting cell phone lot users and airport
employees, especially for cooler months, is an attractive option for this market and location.
3. C-store and Fast Casual Restaurants do not exceed 9000 square feet
4. Proposed development time frame not included.
5. The amount for proposed interior investment as required in section 5 not included, only the total proposed
investment (this is consistent with the feedback received previously that total investment is generally how
these types of developments are viewed and presented and interior improvement cost is generally not
delineated)
6. Section 6 a. question check-boxes left unfilled regarding guarantee by parent company, etc.
7. Proposed annual rental fee meets minimum required.
8. Percentage of Gross Receipts exceeds minimum required.
9. Pro forma of anticipated income seems reasonable and indicates ability to cover annual facility fee.
10. The information provided demonstrated experience and qualifications, market leadership, strong
qualifications and significant depth of experience necessary to successfully carry out quality development
at OIA.
11. Meets minimum criteria of 12 covered fuel positions according to rendering.
12. List of convenience store items and pricing, per evaluation criteria bullet 2, or a commitment to street
pricing in lieu of list. 7-eleven is certainly a quality brand with quality offerings not included. Prices and
variety of anticipated items was addressed.
13. The inclusion of two fast casual concepts for consumer variety/choice and the approach to the tenanting
of the fast casual restaurants meets criteria, however menus with pricing for either concept per criteria
bullet 3 were not included. Both appear to be quality concepts eventhough our market is not familiar with
either concept.
14. Customer Service & Operational Plan – “Annex C” approach to and choice of national branded and
recognized fuel and c-store operators makes sense given the market context of OIA. Content addressing
customer service approach not included, however their selected operational partner, OHM, has a contract
with OIA and that experience could be considered.
15. Rational for providing commercial fueling area within the envelope of the proposed parcel for the travel
plaza understood, however impact to required parking spaces and traffic patterns/volume and congestion
as noted with the GOAA-suggested site plan and location will have to be evaluated.
200 E. ROBINSON ST., SUITE 300, ORLANDO, FL., 32801
TEL 407-872-3322
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FAX 407-872-3303
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www.schenkelshultz.com
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ARCHITECTURAL LICENSE NO. AA-C000937