november 2023
latest news in
food francising expert advice:
Building a Robust Franchising System in order to
Duplicate Your Restaurant Business
cover story
clean juice
Parents of Four Invest to Impact Community Franchising MAGAZINE USA 35
36 Franchising MAGAZINE USA
conte nts
food and fr anchising Cover Story 42 Clean Juice: Parents of Four Invest in Clean Juice to Impact Community
What’s New 38 Franchising News Announcements from the Industry
Franchisee in Action 48 Bonchon: Dallas Based Franchise On a Mission to Share the Joy of Korean Food
Expert Advice
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44 Chris Conner: Building a Robust Franchising System in Order to Duplicate Your Restaurant Business
Have Your Say 52 Bad Ass Coffee of Hawaii: Retail Offerings are The Key to Unlocking Additional Revenue Growth 54 Protein Bar & Kitchen: A Recipe For Success
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Franchisor in Depth 56 Pollo Campero: Breaks Sales Records in 2023 58 Sweet Paris Creperie & Café: Finding Your Sweet Spot
Snapshot 50 District Taco: Announces 10 Unit Development Deal Throughout New York and New Jersey 62 Sarpino’s: Introduces New Boursin Supreme Pizza
Women in Franchising
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60 Erin Kaylor Biggby Coffee: Former Mcdonalds Finance Leader to Become CFO at Biggby Coffee Franchising MAGAZINE USA 37
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SHIPLEY DO-NUTS LAUNCHES DO-HAPPY REWARDS PROGRAM
Next Brands Targets Phoenix Market for New Development
New loyalty app is a first for 87-year-old brand
Shipley Do-Nuts, one of the nation’s largest do-nut brands, is offering guests sweet incentives with its first-ever loyalty program, Do-Happy Rewards, at all 340-plus locations. Everyone who joins the program will instantly be awarded two free signature glazed do-nuts. Do-Happy Rewards members earn five points for every $1 they spend to unlock rewards that range from free do-nuts and kolaches to Shipley merchandise and 99-cent coffees. The more points reward members earn, the higher their membership level, leading to more exclusive offers and discounts. The app also allows for easy, streamlined online ordering for pickup or delivery. “We began testing Do-Happy Rewards in early 2023 in our company-owned shops, and it was well received, with strong initial sign-ups and positive consumer feedback that told us there’s a real appetite for the program,” said Shipley Do-Nuts CEO Flynn Dekker. “With this launch, we can thank our devoted guests the best way we know how – with free do-nuts, merch and other menu items – while offering simpler online ordering and driving business for our franchisees.” Guests can join the program by downloading the Shipley app from the App Store or Google Play Store or signing up online. As of Sept. 1, Do-Happy Rewards had more than 40,000 members who are spending 60% more than non-loyalty members. Rewards members also visited about twice a month as the program rolled out. The new loyalty program is the latest of many tech upgrades for the 87-year-old brand as it prepares to nearly double in size over the next five years. ownashipleydonuts.com 38 Franchising MAGAZINE USA
The Growth Partner for Impactful Food Franchise Brands Looks to Further Expand in Western US Markets Next Brands, a family-owned strategic manager and growth accelerator of impactful food franchise brands, is growing rapidly. As a part of this growth, the brand has its sights set on the Phoenix, Arizona market for expansion further into the western region of the United States. Specifically, Next Brands’ Midwest-based brand, Beef-a-Roo, hopes to be serving up affordable, fresh meals to the Phoenix market. Beef-a-Roo has experienced impressive growth in recent months, doubling its number of locations in just a year and a half. Currently, the brand operates at 14 locations, four of which are corporate locations in Springfield and Kansas City, Missouri, and Manhattan and Overland Park, Kansas, with three additional locations in development. “We are thrilled by our continued growth, and we hope to continue the trajectory in our current markets and enter new markets,” said Austin Capoferi, President of Next Brands. “Phoenix presents a great opportunity for Beef-a-Roo to serve a new community and increase our brand’s presence in a new region of the country.” “Next Brands is a family-run company, and we are looking to expand our family environment and culture by offering more unique franchising opportunities across the country,” said Capoferi. “We are thrilled to expand our restaurant concepts’ footprint and serve high quality and fresh ingredients to more local communities.” For more information about Next Brands or their franchise opportunity, please visit: https://nextbrands.com/
Mr Gatti’s Pizza Opens Family Entertainment Center Location
Late last month, Mr Gatti’s Pizza opened its newest family entertainment center location in Dadeville, Alabama. The restaurant features an all-youcan-eat pizza buffet, a salad bar, an entertainment area, and games. This is the brand’s seventh location to open this year, with 140 total locations open or in development. The dynamic duo behind the expansion are franchise owners Mark Weeks and Kurt Hayley, who have cherished the Mr
Gatti’s Pizza brand since childhood. This latest opening holds a special meaning for Hayley, a Dadeville native. “I’ve always had cherished memories of this community. From birthday celebrations to school events and sports ceremonies, the presence of Mr Gatti’s food always brought us together. Bringing Mr Gatti’s Pizza back to my hometown is a dream come true,” said Hayley.
in Opelika, Ala., where they introduced
This opening in Dadeville comes on the heels of the duo’s recent location opening
success of the franchise model the brand
a Mr Gatti’s Pizza with a contemporary, bar-charmed setting, resonating with both casual meetups and romantic evenings. In the last three years, the brand has sold 86 franchise agreements and is on track to open 60 locations by the end of 2026. This continued growth is attributed to the franchisees and is a testament to the has created.
Beans & Brews Coffeehouse Names Chad Gretzema as New CEO to Fuel Growth As part of its strategy for nationwide expansion, Beans & Brews Coffeehouse is fortifying its executive team to enhance growth and franchise support with the appointment of Chad Gretzema as its Chief Executive Officer. With nearly three decades of multi-unit food and beverage leadership experience, Gretzema brings a wealth of industry knowledge to the Beans & Brews team. Prior to this appointment, he served as the Brand President of Del Taco, where he led 600 franchise and company restaurants. During his tenure with Del Taco, he served in various leadership roles including SVP of Strategic Planning and Chief Operating Officer as the brand logged 32 consecutive quarters of franchise same-store sales growth.
Jeff and Kevin Laramie, co-founders of Beans & Brews Coffeehouse, expressed their enthusiasm about Gretzema’s ability to lead the company in this next chapter of growth. “The journey with Beans & Brews has been the greatest of our lives. Over the years, we have seen our company evolve, innovate, and grow — achieving milestones that we could have only dreamed of when we first embarked on this adventure,” said Jeff Laramie, former CEO. “We believe that with Chad at the helm, the company is poised to achieve even greater heights. His passion for building brands and supporting franchisees along with his proven track record of success make him the perfect fit for our brand.” “I couldn’t be more excited to join Beans
& Brews Coffeehouse as we accelerate growth,” Gretzema said. “Jeff and Kevin Laramie have built a special brand that resonates deeply with its communities and amazing teams in the restaurants. Franchising MAGAZINE USA 39
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BIGGBY® COFFEE Pursues 500 Open Units by End of 2024
Layne’s Chicken Fingers Acquires 3 Flagship Locations in College Station, Texas Upon the retirement of the original owner, the Layne’s corporate team took ownership of the three original restaurants.
