Independent Joe Issue 3 December 2009

December 2009 • Issue 3

DD Franchise owners Kini Do It together!

CLEVELAND ECONOMY SHRINKS While Dunkin’ Grows

also in this issue:

Dunkin’ Donuts: A PLACE WHERE THEY KNOW YOUR NAME? Chicago’s biggest CML Goes On Line

www.lisasousa.com

Lisa & Sousa Ltd. is a firm with over 50 years of collective experience representing multi generational Dunkin Donuts franchisees in the acquisition, financing, development, structuring, transitions and transfer of franchised and other businesses.

Specific examples include: transfer of ownership of 100 franchise locations in Northeast, Southeast and other parts of the United States; sale of 48 locations in NY; purchase of 15 stores in the Northeast; acquisition of multi-shop networks in Florida (18), Vermont (20) and Cape Cod, MA (20); Store Development Agreements (SDA’s) throughout the country; and formation of cooperative Central Production Locations (CPL’s).

Lisa & Sousa Ltd. is general counsel for the Dunkin Donuts Independent Franchise Organization (DDIFO) with a membership of approximately 1500 Dunkin Donuts franchise units nationwide.

Our clients have chosen to have an on-going relationship with Lisa & Sousa Ltd. because of experience, proficiency, determination and attention to detail.

Together we kin’ do it!

by Jim Coen

President, DDIFO, Inc.

As President of the DD Independent Franchise Owners (DDIFO) I am pleased to introduce to you the third issue of “Independent Joe.”

03

Four times a year “Independent Joe” (IJ) magazine celebrates Dunkin’ Donuts franchise ownership. IJ is full of articles and information regarding the proud ownership of one of the world’s great iconic brands.

The mission of DDIFO is to unite Dunkin Donuts Franchise Owners, to protect and advance their independent business interests. DDIFO is committed to providing valuable information and dialogue to improve the day to day life of franchise owners. We act as a watchdog group for our members paying special attention to the brand, government affairs and legislation. DDIFO also supports the Dunkin’ Donuts Community Foundation with an annual contribution of 5% of our sponsor revenue.

In conjunction with our Board of Directors, the DDIFO is working hard to provide valuable support and representation to our members. We trust you will find “Independent Joe” to be informative and entertaining. Please review the ads in this edition and support the sponsors that are supporting us and bringing opportunities to the Dunkin’ Donuts franchise community.

05

06 “No franchise owner is ever as strong as a group of united independent franchise owners.”

DDIFO is forming chapters throughout the country as more members join more chapters will be formed. If you haven’t already joined take a minute and visit www.ddifo.org and join DDIFO today.

The strength of DDIFO lies in the organization’s independence and its membership. We are all stronger together.

Together We Kin’ Do It!

OOOOO ODOD INDEPENO O

20

OOOWONO EO RSOO OISOE

I’d like to thank all the people that helped put this publication together including Amy Levine, DDIFO Sponsorship Director for coordinating our Sponsorship Advertising program This year, DDIFO is celebrating its 20th whose financial support is critical year of existence. Twenty years in making this publication of independence while strivOFORO O O AO possible.

N T O O C H ing to protect and enhance ODEN the business interests of DDIFO has a fine team Dunkin’ Donuts franchise of writers that worked owners. On December 3rd, diligently to produce we will hold our first DDIFO quality journalism, YEARS Members Meeting in Chicaand valuable content,  goland. We will celebrate special thanks to Matt  19 89 - 2009 DDIFO’s first organized Ellis, Sue Minichiello, chapter, the Mid-West Dunkin’ and Stewart Lytle. DDIFO is Donuts Franchisee Association with fortunate to have Sue Petersen top quality content, sponsor exhibition as our graphics designer, Sue not only and significant member participation. creates appealing graphics but she is a wonderful illustrator. Last but not least, If you would like to form a chapter in thank you to the franchise owners for your geographic area, contact us, we taking the time to communicate and can help you. share great stories with us all.

07 08 10 12 14 23

Together We Kin’ Do It! Jim Coen, President

Cleveland Economy Shrinks While Dunkin’ Grows Stewart Lytle

DDIFO Eying Opportunities on Capital Hill Matt Ellis

Multiple-Concept Franchising Eddy Goldberg

DDIFO Directory of Sponsors Chicago’s Biggest CML Goes On Line Matt Ellis

Dunkin’ Donuts: A Place Where They Know Your Name?

Stewart Lytle

NEFA Meeting Brings Negotiation to Forefront Susan Minichiello

Index of Advertisers

Be sure to visit the website www.ddifo. org, for breaking news and articles important to running a successful Dunkin’ Donuts franchise.

I wish you a healthy, happy and prosperous new year. december 2009 • Independent Joe

3

OO OOOO OO

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Independent Joe • december 2009

Cleveland Economy Shrinks

by Stewart Lytle While Dunkin’ Grows The Cleveland and Northern Ohio economy is one of the nation’s hardest hit, losing thousands of jobs and watching its population be cut in half.

But for Dunkin’ Donuts franchise owners, it has been a good market.

Cleveland’s economy would not seem to be a place where many businesses would thrive.

Despite the economy, “we have been able to succeed,” said Stewart White, who converted a Mr. Donut franchise to be his first Dunkin’ Donuts shop in Youngstown in the 1980s. He has been in the donut and coffee business for 32 years, expanding from Youngstown to Cleveland where he has two stores and is opening a third.

White attributes Dunkin’s success in the Cleveland area to having good operators and a central production facility. He also said it does not hurt that Dunkin’ is “a blue-collar brand in a blue-collar town.”

The population of Cleveland/Cuyahoga County dropped from 1.39 million in 2000 to 1.28 in 2009.

Cleveland and surrounding cities have been hurt by the flight of capital and jobs. Once the home of major steel producers and auto-makers, Cleveland in 1950 was the nation’s fifth-largest city with a population of 915,000.

Today, its population is 440,000 and falling. Cleveland is ranked among the five poorest cities in America. And its population is aging.

According to the U.S. Census Bureau, Cleveland’s median age was 37 years old in 2006, up from 33 in 2000. And despite having eight fouryear colleges and universities, the city’s population of 25 to 34 year olds dropped by 31.72 percent from 2000 to 2006, from 71,847 to 49,057.

Dunkin’ Donuts is growing in that market. The Dunkin’ Donuts’ penetration of the northern Ohio

The Cleveland metropolitan area lost 24 percent of its manufacturing jobs between 2000 and 2005, according to a Brookings Institution study.

