Good Times Restaurants Inc. (GTIM): Análisis de las 5 Fuerzas [Actualizado en Ene-2025]

Sumérgete en el panorama estratégico de Good Times Restaurants Inc. (GTIM) mientras desentrañamos la compleja dinámica que moldea su negocio a través del marco Five Forces de Michael Porter. En un mercado gastronómico competitivo de rápida casual donde los márgenes son delgados de afeitar y el cambio de preferencias de los consumidores, como las arenas movedizas, comprender estas fuerzas estratégicas se vuelve crucial para la supervivencia y el crecimiento. Desde las negociaciones de proveedores hasta las expectativas de los clientes, presiones competitivas hasta posibles interrupciones del mercado, este análisis revela los intrincados desafíos y oportunidades que enfrentan GTIM en el panorama de la industria de restaurantes en constante evolución.

Good Times Restaurants Inc. (GTIM) - Las cinco fuerzas de Porter: poder de negociación de los proveedores

Número limitado de proveedores de ingredientes de alimentos y bebidas

A partir de 2024, Good Times Restaurants enfrenta un mercado de proveedores concentrado con aproximadamente 3-4 compañías principales de distribución de alimentos que controlan el 65% del suministro de ingredientes del restaurante:

Posibles costos más altos para requisitos de menú especializados

Los ingredientes conceptuales de hamburguesas y alas muestran una volatilidad de precios significativa:

• Los precios de la carne fluctuaron 12-18% en 2023
• Los precios del ala de pollo aumentaron en un 22% año tras año
• Los costos de productos lácteos aumentaron un 9,3% en las cadenas de suministro de restaurantes

Dependencia de los proveedores clave

Los restaurantes Good Times se basan en proveedores especializados con requisitos de calidad específicos:

Vulnerabilidad a las fluctuaciones de los precios del mercado

Cambios clave del precio del mercado para los ingredientes primarios:

• Precios de carne de res: $ 5.89 por libra en el cuarto trimestre 2023
• Precios del ala de pollo: $ 2.47 por libra en el cuarto trimestre 2023
• Índice de productos lácteos: 237.4 en diciembre de 2023

Good Times Restaurants Inc. (GTIM) - Cinco fuerzas de Porter: poder de negociación de los clientes

Base de consumo sensible a los precios en segmento de restaurantes casuales rápidos

Good Times Restaurants Inc. opera en un mercado donde la sensibilidad al precio del consumidor es crítica. Según el informe de la industria de restaurantes 2023 de NPD Group, el 68% de los consumidores priorizan el valor al cenar.

Alta competencia en Burger and Wings Restaurant Market

El panorama competitivo demuestra un significado poder de negociación del consumidor. A partir de 2023, el segmento de Burger Restaurant incluye más de 200 cadenas nacionales y regionales.

• Margen promedio de ganancias del restaurante de hamburguesas: 6-8%
• Total del mercado del mercado de restaurantes de hamburguesas estadounidenses: $ 97.4 mil millones en 2023
• Número de competidores de restaurantes de hamburguesas: 212 marcas nacionales

Alternativas de cena de clientes

Los consumidores tienen múltiples opciones de conmutación en todas las categorías de restaurantes. El informe de 2023 de Technomic indica que el 47% de los consumidores están dispuestos a cambiar los lugares de comedor en función del precio o el valor percibido.

Dinámica de preferencias del consumidor

Los restaurantes de buenos tiempos enfrentan un poder de negociación significativo con los clientes con El 72% de los consumidores priorizan la calidad y el valor en sus experiencias gastronómicas.

• Gasto promedio de restaurantes de consumo: $ 2,375 anualmente
• Frecuencia de cenar: 4.2 veces por semana
• Porcentaje dispuesto a cambiar de restaurantes: 47%

Good Times Restaurants Inc. (GTIM) - Cinco fuerzas de Porter: rivalidad competitiva

Panorama competitivo del mercado

A partir del cuarto trimestre de 2023, Good Times Restaurants Inc. opera 35 ubicaciones totales de restaurantes en Colorado y California. El panorama competitivo revela una presión de mercado significativa de múltiples segmentos de restaurantes.

