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Overcoming Monster
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86
Uses Brinker as a precedent to argue for Darden's turnaround potential.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
87
The slide uses arrows to visually emphasize the divergence in performance trends between the two companies.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
88
The slide uses a 'fully-leased' adjustment to normalize real estate costs between the two companies.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
89
Darden Restaurants, Inc. (DRI)Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
90
The slide uses a list of five critical pain points to justify the need for operational change.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
91
The chart uses a waterfall structure to show how individual cost-saving initiatives aggregate into a total EBITDA impact.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
92
This slide is part of an activist investor presentation (Starboard Value) targeting Darden Restaurants.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
93
Darden Restaurants, Inc. (DRI)Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
94
The slide uses a red dashed box to highlight Darden (DRI) and includes a callout box emphasizing the inefficiency relative to revenue scale.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
95
The slide uses a 'villain' framing by contrasting specific Darden practices against 'best practices' to justify an activist intervention.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
96
The slide uses a gap analysis framework to argue for operational efficiency improvements.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
97
Includes photos of the corporate office to emphasize 'lavish excess'.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
98
Uses red dashed boxes to highlight the 'new' added layers in both field and restaurant structures.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
99
Uses organizational charts to highlight 'bloat' and the subordination of culinary expertise to marketing.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
100
Includes a callout box for 'Areas not quantified' to manage expectations.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
101
Darden Restaurants, Inc. (DRI)Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
102
The slide uses a red dashed box to highlight Darden (DRI) and a horizontal line to indicate the industry median.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
103
This is a classic activist investor critique of operational inefficiency.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
104
Uses a before-after comparison framework to highlight operational decay.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
105
Part of a series of slides identifying operational waste at Olive Garden.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
106
Uses checkmarks and X marks to visually contrast positive historical outcomes with negative current outcomes.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
107
Uses a contrast-principle framework to highlight the gap between Darden's internal process and industry best practices.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
108
Includes a specific example of chicken weight tolerance and a photo of a branded Red Lobster bag as a 'Cadillac' example of over-specification.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
109
Darden Restaurants, Inc. (DRI)Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
110
Darden Restaurants, Inc. (DRI)Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
111
The slide uses a specific example of packaging to illustrate the broader thesis of over-engineering in indirect spend.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
112
Includes a 'Proved successful for Brinker' callout, indicating a precedent-based argument.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
113
Darden Restaurants, Inc. (DRI)Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
114
The slide uses a bar chart to expose a performance gap in labor efficiency.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit
115
Includes a callout box highlighting past success with outsourcing.Darden Restaurants, Inc. (DRI) · Jeffrey C. Smith
Activist deck Activist investor Beat · The Victory1 hit