The city is hoping its future economy can be tied to the health care industry built on the worldwide reputation of the Cleveland Clinic and the businesses created by technology transfer from research done at Case Western Reserve University. But for now,

market does not compare to New England, where “there is a Dunkin’ shop on every corner,” White said.

But according to statistics provided by another Dunkin’ Donuts franchise Cleveland continued on page 16

Joe

Independent

The Quarterly Magazine of DD Independent Franchise Owners

Independent Joe is published quarterly by DD Independent Franchise Owners Editors: Jim Coen, Matt Ellis Contributors: Stewart Lytle, Susan Minichiello, Eddy Goldberg Advertising: Amy Levine • Graphic Design/Production: Susan Petersen

Direct all inquiries to:

DDIFO, Inc. • 150 Depot Street • Bellingham, MA 02019 508-422-1160 • 800-732-2706 • info@ddifo.org • www.ddifo.org DD Independent Franchise Owners, Inc. is an Association of Member Dunkin’ Donuts Franchise Owners.

Any reproduction, in whole or in part, of the contents of this publication is prohibited without prior written consent of DD Independent Franchise Owners, Inc. All Rights Reserved. Copyright © 2009 • Printed in the U.S.A. december 2009 • Independent Joe

5

DDIFO Eying Opportunities

by Matt Ellis On Capital Hill On February 3-4, 2010 DDIFO Legislative Affairs Coordinator Rob Branca will be in Washington representing the DDIFO at the second annual CFA Day Forum.

After naming Branca Legislative Affairs Coordinator, Coen suggested he and DDIFO Government Relations Liaison Joseph Giannino attend the 2010 CFA Day Forum.

“I’m really looking forward to getting together with other operators from other franchise systems and with our elected officials and their staffs to discuss important legislation,” said Branca. “It’s important that we bring our perspective to these folks and discuss how new laws and reforms will impact our businesses.”

Among the issues Branca is eyeing for 2010 are healthcare reform, credit card fee reform and capand-trade.

Last year, DDIFO President Jim Coen attended the first CFA Day Forum. “It was a tremendous experience and demonstrated to me that DDIFO needed to be at the table with other franchise groups, members of Congress and their staffs to ensure our agenda was understood,” said Coen.

According to Misty Chally, the Deputy Executive Director for CFA, representatives from 10 different franchisee associations make up the CFA Board of Directors. Each system sends two people to be a member of the CFA’s Board of Directors. She says the idea of bringing franchise representatives

directly into the halls of Congress grew out of an interest among franchise groups to get involved in the legislative issues of importance to their business.

“It’s impossible for franchise owners to keep up with all the issues and initiatives that can impact their business, that’s why CFA keeps them updated and acts as their voice on Capitol Hill,” said Chally. “The first CFA day on the Hill was a huge success and we’re looking forward to another successful event next year.”

Among the issues Branca is eyeing for 2010 are healthcare reform, credit card fee reform and cap-and-trade. Healthcare reform will, of course, impact virtually all businesses in the U.S. but, as Branca points out, Massachusetts franchise owners are already working under Capital Hill continued on page 20

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Independent Joe • december 2009

S. P eter sen Sus an ic by Gra ph

Multiple-Concept Franchising by Eddy Goldberg

The Growing Allure of Operating Several Brands Diversification, a recommended strategy in designing an investment portfolio, is a big part of the thinking behind the growth in multiple-brand franchising. No matter how good the ROI may be from a single brand, savvy investors know it’s not wise to put all their eggs in one basket. As multiunit franchisees seek new avenues for growth, increasing numbers of them are adding second, third, fourth concepts, and more to their franchise brand portfolios.

The increase in multi-concept franchising has been accompanied by a growth in the number of franchisors offering multiple concepts from under the same corporate roof. Usually, the family of brands is limited to a single industry segment (retail fast food or home repair services, for example), but not always. This growing trend offers benefits to both franchisors and franchisees.

For franchisors, it means dealing with fewer franchisees to sell more units.

The multi-unit franchisee partners they work with also tend to be successful operators of other brands who understand franchising and have industry-specific experience. For those franchisors with multiple brands, it means working with a team they al-

ready know, saving countless hours of startup time, training, and relationshipbuilding.

For franchisees, building on an already successful relationship also saves time and helps them open units sooner. It also can mean discounts on franchise fees for those buying the right to open an additional brand from the same franchisor.

In fact, there are many reasons, taken alone or together, that inspire multiunit franchisees to become multibrand operators: Territory built out. For an area developer who has built out their territory, or a franchisee of a brand with no local opportunities for opening new units, adding a new brand (or two) can be the perfect path to continued growth in their current geographic region--without having to travel to new, distant locales.

Balance economic cycles. Fast-casual dining as a segment took a huge hit in the recession, while bargainpriced fast food did fairly well. New car dealers also suffered, while automotive maintenance and repair businesses held their own or expanded.

Courtesy of Franchise Update Media Group

Operating brands in several market segments can help smooth the ups and downs of an uncertain economy.

Balance geographic or seasonal cycles. A lawn care franchise in a four-season climate slows to a crawl in the winter. Ice cream, lemonade, and frozen desserts peak in the warm weather, so why not add soup and sandwiches? Adding a year-round business to ride out the winter will keep employees engaged and the cash flowing in. The new brands can be in related sectors (maid service, electrical, plumbing, home insulation), or in completely different areas (food, rental centers; see next item).

Balance cash flow. One multi-brand franchisee owned several Applebee’s restaurants and several Aaron’s Rents stores. Stocking an Aaron’s with rental merchandise is expensive, and monthly rental fees don’t cover the purchase price for 6, 12, or 18 months, tying up valuable cash in inventory. The daily cash flow from the Applebee’s was the perfect complement to keep the enterprise afloat until the Aaron’s stores started showing a profit--which they did handsomely in time.

Balance day parts. Breakfast, lunch, dinner, late night, and in-between.

Whether it’s food or services, consumMulti continued on page 19 december 2009 • Independent Joe

7

Directory of Sponsors Absolut Contracting William Lako 4346 Route 27 Princeton, NJ 08540 609-655-0800 blako@absolutlycan.com

Century Products, LLC

Granite Telecommunications

Comcast Business Services

Harbour Capital

Construction Art

IKMS Group Inc.

Duro-Last

iTech Digital

DTT Surveillance

James P. Ventriglia, CPA, Inc.

