What Was Hard To Start Had A Sweet Ending: Sweetgreen

Sweetgreen is run on five principles: win win win, sustainability, keeping it real, sweetness, and impact. The company managers believe that the company, the managers, and the community should win in all the company decisions.

Consequently, all decisions consider the three stakeholders as opposed to considering only the management. The ethical value of accountability, reliability, and dependability are well-thought-out in the corporate decisions.

Sweetgreen also strives for sustainability whereby the management strives to make all that is done today outlive the current team. All employees are asked to be mindful of the future in all that they do in the short-term.

The company also keeps it real by being authentic in its production as well as conduct. The employees are asked to employ the corporate culture in all their dealings. The above gives the customers a different kind of experience anytime they are at the Sweetgreen.

Moreover, the company makes authentic recipes other than borrowing from the menus of their competitors. The management and catering staff are also allowed to be innovative in their routines to remain competitive.

Sweetgreen also seeks to be sweet in all that is done within the company. Employees are asked to be sweet and kind to their customers, as this makes them return customers. Moreover, the managers understand that a satisfied customer sends forth word of mouth to other prospective customers.

Impact is also a core value, whereby everything done in Sweetgreen is done to affect the customer and the society positively. Nathaniel believes that the corporate decisions should outlive him and be passed to other generations.

How Sweetgreen Started

It was not easy for the three Sweetgreen co-founders Nathaniel Jonathan and Nicholas when they started the company. They had no finances, location, workers, or experience, and they were just fresh college grandaunts.

When they began, the landlord of the tavern where they ran their first branch refused to pick their calls for three months. She also hung up on them anytime she realized it was them using a different contact to call her.

However, eventually, she agreed to meet them and listen to their proposal. She loved it and asked them to look for investors who would fund the venture. She also asked them to look for an architect who would help them improve the structure into a resultant.

Finally, she demanded for a more comprehensive business plan which the three friends developed within 3 months. That marked the beginning the venture.

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