Grandio: Alignment of business units around a shared vision and redefinition of the corporate role following several acquisitions

Context

Groupe Grandio, a leader in the restaurant industry in Quebec since 1984, is a group of Quebec-based restaurants whose mission is to be “creators of great moments.”

Groupe Grandio brings together, among others, restaurants under the brands La Cage – Brasserie sportive, Chez Lionel – Brasserie française, IRU Izakaya – Brasserie japonaise, Cochon Dingue, Moishes, Gibbys, Il Teatro, Niji, Lapin Sauté, Ciel!, and Café du Monde.

In addition to promoting the sharing of best practices in local sourcing, recruitment, and operational excellence, this alliance of well-known and beloved brands among Quebecers fosters natural synergies, enables the exchange of best practices, and supports the establishment of a financial structure that will drive their expansion in Quebec and, for some, beyond Quebec. Groupe Grandio has already begun its international expansion, notably in France and the United Kingdom with the LaCage brand.

Groupe Grandio is led by Jean Bédard, President and Chief Executive Officer, and employs more than 4,500 people across over 67 restaurant locations under about a dozen brands. Several of these brands also have a strong presence in grocery stores, particularly through retail ready-to-eat products. In addition, the group operates an event catering division.

Following several acquisitions, Groupe Grandio sought to structure its multi-brand model in order to clarify the role of the corporate office, strengthen alignment within the management team, and support its growth ambitions both locally and internationally.

Projects

Melka supported Groupe Grandio through two strategic planning cycles aimed at aligning business units around a common vision, maximizing the value of the platform, and accelerating the growth of each business line.

The first cycle helped redefine the group’s vision, its growth priorities, and the role of the corporate office in supporting the brands (a top-down approach). The second cycle involved assisting Grandio in refining the specific objectives of each business unit and in developing structured action plans.

This process enabled Grandio to clarify the group’s priorities and structure the development of its various business lines, particularly in areas such as human resources, procurement, marketing, and geographic expansion, while better equipping its already underway expansion efforts.