Robin Rock 404 Edwardia Drive Greensboro, NC 27409 336-292-8090 rcr@centuryproductsllc.com www.centuryproductsllc.com

Aflac

Steven Ross 200 Atlantic Avenue Swampscott, MA 01907 781-592-3765 stevenross@aol.com www.voluntarybenefits4dunkin.com

Air Ad Promotions, Inc. Crystal Shiller P.O. Box 202066 Arlington, TX 76006 682-518-7692 crystalsikora@sbcglobal.net www.airadpromotions.com

Bedford Cost Segregation Bill Cusato 60 State Street – Suite 700 Boston, MA 02109 978-263-5055 bcusato@bedfordcostseg.com www.bedfordcostseg.com

Brendon Pierson/PurePayroll Brendon Pierson, Jr. or Jeff Kotch PO Box 1750 Wall, NJ 07719 732-681-4800 bpierson@brendonpierson.com jeffkotch@purepayroll.net www.brendonpierson.com www.purepayroll.net

Liz Doherty 100 Newport Ave Ext. Quincy, MA 02171 781-884-5483 edoherty@granitenet.com www.granitenet.com

Jamie Gersten 500 South Gravers Road Plymouth Meeting, PA 19462 610-405-4135 jamie_gersten@cable.comcast.com business.comcast.com/internet/index.aspx Art Krebs 3 Stone Hill Drive Westborough, MA 01580 888-930-2255 constructionart@constructionart.us www.constructionart.us Jim Schriber 525 Morley Drive Saginaw, MI 48601 800-248-0280 jschribe@duro-last.com www.duro-last.com Mira Diza 1755 North Main Street Los Angeles, CA 90031 800-933-8388 mdiza@dttusa.com www.dttusa.com

Jim Ventriglia 145 Phenix Avenue, 2nd Floor Cranston, RI 02920 401-942-0008 jimv@jpvcpa.com www.jpvcpa.com

JenCas Financial, Inc.

SurePayroll is: Compatible with the majority of time and attendance systems Responsible for filing and paying your federal, state and local payroll taxes The Stevies 2009 Customer Service Department of the Year Winner

8

Independent Joe • december 2009

Cliff Pratt PO Box 6221 Manchester, NH 03108 603-644-4683 ctp@ikmsgroup.com www.ikmsgroup.com Natalie Himmel 4287 W. 96th Street Indianapolis, IN 46268 317-704-0440 ext. 104 natalie@itechdigital.com www.itechdigital.com

Eric Dyson 4 Country Club Circle - Suite 202 Maumelle, AR 72113 877-953-6227 ext. 114 eric@jencas.com www.jencas.com

I Switched to a More Convenient, Less Expensive Payroll Method

“I go to one Web site to manage my franchise’s payroll. It takes two minutes a pay period — I even run payroll from my iPhone® sometimes.

With SurePayroll, I can keep my franchise running smoothly.”

Scott Dillon 121 Shattuck Way Newington, NH 03801 866-224-9958 sdillon@harbourcapital.com www.harbourcapital.com

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Jera Concepts

Wynne Barrett 17 Fruit Street Hopkinton, MA 01748 508-686-8786 wynne@jeraconcepts.com www.jeraconcepts.com

Lisa & Sousa Attorneys at Law Carl Lisa, Sr. 5 Benefit Street Providence, RI 02904 401-274-0600 clisa@lisasousa.com www.lisasousa.com

Directory of Sponsors Macdonald Restaurant Repair Service

Mark & Debi Macdonald PO Box 61/ 83 Pond St Norfolk, MA 02056 508-384-9361 debi@macdonaldcompany.com www.macdonaldcompany.com

New England Repair Service Jerry Brown 100 Charles Street Malden, MA 02148 781-873-1536 jerry.brown@necoffeeco.com www.newenglandcoffee.com

NITCO Materials Handling Solutions

Brenden Flagg 6 Jonspin Road Wilmington, MA 01887 978-375-8280 Brenden.flagg@nitco-lift.com www.nitco-lift.com

Paris-Kirwan

John Mulcahy 1040 University Avenue Rochester, NY 14607 585-473-8000 johnm@paris-kirwan.com www.paris-kirwan.com

Paros Technologies

Chitra Mandi 2 Eastwick Drive-Suite 200B Gibbsboro, NJ 08026 856-627-2097 cmandi@parostechnologies.com www.parostechnologies.com

Performance Business Solutions, LLC Jeff Hiatt 87 Lafayette Road - Suite 11 Hampton Falls, NH 03844 508-878-4846 jdh@revenuebanking.com www.revenuebanking.com

Projex Unlimited

Michael Thomas 4350 International Blvd., Suite J Norcosss, GA 30093 770-564-0074 ext. 323 mthomas@askprojex.com http://askprojex.com/dunkin/

R.F. Technologies

Gary Gerst 542 South Prairie Street Bethalto, IL 62010 618-377-4063 ext. 121 garyg@rftechno.com www.rftechno.com

Retail Control Solutions Bob Schellenbach 460 Hillside Avenue Needham, MA 02494 800-767-2212 bobs@rcs-usa.com www.rcs-usa.com

Rheem Water Heating Sal Brunetto 4081 Expressway Drive Ronkonkoma, NY 11779 631-885-3252 sal.brunetto@rheem.com www.rheemtankless.com

Richard Brothers Electric Bill Richard 905 South Main Street Mansfield, MA 02048 800-507-9866 office@richardbroselectric.com www.richardbroselectric.com

Royston, LLC

Bonnie Padgett One Pickroy Road Jasper, GA 30143 770-735-3456 ext. 3164 bonnie.padgett@roystonllc.com www.roystonfordunkin.com

Secure Energy Solutions, LLC Christopher Duby 146 Chestnut Street – Suite 400 Springfield, MA 01103 413-733-2571 ext. 11 cduby@sesenergy.org www.sesenergy.org

SnagAJob

Erin Powell 4880 Cox Road Glen Allen, VA 23060 804-822-4604 epowell@snagajob.com www.snagajob.com

Stahl Cowen

Carmen D. Caruso, Trial Lawyer 55 West Monroe Street , Suite 1200 Chicago, IL 60603 312-377-7761 ccaruso@stahlcowen.com www.cdcaruso.com or www.stahlcowen.com Sponsors continued on page 17

Paychex

Jim Munro 100 River Park Drive North Reading, MA 01864 617-645-7655 jmunro@paychex.com http://premier.paychex.com/ largebusiness.com/index.aspx

Payless Shoe Source

Larry Dunning 3231 SE 6th Avenue Topeka, KS 66607 785-295-2498 larry_dunning@payless.com www.payless.com

PepsiCo

Mike Minchello 315 Norwood Park South Norwood, MA 02062 781-501-1669 mike.minchello@pepsi.com www.pepsico.com

Servicing coffee, espresso & specialty beverage equipment

Dedicated to providing the best service possible.

