Hospitality and venues
Verano Group
Three neighborhood coffee shops under one name.
$647,300
annual revenue
29
decisions
2
directors
4
years
18
team
Close the third shop, or give it another year.
The debate they have open today.
What it is like
- Revenue5
- $647,300 a year across the three shops.
- Maturity6
- Four years in. The third one opened eight months ago.
- Complexity8
- Three teams, three leases and a single name over the door.
- Pace6
- Middling. There is a committee, and it is not always used.
- Risk7
- Tied to the neighborhood and to the rent.
- Upside7
- The model copies well, if the third one works.
Its board
Its rooms
Boardroom · Sites
3 decisions. 26 more inside.
These are only 3 of the 29 documented decisions of Verano Group.
Opening the third location
It was approved on the model of the first two. Twelve months later it still does not cover its costs. It is the most argued over decision in the house.
Opening the first location in a neighborhood with no specialty coffee
There were more central and more expensive spaces. They picked a residential neighborhood where good coffee did not exist, accepting that the clientele gets built slowly.
Baking on site instead of buying pastry in
It puts someone in at five in the morning and it raises labor cost. It is the reason people come in at nine instead of walking past.
29 documented decisions
3 visible · 26 inside the .ziri
With their reasons, their dates, the rooms where they were decided and the links to every person who took part.