March 2010 • Issue 4
DD FRANCHISE OWNERS KINI DO IT TOGETHER!
WOMEN IN FRANCHISING Hard Work Paying Off
by Brooke McDonough
and...
Mike Mershimer says
also in this issue Perry Ludy:
QUESTION YOUR WAY TO HIGHER PROFITS
LOSS PREVENTION BUILDS PROFITS
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.
Happy 60th Birth by Jim Coen
ay!
President, DDIFO, Inc.
As President of the DD Independent Franchise Owners (DDIFO) I am pleased to present to you the fourth issue of “Independent Joe” magazine.
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. One of the foremost missions of DDIFO is to provide valuable information 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.” On March 4th, we will hold our first DDIFO Members Meeting in of the year in New England. We will be back in Chicagoland on May 5th and we will host our first Members Meeting in New Jersey on June 3rd. DDIFO Members meetings are filled with top quality content, sponsor exhibition and significant member participation.
Happy 60th BirthDDay! Jim Coen, President
Attract & Retain the Best Employees with Aflac Susan Minichiello
Franchise Owners Anticipate Greater Transparency in Ad Spending Stewart Lytle
07 08 10
Question Your Way to Higher Profits Perry Ludy
DDIFO Directory of Sponsors How Loss Prevention Helps Build Profits Mike Mershimer
The strength of DDIFO lies in the organization’s independence and its membership. We are all stronger together. Together We Kin’ Do It!
12
Women in Franchising: Hard Work Paying Off
This year, Dunkin’ Donuts is celebrating its 60th year of existence. For sixty years Dunkin’ Donuts franchise owners have been brewing high quality coffee while serving scrumptious baked goods to millions of loyal customers everyday.
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 whose financial support is critical in making this publication possible.
23
Index of Advertisers
As Dunkin’ Donuts commemorates its 60th “BirthDDay,” the brand has earned another cause for celebration. For the fourth straight year, Dunkin’ Donuts, America’s all day, every day stop for coffee and baked goods, has been recognized by the Brand Keys Customer Loyalty Engagement Index as number one in customer loyalty in the coffee category.
DDIFO has a fine team of writers that worked diligently to produce quality journalism, and valuable content, special thanks to Matt Ellis, Perry Ludy, Stewart Lytle, Brooke McDonough, Mike Mershimer, and Sue Minichiello. DDIFO is fortunate to have Sue Petersen as our graphics designer, Sue not only creates appealing graphics but she is a wonderful illustrator.
Brooke McDonough
Last but not least, thank you to the franchise owners for taking the time to communicate and share great stories with us all. We invite you to visit our website www. ddifo.org, for regulars news that affects Dunkin’ Donuts franchise owners is breaking and changing all the time. Jim Coen, President DDIFO, Inc MARCH 2010 • INDEPENDENT JOE
3
TRAFFIC BUILDER
NO SURCHARGE ATM Get With the Program
DUNKIN DOUGH WWW.DUNKINDOUGH.COM
Serving Dunkin’ Brands Merchants since 2004 Flexible Programs Fast Installation 24-hour Help Desk National Network Free Supplies No-buyout Lease
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(973) 599-0600 ext. 4239
Servicing Dunkin’ Donuts and Other Franchises Since 1989 Accounting/Bookkeeping specifically for franchises - Weekly, Monthly, or Annually Custom Financial Reports with an emphasis on costs you decide are important to you Financial Projections, Breakevens, and Business Plans for Bank Financing and Management Business Valuations for Estate, Gift, and Litigation Support Services Business and Personal Tax Preparation and Planning Services Estate Planning and Tax Preparation Computer Consulting QuickBooks ProAdvisors Tax Audit Representation
4
INDEPENDENT JOE • MARCH 2010
Daniel J. Rubiano, CPA, MST, CVA •••
Robert G. Jones, Jr., CPA, CVA
•••
Anne M. Walsh, CPA
•••
Susan A. Magiera
Contact Dan Rubiano for an initial No Cost Consultation at 401-949-2600 Ext. 716 or by E-Mail: dan@rubianocpa.com
5 Austin Avenue, Suite 1 Greenville, Rhode Island 02828 Tel: 401-949-2600 Fax: 401-949-5800
Attract & Retain the Best Employees with Aflac by Susan Minichiello at No Direct Cost What do employees take into account when deciding where to work or whether to stay in a job? Wages are certainly important as is the work schedule, but another top priority is benefits. This can present a dilemma for small business owners: With economic adversity leading to necessary cost-cutting measures, it’s difficult to maintain compelling benefits. One helpful strategy is to offer supplemental insurance through Aflac, a DDIFO Sponsor. The key is that you can boost your existing benefits at no direct cost to you. Mark Dubinsky, President of Methuen CML, Inc. and a former DD franchise owner, offers Aflac to his employees. “Our workforce is very excited that we’re making Aflac benefits available. They see the value of the program and appreciate that we care enough about them to try to do something to help,” Dubinsky said. “Employee morale is up and we know this is due in part to improving our existing benefits through Aflac.” Sounds great, right? But, aside from the iconic duck, what is Aflac? “Aflac has 95 percent name recognition, but only five percent of people really understand what it is,” admitted Steve Ross, Aflac Independent Agent and a DDIFO sponsor. “That’s one of our biggest challenges and it’s one of the reasons I’m so happy to have the opportunity to reach out to Dunkin’ Donuts franchisees directly through the DDIFO.” Here are the fundamental points Ross wants you to know. Aflac: • helps attract and retain employees by enhancing benefits and fostering employee morale. Cover art adapted by Sue Petersen from original poster by J. Howard Miller
• policies are 100 percent employeepaid, available on a voluntary basis and offer a cost-effective way to help employees with out-of-pocket healthrelated expenses.
• offers a wide range of individual policy areas with the top three requested being accident, cancer and hospital-related. Other areas include short term disability, life and dental.
• is easy to administer. There is no lengthy training involved, and employ-
• can help you save on FICA taxes through plans that allow employees to use pre-tax dollars to pay for their policies.
“As I work with more Dunkin’ Donuts employees, I notice a lot of them are parents, including single parents, who work hard to earn an hourly wage. ee participation is made simple with coordinated enrollment and online tools. • is different and totally separate from major medical or health insurance plans. Aflac policies pay cash benefits directly to employees when they, or their family members, are sick or hurt. Most claims are processed within four days of receipt of the required forms.
