This thesis will analyze the current problems that Chula Seafood is dealing with using the four frames discussed in Bolman and Deal’s reframing model. Using this multi-frame approach allows an organization to see that even though they may not view something as a problem, it may be a problem from other stakeholders which makes it their problem. This paper begins with an industry overview of the Phoenix restaurant scene explaining the current trends such as high employee turnover and an overview of how the industry operates. Then will be the introduction of Chula Seafood and how they are structured and operate currently. The paper will then focus on the current problems: high kitchen turnover, sales slump, and ineffective loyalty program. The analysis of the problems will show how the company may view the problem using a single frame analysis. This will move into the introduction of Bolman and Deal’s four frames and reframing each of the problems using the new frames. This will shed new light on the problem and give the organization a new perspective on why some of these problems exist with respect to the frames. The solution of implementing a new loyalty system will be introduced which helps solve all the problems mentioned. The solution will also be evaluated by the frames to demonstrate how the solution will be effective in fixing the problem. This will be followed by an implementation timeline which outlines how the solution will be implemented in the organization. By using the multi-frame analysis, this thesis was able to come up with a new loyalty system that fixed the current problems that Chula Seafood faces.