The high-energy coffeehouse franchise has seen monumental growth this year and is on track to meet or exceed the 500-unit mark by the end of next year. With over 360 open coffeehouses and another 140 in some stage of development, BIGGBY® COFFEE, the high-energy coffeehouse franchise that supports its owners and communities in building lives they love, is in a great position to meet its “BIGG” goal of 500 units opened by the end of 2024. In the first half of 2023, BIGGBY® signed 43 new franchise agreements and opened 31 new locations, driving expansion in key emerging markets including Illinois, Idaho, Tennessee, Georgia, North Carolina and Virginia. As it continues along an impressive growth trajectory, BIGGBY® is leveraging real estate flexibility and robust franchise support to create an investment opportunity that is catered to each local owner and the needs of their individual communities. In addition to the traditional coffeehouse build-out, BIGGBY® COFFEE has prototypes that fit end-cap locations with drive-thrus, modular drive-thru-only models, BCubed models and even kiosks. With the pipeline ready to reach the 500-unit mark by the end of next year, the achievement is just a milestone in BIGGBY® COFFEE’s journey to the 1,000-unit mark at the end of 2028, driven largely by its strong franchisee support, focus on company culture, and evergrowing consumer demand. 40 Franchising MAGAZINE USA
With the retirement of Mike Garratt, the original owner of Layne’s Chicken Fingers, the first three restaurants of the Texas-born and breaded chicken finger franchise have been acquired by the corporate team. Garratt will remain a part-owner in the company and continues to serve on the board, offering his expertise as the franchise pushes ongoing growth. Because Garratt had a licensing deal, there was a 50-mile protected radius surrounding the original location, and he was not required to follow changing brand guidelines, including new visual branding, updated menu offerings and operational changes. Rather, he maintained the nostalgic Layne’s feel in all three restaurants. Now, with the corporate team taking over the three restaurants and freeing up the opportunity to develop new locations within the 50mile radius, the brand is only becoming even more connected and cohesive across Texas. The very first Layne’s restaurant will be maintained as a sort of time capsule while the other two are updated with new branding and menu items, ensuring the brand presents a united front while keeping all franchisees on a level playing field to protect the overarching strength of the brand and future of each individual location. The acquisition is just one milestone in the brand’s larger growth trajectory. With 12 open restaurants and another 15 on deck for next year, the Soon to be Famous™ chicken franchise is looking at a 100% year-over-year growth rate as it expands across Texas, Virginia and Wisconsin.
Voodoo Brewing Co.: From Small-Town Brewery to Fast Growing Franchise In just over 10 years, Voodoo Brewing Co. has grown from a local brewery to an internationally acclaimed one and is the fastest-growing brewpub franchise on the planet. After opening their first taproom in Erie, Pennsylvania to a line wrapped around the block, Matteo and Curt Rachocki knew they were doing something right with Voodoo Brewing Co. They began considering how they might expand the product and experience to even more people nationwide. And what better way to expand a community-focused company than with local, communitybased owners? So, they launched franchising. However, the pandemic soon hit, and corporate locations were forced to close. During a time that was notoriously difficult for food and beverage concepts of all types, the Voodoo Brewing Team knew they would need to take serious action to survive. I had known the Voodoo Brewing Co. team through their partnership with my company, Raintree, but I decided to get more involved. I knew the system could grow to be a successful franchise with the right support, and wanted to go all in. I invested in a brewpub concept in the height of a pandemic that had forced many restaurants to close or even fail, specifically because I knew that the Voodoo experience was one people were longing for as a direct result of pandemic-related isolation. After this, development took off.
Two years later, we continue to brew some of the best craft beer out there, and we’ve also branched out into craft cocktails and seltzers. With 17 thriving brewpubs in multiple key markets, another 23 projected to open before the end of the year and even more in some stage of development, we’ve grown to be the fastest-growing brewpub franchise on the planet and don’t plan on stopping any time soon. Brent Dowling is the Chairman of the Board of Voodoo Franchise Group
VELVET TACO OPENS FIRST CASINO RESTAURANT flavors. The restaurant’s partnership with Choctaw Casino & Resort inside the District Food Hall in Durant, OK, stands as the brand’s first casino restaurant opening with more non-traditional openings on the horizon. Velvet Taco’s continued national expansion includes future locations planned for airports, casinos, food halls and more.
Velvet Taco announced the opening of the brand’s first casino restaurant location inside Choctaw Casino in Durant, OK, on September 26, 2023. This new location is one of several planned non-traditional openings for Velvet Taco, as the leadership team continues to prepare for expansive growth. Velvet Taco first brought its diverse, globally-inspired menu to the city of Dallas, Texas in 2011 and has since continued to break barriers with its immense growth and infamous international
Following the recent appointment of three new executives to its leadership team, including Jeffery Brush as Vice President, Controller, Brooke Perry as Vice President of Marketing, and William Davenport as Chief Financial Officer, the brand is poised for continued growth. With Velvet Taco’s 43 restaurants in 7 states, including its recent successful introduction to the Florida market, the expanded leadership team has exciting plans for 2024 and beyond. “There couldn’t be a better location to introduce our first casino restaurant and we are honored to partner with Choctaw Nation of Oklahoma to introduce the Velvet Taco brand to their community and visitors,” says Velvet Taco CEO and Taco Maker Clay Dover, “This opens the door to many more openings, allowing us to bring our internationally-inspired tacos to guests across the US in a nontraditional setting.” Franchising MAGAZINE USA 41
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cover story: Clean Juice
Parents of Four Invest in Clean Juice to Impact Community
with All Organic Fast-Casual Dining Option “If you believe your product or service can fulfill a true need, it’s your moral obligation to sell it.” - Zig Ziglar
“The concepts of pizza or ice cream shops would be a bit hypocritical. The high volume of carbohydrates, sugar, and cheese in their bodies consistently was not the exact message we felt comfortable with. It just didn’t compliment our message and seemed opposite to what we tried to convey to our young athletes about nutrition,” added Marybeth. In addition to the athletics piece, Chris travels all over New England for his medical device sales job, explaining that healthy eating options “on the go” are limited. “Being on the road can lend itself to an unhealthy nutritional lifestyle. As we have gotten older, we have paid far more attention to our diets and tried to set a better example for our children by what we feed into our bodies,” said Chris.
Chris and Marybeth Fiengo met in 2005, married, and started a family in 2006 with a move to southern New Hampshire. For years, Marybeth and Chris dreamed of opening a restaurant. “It takes years of deliberating what type of business you can put on the ground and also match the passion of the impact you want for that business,” said Chris. “For the time we have been up in New Hampshire, we always thought New Haven, Connecticut-style pizza would be a great business to introduce in New Hampshire.” However, having four children who compete in sports made it harder for Chris and Marybeth to support the pizza restaurant venture. As coaches for their children’s sports teams, teaching kids about proper eating, hydration, and training became difficult while preparing for competition. 42 Franchising MAGAZINE USA
Then came the pandemic, where ordering food from home or curbside pick-up became commonplace. Trips to the grocery store became limited, and finding healthy options in their living radius was challenging where we could trust the ingredients and nutrients we consumed. Conversely, the pandemic exposed the need for more preventative health practices, and awareness of healthy eating habits became extremely important. “The pandemic became a time when nutrition and working out became a much higher priority in our household. Nutrition was always pressured and stressed with every decision we made for our eating options,” commented Marybeth.
