This document discusses the process of franchising a restaurant concept. It outlines several key steps: [1] Refining the business model and fully documenting operating systems. [2] Standardizing hiring, training, marketing and other systems. [3] Developing franchise documents like an FDD and agreement. [4] Establishing supplier networks and procedures for training franchisees, new store development, and ongoing support. Common mistakes like poor franchisee selection and a lack of innovation are also addressed. The document provides questions and considerations to help determine if franchising is right and help get started on the process.
This simple step by step guide will help guide any new entrepreneur looking to embark on a coffee shop venture, covering aspects from selecting your machine to choosing your location.
Starbucks experienced extraordinary success in the early 1990s by tapping into an untapped market and developing a brand image of providing the best quality coffee and service in the world. Their value proposition centered around coffee and creating a "third place" environment for customers beyond home and work.
In more recent years, Starbucks' customer satisfaction scores have declined due to changes in their customer base and service levels slowing down. Either their service has declined as speed decreased, or they are measuring satisfaction incorrectly by not fully capturing customer expectations.
The Starbucks of 2002 differed from 1992 in that it had many more stores, slower service due to moving from manual to more automated processes, a wider variety of products, and lower reported customer satisfaction levels.
The document analyzes Starbucks' business strategies and challenges in the early 2000s. It discusses how Starbucks originally focused on specialty coffee, customer service, and creating a "third place" atmosphere. However, over time Starbucks introduced many new products that complicated orders and increased wait times, threatening customer satisfaction. It also discusses challenges like store cannibalization, lack of brand differentiation, and opportunities like expanding into new markets and grocery sales. The document evaluates alternatives for Starbucks to refocus on the customer experience and redefine their marketing strategies based on customer research.
This document summarizes Starbucks' focus on customer service through its history, value proposition, and strategies to improve customer satisfaction. It outlines Starbucks' growth since 1971, key factors in its early success like motivated employees and a niche customer experience. Data shows the relationship between customer satisfaction, profitability, and repeat visits. Recommendations include redefining marketing strategies, analyzing customer segments, and investing $40 million in some company-operated stores to reduce costs and wait times.
Keeping established restaurant brands fresh, relevant and competitive often requires significant reinvention along the way.
In this hour-long webcast, moderated by rd+d Editor Dana Tanyeri, branding experts and chain executives who have led successful rebranding/reimaging initiatives will offer insights on timing, projecting ROI, process management and roll-out strategies.
This document describes Inspiro Brands, a brand strategy and design firm owned by Gina Mims that has developed brand identities for over 100 restaurants. Inspiro Brands works with restaurant and culinary clients to create consistent brand packages through services like brand strategy, logo design, signage, menus, uniforms, and more. The document provides examples of Inspiro Brands' clients and projects, and describes the various package options they offer clients at different price points to guide new restaurants in developing their brand and providing a memorable guest experience.
This document summarizes a case study about Starbucks' efforts to improve customer satisfaction and speed of service. It finds that while customers report wanting faster service, other factors like friendly staff and rewards programs better predict loyalty. Adding more labor hours may increase service but not enough to meet financial goals. Alternative actions like improved training, rewards, and automated equipment avoid ongoing costs and better address customer priorities.
- A market research report found that Starbucks was not meeting customer expectations in terms of service. To increase customer satisfaction, Starbucks plans to increase labor in stores to speed up service, though this may increase costs by $40 million.
- Starbucks was founded in 1971 by three coffee enthusiasts in Seattle. It grew to 140 stores by 1992 when it went public, raising $25 million.
- Since going public, Starbucks' sales have increased at a compound annual growth rate of 40% and net earnings have risen at a compound annual rate of 50%. It now has over 5,000 stores globally and opens about 3 new stores per day on average.
This simple step by step guide will help guide any new entrepreneur looking to embark on a coffee shop venture, covering aspects from selecting your machine to choosing your location.
Starbucks experienced extraordinary success in the early 1990s by tapping into an untapped market and developing a brand image of providing the best quality coffee and service in the world. Their value proposition centered around coffee and creating a "third place" environment for customers beyond home and work.
In more recent years, Starbucks' customer satisfaction scores have declined due to changes in their customer base and service levels slowing down. Either their service has declined as speed decreased, or they are measuring satisfaction incorrectly by not fully capturing customer expectations.
The Starbucks of 2002 differed from 1992 in that it had many more stores, slower service due to moving from manual to more automated processes, a wider variety of products, and lower reported customer satisfaction levels.
The document analyzes Starbucks' business strategies and challenges in the early 2000s. It discusses how Starbucks originally focused on specialty coffee, customer service, and creating a "third place" atmosphere. However, over time Starbucks introduced many new products that complicated orders and increased wait times, threatening customer satisfaction. It also discusses challenges like store cannibalization, lack of brand differentiation, and opportunities like expanding into new markets and grocery sales. The document evaluates alternatives for Starbucks to refocus on the customer experience and redefine their marketing strategies based on customer research.
