Smart phones and the internet have led to the ease of access to information. Today, more people recognize the need to eat healthy and organic foods as well as keeping the body fit.
During their days in college, Nathaniel Ru and his two friends recognized the need for green restaurants that were equally fun to hang around. Besides healthy portions, they wanted customers to have a unique feeling whenever they visited the restaurant.
With a lot of energy and zeal, the trio approached a landlady who had an old tavern on M street for retail space. At first, it was difficult to convince the owner of the property to rent them space.
Nathaniel Ru and his friends persisted until the landlady accepted to give them space with the condition that they would give her a more comprehensive business plan and financial backers to their project. That is how Sweetgreen was born.
Over the years, Sweetgreen has grown by leaps and bounds. It has become one of the restaurants of repute with a presence in four cities across the US. The brand manages over 21 branches under its name.
Even with all the growth that Sweetgreen has experienced, the company still maintains its core idea which is farm-to-table and employs a lot of local farmers to achieve this ideal.
With more stores to run, companies find themselves in a situation where they need to compromise the quality of the products to accommodate the vast clientele, but that is not the case with Sweetgreen. The enterprise believes that customers not only buy the products they sell but also their principles.
Some of the unique approaches that Nathaniel Ru and his friends have employed in their business are combining the health of the mind, soul, and spirit with food. Some of Sweetgreen’s stores have Yoga sessions and music shows that give customers unique experiences.
Sweetgreen’s clients are treated to live concerts while enjoying the quality servings that the restaurant has to offer. Such experiences have been nicknamed Sweetlife, and they play a significant role in the growth of the company.
Nathaniel Ru and his partners do not believe in linear management structures. The company does not intend to have big headquarters. On different occasions, the management of restaurant closes its branches so that everyone can work in the hotel.
This technique ensures that all the employees understand the business model of the company and take some time out of their daily routine to know the business’s product let alone interact with customers.