“The Aflac program is a win-win: It’s valued by our employees and was so simple for us to implement,” said Dubinsky. “All of our employees, including those who opt out of our company sponsored health insurance benefits, are finding cost-effective Aflac benefits that bridge the gap between limited or no benefits and what they can afford.” Without Aflac, if you have an employee who suffers a catastrophic injury or illness and cannot work, he might come to you asking for an advance on his pay or even a loan. Then you’re in the awkward position of having to say no, not because you don’t care, but Aflac 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: Perry Ludy, Stewart Lytle, Brooke McDonough,
Mike Mershimer, Susan Minichiello
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 © 2010 • Printed in the U.S.A. MARCH 2010 • INDEPENDENT JOE
5
Franchise Owners Anticipate Greater Transparency by Stewart Lytle in Ad Spending Dunkin’ Donuts loves to remind customers that “America runs on Dunkin’,” but when it comes to Dunkin’ itself, the company runs on its advertising. Dunkin’ is a top spender in all types of paid media, according to AdWeek Magazine which in 2008 wrote, Dunkin’ “annually spends more than $100 million in measured media,” including $15 million in online advertising. Since the Canton coffee and donut chain began advertising, franchise owners have played an important role in how some of the ad money is spent. And now, with a new leadership team in place at corporate headquarters, comes a promise to involve franchise owners more in advertising budgets,
media buys and the design of the advertisements, according to franchisees contacted by Independent Joe. “The tone of the company has changed,” said one New England franchise owner. Dunkin’s new Chief Global Customer and Marketing Officer, John Costello, has reportedly told franchise owners there will be more transparency. “We are hopeful. He (Costello) is pretty good,” the New England owner said. But he also admits, “We have heard all this before. It takes time.” In 2008, The DD Independent Franchise Owners (DDIFO), which represents the largest association of Dunkin’ Donuts franchise owners in the U.S., called for
One Call. One Vendor.
Endless Solutions.
more franchisee oversight and regular audits by an independent accounting firm and to make information regarding all ad spending available to all franchisees. Danny Bouzianis, a Maine franchise owner, who heads the 18-member national advertising committee for Dunkin’ franchisees, said the ad funds have been audited annually for years. Currently the funds are audited by KPMG, and a subgroup of the national committee reviews the audits on a quarterly basis. “We are working hard to communicate the information with the local ad committees. And I am willing to talk with any Ad Spending continued on page 14
• Wireless Drive-Thru Communication Systems • Digital Surveillance Systems • Drive-Thru Timer Systems • Point-of-Sale Sales & Service • Replacement Parts • Nationwide Equipment Repair • Order Confirmation • Entertainment : Satellite Music / TV
R . F. TECHNOLOGIES, INC.
24 Hour Customer Service 1-800-598-2370 Order Online at www.rftechno.com 6
INDEPENDENT JOE • MARCH 2010
SINCE 1989
QUESTION YOUR WAY TO by Perry J. Ludy HIGHER PROFITS Profitable growth doesn’t just happen. Even with renewed hopes driven by new leadership at Dunkin’ Brands, franchise owners must focus and work hard to improve their basic business practices of disciplined planning and proper execution to grow revenues and improve profitability. Even the most conservative organizations realize that new approaches must be taken to achieve higher profit levels because problems are becoming more complex. Yet, in most businesses problems, goals and objectives outpace the skills and capabilities of management. Complex problems also highlight the fact that problem solving skills are underdeveloped within the ranks of management. My background includes working for corporations as well as a being a franchise owner and I know the problems managers face—people development, technological shortcomings, customer service mishaps, marketing missteps, and lack of adequate profit improvement strategies, to name a few. The lack of good problem solving skills is systemic corporately as well as in entrepreneurial organizations partly because, in both, problem solving usually begins with the act of brainstorming. The average organization engages in traditional brainstorming, which caught on in the 1940s, while better organizations use the Force Field Analysis from the Kepner-Tregoe Matrix for decision making, problem solving, and scenario modeling, popularized in the 1960s. I believe business owners today need a better, more effective tool for solving their complex problems. That’s why I created a technique that I call Questions Brainstorming. Questions Brainstorming (QB) is the process of isolating a specific problem and then taking that problem through a questioning process where team members ask different types of questions in
2. Reflective Questions look back and question any facts discussed. 3. Divergent Questions expand or introduce new and different constituencies. Perry Ludy is the author of Profit Building: Cutting Costs without Cutting People
a specific sequence. The questions are then reviewed by the team to determine which ones can be answered by team members and which ones must be answered by content experts, research, consultants, mentors, etc.
4. Direct Questions target the internal atmosphere, people, policies and procedures. 5. Hypothetical Questions explore the issues or forces which, if minimized, would lead to solving the problem. 6. Provocative Questions explore the issues or forces which, if increased, would lead to solving the problem.
QB overcomes the stumbling blocks of traditional brainstorming by generating a list of questions and not putting pressure on people to come up with answers. Asking questions is just plain easier than coming up with immediate solutions, especially if team members do not have the level of expertise to answer the questions. Developing your team to ask the right questions will bring your business closer to creative solutions for improving profits. Following are the categories of questions that your team should ask during the Questions Brainstorming Review. The questions are organized in a specific sequence to help challenge the team to ask all possible relevant questions.
Questions Brainstorming – Problem Solving Review 1. Open Questions expose the facts about a particular problem.
Questions continued on page 18 MARCH 2010 • INDEPENDENT JOE
7
Directory of Sponsors
2010
Absolut Contracting William Lako 4346 Route 27 Princeton, NJ 08540 609-655-0800 blako@absolutlycan.com
Carter Glass Insurance Agency
DTT Surveillance
Caturano & Company
Duro-Last Roofing
CeilSpray Ceiling Refinishing, Inc.
Granite Telecommunications
Debbie Carrara 5901 Falls of Neuse Road Raleigh, NC 27609 919-781-1973 debbiec@cc-is.net www.carterglassinsurance.com
Access to Money, Inc.