Our highly trained & qualified technicians are authorized to repair all major coffee and brewing equipment manufacturers/suppliers.

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100 Charles Street • Malden, MA 02148 P 781.873.1536 | F 781.324.5675

www.NERepairService.com IS A DIVISION OF december 2009 • Independent Joe

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Chicago’s Biggest CML Goes On Line At 45 thousand square feet it is the largest kitchen facility of its kind— at least within the Dunkin’ Donuts system. The Chicago CML went on line in November and is ramping up to eventually produce up to 150,000 dozen donuts per week, according to Vishal Shah, one of three owners of the central kitchen in Chicago’s northwest suburbs.

Despite its maturity as a Dunkin’ Donuts market, Chicago has never before had large central kitchens.

by Matt Ellis

“We were able to design it to maximize work-flow and the cost of our product is at, near, or lower than cost of production for any franchisee in our market,” said Shah.

While CML’s are common in markets like New England, New York and Chicago because of their density, they are not nearly as common in newer markets.

Joe Salema opened the first Dunkin’ CML in Portsmouth, NH in 1990. He says the facility was 3,000 square feet and made donuts for 8 stores.

Today, his operation—one of about

Mario Russo opened his first franchise in North Carolina three years ago; today he has three stores. Like many newer franchisees, he got started with a kitchen in his store –

“There have been what I would call mini-CML’s in the past but many franchise owners were mostly producing their product themselves—feeding the stores in their own networks,” said Shah.

The new Chicago CML differs from the CML’s in other markets in that it is not a cooperative owned by all the franchise owners who receive shipments. It is a third party kitchen— owned and operated by just three franchise owners—whose customers are other Dunkin’ Donuts franchise owners.

“I believe we are the only operation of its kind within the entire Dunkin’ system,” said Shah. “Certainly, in this market, you can say we are the most consistent product out there.”

CML’s are valued for their ability to be efficient, cost-effective and consistently produce top quality products.

The Chicago CML, with its state-ofthe-art equipment and ample space could well be the most efficient facility anywhere.

Chicago’s CML goes online in November, 2009.

80 in the system—is 12,000 square feet and produces over 17,000 dozen a week.

baking donuts at all hours and eventually providing product for all three of his locations.

With the advent of CML’s franchise owners were able to cut costs and offer a more consistent product. It also changed the face of retailing, according to Mark Dubinsky, a former franchise owner who is now president of a CML in Methuen, MA.

“We spent about $150 thousand on all the equipment we needed,” said Russo who now brings donuts in from a manufacturer and fresh-bakes them on site.

“All of a sudden you didn’t need that 2,000 square foot store to be in business,” said Dubinsky. “You didn’t need that space to accommodate the baking. That meant you could open a store with a smaller footprint for less money.”

In markets where CML’s are the norm, it’s not just the franchise owners who benefit; the community does as well. The Liberty Bakery Kitchen in Brockton, MA employs approximately 100 people in the community. Unlike manufacturers of cars or other consumer products which have had Chicago continued on next page

Thanks the Board of Directors and Members of the MidWest Dunkin’ Donuts Franchisee 20 Association for Joining DDIFO! OOOOO OOD INDEPENO O D 

OOOWONO EO RSOO OISOE

OOOOO O OOT FRANC H ODEN

YEARS

OO OOOO OO

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Independent Joe • december 2009

19

89 - 2009



Chicago

continued from previous page

to cut production and jobs because of the economy, the demand for donuts and other baked goods remains strong. That means jobs for bakers, cleaners and drivers to distribute the product. In fact, Brockton is home to a number of food-related production facilities including a bakery that provides bread and rolls for a large supermarket chain. During this recession, Liberty has trimmed overtime costs but has not had to furlough or eliminate any full-time positions.

Paul Wright, the general manager of Liberty Bakery Kitchen, says the operation provides bakery products for 130 Dunkin’ shops in Massachusetts producing 36,000 dozen per week.

“We are on par with or larger than any other CML in New England and are one of the largest in terms of the number of stores for which we bake,” said Wright.

But at 22,000 square feet, Liberty is about half the size of the new ChicaChicago continued on page 22

Illustration for Independent Joe by Susan S. Petersen

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december 2009 • Independent Joe

11

Dunkin’ Donuts: A Place Where They Know Your Name? by Stewart Lytle Friday mornings are the best at their favorite Dunkin’ Donuts shop, they said. It is the morning when most of their group of 10 or 12 gathers at the Dunkin’ Donuts shop in Salisbury, MA, just off Interstate Highway 95 to have coffee, donuts, muffins and a large dose of conversation.

There is no leader and no official organizer, although they have designated Claire Ryan as the official “historian” for the group because “she knows everything about everybody.” It has no name. The group of frequent customers started coming to this Dunkin’ Donuts shop every morning about 10 years ago, regardless of weather.

“It is a place we can all get together,” said Helen Gross. “It keeps our minds moving.”

“Everybody is so friendly,” said Pat, who declined to disclose her last name.

“Its good therapy,” chimed in Ann, when asked why they come. She likes to bring the belts and scarves she makes to show the group and occasionally sell one.

Francis Blood, a former Amesbury postmaster, said, “It’s like Cheers, where everybody knows your name.”

Blood orders the same coffee and muffin every day, so the Dunkin’ Donuts staff has it ready for him when he walks in. “I don’t even have to order. Sometimes I tell them I would like to try a donut, but no, I get the same thing every day.”

He said his daily check is $2.95. And he announced to the group that he has calculated that he spends a total of about $1,100 a year. The mostly women he sits with each day nodded in agreement. “Once in a while I would like to have a free donut,” he said.

In Dunkin’ Donuts shops across the country groups of people – some 12

Independent Joe • december 2009

small, others larger – gather daily or several times a week to drink coffee, sometimes eat, but always to meet friends and talk. In this way, Dunkin’ Donuts shops have replaced the small town cafes in America as the center of casual community life.

Politicians frequent Dunkin’ Donut shops in search of not only a good cup of coffee and donut, but in

Teahouse in Newburyport, but the teahouse closed.