This document summarizes Starbucks' focus on customer service through its history, value proposition, and strategies to improve customer satisfaction. It outlines Starbucks' growth since 1971, key factors in its early success like motivated employees and a niche customer experience. Data shows the relationship between customer satisfaction, profitability, and repeat visits. Recommendations include redefining marketing strategies, analyzing customer segments, and investing $40 million in some company-operated stores to reduce costs and wait times.
Keeping established restaurant brands fresh, relevant and competitive often requires significant reinvention along the way.
In this hour-long webcast, moderated by rd+d Editor Dana Tanyeri, branding experts and chain executives who have led successful rebranding/reimaging initiatives will offer insights on timing, projecting ROI, process management and roll-out strategies.
This document describes Inspiro Brands, a brand strategy and design firm owned by Gina Mims that has developed brand identities for over 100 restaurants. Inspiro Brands works with restaurant and culinary clients to create consistent brand packages through services like brand strategy, logo design, signage, menus, uniforms, and more. The document provides examples of Inspiro Brands' clients and projects, and describes the various package options they offer clients at different price points to guide new restaurants in developing their brand and providing a memorable guest experience.
This document summarizes a case study about Starbucks' efforts to improve customer satisfaction and speed of service. It finds that while customers report wanting faster service, other factors like friendly staff and rewards programs better predict loyalty. Adding more labor hours may increase service but not enough to meet financial goals. Alternative actions like improved training, rewards, and automated equipment avoid ongoing costs and better address customer priorities.
- A market research report found that Starbucks was not meeting customer expectations in terms of service. To increase customer satisfaction, Starbucks plans to increase labor in stores to speed up service, though this may increase costs by $40 million.
- Starbucks was founded in 1971 by three coffee enthusiasts in Seattle. It grew to 140 stores by 1992 when it went public, raising $25 million.
- Since going public, Starbucks' sales have increased at a compound annual growth rate of 40% and net earnings have risen at a compound annual rate of 50%. It now has over 5,000 stores globally and opens about 3 new stores per day on average.
Starbuck - Part 3 Four Strategy Analysis - Customer Flow ManagementCharlotte L
This document analyzes Starbucks' customer flow management strategies. It identifies three critical points where queues form: waiting for a cashier, barista, and to pick up coffee. It proposes solutions like a mobile ordering app, contactless payment, optimized order processing, and perceived wait time reductions through in-store entertainment. Customer types are segmented by their buying habits and time availability. Strategies aim to shorten actual wait times for busy customers while giving leisure customers reasons to spend more time in stores.
Starbucks was founded in 1971 in Seattle, Washington. It aimed to become a "third place" that was separate from home and work. By 2002, Starbucks had over 5,000 stores globally and was serving 20 million customers per year. However, customer satisfaction had begun to decline due to long wait times, inconsistent service, and a perception that Starbucks primarily cared about profits over customers. To address this, Starbucks proposed investing an additional $40 million per year in labor across its 4,500 stores to improve speed of service. However, there was a dilemma around whether this would truly satisfy customers and boost sales and profits.
Starbucks is facing issues with customer satisfaction not meeting expectations. There is a gap between customer perceptions of attributes and expectations. Customers see Starbucks as caring more about profits and new stores than customer service. Instead of a $40 million plan to reduce service times, Starbucks should focus on improving employee training, promotion campaigns for regulars, and converting satisfied to highly satisfied customers. The risks of the $40 million plan outweigh the benefits, and Starbucks has other issues to address regarding their brand and expansion strategies.
The document summarizes Starbucks' success in the 1990s through consistent high-quality customer service and specific targeting of affluent customers. It then discusses declines in customer satisfaction in later years due to longer wait times and less focus on customers. The document proposes changes Starbucks could make, such as investing $40 million annually in labor to improve efficiency and customer interactions to increase satisfaction levels.
STARBUCKS: DELIVERING CUSTOMER EXPERIENCE.
This report consists of various analysis frameworks / models used to analyse the customer experience at Starbucks.
This document provides a business proposal for growing the women's fragrances business at a Nordstrom store. It outlines opportunities in several areas including daily operations, product placement, sales tracking, training, events, and vendor coordination. The goal is to increase customer satisfaction, sales growth, and operational excellence through initiatives such as assigning product ownership, implementing sales tracking and goal setting, providing product knowledge training, coordinating gifts with purchase, and hosting pop-up shops and sampling events.
Howard Schultz created Starbucks in the 1980s to provide specialty coffee, customer service, and a "third place" for customers beyond home and work. By 2002, Starbucks had over 5,000 stores globally selling premium coffee beverages and catering to affluent customers. However, recent data shows declining customer satisfaction due to slow service times. Starbucks is considering investing $40 million to improve speed of service in 4,500 stores, but it is unclear if this will increase sales and profits or align with their growth strategy.
