Mission Statement, Vision, & Core Values of Good Times Restaurants Inc. (GTIM)

You might look at the latest financial results for Good Times Restaurants Inc. and wonder how their foundational principles are holding up against market reality. While the company is driven by a vision of operational excellence and core values like Integrity and Customer Focus, the numbers from the fiscal third quarter of 2025 tell a mixed story: total revenues decreased by 2.4% to $37.0 million, and same-store sales for the Good Times brand dropped a significant 9.0%. So, are their mission, vision, and core values still an engine for growth, or are they just aspirational posters on the wall?

We need to see if a commitment to being always fresh, always good, and always friendly can reverse a 1.4% same-store sales decline at Bad Daddy's Burger Bar. The strategy is only as good as the execution, and execution starts with clarity on what you defintely stand for.

Good Times Restaurants Inc. (GTIM) Overview

You want a clear picture of Good Times Restaurants Inc. (GTIM), a company that has quietly built a dual-brand strategy in the highly competitive restaurant space. The company, founded in 1987 in Boulder, Colorado, operates two distinct concepts: the quick-service drive-thru Good Times Burgers & Frozen Custard and the full-service upscale casual dining Bad Daddy's Burger Bar. This two-pronged approach is their core business model.

The Good Times brand is known for its premium, all-natural menu, featuring 100% all-natural beef and chicken, signature Wild Fries, and fresh frozen custard desserts. Bad Daddy's Burger Bar, their main revenue driver, focuses on specialty gourmet burgers and a full-service experience. As of the latest reporting, the company operates or franchises a total of 40 Bad Daddy's restaurants across seven states and 30 Good Times restaurants, primarily in Colorado.

Looking at the most recent annual figures, the company's total revenue for the last twelve months ending July 1, 2025, was approximately $143.40 million. That's a solid number for a regional player, but it's defintely not a straight-line growth story. If you want to dive deeper into how this unique structure came to be, you can find more here: Good Times Restaurants Inc. (GTIM): History, Ownership, Mission, How It Works & Makes Money.

Fiscal 2025 Financial Performance: A Dual-Brand Challenge

Let's cut to the numbers for fiscal 2025. The company's financial performance shows the push and pull between its two brands. In the first fiscal quarter of 2025, total revenues saw a noteworthy rise of 9.6% year-over-year, hitting $36.3 million, which translated into a net income of $0.2 million. That was a positive shift from a net loss in the prior year.

Here's the quick math on where the sales came from in Q1 2025:

• Bad Daddy's Burger Bar Sales: $26.1 million
• Good Times Burgers & Frozen Custard Sales: $9.9 million

The upscale Bad Daddy's segment is clearly the main product sales engine, generating the maximum revenue for the company. However, the growth story hit a snag in the third fiscal quarter, which ended July 1, 2025. Total revenues for Q3 2025 decreased 2.4% to $37.0 million compared to the same quarter in 2024. Same-store sales, a key metric for restaurant health, were challenging, with Bad Daddy's down 1.4% and Good Times down a more significant 9.0% for the quarter. Still, the company reported a net income attributable to common shareholders of $1.5 million for Q3 2025, showing their focus on cost control (Adjusted EBITDA was $2.2 million).

Good Times Restaurants Inc.'s Position in the Premium Dining Segment

When we talk about industry leadership, we have to define the sandbox. Good Times Restaurants Inc. isn't competing head-to-head with the massive national chains; they are a leader in the premium segment of the burger market. Their strategy is a unique dual-brand operation, positioning both Good Times and Bad Daddy's as premium brands within their respective quick-service and full-service dining segments.

This focus on 'all-natural' ingredients, a commitment Good Times pioneered in its region, gives them a competitive edge over conventional fast-food concepts. Bad Daddy's, with its full-service, upscale casual dining concept, is a leader in offering a high-quality, customizable burger experience. This dual-brand model allows them to capture both the drive-thru customer seeking quality and the sit-down diner looking for a gourmet experience. They are a leader in their niche.

The success of their main revenue driver, Bad Daddy's, and the strategic push to modernize the Good Times brand-including new menu items and a 'Colorado Native Burgers' campaign-show a management team committed to defending their premium turf. To truly understand why this company is a force in the premium burger space, you need to see how their mission and values drive their operational decisions.