Other frequent customers echoed that sentiment. “There is no place else to go,” said Susie, who meets daily with her friend, Joyce, and usually another friend at the Dunkin’ Donuts shop in Port Plaza across Newburyport on Storey Avenue.

Politicians frequent Dunkin’ Donut shops in search of not only a good cup of coffee and donut, but in quest of votes. quest of votes. Somerville, MA Stephen Pagliuca (left), candidate for U.S. alderman Dennis Sullivan holds Senate in Massachusetts, campaigns at a office hours in Dunkin Donuts at Dunkin’ Donuts shop, with Matt O’ Malley, a West Roxbury resident.

Union Square and on Highland Avenue in Somerville because he Dunkin’ Donuts is not likely to close, knows he will always find his constituthey said. ents there.

“It is the way to start the day,” said Nancy Colby, a retired real estate agent and kindergarten teacher, who comes every day to the Dunkin’ Donuts shop across the traffic circle on Route 1 from the Essex County Courthouse in Newburyport, MA. “Besides, I like donuts.”

Susie arrives first each morning, reads the Boston Globe and drinks her first cup of coffee. Then Joyce arrives and they catch up on family, particularly their children, friends and local politics. They are Republicans in a largely Democratic world, so they have much to talk about, Joyce said.

She comes to the shop either to sit inside and talk with friends or to drive through on her way with her dog to the Plum Island airport where “it is peaceful.” She has a coffee and a donut, and the staff, knowing her love of her dog, gives her a free munchin for the dog.

They like coming to Dunkin’ Donuts more than smaller cafes because “you don’t feel pressure to order more than you want,” Susie said, working on her second cup.

“It is a great place to gather, meet friends, fight loneliness,” Colby said on a day when she met her friend, Robert, inside the store for coffee, donuts and conversation. “People come to get out of the house,” she said.

She and Robert used to meet at the

“Mostly we laugh a lot,” Joyce said.

“It’s healthy.”

“It is a good way to start the day. Air everything out,” Susie says.

Susie said it is not a good day when her friends don’t come to have coffee.

On that day, the third friend was sick with a cold and would not make it.

They Know You continued on next page

They Know You

continued from previous page

After her gathering each morning, Susie goes home to get dressed for work. Joyce said she just goes home.

Their only complaint: they would like for the shop to install shades on the front windows. “Sometimes I sit here with my sunglasses on,” Joyce said.

Dunkin’ Donuts has also evolved into a second office, a conference room with food where deals are done, where people get caught up on paperwork and job candidates are interviewed. The shops are an outlet for more crowded offices with bad coffee or for those who work alone in home offices, several customers said.

“Some customers are in here two and three times a day,” said store manager Samina Ahad in Salisbury.

John Hampton, the owner of a boat repair company, comes to the Dunkin’ Donuts shop on Route 1 near Rowley, MA several times a week to catch up with his crew. “It is nice to get away from the shop for a few minutes, have

a coffee and relax with the guys. We don’t really have a place (at the boatyard) for us to sit and talk,” he said.

Joe Kimball, a certified public accountant in Providence, RI, and a member of the DDIFO Board of Directors, has a choice of going to one of two Dunkin’ Donut shops when he needs a cup of coffee and conversation. “It is amazing. You always see the same faces in the same seats,” he said. “It is very comforting.”

Pat, Helen Gross, Claire Ryan, Ann and Francis Blood (standing) regularly gather for coffee and conversation at Dunkin’ Donuts in Salisbury, MA.

When he came in one day after being out of work for medical reasons for a few months, he said the staff told him several other customers had been asking where he was. On weekends he likes to stop in with his three-yearold grandson. “It is a big deal for him.

He is drinking his milk and having a munchin and he loves it that the guys

d l a don

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come over and talk to him,” Kimball said.

At the Dunkin’ Donuts shop across from the Newburyport courthouse, each morning lawyers and clerks share tables to discuss the upcoming cases over coffee and donuts before the judge ever hears them. One clerk, who asked not to disclose her name, They Know You continued on page 21

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NEFA Meeting Brings Negotiation to Forefront by Susan Minichiello At the November 17 meeting of the New England Franchise Association, negotiation was the word.

About 40 attendees, largely franchisors and franchisor service providers, gathered at the Marriott Hotel in Newton, Massachusetts, to network and share a meal along with ideas and information.

Current DDIFO Board members Jim Coen, Kevin McCarthy and Pat Kaufmann are all NEFA members.

After the networking hour, NEFA President Steve Dubin (of PR Works) opened the meeting by welcoming the crowd and introducing the Board members in attendance: DDIFO President Jim Coen, Nancy Connelly of Mediation Works Incorporated, Barbara Arena of CIT, Attorney Suzanne Cummings, Jeff Sturgis of Fantastic Sams, John Buckley of Coffee News and Matt Miller of Rooter-Man. Coen followed by announcing the upcoming year’s schedule of NEFA meetings and speakers and, as dinner progressed, Michael Radin of Tarlow, Breed, Hart & Rodgers presented a legal and legislative update.

Then it was on to the featured speaker.

Stephen Frenkel, Director of Negotiation Programs at Mediation Works, Incorporated (MWI), presented “Negotiation Skills for the Franchised Business.”

When asked why franchise owners should care about the art of negotiating, Frenkel replied, “Negotiation skills give you the ability to persuade people you don’t have actual power over. As franchisees you’re in business to succeed, to do as well for yourselves as possible.

When you switch from a short-term, combative approach to a long-term, collaborative approach with the franchisor, you’re more likely to achieve the success you desire. Knowing how to best negotiate can also help you get a seat at the table and give you ways to effectively address disputes.”

Frenkel is recognized as an international expert. In his role with MWI, he oversees all negotiation training and coaching services, is a hands-on coach who helps clients build their negotiating 14

Independent Joe • december 2009

Jim Coen, NEFA Board Member and DDIFO President; Stephen Frenkel, Director of Negotiation, Mediation Works, Inc.; and Nancy Connelly, NEFA Board Member and Director of Commercial Mediation and Arbitration Programs, Mediation Works, Inc.

capabilities and routinely serves as a featured speaker at conferences and other events nationwide. In his presentation at the NEFA meeting, he addressed a variety of tools and concepts related to effectively managing franchisee/franchisor relationships.