In the Summer of 2021, Chris was coaching an AAU baseball team that qualified for an away tournament in New Jersey (the Jersey Shore, to be exact). “The Jersey Shore is home to some of the best restaurants, food, desserts, and above all else, Italian food, our family’s favorite,” said Chris. During that trip, discussing where they would go next in their financial journey was taking a more focused course. They were in contact with franchise consultants, real estate agents, and many other investment ventures to figure out which direction they should aim to expand their income. “Marybeth had been home with all four of the children since 2007, and with our youngest getting out of the toddler age, we were ready for our next challenge,” exclaimed Chris. During this trip, they woke up and set out to find a healthy meal. They walked the boardwalk with every food option, including mouth-watering, sweet, carbloaded, beautiful, hearty breakfast foods. However, they were looking for something that would not weigh them down as they faced a hot day and double header baseball schedule. “Chris directed the entire team to a place selling smoothies and bowls. To our surprise, the entire team followed us to the healthier option, and the decision to go with healthy food was made right then and there. It wasn’t just the parents. The kids guided their families with us,” said Marybeth.
It takes years of deliberating “ what type of business you can They validated our thoughts about the
put on the ground and also match the passion of the impact you want for that business.
”
health food sector as a safe, substantial investment, the post-COVID public reaction to eating better, and every major fast-casual brand adding healthier food
options to meet consumer demands. The decision to invest in healthy eating seemed beyond viable. With the many franchises out there, they described what they were looking for to their team and directed them to a growing franchise out of North Carolina. Because Michael Jordan was Chris’s childhood idol, he considered the recommendation good karma! “Clean Juice is a faith-based company, and regardless of your beliefs, companies with this type of foundation present well to their workers and conduct strong principles selling to the public. Clean Juice is a company where we experienced an instant, awesome vibe. Their leadership and team are strong with charisma you want to feed off and simply just be around,” said Chris.
allocate appropriate time to the business allowed this store to become available. “It was a no-brainer to strike while we had the chance and launch Fiengo Enterprises into New England,” said Chris. Simsbury is a beautiful growing community they are developing a close relationship with and will have both stores reaching for the highest levels of success. Marybeth has dedicated the past two years to building and guiding this franchise into their community, and Chris is the ambassador supporting the product’s sales. Both have very different skill sets that make them a complete team. “We are extremely proud to see our children working hard in the stores. They
It takes years of deliberating “ what type of business you can put on the ground and also match the passion of the impact you want for that business.
”
are as much a part of the brand as we are. We aim to serve these communities a healthy product with nutrients they can trust. That is how we differentiate ourselves and build long-term relationships. Our family must have a business, but the impact this business can have on everyone involved is more important. It’s an investment that has become our passion, and we could not be more grateful,” concluded Marybeth.
“We felt we were with family instead of a business proposition. Kat and Landon were very similar people to us. They are very down-to-earth, hard-working people. They are young parents trying to make an impact through their work, and we identified very closely with them,” added Marybeth. The Fiengos were ready to walk away if the food did not live up to the hype. But there was no need as they were blown away with the product. “No one believes in this brand more than us, and no one trusts the direction of this company more than we do,” said Chris. Like all growing franchises, there are periods when change can be a struggle. However, the Fiengo’s years working to keep their family financially afloat, changing careers, and managing their lives have prepared them for this venture. “We have built an infrastructure not just to build our first location in Nashua but have an overall plan in owning many of these throughout New England. We trust our vision and direction to guide this franchise in the challenging Northeast,” added Chris. As we were building out in Nashua, the only existing Clean Juice in their territory lives in Simsbury, CT. The previous owners were physicians and were moving out of the fast-casual sector to focus their attention on their careers—the inability to Franchising MAGAZINE USA 43
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EXPERT ADVICE: Chris Conner | Founder | Franchise Marketing Systems
Building a Robust Franchising System in order to Duplicate Your Restaurant Business Expanding a successful restaurant business through franchising can be a strategic and rewarding endeavor. So many of the world’s best food service brands have leveraged the franchise model as a way to scale and capture market share including McDonald’s, Burger King, Subway, Johnny Rockets and so many more. Franchising offers the opportunity to duplicate your restaurant’s concept, brand, and success in new markets while sharing the responsibilities and rewards with motivated entrepreneurs. However, creating a solid system to duplicate your restaurant business through franchising is a complex process that requires meticulous planning, detailed documentation, and continuous support. In this comprehensive guide, we’ll walk you through the steps to develop a robust franchising system for your restaurant.
Establishing a Strong Foundation for your Restaurant Franchise A successful franchising system begins with a strong foundation built on a welldefined restaurant concept, proven viability, and a solid brand identity. You should have a great mission statement and a good understanding for what makes your model unique and powerful. 44 Franchising MAGAZINE USA
a. Defining Your Restaurant Concept Clearly articulate your restaurant concept, from the type of cuisine you serve to the ambiance, target audience, and unique selling points. A welldefined concept forms the basis for your franchise system and guides future franchisees.
b. Proving the Concept’s Viability
Before franchising, ensure your restaurant concept is viable. Run a profitable, well-managed flagship restaurant as proof of your concept’s success. Prospective franchisees will be more confident in investing if they see a demonstrated track record.
c. Building a Solid Brand
Develop a strong brand identity that reflects your restaurant’s values and appeals to your target market. A consistent and compelling brand is vital for attracting franchisees and customers alike.
Developing Standard Operating Procedures Thoroughly document all aspects of your restaurant’s operations, creating a comprehensive operations manual to guide franchisees. We recommend incorporating a good learning management system to have this content be usable and hold
franchisees accountable for reading and understanding the information. a. Documenting Every Aspect of the Business
Leave no aspect of your restaurant business undocumented. Include processes for food preparation, staffing, customer service, marketing, inventory management, and financial reporting.
b. Creating an Operations Manual
Compile the collected information into a comprehensive operations manual. This manual will serve as a reference guide for franchisees, ensuring they understand and implement your restaurant’s standards and procedures.
c. Setting Quality Standards
Clearly define and set quality standards for food preparation, service, and overall operations. Ensure that these standards align with your restaurant’s concept and brand.
Legal and Regulatory Compliance To franchise your restaurant, comply with legal requirements and protect your intellectual property. a. Franchise Disclosure Documents (FDD) Create a Franchise Disclosure Document (FDD) that outlines essential
information about your franchise system, including financials, franchise fees, and obligations. Comply with federal and state regulations concerning FDD disclosures. b. Franchise Agreements Develop franchise agreements that detail the legal relationship between your restaurant and franchisees. Address all aspects of the franchise arrangement, including territorial rights, fees, and terms. c. Intellectual Property Protection Protect your intellectual property, including trademarks, logos, and proprietary recipes, through legal mechanisms. Ensure that franchisees respect and use your intellectual property according to your standards.
Selecting the Right Franchisees Choosing the right franchisees is crucial to the success of your franchise system. a. Identifying Ideal Franchisee Traits Define the characteristics, values, and qualities you seek in potential franchisees. Traits like dedication, business acumen, and alignment with your brand’s values are essential.
b. Franchisee Recruitment Process Establish a comprehensive franchisee recruitment process that includes advertising, interviews, background checks, and due diligence. A wellstructured process ensures you select the best candidates. c. Training and Onboarding Prepare a comprehensive training and onboarding program for new franchisees. Training should cover the restaurant concept, operations manual, quality standards, and use of proprietary systems.
Providing Comprehensive Training and Support Support your franchisees with the training and guidance they need to succeed. The best food service franchises have excellent training and put franchisee support at the top of the list of priorities. a. Initial Training Programs Offer comprehensive initial training programs for franchisees, covering all aspects of your restaurant’s operations. Provide hands-on training at an existing restaurant and ensure franchisees are well-versed in using your operations manual.
