Burger King’s New Ceo Puts Emphasis On Growth Robert Lowes Takes Charge Of Re-Energized Burger Chain

Barry Gibbons was sent in to fix it.

Jim Adamson was charged with focusing it.

Now, Robert C. Lowes, Burger King’s third chief executive since London-based Grand Metropolitan bought the Miami company six years ago, has another mission: Keep the nation’s No. 2 fast-food chain growing.

“Burger King is going along well, and my primary job is to keep it on a roll,” Lowes said. “We have the team in place. Now we’ve got to grow aggressively, concentrate on operations and leverage the system.”

For the first time in years, the Burger King system is ready for growth. The chain’s major operational problems have been solved. Traditionally contentious franchisees are happy with the company’s back-to-basics message. And sales are growing.

For the six months ended March 1995, same-store sales were up 6.6 percent, and U.S. store traffic increased 8 percent.

Much of the chain’s recent success is due to former Chief Executive Jim Adamson, who left Burger King in January to become chief executive of Flagstar, the nation’s largest Hardee’s franchisee. In his 18 months as CEO, Adamson refocused Burger King on its core menu of hamburgers, french fries and Coca-Cola.

Because of his broad experience in brands from H.J. Heinz to Philip Morris to Pillsbury, and his reputation as a tough, hard-working executive, Lowes, 49, was picked by Grand Met to keep its profitable Burger King subsidiary on track. He started the job last month.

“Bob Lowes is a seasoned executive, a man in whom I have great confidence and someone I know well,” said David Nash, chairman and chief executive of Grand Met’s food sector. “This company is ready to evolve to the next level, both in the United States and internationally, and we need a good businessman to help it do that.”

That corporate confidence is good news for Burger King. Rumors that the burger chain is for sale have surfaced periodically since Grand Met bought the Miami company. Lowes’ appointment is seen by employees and franchise owners as a sign that Grand Met is ready to invest in Burger King.

“Jim Adamson did a great job, and his leaving has made franchisees a little nervous,” said Dan Fitzpatrick, who owns 49 stores and is chairman of marketing for the Burger King franchisee advisory council. “But Lowes has promised that Burger King will stay on strategy, and he has Nash’s ear. To me, that is an indication that they understand our value.”

Lowes is known as an astute businessman who gets results fast.

More interested in substance than style, he has a reputation as a fair, honest executive with a special strength for developing young talent. Burger King’s top executives all are in their 30s and early 40s.

Unlike Barry Gibbons, noted for his flashy and irreverent management style, or Jim Adamson, a former retailer who wore only Armani clothes, Lowes is quiet and reserved.

“Bob is L.L. Bean maybe, but he’s not Armani,” said Denise Kronau, 36, controller for Grand Met Europe and a Lowes protege since they met at Philip Morris in 1988. “He’s fair, he’s not political, he listens very well, and he has a good sense of humor. Bob understands that businesses are made up of people and that those people have things they want to do. He knows that making his employees happy will be good for his business.”