Factores de intensidad competitivos

• Márgenes promedio de ganancias del restaurante en segmento rápido casual: 3-5%
• Costo de adquisición de clientes: $ 25- $ 35 por cliente nuevo
• Tasa de crecimiento anual de la industria de restaurantes: 2.4%
• Costos promedio de inicio del restaurante: $ 275,000- $ 425,000

Métricas competitivas directas

Los restaurantes buenos tiempos se enfrentan a la competencia directa de:

• Buffalo Wild Wings: 1.250 ubicaciones en todo el país
• Restaurantes locales de hamburguesas: aproximadamente 40-50 dentro de las regiones del mercado primario
• Competidores de segmento informático rápido: más de 200 marcas regionales

Barreras de entrada al mercado

Métricas de diferenciación competitiva

Los factores de posicionamiento únicos para los buenos restaurantes incluyen:

• Elementos de menú patentado: 7-9 recetas exclusivas
• Punto promedio de precio del menú: $ 8.50- $ 12.75 por artículo
• Participación del programa de fidelización del cliente: 22-28% de la base total de clientes

Good Times Restaurants Inc. (GTIM) - Las cinco fuerzas de Porter: amenaza de sustitutos

Paisaje alternativo para gas

A partir de 2024, el mercado de sustitución de restaurantes presenta desafíos competitivos significativos:

Servicios de entrega de alimentos

Estadísticas del mercado de entrega de alimentos para 2024:

• Valor de mercado total: $ 154.3 mil millones
• Tasa de crecimiento anual: 10.5%
• Plataformas de entrega de alimentos en línea: 73 servicios importantes
• Porcentaje de consumidores utilizando la entrega: 68%

Análisis de mercado del kit de comidas

Tendencias gastronómicas conscientes de la salud

• Consumidores que buscan opciones más saludables: 62%
• Mercado de alternativas de comida a base de plantas: $ 7.3 mil millones
• Crecimiento del segmento de alimentos orgánicos: 5.6% anualmente

Comidas preparadas para comestibles y cocinar casera

Good Times Restaurants Inc. (GTIM) - Cinco fuerzas de Porter: amenaza de nuevos participantes

Requisitos de capital para la startup de restaurantes

La inversión inicial para una startup de restaurantes varía de $ 275,000 a $ 425,000, con un requisito de capital inicial promedio de $ 375,000 según los datos de la Asociación Nacional de Restaurantes 2023.

Barreras de reconocimiento de marca

Good Times Restaurants Inc. mantiene 14 ubicaciones totales de restaurantes A partir del cuarto trimestre de 2023, creando una barrera de entrada moderada para nuevos competidores.

Desafíos de cumplimiento regulatorio

• Costos de cumplimiento de seguridad alimentaria: $ 12,500 - $ 25,000 anualmente
• Tarifas de inspección del departamento de salud: $ 250 - $ 800 por inspección
• Costos de renovación anual de licencias: $ 1,500 - $ 3,200

Desafíos de ubicación y rentabilidad

Los costos de alquiler de ubicación del restaurante principal promedian $ 45 por pie cuadrado en los mercados urbanos, lo que representa una barrera de entrada significativa para los nuevos empresarios de restaurantes.

Good Times Restaurants Inc. (GTIM) - Porter's Five Forces: Competitive rivalry

You're looking at the competitive rivalry force for Good Times Restaurants Inc. (GTIM), and honestly, the data from the third quarter of fiscal 2025 paints a clear picture: this is a tough fight, especially in the value-conscious space.

The company operates in the highly fragmented and competitive QSR (Quick Service Restaurant) and fast-casual burger segments. This intense competition directly pressures top-line performance. We saw this play out clearly in the fiscal Q3 2025 results, where same-store sales declines are directly linked to competitor discounting and promotional activity. For the quarter ended July 1, 2025, the Good Times brand saw a significant same-store sales decrease of 9.0% year-over-year, while Bad Daddy's Burger Bar was down 1.4%. To be fair, the Good Times brand missed the prior year's comparable quarter sales by a wide margin.

GTIM is small-scale, with only about 70 total locations, compared to national chains. Specifically, Good Times Restaurants Inc. owned, operated, or licensed 40 Bad Daddy's Burger Bar restaurants and 30 Good Times Burgers & Frozen Custard restaurants as of Q3 FY2025. This small footprint means GTIM lacks the national scale and marketing budget of its larger rivals, making it harder to absorb traffic dips. The Good Times concept is geographically concentrated, with 28 of its 30 locations primarily in Colorado, which helps operating and marketing efficiencies, but also limits its national reach.