Chris Conner has worked in the franchise development industry for almost 20 years and helped over 600 brands franchise their brand and develop franchise distribution channels. He founded Franchise Marketing Systems in 2009, which now includes a team of 27 franchise consultants based in and Canada and supports brands around the world to grow and scale through franchise expansion. Visit www.fmsfranchise.com for more information
b. Ongoing Support and Guidance Provide ongoing support to franchisees, including access to support staff for operational questions, challenges, and troubleshooting. Offer regular communication channels for feedback and updates.
c. Supply Chain and Procurement Support
Assist franchisees in establishing supply chain connections and procurement sources. Ensure they have access to the same quality ingredients and products as your flagship restaurant.
Marketing and Branding for Franchisees Collaborate with franchisees to implement coordinated marketing efforts while allowing room for localized strategies. a. Coordinated Marketing Efforts Centralize marketing strategy development to maintain brand consistency. This includes national advertising, social media campaigns, and promotional materials that franchisees can use.
b. Localized Marketing Strategies
Allow franchisees to develop and execute localized marketing strategies that cater to their specific markets and target audiences.
c. Brand Consistency
Emphasize brand consistency in all marketing efforts to maintain a uniform brand image and customer experience across the franchise network. Franchising MAGAZINE USA 45
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EXPERT ADVICE: Chris Conner | Founder | Franchise Marketing Systems
Maintaining Quality Control Regularly assess franchisee compliance with your quality standards and operational procedures. a. Regular Audits and Inspections Conduct regular audits and inspections of franchisee locations to ensure compliance with your operational standards and quality benchmarks. b. Feedback Loops Establish feedback loops that encourage franchisees to report issues, share insights, and offer suggestions for improvement. Maintain open communication channels for collaboration. c. Continuous Improvement Use feedback and audit results to drive continuous improvement. Update the operations manual and quality standards as needed to address emerging challenges or changes in the industry.
Expanding the Franchise Network Consider the potential for scaling your franchise system. a. Scaling the Franchise System Evaluate the capacity and resources available to expand your franchise network. Plan for additional locations and coordinate growth efforts. b. Exploring New Territories Assess new territories and markets for franchise expansion, considering demographics, competition, and market demand. Conduct thorough market research before expanding. c. International Expansion If applicable, explore opportunities for international expansion. Evaluate the feasibility of entering foreign markets, considering factors such as cultural differences, local regulations, and supply chain logistics.
Franchisee Relationships and Conflict Resolution Maintain positive relationships with franchisees and provide mechanisms for conflict resolution. 46 Franchising MAGAZINE USA
a. Communication and Collaboration Foster open and transparent communication between your restaurant’s management and franchisees. Encourage collaboration and idea sharing.
b. Handling Disputes
Establish a process for handling disputes and conflicts between franchisees. Ensure that resolutions are fair and in line with the terms of the franchise agreements.
c. Supporting Franchisee Success
Offer guidance and support to franchisees to help them overcome challenges and achieve success. Provide resources for addressing operational issues or financial difficulties.
Legal and Financial Considerations Maintain transparency in financial dealings and adapt to legal changes. a. Financial Transparency Maintain financial transparency with franchisees, providing clear accounting and financial reports. Ensure they understand how franchise fees and royalties are calculated. b. Renewals and Termination Define the terms and conditions for franchise agreement renewals and terminations. These terms should be clear and fair to both parties. c. Adapting to Legal Changes
Stay updated on changes in franchise laws and regulations, and adapt your franchise system accordingly to remain compliant with legal requirements. Creating a solid system to duplicate your restaurant business through franchising is a multi-faceted endeavor that requires meticulous planning, attention to detail, and unwavering commitment to maintaining the integrity of your brand. A well-structured franchise system offers the opportunity to expand your restaurant’s reach while sharing the entrepreneurial spirit with franchisees who are passionate about your concept. By establishing a strong foundation, developing standard operating procedures, ensuring legal compliance, selecting the right franchisees, providing comprehensive training and support, maintaining quality control, and embracing growth opportunities, you can create a successful and sustainable franchise network. As you navigate the intricacies of the franchising process, remember that the key to success lies in collaboration, open communication, and a shared dedication to delivering exceptional experiences to your customers, whether they’re dining at your flagship restaurant or one of your franchise locations. For more information on how to franchise your restaurant business, contact Franchise Marketing Systems (FMS Franchise): www.FMSFranchise.com
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franchisee in action: Bonchon
Dallas-based franchise on a mission to share the joy of Korean food Nettie Brant is one of many passionate fans of Bonchon, the Dallas-based franchise on a mission to share the joy of Korean food. She enjoyed working at the Midlothian, VA location so much that when the original franchise owner shared his plans to retire, she went home and convinced her mother, Cheryl, that they should buy it. Two weeks later, they were the proud owners of their very own Bonchon! The mother-daughter duo will soon expand into multi-unit operators with the Richmond opening of one of the brand’s first ghost kitchens. 48 Franchising MAGAZINE USA
“Bonchon is a unique brand with truly authentic Korean dishes and the best wings around. I already knew how great it was to be part of the company so we seized on the opportunity to take over such a prime location,” said Brant. “Now with the ghost kitchen model, we’re able to provide a dedicated channel for Bonchon fans to get their favorites at their own convenience.” Founded in Busan, South Korea in 2002, Bonchon first opened in the U.S. in New York City in 2006. The brand is known for its distinctive Korean fried chicken, hand-battered and double-fried to achieve its craveable crunch and hand-brushed to perfection with Bonchon’s unique sauces,
able to focus on this critical element of our business separate from a traditional restaurant format, where the on-site guest experience is the priority.” Earning an average unit volume of $1.68 million, Bonchon offers franchise partners fast casual and full-service settings, carry-out/delivery and, now, ghost kitchen options, which enable owners to have an additional brand presence that serves a distinct audience with minimal labor demands. Recent openings reflect a variety of nontraditional settings that also include several locations within malls and as part of food halls. Kelly Moughal and Muhammad Saleem are franchise veterans with four brands in their ownership portfolio. They will soon open their first Bonchon at Queens Center Mall and are confident that this location will be successful. “While Bonchon is a destination dining option for so many of our guests who will follow their craving for our unique flavors, we also believe the brand fits in well as an option while spending the day shopping or running errands,” said Moughal. “Food court Bonchon locations often have the longest lines during the lunchtime rush and we expect to see the same at the Queens Center Mall.”
including its newest addition of traditional Korean Yangnyeom sauce. A variety of other Asian fusion cuisine options and Korean specialties are also available. Bonchon is in the midst of a growth spurt, with plans to expand from 125 to 500 U.S. locations and 420 to 500 global locations in the next five years, building on its international presence in countries including Thailand, Philippines, Singapore, Cambodia, Myanmar, France, and Vietnam. Thanks to the recent influx in popularity of Korean culture, from K-pop to cuisine, and a flexible menu of restaurant formats for franchise partners to choose from, the brand is well positioned to achieve these goals, with 40+ units signed already in 2023.