To engage the audience and quickly demonstrate the inherent challenges to

negotiating successfully, Frenkel led an interactive exercise. In no time at all, the exercise raised two valuable lessons about negotiating: Question your and their assumptions, and identify your goals. Frenkel spoke of these elements as “expanding the pie,” saying that before you discuss how much of the Negotiation continued on next page

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Negotiation continued pie each party will get, focus instead on how much value you can create together to make a bigger pie to begin with so that, in the end, you both end up with more pie.

According to Frenkel, another vital factor in successful negotiation is thinking and acting strategically. He advised against getting stuck in a “Common Loop” in which you jump into action without much, if any, forethought and end up with an undesired result. Rather, he suggested, you want to be thinking in a “Strategic Loop” in which you first frame your approach—identify goals (especially in the long term), test assumptions and plan a strategy—then use that frame to dictate the action that is most likely to produce your desired result.

Frenkel asserted that there are two main factors to consider when deciding on the best negotiation style to employ: substance (i.e., what you want or how much of what you want can you actually get) and relationship (i.e., how important is it to maintain an ongoing relationship with the other party). Fren-

kel described the following negotiation styles and the vastly different results each yields in terms of substance and relationship:

In most cases, the Collaborating style is best as each side stands the best chance of reaching its desired outcome.

As Frenkel pointed out, however, it takes honesty, trust, strong communi• Competing/“My Way”: good for subcation, time and a lot of work: It’s no stance, bad for relationship; can be mistake that “labor” is part of the word useful if you know the rules and the “collaboration.” When preparing for any scenario provides for a set winner negotiation, you need to figure out what and loser or if the relationship has no style is right for the longstanding value given situation, keeping When preparing for long-term goals • Avoiding/“No Way”: any negotiation, you your and relationships in bad for both subneed to figure out mind. stance and relationship; okay only if what style is right for As the presentation you don’t care about the given situation. neared its end, Frenkel either factor described the seven factors of collaborative • Accommodating/“Yes or interest-based negotiation that lead Way”: sacrifices substance to preto an optimal agreement: serve relationship; okay if you’re more vested in the relationship than 1. Interests: meeting both sides’ needs, the substance not positions • Compromising/“Half Way”: each party 2. Options: deciding on best of many gets some substance and preserves creative choices relationship; can be good, but often neither party ends up happy 3. Objective Standards: acknowledging external criteria (e.g., market/industry • Collaborating/“Our Way”: both parties standards) both sides see as fair achieve substance they want and preserve relationship Negotiation continued on page 23

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Cleveland continued from page 5

SOURCE: U.S. Census Bureau

KEN MARSHALL AND RICH EXNER I THE PLAIN DEALER

Population Change, 2000 to 2007

owner, SMB Donuts’ partners Ken Blum, Matt Doyle and Rob Branca, the Cleveland area had 34 Dunkin’ Donuts shops in 2005. It added three and closed one in 2006 and added two and closed one in 2007. Last year, during probably the worst of the recession, four new shops opened and none closed. One more shop has been added this year for a total of 42 shops.

16

Independent Joe • december 2009

And more are planned or are under construction.

In Youngstown, White said, there were only three shops. Now there are 13.

The average weekly customer count and the average check size have been on the rise as well. In the Cleveland shops the average weekly

customer count has gone up from 3,687 in 2007 to 3,826 this year.

The average weekly check has gone up from $3.74 to $3.81, despite the slower economy, according to the SMB statistics.

White said store revenues are being driven by coffee and other beverage Cleveland continued on page 18

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Cleveland continued from page 16 sales. In years passed, donuts made up 50 to 60 percent of the sales mix, he said. Now it is at 30 percent, and at some stores it is at 20 percent.

“There has been lots of growth, but it has been careful, well-financed and well-planned growth,” White said.

The SMB Donuts group has been opening new shops at a fast pace. The group opened its third shop in Parma to great fanfare last year, including a live broadcast from a local radio station.

“They (SMB) are good operators,” White said. “They have come in here and really raised the bar for us.”

White attributes much of the success to the decision to locate a central production facility in Cleveland. The production facility struggled at first, he said, because there were so few shops to buy its donuts. But with the Dunkin’ growth in the market, the facility has thrived and now is being expanded to double its production capacity.

The vacant land in Cleveland, estimated at more than 3,300 acres, may be a blessing in disguise. “This market is not very pedestrian. There are a lot of wide open spaces,” White said.

The vacant land has helped franchise owners negotiate more favorable real estate deals. And it has made way for more shops that feature a drive through.

Drive-thoughs are critical, White said.

“I would never have a store without one.”

He learned from owning a shop without a drive-through. It struggled, he said, until he put in a drive-through.

In terms of coffee, Dunkin’s competition in Cleveland is McDonald’s, which has been aggressively promoting coffee, and a chain of gas stations, not Starbucks.

18

Independent Joe • december 2009

Most of the traditional donut shops “are not on the radar,” as coffee sellers White said.

The gas stations are a potential threat, White said. Not only are the gas station stores being upgraded, but customers can now order their coffee from the pump and have it waiting for them when they finish fueling their car, he said.

There are frequent rumors that Tim Hortons shops are considering crossing the border from Canada into Cleveland, he said. But that has yet to happen.

The Cleveland market is proof once more that committed owners running good shops with solid financial backing can succeed even in a economically declining market.

Multi continued from page 7 ers and businesses have needs 24 hours a day. If your business makes the majority of its sales at breakfast and lunch, adding a brand that peaks in the afternoon and evening will make for a longer day, but also add to profitability.

Hedge against surprises. Fast food operators have been hit hard over the years by news of salmonella, E. coli, and other developments beyond their control. Having other brands in their portfolio can help them stay afloat until the situation is remedied and trust in the brand restored.

Co-branding. Locating two or more brands in a single location also allows behind-the-scenes efficiencies, which boosts profits. For example, an ice cream brand located next to a sandwich brand can share the same back room, and employees can be shifted from one brand to the other to meet changing customer flow. Be careful to keep in compliance with each franchise agreement.

Infrastructure. Multi-unit franchisees with their own accounting, human resources, and other internal departments

often have excess capacity. Adding brands can take advantage of the existing infrastructure, growing profits without greatly expanding the home office staff.

Hiring and retention. With two or more brands, a franchisee can offer employees cross-training, flexibility, promotions, and a clear growth path as their skill sets improve. This helps with attracting and retaining top talent, always a challenge in any business.

Cultures. One of the challenges in operating more than one brand is that each brand has its own culture. Sometimes those cultures are not compatible, and considerable energy is expended trying to make them work together.