Doug Falcone 628 Route 10 - Suite 8 Whippany, NJ 07981 973-599-0600 dougf@accesstomoney.com www.accesstomoney.com
Jennifer Grossetti 80 City Square Boston, MA 02129 617-241-1412 jennifer.grossetti@caturano.com www.caturano.com
Aflac
Steven Ross 200 Atlantic Avenue Swampscott, MA 01907 781-592-3765 steven_ross@us.aflac.com www.voluntarybenefits4dunkin.com Crystal Shiller P.O. Box 202066 Arlington, TX 76006 682-518-7692 crystalsikora@sbcglobal.net www.airadpromotions.com
HS Brands International Michael Mershimer 500 Myles Standish Blvd Taunton, MA 02780 800-723-1150 mike@mershimer.com www.hsbrands.com
Robin Rock 404 Edwardia Drive Greensboro, NC 27409 336-292-8090 rcr@centuryproductsllc.com www.centuryproductsllc.com
Bill Cusato 60 State Street – Suite 700 Boston, MA 02109 978-263-5055 bcusato@bedfordcostseg.com www.bedfordcostseg.com/ who_we_serve/ddifo.asp
Comcast Business Services
IKMS Group Inc.
Jamie Gersten 500 South Gravers Road Plymouth Meeting, PA 19462 610-405-4135 jamie_gersten@cable.comcast.com htp://business.comcast.com/internet/index.aspx
Brendon Pierson/PurePayroll
Construction Art
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
Art Krebs 790 Keller Road Afton, TN 37616 888-930-2255 constructionart@constructionart.us www.constructionart.us
Zarco Einhorn SalkowSki & Brito, pa
Franchisee Attorneys 100 SE Second Street 27th Floor Miami, FL 33131
www.zarcolaw.com CONTACT:
Robert Zarco, Esq. • Robert Salkowski, Esq.
305-374-5418
INDEPENDENT JOE • MARCH 2010
Charlie Pagliazzo 100 Newport Ave Ext. Quincy, MA 02171 617-933-7317 cpagliazzo@granitenet.com www.granitenet.com
Century Products, LLC
Bedford Cost Segregation
8
Jim Schriber 525 Morley Drive Saginaw, MI 48601 800-248-0280 jschribe@duro-last.com www.duro-last.com
Brian Nolen 18 Lamy Drive Goffstown, NH 03045 800-258-3096 Brian@CeilSpray.com www.CeilSpray.com
Air Ad Promotions, Inc.
Mira Diza 1755 North Main Street Los Angeles, CA 90031 800-933-8388 mdiza@dttusa.com www.dttusa.com
Cliff Pratt PO Box 6221 Manchester, NH 03108 603-644-4683 ctp@ikmsgroup.com www.ikmsgroup.com
iTech Digital
Natalie Himmel 4287 W. 96th Street Indianapolis, IN 46268 317-704-0440 ext. 104 natalie@itechdigital.com www.itechdigital.com
RichaRd BRos. ELECTRIC
905 South Main Street Mansfield, MA 02048
LIGHTING POWER HVAC FIRE ALARM INFARED
800-507-9866
RichardBrosElectric.com
2010
Directory of Sponsors
James P. Ventriglia, CPA, Inc. Jim Ventriglia 145 Phenix Avenue, 2nd Floor Cranston, RI 02920 401-942-0008 jimv@jpvcpa.com www.jpvcpa.com
JenCas Financial, Inc.
Eric Dyson 4 Country Club Circle - Suite 202 Maumelle, AR 72113 877-953-6227 ext. 114 eric@jencas.com www.jencas.com
Jera Concepts
Wynne Barrett 17 Fruit Street Hopkinton, MA 01748 508-686-8786 wynne@jeraconcepts.com www.jeraconcepts.com
Joyal Capital Management Franchise Development Daniel Connelly 50 Resnik Road Plymouth, MA 02360 508-747-2238 dconnelly@joycapmgt.com www.jcmfranchise.com
Law Office of Carmen D. Caruso, P.C.
Carmen D. Caruso 77 West Wacker Drive, Suite 4800 Chicago, IL 60601 312-377-7761 cdc@cdcaruso.com www.cdcaruso.com
NITCO Materials Handling Solutions
Performance Business Solutions, LLC
Paris-Kirwan Insurance
Projex Unlimited
Paros Technologies
R.F. Technologies
Payless Shoe Source
RPS Legal Solutions
PepsiCo
Retail Control Solutions
Brenden Flagg 6 Jonspin Road Wilmington, MA 01887 978-375-8280 Brenden.flagg@nitco-lift.com www.nitco-lift.com John Mulcahy 1040 University Avenue Rochester, NY 14607 585-473-8000 johnm@paris-kirwan.com www.paris-kirwan.com
Chitra Mandi 2 Eastwick Drive-Suite 200B Gibbsboro, NJ 08026 856-627-2097 cmandi@parostechnologies.com www.parostechnologies.com Larry Dunning 3231 SE 6th Avenue Topeka, KS 66607 785-295-2498 larry_dunning@payless.com www.payless.com Mike Minchello 315 Norwood Park South Norwood, MA 02062 781-501-1669 mike.minchello@pepsi.com www.pepsico.com
Jeff Hiatt 87 Lafayette Road - Suite 11 Hampton Falls, NH 03844 508-878-4846 jdh@revenuebanking.com www.revenuebanking.com
Michael Thomas 4350 International Blvd., Suite J Norcosss, GA 30093 770-564-0074 ext. 323 mthomas@askprojex.com http://askprojex.com/dunkin/ Gary Gerst 542 South Prairie Street Bethalto, IL 62010 618-377-4063 ext. 121 garyg@rftechno.com www.rftechno.com Rupali Shah 1026 Catharine Street Philadelphia, PA 19147 215-847-0421 rpshah@rpslegalsolutions.com www.rpslegalsolutions.com Bob Schellenbach 460 Hillside Avenue Needham, MA 02494 800-767-2212 bobs@rcs-usa.com www.rcs-usa.com
Sponsors continued on page 17
Lisa & Sousa Attorneys at Law Carl Lisa, Sr. 5 Benefit Street Providence, RI 02904 401-274-0600 clisa@lisasousa.com www.lisasousa.com
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.NERepairService.com
MARCH 2010 • INDEPENDENT JOE
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How Loss Prevention Helps Build Profits A recent article in the National Restaurant Association’s “Washington Report” referred to their 2010 Restaurant Industry Forecast. The survey forecasts “70 percent of Quick Service operators expect bringing in new guests to be tougher this year than last.” The article also discusses opportunities to build sales in the new economy by focusing on value, marketing, social media and other areas. One thing I found missing was any reference on how operators can use loss prevention strategies to prevent profit erosion in 2010. NRA’s forecast proves that operators will have to identify strategies to increase revenue on the same, or potentially fewer guests in 2010 or risk further erosion. That means making sure operators receive every penny on every sale. One way to do that is through a comprehensive loss prevention program. The first question you may have is: How do I know if the LP program is reducing losses in our restaurants? Some brands use product yield analysis to measure improved sales on the same raw materials shipped to restaurants. The trick is to keep the methodology simple. I recommend limiting it to the one or two items that represent the largest percentage of the restaurant’s overall product mix. For example, in the sandwich business, you would use bread shipments versus sales. In a pizza shop, you use dough; ice cream shops use gallons received. You create a simple, yet effective tool to monitor the yield and run this analysis on a monthly or quarterly basis. As any Dunkin’ franchisee knows, the coffee business formula is coffee pounds received divided into the sales for the same period. In my experience, I have seen increased sales on less coffee received, as loss prevention strategies are employed, and employee awareness of these initiatives increases. This means 10
INDEPENDENT JOE • MARCH 2010
increased sales reported by each of your stores on the same or less coffee that you received last period. Although coffee is not the only item