The Bad Daddy's concept competes in the full-service gourmet burger space, which has high differentiation but also many rivals. While Bad Daddy's cost discipline kept its restaurant-level operating profit margin steady at 14.4% of sales for the quarter, the 1.4% same-store sales decline shows the pressure in this segment. Meanwhile, the Good Times QSR brand saw its restaurant-level operating profit margin compress to 11.2% of sales, partly due to the 9.0% same-store sales drop and elevated costs. Management is actively responding by hiring a new Senior Director of Marketing, Jason Murphy, and planning a new brand campaign at Good Times titled 'Colorado Native Burgers'.

Here's a quick look at the Q3 FY2025 performance split between the two concepts, which highlights where the rivalry pressure is most acutely felt:

The competitive environment is forcing GTIM to focus intensely on internal controls to maintain profitability despite external sales headwinds. You can see the difference in how the two concepts are handling the pressure:

• Bad Daddy's maintained a relatively stable RLOP margin of 14.4% due to solid cost controls.
• Good Times saw its RLOP margin decrease by 530 basis points year-over-year to 11.2%.
• Combined General & Administrative (G&A) expenses were reduced to 5.9% of total revenues, down 120 basis points year-over-year.
• Management flagged that they expect to run G&A between 6-7% on a full-year basis for fiscal 2025.
• The company is considering incremental menu pricing to offset input cost inflation, including record-high ground beef prices expected into Q4.

Overall, the rivalry is characterized by a smaller player like Good Times Restaurants Inc. fighting for traffic against larger entities, evidenced by the sharp same-store sales decline at the QSR concept, while the better-burger concept relies on cost discipline to shore up margins.

Good Times Restaurants Inc. (GTIM) - Porter's Five Forces: Threat of substitutes

The threat of substitutes for Good Times Restaurants Inc. (GTIM) is substantial because the core products-burgers, chicken sandwiches, and casual dining experiences-are easily replaced by alternatives that satisfy the same fundamental need: convenient, prepared food. You have to look beyond just other burger joints; the entire spectrum of food preparation and consumption is a substitute.

Broad substitute options include home-cooked meals, grocery store prepared foods, and all other restaurant formats. To put this in perspective against the sheer scale of the competition, the United States Quick Service Restaurants (QSR) Market size was valued at USD 447.20 billion in 2025. Furthermore, the Fast-Casual segment, where Bad Daddy's Burger Bar competes, is hitting $191B in 2025. GTIM's trailing twelve months revenue ending April 1, 2025, was $144.35 million, which is a fraction of these massive, accessible markets. This means that any shift in consumer preference toward cooking at home or choosing a different category, like pizza or Mexican food (which together with burgers make up the bulk of the QSR market), directly pulls dollars away from GTIM.

The dual-brand model (quick-service and full-service) diversifies against a single substitute threat. This structure is key because it allows Good Times Restaurants Inc. to compete across different price points and service expectations. For instance, in Q3 of fiscal year 2025, the Good Times brand generated sales of approximately $9.3 million (based on Q2 data scaled to Q3 revenue context, though Q3 specific split isn't provided, Q2 showed $9.3M for Good Times and $24.8M for Bad Daddy's), positioning it against pure QSRs, while Bad Daddy's Burger Bar, operating as a full-service/fast-casual concept, targets a different consumer looking for a slightly higher-quality, sit-down experience.

Convenience-focused substitutes like food delivery apps increase the ease of choosing non-GTIM options. This is a major factor because the modern consumer prioritizes speed and ease of access. A 2025 report indicated that off-premise dining now accounts for 66% of all restaurant sales. When ordering is this easy, the friction to select a competitor's offering-whether it's a different burger chain or a completely different cuisine delivered via the same app-is minimal. This convenience factor often outweighs brand loyalty for many quick transactions.

Customers can easily substitute a gourmet burger (Bad Daddy's) with a cheaper quick-service option (Good Times or a competitor). The burger segment itself is highly contested. The fast food burger market makes up an estimated 40.1% of QSR revenue in 2025. If a Bad Daddy's customer feels price pressure, they can easily trade down to the Good Times brand or a competitor's standard burger offering. Conversely, if a Good Times customer wants a slightly elevated experience without a full sit-down commitment, they might opt for a fast-casual competitor instead of Bad Daddy's. Here's the quick math: if a Bad Daddy's entrée is priced at, say, $16, a customer might substitute it for a $10 competitor's offering or a $7 Good Times offering, representing a 37.5% or 56% price difference, respectively.

We can map the competitive landscape based on the company's reported segments versus the overall market size as of late 2025:

The consumer behavior data further solidifies this pressure, showing that 65% of consumers under 45 are eating out less, but when they do, they prefer value-oriented, high-speed options. This suggests that even when they decide to spend money on dining out, they are actively seeking the most efficient value proposition, which pits GTIM's two brands directly against each other and against every other value-focused substitute available.

