EVOS is a leader in Uzbekistan’s QSR market. The chain has moved beyond the rapid-growth stage and reached a scale at which its previous management approaches no longer work as effectively as they once did.

The Challenge

During rapid growth, the chain’s revenue increases through the opening of new locations. However, the economics of each individual restaurant do not always improve at the same pace—and at some point, the curves begin to diverge: the chain continues opening restaurants while the margin per location declines.

At the same time, management is judged by whether it maintains the pace of expansion, reshapes the chain and stays aligned. The objective of the project is to move EVOS from growth that simply “happens” to growth that is actively managed.

What We Are Doing

• Customer Value Proposition. We define why guests choose EVOS and what they are willing to pay for—and translate this into requirements for the menu, speed, service and pricing.
• QSR best practices. Service-speed standards, menu-item availability and consistent quality across the entire chain—the factors that distinguish an integrated chain from a collection of restaurants operating under the same sign.
• Linking customer metrics to EBITDA. We show how guest satisfaction, visit frequency and average transaction value translate into P&L line items. Until this connection is established, customer metrics remain little more than an attractive presentation slide.
• Controlled economics of growth. Unit economics for each location, opening criteria and digital analytics as the basis for decision-making—not merely as retrospective reporting.

Founder’s Comment

“Leadership in a growing market can hide a great deal. The problem is that the market may stop growing before the company learns how to measure and manage its economics. We are entering EVOS at the point when controllability can still be built proactively rather than during a crisis—and that is the most cost-effective moment for this kind of work.”