Some multi-brand franchisees prefer to keep the operation and personnel of their brands separate. Regardless, it’s important to choose a “brand champion” for each concept to prevent its being ignored. And remember, you have your own company culture and may run into difficulties fitting different franchisor systems and values into your operation.

Entrepreneurial spirit. The challenge and excitement of starting something new and the satisfaction of expand-

ing their “empire” can be an irresistible attraction for an entrepreneur. Starting a new venture and making it grow is much more satisfying to many business owners than the nuts-and-bolts of daily operations.

Same industry or different? This is a highly individual choice. For one person, it’s a love of restaurants and customer service that gets their juices flowing. For another, it’s knowing their B2B brand is open only Monday to Friday, 9 to 5, leaving evenings and weekends for family, friends, and themselves.

Synergy. Each franchise brand has its own proprietary operating system, perfected over many years and many thousands of customer transactions.

While the operating systems differ and must remain separate, sometimes elements of one can be applied to another, or to internal operations at the franchisee’s home office.

Limitations/restrictions

New brands cannot be in competition with existing brands. Check with your franchisor, franchise agreement, and franchise attorney before you start shopping for a new brand.

december 2009 • Independent Joe

19

Congress has already passed the Credit Card Accountability Responsibil-

Mission Statement Dunkin’ Donuts Independent Franchise Owners, Inc. shall act in the best long-term interests of its membership, communicating, educating, and cultivating internal and external relationships. Dunkin’ Donuts Independent Franchise Owners, Inc. exists solely for the benefit of its members.

Branca adds, he expects lawmakers he meets at the CFA Day Forum will listen to the concerns the DDIFO and other small business representatives have regarding the current fee system.

“Its important lawmakers hear from constituents,” said Giannino. “Often times in Washington you see special interests walking in and out of hallowed halls of Congress. But, when a group of local business owners takes time out of their schedules to visit Capitol Hill and talk about an issue—that has impact.”

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Call Or Visit

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Credit card fee reform is also something of great interest to all retailers.

Currently three separate bills have been introduced in the U.S. Senate and House of Representatives. The toughest, from Senator Richard Durbin [D-Ill.], would give retailers antitrust protection so they could jointly negotiate lower rates. Also, merchants would have the option of not accepting cards that charge them higher fees, which are used to offer consumers rebates and perks. One of the House bills would let stores charge minimum and maximum amounts for card purchases. Currently, fees are split between the merchant’s bank and the card-issuing bank.

Join

“The legislation we’re watching now will level the playing field between credit card companies and franchise owners,” Branca said. “Currently, the credit card companies internalize all the profits and externalize onto merchants the risks, burdens and costs.”

OOOOO OOD INDEPENO O D

a healthcare reform law that mandates employers with 11 or more employees are required to provide health insurance coverage or pay a “Fair Share” contribution of up to $295 annually per employee.

ity and Disclosure Act of 2009, or Credit CARD Act of 2009, which will go into effect in February 2010.

YEARS

OO OOOO OO

Capital Hill continued from page 6

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89 - 2009

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They Know You

continued from page 13

said more gets done at that Dunkin’ Donuts shop than in the courtrooms across the traffic circle. “At least it makes things move faster,” she said. The other clerks nodded in agreement over their coffees and snacks.

Back in Salisbury, store manager Ahad came by to check on her group of elderly frequent customers. “I make sure they have everything they need. They like that,” she said.

Gross agrees. “You just don’t see friendly service elsewhere.”

Claire, the historian, has brought in a new quilt she has finished to show the group.

But it is the conversation and camaraderie, not commerce, that draws them to their Dunkin’ Donuts shop. “We celebrate birthdays. We talk local politics. It is a good place to do that. We share a lot of jokes,” Helen said.

The one thing that annoys the group and guarantees that some people are not invited back is failure to clean up after themselves. So that almost never happens, the group agreed.

And they come, Pat said, because Dunkin’s coffee “is the best coffee in the world.”

december 2009 • Independent Joe

21

Chicago continued from page 11 go facility. Shah and his partners believe the size and scope of their facility will benefit Dunkin’ Brands’ development efforts in the market.

“It allows them to bring in new franchise owners who don’t want to be in production business, which can lower the upfront costs,” said Shah who is confident his facility could expand to accommodate more stores in the market.

Expansion is more challenging for existing CML’s, however.

Constraints of space and capacity prevent some CML’s from increasing production. So does the shelf life of bakery products. A donut’s shelf life is considered 24 hours—though it’s widely believed the older the donut the less likely it will sell.

Donuts which are shipped unfinished can last longer.

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20 years after the first CML went on line the model continues to evolve. Today, state-of-the-art means few human hands ever touch a donut in production, ensuring greater consistency of size, shape and texture. It’s a long way from Fred the Baker, but for franchisees who get their products from CML’s there is an appreciation of the savings and flexibility the central kitchen provides.

22

Independent Joe • december 2009

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tr itrad tradiquintessentially American LIBERTY ISLAND — It’s a crown 11, 2001: to climb to the tion, suspended since Sept. view the nation’s greatest city and of the Statue of Liberty symbol. through the eyes of its greatest above its base since the rda the statue, closed rday, On Saturday, few, in to visitors — a relative ity securit security Is terror attacks, will reopen ed, carefully screened and esrt Island, rty Liberty ck cket ticket at action: For those visiting since the attr tacks.

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“80 to 85 percent of the donuts we make are finished,” said Shah. “But that number may change if more owners want the option of finishing donuts on site so they can prolong the freshness.” Of course, if a franchise owner chooses to finish on-site, he will need the space, equipment and labor to accommodate the effort.

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4th arrives amid shift in

driving habits

were hardest far-flung suburbs, which collapse and attrihit by both the housing The leisure travel organization in rural Traffic volume to uncerhigh gas prices, and those butes the projected decline“especially drops communities. tainty about the economy, personal for the John Crabtree, spokesman rising joblessness and sagginggas prices a non-profit in Center for Rural Affairs, incomes.” The recent spike says. develOverberg AAA rural advocacy and economic Neb., also might be a concern, Lyons, force beopment group based in Gas prices were the driving driving sword” for in says it’s “a double-edged hind the nation’s change Pisarski, authe Independence Day many rural communities.