Good Times Restaurants Inc. (GTIM) Mission Statement

You're looking for the bedrock of Good Times Restaurants Inc.'s strategy, the guiding document that translates into daily operations and, ultimately, investor returns. The mission statement is that compass, and for Good Times Restaurants Inc. (GTIM), it is a concise, customer-centric promise: to be always fresh, always good, always friendly, and to allow customers to have a great tasting meal in a great atmosphere at a great price. This simple statement is the operational filter for all 70 restaurant locations, which include 40 Bad Daddy's Burger Bar and 30 Good Times Burgers & Frozen Custard restaurants as of May 2025.

The significance here is that the mission directly maps to the company's two distinct brands. Bad Daddy's is the full-service, upscale concept, while Good Times is the quick-service drive-thru. Still, both brands must deliver on this core value proposition. When you see the company posting a Net Income Attributable to Common Shareholders of $1.5 million in the fiscal 2025 third quarter, you know this mission is driving real-world financial results, even amidst a challenging environment.

Core Component 1: Always Fresh, Always Good (Product Quality)

This component is the non-negotiable foundation of the Good Times Restaurants Inc. brand equity. It's not about buzzwords; it's about the input costs and operational rigor. The Good Times Burgers & Frozen Custard concept, for instance, is built on offering 100% all-natural beef and chicken sandwiches, a premium positioning that sets it apart in the quick-service segment.

To ensure this quality promise is met, the company has made concrete operational investments in fiscal year 2025. For the Good Times brand, management implemented new cooking procedures, enhanced holding standards for burger patties, and upgraded custard production to defintely boost product quality and the customer experience. This focus is critical, especially when the Bad Daddy's brand is also innovating, successfully introducing seasonal items like the smash patty burgers and the Birria Burger. This is how you execute a quality mission: you invest in the process. Here's the quick math: in the fiscal 2025 third quarter, the Bad Daddy's brand maintained a strong Restaurant Level Operating Profit of approximately $3.8 million, or 14.4% of sales, a direct result of solid cost controls and a menu that supports premium pricing.

• Invest in quality, not just marketing.

Core Component 2: Always Friendly (Customer Experience and Atmosphere)

The 'Always Friendly' component speaks to the service and atmosphere, which is particularly vital for a multi-brand operator. At Bad Daddy's, the mission translates to a high-energy, full-service atmosphere with a focus on craft beers and a chef-driven menu. For Good Times, it's about speed and a positive drive-thru experience. The goal is to deliver an exceptional experience to every guest, regardless of the concept.

In a market where same-store sales can be volatile-Bad Daddy's saw a 1.5% increase in Q1 2025 but a 3.7% decrease in Q2 2025-the 'friendly' experience acts as a crucial buffer against economic headwinds and competition. The company's strategic move to hire a new Senior Director of Marketing in Q3 2025 and launch the 'Colorado Native Burgers' campaign for the Good Times brand is aimed at reconnecting with the customer base and driving incremental sales and traffic by emphasizing quality over discounting. This shift shows a commitment to the mission's 'friendly' aspect by focusing on a positive brand identity that resonates with their Colorado roots.

• Service quality stabilizes sales volatility.

Core Component 3: At a Great Price (Value and Financial Discipline)

The final component, 'at a great price,' is the value proposition-the sweet spot between quality and cost that drives customer loyalty and, crucially, profitability. This doesn't mean being the cheapest; it means delivering superior value for the price. The company's financial discipline in 2025 demonstrates their commitment to this balance. While total revenues for the fiscal 2025 third quarter were $37.0 million, the company has been actively controlling costs.

For example, in the fiscal 2025 first quarter, the Bad Daddy's brand improved margins due to increased labor productivity and better food and beverage costs, driven by sequentially lower beef costs. This operational efficiency is how a company can offer a 'great price' without sacrificing the 'always good' quality. What this estimate hides, however, are the ongoing challenges: the Good Times brand faced a significant same-store sales decline of 9.0% in the third quarter, which management is addressing by redirecting focus to quality and brand identity. The company is also redirecting cash flow into cash accumulation and debt repayment, ending Q3 2025 with $3.1 million in cash and $2.3 million of long-term debt, a clear action to maintain balance sheet strength and support the long-term value proposition for investors. You can dive deeper into the ownership structure and investment rationale by reading Exploring Good Times Restaurants Inc. (GTIM) Investor Profile: Who's Buying and Why?