Franchise partner Thomas Heou will soon open his third Bonchon location – the brand’s first ghost kitchen. Coming from a financial services background, Heou carefully evaluated the multiple options offered by Bonchon. With two successful dine-in locations already in the Washington, D.C. market, he recognized the growing need for a solution that would significantly improve efficiency and meet the demand of customers seeking prompt meal delivery that still maintains the Bonchon quality they have come to expect. “The market for online and delivery food continues to grow, particularly among the younger generations who are some of Bonchon’s biggest fans,” said Heou. “Through the ghost kitchen model, I’m
“As an industry leader in not just authentic Korean cuisine but also innovation to drive growth, Bonchon is constantly seeking to develop restaurant models that best support both our franchise partners and our guests,” said Bonchon Chief Growth Officer Suzie Tsai. “Through the ghost kitchen, we are able to leverage technology for greater flexibility, help alleviate labor challenges, and increase brand awareness.” Along with the variety of formats available, Bonchon provides a Restaurant Opening Concierge who partners with franchisees through site selection, store design, permitting, construction, and procurement, complemented by ongoing training, operational, and marketing support. For information on franchising with Bonchon, visit franchising.bonchon.com. Franchising MAGAZINE USA 49
f o o d f r a n c h i s i n g f e at u r e
snapshot: District Taco
District Taco Announces 10-Unit Development Deal Throughout New York and New Jersey District Taco, the premier authentic Mexican fast-casual restaurant, is thrilled to announce the signing of a tenunit development agreement with D3 Tacos LLC to bring new District Taco locations to Hudson County, NJ and Richmond and Kings Counties, NY. The brand is excited to bring its unique and fresh Yucatán style food to new guests as they expand into their first New Jersey and New York locations. “Because of our industry experience, we could easily see that District Taco is a scalable business model poised for growth and success - and we’re excited to be a part of that,” said Daniel Yu, of D3 Tacos LLC. “In addition, I don’t think customers
in the New York-New Jersey area have experienced anything like the Yucatán cuisine District Taco offers, with freshroasted vegetables and spices not often found in other Mexican food restaurants.” District Taco is differentiated in the market by its Yucatán-inspired menu based on the family recipes of the brand’s CoFounder, Osiris Hoil. Locations proudly serve breakfast and lunch tacos, burritos, bowls, salads, quesadillas, and more. Never wanting to compromise quality, District Taco ensures the freshness of its products by preparing its food daily. Chiles and tomatoes are roasted on the premises, grilled meats are marinated with a secret combination of citrus and spices that are indigenous to the Yucatán region, and chips and salsa are made in-house daily. All menu items are customizable, with vegetarian, vegan, and gluten-free options also available.
“We cannot wait to serve District Taco’s authentic cuisine to the local communities in New York and New Jersey,” said Chris Medhurst, Chief Operating Officer of District Taco. “We are thrilled to partner with D3 Tacos and to continue growing the brand across the country. The tri-state area is a market unlike any other market in the country, and presents a tremendous opportunity for us to reach millions of new, hungry customers.” For more details about District Taco, go to www.districttaco.com. For more information on franchising opportunities, visit https://franchising. districttaco.com/.
About DISTRICT TACO: In 2009, two neighbors, Osiris Hoil and Marc Wallace, got together over some homemade chips, salsa and guacamole and decided to launch a District Taco food cart. Since then, District Taco has grown to fourteen locations and employs more than 300 people in and around Washington D.C. and Philadelphia metro areas. Their mission is to serve quality – Yucatán style – Mexican food that is fresh, simple and healthful, with a fully customizable menu that includes vegetarian, vegan and gluten-free options. At District Taco, food is made fresh daily from the highest quality ingredients. They strive to limit their impact on the environment by serving in environmentally friendly packaging where possible. For more information about District Taco or their menu, and to download the app, visit https://www.districttaco.com/ or follow @districttaco across socials. 50 Franchising MAGAZINE USA
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globalpublishers@icloud.com Franchising MAGAZINE USA 51
f o o d f r a n c h i s i n g f e at u r e
have your say: Scott Snyder | CEO | Bad Ass Coffee of Hawaii
Retail Offerings are the Key to Unlocking Additional Revenue Growth – Here’s Why of our core customers grow which created buzzing conversations of the brand. This, in turn, created an increased demand for our product – both in-store and online. Now, merchandise makes up over 8% of systemwide sales, with the top 1/3 of the system over 11% in total sales.
Regardless of your company, whether you’re a fitness concept or a QSR brand, it’s important to carefully evaluate how you can capitalize off the appearance of your space.
For example, all of Bad Ass Coffee locations are designed intentionally while paying homage to our Hawaiian culture. When you walk through our doors, you’re greeted with an “aloha.” Each location captures the true essence of the island – from the blues and greens that symbolize the land and water, to the music selection we play over the speakers. Channeling the aloha spirit in our stores’ atmospheres furthers our mission of allowing customers to fuel their inner bad ass. This helps drive overall customer engagement.
A well-designed layout guides customers through the store, highlighting featured products and encouraging exploration. Thoughtful lighting can set the mood and draw attention to key areas, while
In creating an appealing ambience, you’re providing your consumers with an experience, rather than a quick exchange of goods, which can lead to an increase in overall sales.
Bottom line, the power of retail offerings should not be overlooked. Here are three key findings franchise brands can tap into that can help unlock revenue growth.
Prioritize the Ambience of Your Store Design Scott Snyder CEO of Bad Ass Coffee of Hawaii
With the business landscape in a constant state of evolution, brands must prioritize an omnichannel approach to generate consistent revenue growth. Today, brands have more resources than ever before to advance overall performance. One of the most often overlooked but immensely valuable revenue streams is retail. As a franchise-first brand, each decision we make at Bad Ass Coffee of Hawaii is done so with our franchisee’s best interest in mind. In looking at how we could build off the brand recognition we’ve created, while introducing new people to our brand, we unveiled an undeniable truth of the power of retail. In prioritizing a strategy to grow Bad Ass Coffee’s retail offerings, our profitability has reached new heights. We saw the base 52 Franchising MAGAZINE USA
decor, such as color schemes, textures, and visual displays, should reflect your brand’s identity and resonate with your target audience. An impressive design and layout can transform the customer experience, and in turn, boost sales.
Amplify Brand Awareness Through Branded Merchandise Branded merchandise is a dynamic strategy to elevate brand awareness, strengthen customer loyalty, and introduce your brand to new consumers. Harness this potential by developing individualized merchandise as well as an array of products that align with your core brand identity. Thoughtfully-curated and quality merchandise resonates in the minds of consumers, and is a chance to tell your brand’s story in a way that is creative and trendy. By investing in this branch of your business, you’re committing to expanding your customer reach. You don’t only increase your revenue through the branded merchandise itself, but it also serves as a powerful tool in growing brand awareness. At the heart of Bad Ass Coffee is the legend of the donkey which lives on through our name, premium coffee, and merchandise. You’ll find the iconic donkey on many of our shirts, keychains, coffee mugs, etc. Beyond our brand name, individuals have grown to recognize the donkey and resonate with the story behind it – legend has it that for generations, donkeys could be heard bellowing as they carried precious loads of coffee beans down the steep mountains of the Big Island. The people of Kona named these hard-working donkeys the “Bad Ass Ones” because of their reliably strong, but stubborn nature in carrying their precious cargo. People are drawn to both the meaningful narrative and the uniqueness of the design.
Optimize Product Assortment A key pathway to enhancing revenue growth within a business is the optimization of product assortment. This is a multi-faceted process that begins and ends with decision-making and strategic selection. By identifying and prioritizing the most popular and profitable merchandise, you’re able to align your offerings with customer preferences. Furthermore, this ensures your inventory caters to the wants and needs of your consumers. For our brand, we don’t shy away from offering an assortment of merchandise
– from shirts and glasses, to tote bags and stickers, to our whole or grounded coffee beans. We know some people want a coffee mug that they can enjoy sipping their favorite roast out of while others want to sport favorite coffee brand in their everyday life on a t-shirt or hat. This has helped us build a following and increase our brand’s visibility. Regularly review sales data and customer feedback to adjust your product assortment, eliminating underperforming items and focusing on what resonates with your
clientele. By constantly refining your offerings to meet customer demands and maintaining a balance between classics and innovation, you can optimize your product assortment and drive retail revenue effectively. Bad Ass Coffee of Hawaii serves as a testament to the progressive potential of prioritizing retail. From capitalizing on your store design to amplifying brand awareness through merchandise, franchise brands can tap into a new or refreshed strategy for revenue. Franchising MAGAZINE USA 53
f o o d f r a n c h i s i n g f e at u r e
have your say: Jimmy McFeeters | VP of Franchise Development | Protein Bar & Kitchen
A Recipe for Success:
5 Ways to Tackle the Real Estate Market as a Restaurant Brand I am certain that most restaurant brands have spent much of their time the last few years planning to get ahead of both expected and unexpected challenges, largely due to the pandemic. Here are a few strategies to put into practice to overcome the hurdles of the ever-changing restaurant industry.