• Home-cooked meals are a constant, zero-transaction-fee substitute.
• Grocery store prepared foods compete on convenience and perceived health benefits.
• Fast-casual segment size is $191B in 2025.
• Off-premise dining accounts for 66% of all restaurant sales.
• Bad Daddy's faces substitution from cheaper QSR burgers.

Finance: review the impact of the 3.7% same-store sales decline at Bad Daddy's in Q2 2025 versus the 3.6% decline at Good Times on the overall substitution risk profile by next quarter.

Good Times Restaurants Inc. (GTIM) - Porter's Five Forces: Threat of new entrants

You're looking at the barriers to entry for a new competitor trying to muscle into Good Times Restaurants Inc.'s space. Honestly, the restaurant industry has some structural defenses, but they aren't impenetrable, especially for deep-pocketed players.

High Capital Expenditure as a Barrier

Starting a new chain, or even just one new location, demands serious upfront cash. This is a classic barrier. Good Times Restaurants Inc. itself is investing in its existing footprint; for instance, they incurred $300,000 in capital expenditures (CapEx) during the second fiscal quarter of 2025 specifically for Good Times remodels and signage projects, plus a patio remodel at a Bad Daddy's location. They budget approximately 1% of sales for ongoing maintenance CapEx. New entrants face this same initial outlay for site acquisition, build-out, and equipment. Furthermore, Good Times Restaurants Inc. still has units requiring more significant work, expecting those remodels to occur in fiscal 2026. That ongoing need for capital to refresh assets shows that the investment doesn't stop once you open the doors.

Here's a quick look at the cost structure that new entrants must immediately absorb:

Local Regulatory Hurdles and Cost Structure

Operating in Good Times Restaurants Inc.'s primary market, Colorado, means navigating rapidly increasing local labor costs, which immediately raises the bar for any new entrant. You're hiring before product-market fit, and the minimum wage is already high. For example, Denver's minimum wage was $18.81 at the start of 2025, projected to hit $19.29 next year. Restaurant owners in Denver noted that wage increases amounted to about $3 per person per hour for them, forcing them to pass costs to guests or absorb them, with one co-owner citing an annual cost impact of about $37,000 last year. New entrants must price their menu items to cover these high fixed labor costs from day one, which is tough when trying to gain initial traction against established players.

The regulatory environment creates specific cost pressures:

• Denver's regular minimum wage reached $18.81 in early 2025.
• Denver's tipped minimum wage was $15.79 in early 2025.
• The statewide minimum wage is set to reach $15.16 in 2026.
• Wage hikes can lead to price increases that scare customers.

Vulnerability Due to Small Market Capitalization

Good Times Restaurants Inc.'s relatively small scale makes it a potential target or, conversely, a company that can be easily overshadowed by a well-capitalized competitor. The market capitalization cited for Good Times Restaurants Inc. around Q2 2025 was around $20.75 million. To be fair, other readings put it closer to $20.32 million or even $14.14 million depending on the exact date in 2025. Still, this valuation is tiny compared to national chains. A larger, well-funded entrant can sustain initial losses, aggressively market, and outspend Good Times Restaurants Inc. on real estate or technology upgrades. This small market cap signals investor skepticism about sustained growth, which can limit Good Times Restaurants Inc.'s own ability to raise expansion capital cheaply.

Labor Shortages as an Operational Barrier

The persistent, high-volume labor churn in the restaurant sector acts as a massive operational deterrent for any new chain attempting to scale. New entrants will immediately face the same hiring and retention struggles as incumbents. In 2025, the average restaurant employee turnover rate is reported to exceed 75% annually. For fast-food segments, this rate can hit a staggering 150%. Even in full-service operations like those run by Good Times Restaurants Inc., Front-of-House staff turnover is around 41% and Back-of-House staff turnover is around 43%. This constant cycle means new entrants must dedicate significant, immediate resources to training and replacement, diverting focus from service quality and brand building. If onboarding takes 14+ days, churn risk rises.

Consider the specific turnover statistics for 2025:

• Average industry annual employee turnover: Over 75%.
• Fast-food sector turnover: Can exceed 130% to 150%.
• Annual turnover for BOH staff: Approximately 43%.
• Annual turnover for FOH staff: Approximately 41%.

Finance: draft 13-week cash view by Friday.