Many operators wait until after a theft occurs... The more effective approach is the proactive one. sold in a DD franchise, it is a good way to measure effectiveness of your loss prevention program – as long as you are comparing against “like” stores month to month. Many operators wait until after a theft occurs and then call for help from a private investigator or consultant. The obvious flaw in this approach is that the loss has already occurred, and you are spending additional money to try and recover the loss. Even if an investigator identifies who stole the money, you will spend additional time and financial resources trying to recover the loss possibly even through criminal prosecution. The more effective approach is the proactive one, deterring employee theft and other crimes from occurring in the first place. What does that involve? Here are six components of an LP program that will increase revenue on the same customer
by Mike Mershimer
base over the year: 1. Conduct regular visits to and discussions with employees. You can deter theft by regularly engaging employees on loss prevention issues and risks. It keeps the issue “top of mind”. Illustrate your point through a POS summary that highlights voids, discounts, manger meals, etc. Include managers in the process and teach them to do the same with their leadership team. 2. Conduct Brand and/or operational audits to ensure compliance with franchisee operating and loss prevention standards. 3. Create loss prevention policies and procedures so employees know the standards they are being held to. Maintain signed copies in employee files. Loss continued on next page
Loss continued from previous page 4. Create an employee hotline that allows employees to anonymously alert the owner to business risks such as employee theft. 5. Reward good employee behavior. 6. Properly screen potential employees. It’s always risky to hire an applicant with a criminal record. QSR operators can control much of their exposure by focusing on just a few areas. The primary loss prevention objective for any QSR business owner is to control the point of sale. After employing pre-employment screening tools, this is exactly where you should focus. Many franchise owners recognize the value of incorporating a closed circuit television system with the existing POS system. It’s hard to argue with videotaped evidence of an employee stealing or under reporting sales. The problem with only using this approach is that someone needs to sit and review the video. More sophisticated options being used today involve smart
CCTV tools including sales exception programs which alert you to unusual transactions so you know what part of the video to investigate. We are now seeing tools, which have been used in retail for several years, migrating into the food service industry. One example is exception based reporting (EBR) software that ties into a POS system. The EBR program documents trends in transactions, which are typically related to employee theft. Many POS manufacturers recognize the added value of such programs and are building EBR tools into their POS back office systems.
prevention program and building one for your organization may be the best investment you make for increasing profit on the same or fewer customers. Mike Mershimer is formerly a Dunkin’ Brands Loss Prevention Department employee and now President of HS Brands International, a DDIFO sponsor, which operates The Mershimer Group & Service Sleuth. You can reach him at: mike@mershimer.com.
I’ve heard retail executives claim that top line sales is a “cure all” for most forms of inventory or cash loss. They say, “Just focus on sales, and everything else will fix itself.” Even if that was true years ago, it’s not going to work in 2010 when the forecast projects fewer customers standing in line. A successful operator must evaluate all options to protect bottom line profits and owner’s wealth. Knowing what is involved in an effective loss
MARCH 2010 • INDEPENDENT JOE
11
Women in Franchising: Hard Work Paying Off
by Brooke McDonough
Helen and Ralph D’Alelio, Sr. opened their first Dunkin’ Donuts store in September, 1977 in Somerville, Massachusetts. Immediately, Ralph and his sons took over the baking and operations, and Helen did what very few women at the time were doing. She ran the business. “It was definitely a man’s world then,” said her daughter, Mitzi Lawlor. “She was one of the only women around to do something like that at the time.” Lawlor remembers that many in the business didn’t take her mother seriously. The mail would arrive addressed to her father even though her mother was the contact person for the vendors. And, although Helen handled all financial matters, more often than not, the bank would call for Ralph. “My father would just laugh and say, ‘you’ll have to talk to my wife about that’.”
Helen D’Alelio and Fred the Baker in an undated photo
Lynette McKee carved a stellar career for herself in franchising starting from the bottom up.
But D’Alelio didn’t think about the challenges of being a woman in a male-dominated field, she just worked hard. “She was a smart business owner, and she liked doing it,” said Lawlor. Through the 80s and 90s, the D’Alelio family continued to grow their business, taking advantage of opportunities to expand as they arose. Today, thanks in good part to D’Alelio’s business acumen, Lawlor and her brothers own 24 Dunkin’ Donuts franchises in the Boston area. Lawlor is the one who runs the business, as her mother once did. Lawlor is proud of her mother’s accomplishments and credits her mother with her own success. Now, when the bank calls it is Lawlor they want to speak with. As women continue to become more of a voice in the franchising industry, thriving in a business that has been heavily male dominated for decades, Helen D’Alelio stands out as an example of just how far women have come. And while women 12
INDEPENDENT JOE • MARCH 2010
Kee
te Mc
Lynet
are still the minority, they are breaking through the old boys’ network and finding success. Lynette McKee is an example. Strawberry-blonde and green-eyed with a honey-sweet Southern drawl, McKee is a force to be reckoned with. A leader in the corporate franchise industry, she’s carved a stellar career for her herself in franchising starting from the bottom up McKee, former vice president of franchising for Dunkin’ Donuts, is known as a
trailblazer, opening doors and clearing the path for women in franchising.
To prove it, she is a recipient of the Crystal Compass award given by the Women’s Committee of the International Franchise Association (IFA). The Griffin Report named her a Women of Influence in the foodservice industry, and she was also a 2009 nominee for the Bonnie LeVine Award for outstanding female in franchising. Throughout her career she’s worked with other well-known brands such as Burger King, Bennigan’s, Steak and Ale, Ponderosa, Bonanza, and Denny’s. Today she is Senior Vice President and Chief Development Officer for Checkers. Today, women like McKee and many others have leadership roles in franchising, including women franchise owners, franchise attorneys, and corporate franchise executives. But road to the top had its challenges for women in the past. McKee remembers attending trade shows with male employWomen continued on next page
Women continued from previous page ees and everyone assumed she was the employees’ secretary, instead of their boss.