• Value is quality divided by cost.

Next Step: Finance and Operations teams should model the expected return on investment for the Good Times brand's 'Colorado Native Burgers' campaign against the Q3 2025 sales decline by the end of this month.

Good Times Restaurants Inc. (GTIM) Vision Statement

You're looking at Good Times Restaurants Inc. (GTIM) and trying to map their stated goals to their performance, which is smart. It's not just about the P&L; the vision is the strategic roadmap. Their vision is clear: to achieve sustainable growth and operational excellence. But honestly, the 2025 numbers show a real-world disconnect between that ambition and the near-term results, which is where the risk-and the opportunity-lies.

Here's the quick math on the challenge: Total Revenues for the fiscal 2025 third quarter decreased 2.4% to $37.0 million compared to the prior year, so 'growth' is facing a headwind. Still, they ended the quarter with $3.1 million in cash and only $2.3 million of long-term debt, which is a defintely strong liquidity position for a restaurant operator.

Sustainable Growth: The Expansion Imperative

The first pillar of their vision is expanding market presence, which is how a restaurant chain achieves scale and, ideally, higher valuation multiples. GTIM operates two distinct concepts: Bad Daddy's Burger Bar (full-service) and Good Times Burgers & Frozen Custard (quick-service drive-thru).

The challenge is that growth isn't automatic, especially when existing stores are struggling. Same-store sales (comparable sales) are the health check for this strategy, and they're flashing yellow. For the fiscal 2025 third quarter, company-owned Bad Daddy's same-store sales decreased 1.4%, and Good Times same-store sales dropped a significant 9.0%. This means the existing footprint is shrinking its contribution, forcing new store openings to do all the heavy lifting for revenue growth.

• Focus on existing store health first.
• New marketing is critical to reverse traffic trends.

The company is trying to address this, hiring a new Senior Director of Marketing to oversee a new brand campaign for Good Times, 'Colorado Native Burgers,' which will focus on their regional roots. This is an actionable step to stabilize the core business before accelerating expansion. For a deeper dive into the balance sheet that supports this expansion, you should check out Breaking Down Good Times Restaurants Inc. (GTIM) Financial Health: Key Insights for Investors.

Operational Excellence: Quality and Consistency

Operational excellence is tied directly to their mission: providing fresh, high-quality ingredients and a superior customer experience. This is where the rubber meets the road-or, more accurately, the beef meets the grill-and it's a constant battle against inflation and labor costs.

In the fiscal 2025 second quarter, the company noted that food and packaging costs were 30.7% of sales for Good Times, primarily due to significantly elevated ground beef prices. The Bad Daddy's brand, however, showed impressive cost control, maintaining a restaurant-level operating profit (a non-GAAP measure) of approximately 14.4% of sales in Q3 2025, a slight increase from the prior year's 14.3%, despite the sales dip. That's a strong sign of management's ability to control the controllable, even in a high-inflation environment.

The company is actively trying to improve execution, promoting a Director of Operations to drive better kitchen execution and consistency. They're also testing menu changes, like new smash-patty cook-to-order processes, to better align their product with what customers want right now. This is a smart, granular focus on the unit economics (the financial performance of a single restaurant) that will ultimately determine if growth is truly sustainable.

Core Values as the Foundation

The core values-Integrity, Customer Focus, and Teamwork-are the non-negotiable guardrails for achieving the vision. In a service business like restaurants, these values translate directly into lower employee turnover and higher customer loyalty, which directly impacts the bottom line.

The focus on 'Customer Focus' is paramount. The 9.0% same-store sales decline at Good Times in Q3 2025 suggests that the customer experience, value proposition, or both, are not resonating right now. This is a call to action. You can't fix a sales decline of that magnitude with just a new ad campaign; you need to ensure the team is executing on the core value of superior service every single day.