Getting Ahead of Challenges:
Jimmy McFeeters VP of Franchise Development for Protein Bar & Kitchen
Is now a good time to buy a business? It’s a question I hear on a daily basis as I begin to speak with new franchisee prospects. It is no secret that the last few years we have seen inflation and supply chain constraints impact the real estate process. Projects are taking longer and cost more than they have before. Still, my answer is a resounding yes. In October, Protein Bar & Kitchen officially announced its plan to begin franchising nationwide. News that many Protein Bar & Kitchen fans have been anticipating for years but also a bold decision as news headlines for the business world range from the good to the bad to the ugly, depending on the day. Despite the daily changes and challenges of the business landscape, it’s important for all restaurants to plan accordingly so bold decisions today are not as surprising as others might suspect. 54 Franchising MAGAZINE USA
As should be excepted with any businesses, you will face challenges regardless of systems and processes you have in place to prepare you. While you should identify potential challenges and create solutions before you actually need them, remaining agile and being willing to innovate will take you the extra mile. For an emerging brand like Protein Bar & Kitchen, we are looking at challenges from a cost and timing perspective. For us, this means having the right level of awareness and taking an active approach to help get ahead of any potential issues. For example, we are prepared to order equipment with a much longer lead time than we could have ever thought we needed. It also means spending more time and energy on value, and engineering the design and specs to make sure the economics are compelling for the area.
and strategic way, structure has to be a priority. It is really easy when looking for the next location to get rose colored glasses, but data has to prevail for this decision. Prior to our launch into franchising, for example, we created standardized processes to review each potential Protein Bar & Kitchen site. This includes leveraging data and analytics when evaluating site candidates. Data collection can come in many forms – from public reports, in-store surveys, etc. The most important thing is that you prioritize these internal and external sources to benefit the longevity of your brand. Loyalty programs are a great way to house this date internally, and something we utilize at Protein Bar & Kitchen. It has become really beneficial to find the areas where we have a high concentration of fans. Equally important is investing in tools that access mobility data to help understand traffic patterns dwell time, demographics and more. Together, all that data informs your performance model for a potential site and becomes a part of a broader site package to review as a team and compare against other candidates.
As it relates to new markets and growing with franchise partners, you have to align with the right corporate team that possess the experience and networks to help mitigate the risk. The more people on your team with experience, the better of a chance it will be that someone has experienced a similar situation and can share the perfect solution.
While a location right by the highway might seem like the ideal location for your brand, if the data does not support high traffic patterns or the ability to gain more consistent customers, it is not the right fit. I believe taking the extra time to create a score for each location helps educate franchisees for a location to look for, and helps the brand strategically grow.
It All Begins with a Strong Structure:
The Ideal Prototype Does Exist:
For all brands, in order to grow in a fast
The needs and wants of customers today
in 2023 are very different than 2019. It is important to keep a pulse on spending habits to create a prototype that matches the consumers we have today. The world is now more digital than ever, and many guests would rather pick up their food and enjoy from the comfort of their own home. Keeping this in mind, there is an opportunity to make a new prototype that costs less than before. Knowing consumers may not necessarily want to spend hours on end sitting in a restaurant, brands should look at this as an opportunity to tap into scalability. With the potential for cost efficiencies, smaller footprints, and simpler models, franchise brands cannot overlook this. As we launched our franchise opportunity, we created a standardized layout and footprint that matches how our customers use the brand, especially with the increase in digital sales and ordering through our app. With nearly half of our sales coming from digital channels, especially in the suburbs, our physical footprint is smaller than our earlier locations resulting in a lower build out cost. We have also adapted our equipment package over time to best fit the needs of our menu. Our locations do not require black iron grills or heavy ventilation which sets us apart from most restaurant concepts and has led to a lower cost to build. I find when there is a prototype with the estimated cost to build out available upfront, franchisees are able to decide if this is the right fit for them faster. Gone are the days of packed fast-casual restaurants with guests waiting for a place to sit, and yet sales show the demand for the product is just as high. Making a smaller dining area in new locations is a win for everyone. Less square feet, less costs and customers get to order how they want.
Leverage Second Generation Restaurant Sites: I’m a big advocate for second-generation sites, when they have what your brand is looking for. If the right location is available with the right facilities, this can save franchisees a lot of time and money when opening up their location. That being said there is a lot to consider when coming across a conversion site that seems like a good fit. Having limited equipment package and infrastructure needs, like at Protein Bar & Kitchen, restaurant brands are able to fit their locations in unique places. Soon joining our existing non-traditional location at a local Chicago hospital will be two locations at the O’Hare and Salt Lake City Airports. Before we made the decision to open in these unique places, it was crucial that we made sure the secondgeneration sites fit our criteria of traffic, co-tenancy and visibility. The ideal circumstance that we and all brands should look for is a location where a major brand had success, before relocating to a different site. This tends to be a sign that the major brand was doing well at this location, so well that they needed more space for their guests. We have also come across sites where another restaurant concept has run into trouble that was unrelated to the space itself. Utilizing data for the location is crucial to ensure your brand can see success at each secondgeneration location.
Becoming an Expert Source for Franchisees: For many franchisees, you are likely their introduction into the business landscape and franchising world. Site selection, lease negotiations, and more is something they have never experienced before. Remember that this is a new territory, and that the
franchisee needs to lean on the corporate team for critical support. Take extra time to help your franchisees through the real estate process – it will only benefit the new owner and the brand as a whole. Regardless of where you are at in your development goals, having a roster of corporate team members who can navigate real estate is essential. These folks are experts in their field, and they should have made mistakes and learned lessons along the way. It is through experience that corporate leadership can see a red flag from a mile away. Franchisees are putting their faith in you and your brand, and therefore you have to show them that the faith they have is warranted. Throughout the last 14 years since Protein Bar & Kitchen has been founded, we have learned these invaluable lessons and know exactly the kind of traffic and market that will breed success for our locations. Franchisees have access to our historical database of sites that we have evaluated over the years, using our system scorecard. Our system scorecard is put together with all the internal and external data we gain from researching each potential location. Sharing what made our locations successful and where others ran into hurdles, helps our franchisees find the perfect fit. Taking each of these key points in mind with the ever-evolving real estate market, you have the right tools at your disposal to grow. Whether you have 500+ units and counting or are an emerging brand like Protein Bar & Kitchen, identify your ideal development strategy and what your end-goals are. I am a firm believer that expansion is all about the tools that are available for the corporate team, and franchisees are what sets the growing brands apart from the rest. Franchising MAGAZINE USA 55
f o o d f r a n c h i s i n g f e at u r e
franchisor in depth: Pollo Campero
Pollo Campero
Breaks Sales Records in 2023, Continues to Grow The Central American chicken franchise opened eight new restaurants in the first half of the year and executed nine new franchise agreements. Pollo Campero, the Central American chicken franchise with 89 U.S. locations and another 270 around the world, has broken records in the first half of 2023 and is on track to continue along an exponential growth trajectory. The company closed out the first half of the year with seven new restaurant openings in Manhattan (2) ; Oklahoma City, Oklahoma; Madison, Tennessee; Lawrenceville, Georgia; Tulsa, Oklahoma; and Kyle, Texas. In addition, one of our corporate units was sold in Kenner, Louisiana to a franchise partner. “We have signed franchise agreements for nine additional units so far this year, and I have another three development agreements representing approximately 56 Franchising MAGAZINE USA
12 restaurants available to award through the rest of the year,” explained Director of Franchise Development Blas Escarcega. “We’re targeting San Antonio, Reno and Knoxville for that expansion, but it’s clear there is demand for the concept in markets nationwide.”