Today, opportunities for women are easier to come by and a woman in the board room is no longer a novelty. And,
“People would wait in line at the booth to talk to the men, instead of talking with me,” said McKee who also admitted that she enjoyed the moment when her employees would end up referring those people to her. “I was the expert. I was the one they should have been talking to in the first place.”
plenty of anecdotal evidence shows that women are prospering in the franchises as well. Lawlor, who remembers being the only woman at ad committee meetings for Dunkin’ Donuts, said that lately she sees a trend with the third generation in family-owned stores that points to change. In the past, most of the women Lawlor saw in the business were there by default. “They were the spouses or daughters, and if they worked at all they weren’t running the business,” she said. That’s not the case anymore. Lawlor said that many daughters of her colleagues are actively pursuing business degrees to come back to the Dunkin’ Donuts family business after college. “It’s exiting to see, where before, the girls didn’t do that.”
She said as the only female in the boardAminda Daviduk in her office in Plaistow, NH. room at times people would ask her if her although Dunkin’ Donuts does not track husband was disabled. “They didn’t unthe number of women franchise owners, derstand why I would be working.”
Aminda Daviduk, another trailblazer in the franchise industry, left a 20-year nursing career to open her first Dunkin’ Donuts store in Plaistow, New Hampshire. “It’s the American dream,” said Women continued on page 20
SERVING FRANCHISEES FROM MAINE TO MIAMI
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Ad Spending continued from page 6 franchisee. But we have to protect the information from competitors,” Bouzianis said. According to Bouzianis, the quick-serve restaurant industry is second only to the technology industry when it comes to competition among competitors for corporate information. He said any franchise owner can get information about the regional advertising budget from the field marketing manager or director. And he said the local ad committees, which meet six to 12 times a year in person and on conference calls, provide ideas and information to the national committee. Dunkin’ franchise owners pay a portion of their gross revenues to the advertising fund. A portion is used for national advertising programs; another portion goes to local regional advertising programs. “We don’t know how national will allocate,” said one franchise owner In the past, regional advertising committees had a greater say in the design of the advertising and placement, according to franchise owners. “Years ago, we saw ad sketches,” one franchise owner said. “More recently we see them when they are on television. If we complain, we are told the focus groups liked the ads.” Dunkin’ Brands did not respond to a request for an interview for this article. In other QSR companies local franchise owners tend to have more involvement in determining the content of advertising and how ad budgets are spent. Kentucky Fried Chicken regional advertising committees, for example, may hire their own advertising agency to advise them on design, content and placement. Mark Silverstein, who owns a Dunkin’ franchise in New Hampshire and several KFC franchises, serves as the chairman of the KFC Boston-area advertising committee. He said his KFC local committee has more say in its advertising design and placement than the local Dunkin’ ad committee. The committee relies on independent advice from its own Philadelphia ad agency, which he described as being as good as the national agency. All the local ads have to be approved by 14
INDEPENDENT JOE • MARCH 2010
the KFC Brand, and in practical terms the local committee uses the national ads, he said.
which operates as a separate marketing division within the greater New York City region.
“If it works, I’m happy,” Silverstein said. The ads don’t always work, but the ad guys tell you “what if you hadn’t advertised,” he said.
Long Island Dunkin’ Donuts franchisees
Silverstein said his only complaint about the Dunkin’ advertising fund is he would like to have more funds allocated to New Hampshire which exists as a subset of the Boston market. But, he praised Dunkin’ for its program of allocating $2,000 a year for local community A recent ad created for the Long Island Ad Fund organizations.
The program has 100% participation from the Long Island shops. “Other chains don’t do this,” he said. A potential model for Dunkin’ local advertising funds is the one jointly developed by the franchise owners and the Brand for the Long Island region,
worked with Dunkin’ brands to form their own ad fund committee to oversee ad spending in their local market. The plan, according to committee chairman and franchise owner Mike Imperato, is to enhance the brand’s overall marketing efforts. “The Brand is behind this 100 percent,” he said. Imperato and Roxanne Bensason, the Dunkin’ Field Marketing Director, worked Ad Spending continued on next page
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together to create the new Long Island advertising fund program. According to Imperato, the brand marketing staff makes the ad buys because “they are better at it.” The brand collects the revenues, signs the contracts
with vendors and pays the bills. And, as Imperato pointed out, “Both sides must approve any campaign.” Since the first of the year, the committee has bought all newsprint ads in the local newspaper, Newsday, which covers 1 million homes on Long Island. The committee is planning this spring to add
local radio advertising and outdoor sampling events plus a major print media drop that will be co-branded with Baskin Robbins, Imperato said. “Dunkin’ Brands has been a true partner in this program, it was my idea,” Imperato wrote in an email. “But without the help of Roxanne it would have NEVER come to be.” The program has 100 percent participation from the Long Island shops.
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Imperato, who spent 20 years as an advertising representative, said the results are evident. The Long Island shops are running ahead of the overall quick serve restaurant market for the first six weeks. Despite the impact the recession has had on ad spending across the board, Dunkin’ continues to invest in selling its message through TV, radio, newspaper, billboard and online advertising. Years ago it was “Time to make the Donuts,” now “America Runs on Dunkin.” Whatever the next catchphrase is Dunkin’ franchise owners still will be allocating store revenue to pay for ads, and expecting a voice in how those dollars are spent.
MARCH 2010 • INDEPENDENT JOE
15
Aflac continued from page 5 because you simply can’t afford to set this kind of precedent. If you offered and that same employee enrolled in Aflac, he could submit a claim and receive cash to spend as he sees fit to cover lost wages, medical deductibles or co-pays, rent or mortgage, child care and even groceries. “As I work with more Dunkin’ Donuts employees, I notice a lot of them are parents, including single parents, who work hard to earn an hourly wage. If anything were to happen to them or to their children, they’d not only lose pay for having to miss work, they’d be reaching into their own pockets over and over for medical costs and other expenses,” said Ross. “What I hear from those who have Aflac policies is that they’re buying peace of mind. They see it as an inexpensive and worthwhile investment to protect themselves and their families.” In fact, Aflac works with employees individually and, depending on their wages, can typically arrange plans with premiums that are equal to about one hour’s wages per week. And Aflac offers employers a section 125 or “cafeteria” plan at no cost, unlike most payroll companies that charge from $300 to $1500 annually. With this option, franchise owners can deduct employees’ Aflac and health insurance premiums on a pre-tax basis, saving you and your employees money.