The fact that net income attributable to common shareholders was still a positive $1.5 million in Q3 2025 shows the company isn't bleeding cash, but that number is built on a foundation of cost control and not top-line momentum. The core values need to be the engine that reignites customer traffic, not just the poster on the breakroom wall.

Next Step: Finance/Strategy Team: Benchmark the Q3 2025 Bad Daddy's restaurant-level operating profit of 14.4% against industry peers to confirm if their cost control is a true competitive advantage.

Good Times Restaurants Inc. (GTIM) Core Values

You want to know what drives the financial decisions at Good Times Restaurants Inc. (GTIM), the parent company of Bad Daddy's Burger Bar and Good Times Burgers & Frozen Custard, especially when the market is challenging. The answer is simple: their core values of Integrity, Customer Focus, and Teamwork. These aren't just posters on a wall; they are the filter through which every capital allocation and operational decision is made, particularly as the company navigates a difficult restaurant environment where year-to-date Same Store Sales for the Good Times brand are down 4.4% through Q3 2025.

We've seen how these values translate into real-world actions, from ingredient sourcing to employee benefits, even when the pressure is on. For a deeper dive into the company's financial structure, check out Good Times Restaurants Inc. (GTIM): History, Ownership, Mission, How It Works & Makes Money.

Integrity: Doing the Right Thing, Even When It's Hard

Integrity, for Good Times Restaurants Inc., means conducting business with honesty and transparency, especially in product quality and financial stewardship. It's about living by an internal code and owning mistakes, not just when analysts are watching, but defintely every day.

In terms of product, their commitment is clear: Good Times Burgers & Frozen Custard is built on serving 100% all-natural burgers and fresh frozen custard, a premium positioning that costs more but builds long-term customer trust. On the financial side, this value was tested in fiscal 2025. After reporting a Net Loss of $0.6 million in Q2 2025, the company made a tough but honest call: they temporarily paused their share repurchase program.

This was a classic integrity move. Instead of propping up the stock price, they redirected cash flow to cash accumulation and debt repayment to maintain balance sheet strength. They ended Q3 2025 with $3.1 million in cash and reduced long-term debt to $2.3 million, showing a commitment to long-term fiscal health over short-term market optics. That's responsible capital management.

Customer Focus: Prioritizing the Guest Experience

Customer Focus is about prioritizing the guest experience, making sure every interaction makes the customer genuinely want to come back. This value is critical, especially as the company fights a downward trend in comparable sales-Bad Daddy's Same Store Sales were down 1.2% year-to-date through Q3 2025.

The company's actions in 2025 show a direct investment in the customer journey. They completed a system-wide rollout of new customer-facing technology across all Colorado locations, including new digital menu boards and a next-generation point-of-sale system. This speeds up service and improves order accuracy, solving two major quick-service restaurant (QSR) pain points.

Here's the quick math: faster transaction times mean more cars through the drive-thru. They also continually innovate the menu, like reintroducing the popular Birria Burger and featuring the signature Bad Ass Margarita at a promotional price of eight dollars in Q2 2025. Plus, they launched a new 'Colorado Native Burgers' brand campaign at Good Times, leveraging their local roots to connect with customers on a deeper, more authentic level. You have to give people a reason to choose you.

Teamwork: Fostering a Supportive and Growth-Oriented Environment

Teamwork is defined as fostering a collaborative and supportive work environment, which extends to respecting employees and cultivating an entrepreneurial mindset where staff think like business owners. This focus is vital in a high-turnover industry.

Good Times Restaurants Inc. demonstrates this value through clear career paths and strong benefits. For instance, at the Good Times brand, they promote 95% of managers from existing team member positions, showing a strong commitment to internal growth.

The company also provides a significant financial benefit that outpaces many competitors:

• All employees aged 21 and older are eligible to start saving for retirement with a 401(k) matching program after just one month of employment, regardless of the number of hours worked.

This is a serious commitment to the financial well-being of their team. Furthermore, when the company acquired two Good Times locations in Denver in Q1 2025, they immediately invested in retraining all team members at those locations to ensure they were proficient with the new point-of-sale systems and brand standards. That's how you support your people through change.