City; two restaurants in Orlando; and
“Year to date results continue to deliver meaningful system wide sales and profit growth supported by strong same store sales and unit growth along with increase in restaurant margins. July was a record month for us in regards to system-wide sales and profits,” added Escarcega. “We continue to have exceptional first-day results at our new openings, and there’s tremendous acceptance of the brand in new markets.”
potential. In addition to high population
Escarcega said he expects new openings for the remainder of the year to enjoy similar acceptance and enthusiasm. By the end of 2023, Pollo Campero is slated to open three new units in New York
new locations in Santa Ana, California;
Kissimmee, Florida; Fontana, California; Fisherman’s Wharf (San Francisco), California; and Plantation, Florida.
New York is an especially meaningful
market for Pollo Campero as it holds great density, establishing the Pollo Campero
name in New York will increase exposure
to tourists and others traveling for business or pleasure.
“We have a fan base that has known us for many years in Central America and has continued to support our growth efforts
wherever we go,” said Escarcega. “We’re
very happy with the legacy customer base, and we also have new consumers that
don’t know us but have been very open
to coming and trying our food, and they continue to come. They like our food, menu and offerings.”
Passion for Service “ is one of the strongest initiatives we’ve taken this year to ensure that our guests and employees are taken care of.
”
As It Grows, Pollo Campero Continues to Engage the Communities It Serves As the brand continues to drive system growth, it remains engaged with local communities. Through its Passion for Service campaign, Pollo Campero connects employees of the corporate office with employees and guests in local restaurants. “Passion for Service is one of the strongest initiatives we’ve taken this year to ensure that our guests and employees are taken care of,” said Escarcega. “We want everyone to feel that they are part of the brand — part of the Campero family.” Service Days, a key component of Passion for Service, are the twice-yearly events that bring team members from the corporate office to local restaurants. Working side-byside with unit-level employees, corporate employees are able to both connect with employees from other levels of the company and witness the dynamics of instore employee-guest interactions firsthand. “It’s something that’s a lot of fun. In my case, it was really nice to get out and visit the front line, hear their interactions and feel the brand presence,” said Escarcega. “This also gives us a better idea of how we can promote the brand feel for every customer who visits. It’s a culture that we want to develop, promote and ingrain in all of us whether it’s in the office or the restaurants.” Pollo Campero also continues to partner with St. Jude to support children and
families facing cancer and other lifethreatening diseases. An important aspect of this partnership is cup sales in Pollo Campero restaurants. Each year, the brand accepts drawings from patients that are then printed on cups; when these cups are purchased by the public, profits are donated back to St. Jude. “This is a way for us to engage with a nonprofit organization that we’re very passionate about,” said Escarcega. “We are with them and want them to express themselves, and the drawings and cups that we have seen over the years have been made by some truly talented children. We’ve been working together for many
years, and we want the children of St. Jude to feel that Pollo Campero truly cares about them, not that we’re just another brand that sells food.” As Pollo Campero expands, it is targeting markets across the U.S., including Arizona, Louisiana, North Florida, Alabama, Texas, Utah and Colorado. With strong momentum developed in the first half of 2023, the franchise is on track to reach its development goals while proving itself as a strong chicken business concept, cultural icon and community player. Initial investments range from $1,287,250 – $2,491,500*. For more information, visit https://camperofranchise.com/ Franchising MAGAZINE USA 57
f o o d f r a n c h i s i n g f e at u r e
franchisor in depth: Sweet Paris Creperie & Café
Finding Your Sweet Spot Four Tactics for Restaurant Brands to Prioritize the Full Dining Experience People often think that a meal begins when you take your first bite. But really, it starts when deciding where to dine – and here’s why. Consumers often base dining decisions off their schedules and cravings. Perhaps it’s picking up something to take home to your family after a long weekday, or committing to a full sit down experience in an attractive atmosphere. Tastebuds have a way of flipping between light and eclectic, or hearty and filling. All of this plays a role in the overall meal and the full dining experience. At Sweet Paris Creperie & Café, we believe that guests often eat with their eyes first, which is why we prioritize the full dining experience. From ambiance to plating, menu design to marketing, we know every 58 Franchising MAGAZINE USA
detail matters and contributes to our guests’ overall experience. In today’s era, a meal should go far beyond providing good food. When you prioritize the full dining experience as a restaurant brand, you have the power to turn a one-time visit into a lifelong affinity towards your business and strengthen the longevity of your brand.
Cultivate a One-of-a-Kind Experience In the highly competitive marketplace, restaurant brands have to identify ways to differentiate themselves. One way to do that is to cultivate a particular experience that a guest can only get at your locations. While this can be a tall order, there are a few tactics to implement that will help serve up success. It all starts with your concept – and having the ability to attract a range of
building long term success. A strong brand identity helps not only communicate the business’ mission, but it also sets the tone for what customers can expect before even setting foot in the restaurant. With Sweet Paris, for example, we took great care in crafting our business’ name and logo to give people a sense of the food and ambiance in just a few words. The tone we set with our brand’s name and core design principles helps guide how we communicate with guests. Combined with an active social media presence and strategic marketing initiatives, a restaurant can find ways to keep its brand on people’s minds between in-person visits.
customer personas. While it is difficult to please every person at every mealtime, it’s important to create an experience that will appeal to many groups. Next, you need to create a unifying experience that is consistent throughout each visit and at every location. At Sweet Paris, each location implements the same music and décor for an inviting atmosphere. When ordering, our team engages in a personable discourse, and they can see all of the fresh ingredients while their crepe is being prepared. Beautifully crafted signage resonates with each of our guests while clearly displaying our menu items. When you think of the word ‘café’, you might think of dimly lit enclaves where digital nomads post up for hours on end. With Sweet Paris Café & Creperie, we have set out to create a bright, airy space for a fine-casual breakfast, brunch, lunch, or coffee date. While our menu resembles what you would expect in a café, part of our mission is to provide an elevated, finedining quality to makes a visit to Sweet Paris feel unique. A key component of our design is cultivating a comfortable setting so customers can focus on the taste of their food while enjoying the environment and overall sensory experience.
Build A Brand that Lasts Once a business has a clear and welldefined brand identity – an essential piece of the business – it is then time to focus on
Use your restaurant’s social media channels to strengthen community relationships this can also demonstrate how you value your client base while sharing information about promotions and deals. We are constantly trying new recipes and crafting seasonal specials that we want our guests to enjoy. By regularly sharing content, we are creating a digital brand catalogue that anyone can access and experience at their convenience. Marketing initiatives can take a brand far, but serving high-quality products and stellar service are the also key ingredients to keeping your business forefront of people’s minds when selecting a dining destination.