To give a sense of the process, if you decided you want to offer Aflac, you would contact Steve Ross. He would arrange a series of meetings, first with you, then with your managers and then individually with your employees. Ross understands how Dunkin’ Donuts shops operate and appreciates that certain times do not work well for one-on-one meetings with employees, so he is very flexible and willing to accommodate your scheduling needs. When Ross meets with your employees, they decide whether or not to enroll. If they choose to enroll, Ross facilitates that process. If they choose not to enroll, he has them sign a waiver stating that they were informed of the policies offered by Aflac and declined to take part. That way, you’re covered in the event that such an employee becomes ill or injured and tries to claim that you never told him about Aflac. Your administration responsibilities are extremely minimal. On a monthly basis, you need to submit an online reconciliation verifying the work status of your employees and pay the invoice (online or by check) for the Aflacrelated deductions from participating employees’ paychecks. Aside from that, your only responsibility is to keep Ross informed when you hire new staff.
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“Aflac implementation and ongoing maintenance is no bother. All we had to do was set up meetings between Steve and our staff. Steve even provided for a translator. The paperwork setup was minimal,” said Dubinsky. “Our CML is very satisfied with Steve Ross and Aflac. The product and Steve’s service are excellent, and we’re glad we chose to participate.” It boils down to this: At no direct cost to you, Aflac offers numerous advantages that contribute to a positive and productive work environment with a stable workforce of individuals who feel happier, more esteemed and more secure. “It’s clear to me that Dunkin’ franchise owners care about their employees and their families. There’s a real camaraderie there,” said Ross. “They don’t want to see their employees have to choose between the care they need and the care they can afford. By offering Aflac, they don’t have to worry. They know their employees have access to programs that ensure they’ll be well taken care of without risking their health or their financial stability. And, in my experience, that means the world to them.” For more information about Aflac and how it can help you attract and retain the best employees, contact Steve Ross at steven_ross@us.aflac.com or 781-592-3765. You can also visit www.voluntarybenefits4dunkin.com.
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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
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Bonnie Padgett One Pickroy Road Jasper, GA 30143 770-735-3456 ext. 3164 bonnie.padgett@roystonllc.com www.roystonfordunkin.com
Rubiano & Company, CPA’s Daniel J. Rubiano, CPA 5 Austin Avenue, Suite 1 Greenville, RI 02828 401-949-2600 dan@rubianocpa.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
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Deanna MacKinnon 100 Dispensing Way Lower Sackville, NS Canada B4C 4H2 902-865-9602 ext. 144 dmackinnon@sureshotdispensing.com www.sureshotdispensing.com Todd Gorell 7 Industrial Way Whitman, MA 02382 781-858-2918 tgorell@tkasphalt.com www.tkasphalt.com Paul Lavallee 370 Main Street Worcester, MA 01608 508-368-6548 paul.lavallee@tdbank.com www.tdbank.com
Thomas Colitsas and Associates, PA
Tom Colitsas 103 Carnegie Center, Suite 309 Princeton, NJ 08540 609-452-0889 tcolitsas@tcacpa.com
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Barry Magerman 235 Cottage Street Franklin, MA 02038 508-520-2757 barry@3-dlighting.com www.threedlighting.com
Michelle Meleo PO Box 303 - 31 Eastman Street Easton, MA 02334 800-966-0106 michelle@skaleast.com http://www.skaleast.com/index. cfm?keyword=dunkin
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Sabrina San Martino 60 Catamore Blvd. East Providence, RI 02914 800-854-4625 ext. 1121 ssanmartino@starshep.com www.starkweathershepley.com
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Francesca Zelasko 2350 Ravine Way, Suite 100 Glenview, IL 60025 877-954-SURE francesca@surepayroll.com www.lps.surepayroll.com/DunkinDonutsPayroll
Rob Webster 244 Washington Street Hudson, MA 01749 978-562-3492 ext. 206 rwebster@tuckstrucks.com www.tuckstrucks.com Juniper Korkie PO Box 6221 McLean, VA 22108 703-854-5498 jkorkie@usatoday.com https://service.usatoday.com/retail
Richard Kurc 1201 Broadway -Suite 1001 New York, NY 10001 212-679-8200 richard@wdfamarketing.com www.wdfamarketing.com Dan Schneider 6913 Acco Street Montebello, CA 90640 815-923-2438 dschneider@wilburcurtis.com www.wilburcurtis.com
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MARCH 2010 • INDEPENDENT JOE
17
Questions continued from page 7
Perry J. Ludy Perry Ludy is president of Carolina Restaurant Partners LLC, a Dunkin’ Donuts franchise operator in Myrtle Beach and Florence, South Carolina. Mr. Ludy is an author of business books including Profit Building: Cutting Costs without Cutting People, an award-winning management book that is translated into several languages and sold worldwide. Profit Building has been a featured topic on radio and television programs including CNN, CBS, BET, Bloomberg TV, CNBC-Europe, BBC, and in the following publications: Harvard Management Update, Entrepreneur, Bottom Line Business, Black Enterprise, USA Today, Association Trends, Internet Works, The Atlanta Tribune, and The Washington Post. Formerly, Mr. Ludy was CEO and co-owner of Cutting Edge Pizza
a profile LLC, a franchise operator for Little Caesars Pizza throughout five states in America. He also served as president of US Autoglas, Inc., a $250 million national retail aftermarket automotive glass replacement and repair company with 350 locations in the United States and Mexico. He was Chief Operating Officer for Environmental Systems Products, a company he helped sell in the capital market, where he controlled domestic and international operations with complete profit and loss accountability. As Divisional Vice President for PepsiCo Inc., Mr. Ludy had complete profit and loss accountability for a Pizza Hut restaurant division with $500 million in revenue and $85 million in profits, with 1,000 restaurants and 30,000 employees.