The nation heads into habits, says analyst Alan close to “When longest and steepest deMore people are shopping a boost. thor of Commuting in America. holiday weekend amid the invention of the automo- people saw $3 a gallon, when they saw home, giving local merchantsto go the cline in driving since the something akin to if you or your child need was “But it gallon, a $4 bile. from the traveled by motor vehave an effect doctor, and you live 40 miles it makes Since the number of miles sticker shock. It really did in November 2007, the He says people nearest health care provider, a gallon hicles in the USA peaked dropped by 123 billion on people’s behavior.” is $2 carpooling, has a difference whether gas started taking transit, nation’s 12-month total de“People says. bigger a vaon Crabtree That’s back 4%. or $3 a gallon,” miles, or slightly more than above 3% during the merging trips and cutting with alterchoices.” just are forced to make difficult signals a cation travel. Many stayed cline than the drop of even afthat triggered a spike in The driving drop-off also native modes of transportation 1979-80 Iranian revolution among Afyear. reversal in auto ownership gas prices retreated last gasoline prices in the USA. which engiof taking between ter rican Americans and Hispanics, PisarBernard Assaf, 36, a software The 4% drop is the equivalentoff the road.

1970, suburb, drivers had been increasing since neer from a northern Atlanta 8 million and 10 million access to jobs, his car for the the beginning of a fundaski says. “That will limit “We may be witnessing says he won’t get back in even if gas overall econdriving habits,” says Ed and will be a factor in the 40-mile round trip to work from The mental shift in American to work,” fellow at the Urban Land help omy in getting people back McMahon, senior research in- prices plummet. Withan Atlanta non- Fewer miles group that promotes he says.

Clean Air Campaign, Institute, a non-profit shows alMcMahon says his research years at higher cost profit that promotes transportation novative development. three to a satelAdministration’s milesthat people over the past The Federal Highway ternatives, he now carpools transitthe most recent available, from home, then are trending toward compact,mix resitraveled report for April, out. While April’s total lite parking lot 7 miles developments that his office. “For to flattening oriented transit slight a public suggests in takes uses and enprice of gas,” 2008, continuing rises dential, retail and office me, it’s not just about the day on my was up 0.6% from April when the a are likely to limit driving, courage walking. Even he says. “If I put 40 miles difference. joblessness and gas prices won’t resume big recovers, he says, people economy car vs. 14 miles, that’s a McMahon says. of gripFourth besides the celebrate doing things driving at previous rates.

As the USA prepares to I’ve gotten too used to here in terms of a choosing to watch fireto go back.”

“We’ve crossed the Rubicon July, many Americans are projects that the num- ping the steering wheel the drop in miles travPisarski and McMahon say on people living in change,” he says. works close to home. AAA 50 miles or more this of impact trip a greater a eled has had ber of people taking 1.9% from a year ago. holiday weekend will drop

High unemployment, gas prices are taking their toll

By Larry Copeland and Paul USA TODAY

Contact Juniper Korkie 703.854.5498 jkorkie@usatoday.com

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Negotiation continued from page 15 4. Alternatives: knowing what each side could do if can’t reach deal 5. Relationships: improving, supporting or at least not damaging connections 6. Communication: fostering quality interactions and clear messages between sides 7. Commitments: forging realistic, operational and durable terms Finally, Frenkel provided advice for moving forward to improve your negotiating power and skills, the most important of which is to practice—whether by yourself, with colleagues or with a coach—and to continue educating yourself about best practices via reading and professional training.

Frenkel’s company, MWI, is a Bostonbased firm specializing in effective negotiation, communication and conflict resolution training and services. Since 1994, MWI has provided services to such global clients as Coca-Cola Enterprises, GM, CVS Caremark and VISA International. The company’s methodology is based on the work of Roger Fisher, author of Getting to Yes, and his colleagues at the Harvard Negotiation Project.

If you’d like to learn more about MWI, check out www.mwi.org. If you’d like to speak with Stephen Frankel or get a copy of his helpful negotiation prep sheet, you can reach him at sfrenkel@mwi.org or 800-348-4888, extension 24.

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Independent Joe’s Advertisers Brendon Pierson/ PurePayroll Century Products Coalition of Franchise Associations Construction Art Duro-Last IKMS Group James P. Ventriglia, CPA, Inc. Lisa & Sousa, Ltd. Attorneys at Law Macdonald Restaurant Repair Service, Inc. New England Repair Service

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Paros Technologies Payless Shoe Source Projex Unlimited RF Technologies Rheem Water Heating Royston, LLC Secure Energy Solutions Source4 SurePayroll USA Today Zarco Einhorn Salkowski & Brito, PA

december 2009 • Independent Joe

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Zarco Einhorn Salkowski & Brito, pa Zarco Einhorn Salkowski & Brito, P.A. is recognized as one of the top franchise law firms in the United States. Indeed, four of the firm’s partners have been on The Best Lawyers of America list for several years – Robert Zarco, Robert Einhorn, Robert Salkowski and Alejandro Brito. The firm handles all aspects of franchise, licensing and distribution law, as well as complex commercial disputes. The firm’s reputation is built upon its determined approach to resolving client matters with practical and effective solutions. “We truly value being problem-solvers for our clients,” says Robert Zarco. Known for its aggressive litigation style, the firm applies a team approach to all matters, ensuring that the firm’s resources can be devoted to each client. The firm routinely handles litigation and arbitration matters throughout the United States and abroad. “We provide our franchise clients with dedicated and skilled representation, no matter where they are located,” commented Robert Einhorn.

Ethics, Perseverance and Creativity Maintaining an ethical approach to their clients’ matters is paramount to the firm’s lawyers. “Although we are known as tough lawyers, we are equally appreciative of the professional respect that we engender from opposing counsel,” says Robert Salkowski. In light of the elevated stakes that are typically involved in the firm’s litigation and arbitration matters, the firm counts on perseverance and creative solutions. These traits have become particularly valuable to the firm’s clients during difficult financial times. “Clearly, this is an unprecedented and extremely stressful time in many of our clients’ lives and it is our job and obligation to assist them through it,” says Alejandro Brito. Zarco Einhorn Salkowski & Brito, P.A. – experienced and well regarded business lawyers with practical solutions.

Bringing Creative Solutions to Your Complex Legal Problems

Successfully representing Dunkin’ Donuts franchise owners since 1993 100 SE Second Street 27th Floor Miami, FL 33131 Phone: 305.374.5418

Contact:

Robert Zarco - rzarco@zarcolaw.com Robert Salkowski - rsalkowski@zarcolaw.com

From Left: Robert Zarco, Robert M. Einhorn, Himanshu Patel, Alejandro Brito & Robert F. Salkowski

www.zarcolaw.com