Connect with Customers, Even Outside of Your Restaurant Every business is built on the foundation of its customers. Developing a deep and authentic connection with them can turn a one-time visit into a life-long connection. Those connections can be established during a visit to your restaurant, but in today’s digital age, a customer’s first interaction with your brand could take place online. An online presence is a powerful tool to intrigue new guests and retain repeat customers. Embracing the reach of your social media channels shows guests that your brand appreciates connecting with them, both in-store and online. One way to incentivize guests to engage with you on social media is to offer
compelling giveaways and worthwhile rewards programs that show guests you appreciate their business. At Sweet Paris we’ve developed a rewards system to connect with customers and incentivize people to come in to celebrate life’s special moments. On social media, we like to highlight our loyal customers and reshare footage that our followers post from our locations. We want them to know that our platform is designed for them, much like our cafes themselves. Don’t underestimate the power and potential each customer interaction can have – prioritize building a personal connection each chance you get. Remember that the full dining experience is something that extends beyond the walls of your restaurant.
No Matter What—Serve Good Food! At the end of the day, providing delicious, beautiful food is the most important element of the “full dining experience.” Details about the service style, interior décor, and seasonal promotions are compelling reasons to stop in. But at the core of the full package is delivering a consistently quality meal. People today are drawn to fresh, made-toorder food. An extensive but focused menu with a wide variety of options that span taste preferences and dietary restrictions shows guests that you want to find ways to serve them. Offer the occasional limited time menu item to excite customers, but the foundation of your restaurant will lie within the tried-and-true items guests can always expect. Certainly, your business and menu will evolve over time, but always pay attention to customer favorites and feedback. Businesses that prioritize the full dining experience can be a meaningful part of people’s daily routines. Your restaurant can be both the site of milestone moments and where guests know they can always have a consistent meal. When the restaurant reflects thoughtful design details, harmonious brand image, and an enthusiastic team to back your mission, your restaurant can deliver consistent, top-notch experiences to every customer, every time. Franchising MAGAZINE USA 59
f o o d f r a n c h i s i n g f e at u r e
women in franchising: Erin Kaylor | CFO | BIGGBY® COFFEE
Former McDonald’s Finance Leader to Become CFO at BIGGBY® COFFEE Erin Kaylor brings a wealth of experience to the high-energy coffeehouse franchise as it is on the precipice of monumental growth. Erin Kaylor, a franchise veteran and finance leader, is bringing her passion to BIGGBY® COFFEE as Chief Financial Officer. As the brand approaches important growth milestones with over 360 units open and another 140 in development, Kaylor will serve a crucial role in supporting the entire system through its next stage of development. “I’m a CPA and an accountant by trade, but the vast majority of my career was spent in the finance organization of McDonald’s,” said Kaylor. “This new role fits very nicely because I have a lot of experience working with franchisees. I did retire from McDonald’s in 2017, but I discovered I just wasn’t quite ready for retirement. Before long, I found myself back to work at a local gated community and country club as their CFO and Assistant General Manager.”
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At McDonald’s, Kaylor held numerous positions over her twenty-plus years with the company. In her last role, she collaborated with U.S. leadership on the development and execution of a comprehensive re-franchising strategy across the country. This role also enabled her to partner with franchise owners on building their individual businesses. Kaylor held her later role with the Bluffton, South Carolina Berkeley Hall Club for about two years, and just before the pandemic, she entered her second retirement with intentions to travel the world. When COVID hit, this proved impossible, and she once again found herself looking for engaging opportunities. “I had just made the decision to go back to work, and a recruiter reached out to me with this opportunity,” said Kaylor. “It felt like a perfect fit.” After climbing the corporate ladder, Kaylor views the opportunity with BIGGBY® COFFEE as her time to shine in a role where she can truly feel good about the work she’s doing each and every day. “The commitment to conscious capitalism that the company stands for is so meaningful to me,” explained Kaylor. “Working for a truly purpose-driven organization is important to me at this point in my career. I think our work sourcing coffee across the globe directly from farmers is amazing. We are literally changing lives around the world. That’s what motivated me to join the team.” With 360 locations and growing, Kaylor recognizes that there is a lot of exciting work to do to build a strong foundation
that will not only support the system at its current size but also take it into the future.
“I feel a responsibility to ensure the
As she works to implement the systems she sees necessary to take BIGGBY® COFFEE to the next level, she will work collaboratively with members across the organization to ensure the financial success of both the company and the individual store owners.
want to support franchise owners with
financial success of the company now
and into the future,” said Kaylor. “We
their individual profitability and personal
success, as we also address profitability at the home office level. I’m excited to foster and develop a team that will contribute to that mission.”
Franchising MAGAZINE USA 61
f o o d f r a n c h i s i n g f e at u r e
snapshot: Sarpino’s USA
Sarpino’s USA Introduces New Boursin Supreme Pizza with Authentic Boursin Garlic & Fine Herbs Cheese, Available for a Limited Time
driven customer experience. Today, Sarpino’s USA offers more than 60 specialty and gourmet pizzas, roughly 20 calzones and 20 sandwiches, 12 pastas, 11 salads, three bone-in wing flavors, and a variety of appetizers, plus an entire separate vegan menu. In a world of sameness and low-quality, factory-made pizzas, Sarpino’s USA has forged an entirely different path and makes its food from scratch, taking an artisanal approach to pizza-making simply not found in big chains.
A staple at holiday gatherings around the country, there is something overwhelmingly delicious about Boursin cheese. It’s creamy and crumbly at the same time and enjoys this perfect blend of delicate garlic, fragrant parsley, and mild chives. So why not put it on a pizza? To kick off the holiday season this year, Sarpino’s USA is introducing its new Boursin Supreme Pizza, available for a limited time. The new pizza, featuring Sarpino’s USA’s made-from-scratch dough and hand-shredded signature cheese blend, hits all the notes with extra virgin olive oil, grilled chicken, Boursin cheese, basil, tomatoes and onions. Available today through November 30, the Boursin Supreme Pizza is available at all Sarpino’s 62 Franchising MAGAZINE USA
USA locations in Illinois, Florida, Minnesota, Iowa, Missouri, and Kansas. “There is just something about Boursin cheese around the holidays. It’s a staple of the season on so many family tables and so we thought to ourselves, how do we take that feeling and that flavor and put it on a pizza?” said Rebecca Kroupa, Sarpino’s USA director of R&D and operations training. “Boursin is made from simple ingredients with no preservatives or unnatural additives. And its creamy yet crumbly texture, and nice balance of garlic and herbs, takes pizza to a new level.” Since entering the U.S. in 2002, the delivery focused Sarpino’s USA has grown to nearly 50 locations and developed a reputation for blending Old World Italian authenticity and American ingenuity. It offers a robust menu with roots traced back to Calabria in Southern Italy and a convenient, seamless, and technology
“The thing we love most about pizza is that it provides an open canvas for flavor, texture, and fun,” said David Chatkin, president of Sarpino’s USA. “Derived from a traditional party dish, fromage frais, Boursin cheese combines savory herbs and rich flavors with creamy, yet crumbly Gournay cheese – and it tastes absolutely amazing on our new Boursin Supreme Pizza. As the holidays kick off this year, we’re excited to celebrate the season with this new pizza that we know will be a hit on tables around the country.” Sarpino’s USA Boursin Supreme Pizza can be ordered by calling your nearest Sarpino’s USA restaurant or online by visiting: gosarpinos.com
About Sarpino’s USA: Sarpino’s is a pizza delivery and take out franchise concept dedicated to from scratch cooking and baking. This allows Sarpino’s owners to honor the traditions of its Calabrian heritage while simultaneously elevating them to create better opportunities for growth and profitability. Sarpino’s franchisees can expect their initial investment to range from $395,500 to $582,000 depending on the restaurant format and real estate selected. For more information about franchising with Sarpino’s, visit: sarpinosfranchise.com
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