Dunkin’ Donuts Application Today’s franchise owners are struggling with issues involving revenue growth, COGS%, crew and management labor cost, rent, royalty fees, advertising fees, EBITDA % and cost of capital to meet SDA requirements, escalating utility costs, increasing insurance rates and level of profitability. Overlay people development, changing corporate requirements, technology enhancements/ modifications, minimum wage increases, and wheat /sugar price increases, and it’s easy to see that franchise teams need to become better skilled at creative problem solving to improve profits. The following 7-step process will help ensure an increase in profit performance:
Step 1 Gather a team of five to eight out-of-thebox thinkers from various departments/ areas of your business to cover a crosssection of the organization. This team will be given the task of solving some of the most difficult problems facing your organization. If your business is small, online store invite participation from your accountant, attorney, marketing consultant, operaQuestions continued on next page
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Questions continued from page 18 tions manager, Restaurant General Managers, and other non-competing franchise owners. A DAC/BAC meeting might be the perfect audience from which to solicit ideas and participants.
Step 2 State the specific problem that would benefit from a QB Problem Solving Review. Start with an issue that, if improved, would increase cash flow or profitability. Write it down.
Step 3 Perform a Questions Brainstorming (QB) Review by having team members ask questions in sequence, starting with Open Questions and ending with Provocative Questions. Team members should exhaust their questions within each specific group before moving to the next category. Write down each question and do not attempt to answer any questions during the QB process.
Step 4 The team should now answer the questions they have specific knowl-
edge about and then take the remaining unanswered questions to content experts for answers. This step prevents your business from agreeing to action steps to support an objective that was the product of a brainstorming session and never had a true factual basis from which to seek resolution.
Step 5 All answered questions are prioritized based on the Impact versus Ease of Implementation Matrix. Categorize the action steps according to high impact and high ease of implementation versus those that may have high impact but are very costly or hard to implement.
Step 6 Create an action plan based on the answers receiving a high impact and ease of implementation rating. Conduct a “Devil’s Advocate Review”.
QB process have explicit license to ask tough questions and challenge the strategic/action plan. This process helps the organization to prevent from overlooking the questions that might uncover unfounded assumptions, unattainable forecasts or flawed thinking.
Step 7 Review and follow-up, assign tasks, and create a contingency plan, if necessary, to resolve the problem. Perry Ludy is a senior executive, business consultant, and author of business books. He is President of Carolina Restaurant Partners LLC d.b.a. Dunkin’ Donuts. Profit Building: Cutting Costs without Cutting People by Perry J. Ludy
A “Devil’s Advocate Review” is where advocates who are separate from the
MARCH 2010 • INDEPENDENT JOE
19
Women continued from page 13 Daviduk. “You start with one store and you build from there.” Daviduk admits that the franchising industry has always been a “man’s world” and said that she actually had to learn to speak in a louder voice. “Once people see you’re assertive and reasonable and responsible they will take you seriously,” she said. Assertiveness paid off. Today Daviduk owns five stores as well as a slew of other businesses. She purposely kept her Dunkin’ Donuts franchise network small so she could continue to be a hands-on owner. As far as her success goes, Daviduk stresses that she wouldn’t be where she is today without help. “The best advice I ever got was that you can’t do it all yourself, ” she said. She feels lucky that she has her son, Alan, Jr., as director of operations as well as the help of her general manager, Deirdre Bixby. “It takes a team,” she said. Women often make career decisions around the issue of balancing work
demands and motherhood, and Daviduk is no exception. She was on her way to medical school when she switched careers to open her first store. As a mother of three young children, the idea of a family business appealed to her. She wanted a job with flexibility and wanted to include her children in the business. It turns out that women are finding work in franchising that can provide the work/ family balance. In fact, the upswing for women in franchising started in the 80s when many women went back into the workforce and franchises in womenfriendly areas like childcare, fitness, and eldercare became available. “These types of franchises were more affordable and offered opportunities for women to be their own bosses and all of the flexibility that goes along with that,” said franchise attorney, Suzanne Cummings. A 2002 IFA census shows that 25% of all franchises were run by women. But Diane Dwyer, IFA former chair and chairwoman and CEO of the Dwyer Group, thinks the number may actually be higher and said that it’s difficult to track.
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For example, at the Dwyer Group, about 50% of the franchises are husband and wife teams, often with the women running the business and the men serving the clients. However, only the husband’s name may be listed on the franchise agreement, which skews the statistic. At any rate, the U.S. Census Bureau reported that the number of women-owned businesses is growing at twice the rate of all businesses. Add to that, the American Family Business Survey published this year reported that there are 37% more women-owned family businesses than five years earlier. Dwyer said that women found they enjoyed being the boss and that they were good at it, which helps explains the increase in numbers. The numbers are likely to continue to rise said Dwyer. The IFA is actively recruiting women and minorities to become franchise owners and to take a more active role in leadership within the association. “In 2001, I was one of three women on the 40-person IFA board. We’ve tripled Women continued on page 21
Women continued from page 20 that. Having a diverse board is good for everyone, and we’re making progress,” said Dwyer. Susan E. Black-Beth, Director of Franchising at Super Wash and chairman of the IFA Women’s Franchise Committee sees women moving into top spots and thinks that it’s not just about the demographics or shifts in society that is making the industry more gender balanced. It’s that women are well suited for these jobs. She saw signs of it when she first joined the IFA in 2000. She was impressed by the caliber of people as a whole and amazed that so many were so willing to help and share information. “Women are especially good at that type of thing and that continues through the Women’s Committee—women sharing information on how to succeed,” she said. Black-Beth may be on to something. According to a study done by the Guardian Life Index, a survey of small business owners, women are more likely than male managers or entrepreneurs to be diligently engaged in strategy and are more customer-focused. They are also more
likely to include community involvement in their business; they are more receptive to advice, and more committed to creating opportunities for others. These results didn’t surprise Dwyer. “We’re collaborators. We’re willing to listen to others, and we’re not afraid to
Research has found that men raise more venture funding than women entrepreneurs. surround ourselves with smart people,” she said. A quick look at the success of Daviduk’s Dunkin’ Donuts stores provides further evidence that the Guardian Life survey holds weight.
in nursing gave her those exemplary customer-service skills. “I was taking care of patients, then I switched careers, and I was taking care of my customers. I loved it.” she said. Community involvement has also been an important part of Daviduk’s business strategy. She works with the local schools and DARE programs and has donated heavily to animal rescue shelters, a favorite project of hers. All this is good news for everyone because Guardian Life also reported that by 2018 women entrepreneurs will be responsible for creating around 5.5 million new jobs nationwide---more than half of the 9.7 million new jobs the Bureau of Labor Statistics predicts small businesses will create. Still, the key to more women entering the franchising world is money, according to Cummings who pointed out that women still don’t earn as much as men, and until they do won’t have the same opportunities.
Daviduk said that her attention to customer focus in the early years is the key that enabled her to grow her business. In a recent poll by the National Asso“I worked the front for the first 12 years. ciation for the Self Employed, women I knew my customers. I knew what they wanted.” Daviduk said thatDDIFO Ad 3/11/09 2:51 PM Page 1 her years Women continued on page 23
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driving habits
were hardest far-flung suburbs, which collapse and hit by both the housing in rural high gas prices, and those
attriThe leisure travel organization Traffic volume to uncerbutes the projected decline“especially drops communities. tainty about the economy, personal for the John Crabtree, spokesman Total miles driven by rising joblessness and sagginggas prices a non-profit in motor vehicles on U.S. Center for Rural Affairs, incomes.” The recent spike says. develroads for the 12 Overberg AAA rural advocacy and economic Neb., also might be a concern, Lyons, months that ended force beopment group based in Gas prices were the driving driving each April 30 sword” for in says it’s “a double-edged (in trillions): 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 de3.0 More people are shopping boost. thor of Commuting in America. holiday weekend amid the a invention of the automo- people saw $3 a gallon, when they saw home, giving local merchantsto go the cline in driving since the 3.02 need akin to “But if you or your child $4 a gallon, it was somethingan effect bile. from the 2.8 2.92 traveled by motor vedid have doctor, and you live 40 miles it makes Since the number of miles the sticker shock. It really He says people 2007, provider, care November in nearest health hicles in the USA peaked dropped by 123 billion on people’s behavior.” is $2 a gallon carpooling, has a difference whether gas 2.6 started taking transit, nation’s 12-month total says. “People 50% back on va4%. That’s a bigger deor $3 a gallon,” Crabtree miles, or slightly more than above 3% during the merging trips and cutting with alterFourth make difficult choices.” to just stayed of forced are Many drop the travel. cation cline than signals a of July 2.4 even afthat triggered a spike in The driving drop-off also native modes of transportation 1979-80 Iranian revolution among Af0 year. Labor 19% reversal in auto ownership gas prices retreated last gasoline prices in the USA. which ’09 engi’08 of taking between ter ’07 Day rican Americans and Hispanics, PisarBernard Assaf, 36, a software The 4% drop is the equivalentoff the road. 1970, suburb, drivers Source: Federal Highway had been increasing since neer from a northern Atlanta 8 million and 10 million Administration access to jobs, Memorial his car for the the beginning of a fundaski says. “That will limit TODAY “We may be witnessing says he won’t get back in even if gas Day 19% By Julie Snider, USA 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 Father’s McMahon, senior research in- prices plummet. Withan Atlanta non- Fewer miles group that promotes Day 12% he says. Clean Air Campaign, Institute, a non-profit shows alMcMahon says his research years States at higher cost profit that promotes transportation novative development. Association of the United three Source: Boat Owners to a satelAdministration’s milesUSA TODAY that people over the past See the Alejandro Gonzalez, The Federal Highway ternatives, he now carpools transitBy Anne R. Carey and the most recent available, lite parking lot 7 miles from home, then are trending toward compact,mix resirelationship traveled report for April, that April’s total to his office. “For oriented developments between gas a slight flattening out. While rises in takes public transit uses and enCrossword, Sudoku 2B suggests from April 2008, continuing driving, me, it’s not just about the price of gas,” prices and miles driven dential, retail and office when the Editorial/Forum 10-11A was up 0.6% limit a day on my 11C joblessness and gas prices are likely to courage walking. Even he says. “If I put 40 miles difference. at usatoday.com. Lotteries people won’t resume big Marketplace Today2, 7B McMahon says. economy recovers, he says, car vs. 14 miles, that’s a celebrate the Fourth of doing things besides grip- driving at previous rates. Market scoreboard 4B As the USA prepares to I’ve gotten too used to 5A here in terms of a State-by-state choosing to watch fireto go back.” “We’ve crossed the Rubicon Co., Inc. July, many Americans are projects that the num- ping the steering wheel TODAY, a division of Gannett the drop in miles trav©COPYRIGHT 2009 USA Pisarski and McMahon say on people living in change,” he says. service works close to home. AAA 50 miles or more this Subscriptions, customer of impact ber of people taking a trip 1.9% from a year ago. eled has had a greater 1-800-USA-0001 drop will ice.com weekend holiday www.usatodayserv ®
USA TODAY Snapshots July 4th holiday a favorite for boaters
High unemployment, gas prices are taking their toll By Larry Copeland and Paul USA TODAY
Contact Juniper Korkie 703.854.5498 QIJFAF-04005w(M)m jkorkie@usatoday.com holiday Given these choices, summer the most: recreational boaters enjoy
18 Lamy Drive Goffstown, NH 03045
800-258-3096
Brian@CeilSpray.com
www.CeilSpray.com
Representing Franchisees & Dealers since 1985
Carmen D. Caruso National Franchisee Trial Lawyer
Dedicated Advocate Franchisees, Dealers & Associations Successfully Defended Dunkin’ Brand Franchisees In Federal Court Complex Business Litigation Illinois Super Lawyer Illinois Leading Lawyer and Member Leading Lawyer Network Named Legal Eagle – Franchise Times – 2001 and 2005-2010 L AW O F F I C E O F
Carmen D. Caruso, p.c. Residing in The Chambers
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INDEPENDENT JOE • MARCH 2010
index
Women continued from page 21 reported self-employed income that is significantly lower than men’s, partially because of the part-time nature of some of their businesses. The average income for women surveyed is $38,640 versus $54,260 for men. Add to that the Growthlink Research Report, Venture Funding for Women, which found that men raise more venture funding than women entrepreneurs. “Women need to be the ones who control the money, and that’s when we’ll see an even amount of women-owned business,” said Cummings. In a speech at the New England Franchising Association (NEFA) conference, McKee told women attendees go after what they want. “I want women to know that they shouldn’t limit themselves,” she said. “If something is not working, fix it. It’s in your power to change your situation. Figure out what you’re willing to accept and what you’re not.” Dwyer’s advice is similar and said that women should be clear about what they want to do and where their interests lie. But as Helen D’Alelio and the other industry pioneers knew from the start, the key to success isn’t gender related; it’s about old-fashion, hard work. And Dwyer stresses that as well. “Whether you’re a man or a woman, you have to just keep at it everyday. It takes a lot of hard work to run a business well,” said Dwyer.
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