Starbucks is considering investing $40 million to increase customer satisfaction. The document discusses Starbucks' service quality model and focuses on reliability, responsiveness, assurance, empathy and tangibles. It recommends that Starbucks invest the $40 million as it could shift an average of 7,808 customers per day to a highly satisfied category, generating over $100,000 in additional daily revenue. An alternative is to invest in product innovation or target new customer groups instead of customer satisfaction.
This document outlines a sales team's plan to position a food and beverage company called Roots Food & Beverage Ltd. The plan aims to make the sales team the most efficient and successful in the industry through objective-setting, targeted activities, and upholding the company's image. Key aspects of the plan include analyzing the present sales situation, assigning responsibilities to team members, developing sales forecasts, and implementing activities to achieve sales growth targets and position company brands top-of-mind with consumers.
Would you apply principles of FMCG marketing to restaurants ?
Would you want to blow your precious money on mass media ?
Would you settle for a below par ROI on your sales & marketing expenditure?
The document provides information on developing a 2012 marketing plan for a restaurant. It discusses CORE Restaurant Marketing, a national agency focused on helping independent restaurants. It then outlines various marketing strategies and their projected revenue impacts, including menu updates, takeout menu programs, social media, loyalty programs, and email marketing. Finally, it presents CORE's coaching and implementation programs to assist restaurants in customizing and executing a marketing plan.
Kaja Martin is seeking a position that utilizes her skills in customer service, sales, inventory control, cash handling, and maintaining organized displays. She has over two years of experience as a crew member at Taco Bell where she routinely helped 80 customers per day and exceeded daily sales targets averaging $900 in sales. She has excellent communication skills, is detail-oriented, and received high performance reviews.
The document provides an overview of key marketing concepts including:
- Defining marketing and its objectives such as understanding customer needs.
- Identifying target customers and creating customer personas.
- Understanding the differences between features, benefits, and advantages when communicating value to customers.
- Segmenting consumer and business customers.
- The differences between marketing products and services.
- Developing a marketing communications plan covering objectives, audiences, messaging, and media.
This document discusses changes in the food market and opportunities for street food businesses. It notes that consumers now seek fast food with nutritional value beyond just convenience. Statistics show the snack food and takeaway market has grown significantly. Street food offers opportunities to serve diverse cuisines in communal settings and has influenced consumers' openness to new flavors. Research found consumers enjoy street food for its variety and affordability. The document advises street food businesses consider franchising, mobile units, or fixed locations to expand. It emphasizes how technology like mobile apps have transformed the industry through improved ordering and operations. The document concludes with recommendations to benchmark key performance metrics against competitors to identify areas for improvement.
Starbucks faced several problems threatening its brand image and customer satisfaction. Its once affluent customer base had expanded to include younger, less educated, lower income customers. Additionally, customers could no longer differentiate Starbucks from competitors and saw Starbucks as more focused on profits than customer experience. The document analyzes Starbucks' business model, brand strategy, competitors, and customer base changes. It recommends against investing more in labor and instead focusing on cleanliness, customer service, and installing machines to improve barista efficiency.
The 3+1 Method…How To Craft Your Marketing Plan! [Bonus Step: The +1]Tracey Walker
The document provides guidance on creating a unique selling proposition (USP) for a business. It defines a USP as the factor that makes a product or service different and better than competitors. The document recommends identifying customer needs, benefits of the product or service, and how it alleviates customer pain points. It provides examples of effective USPs and a 7-step process for crafting a compelling USP centered around benefits, customer needs, and promises to set the business apart from others.
Starbucks began in 1971 in Seattle and grew to over 140 stores by 1987, when founder Gerald Baldwin sold the company to Howard Schultz. Under Schultz's leadership, Starbucks established itself as the dominant coffee chain in North America. To drive growth, Starbucks focused on quality products, atmosphere, service, and expanding into high-traffic locations. However, maintaining high customer satisfaction grew challenging as customer needs changed and competitors emerged. Starbucks addressed this through product and service innovations, as well as customer research methods to identify issues and solutions to keep customers satisfied.
This document provides tips and strategies for shops to effectively market their certification credentials. It discusses establishing a marketing plan that leverages certification, using various tools like press releases, badges, and directories to promote certification. Specific strategies are presented, such as customizing online profiles, linking social media accounts, and educating consumers on the benefits of choosing a certified shop. The goal is to maximize the value of certification and distinguish the shop in the market.
This document provides guidance for starting a food business or restaurant. It discusses important considerations like whether to pursue a franchise or develop an original concept, how to choose a location, and how much profit to expect. The key steps outlined include deciding on a concept, location, design, menu, costs, financing, licenses, and insurance. While challenging, starting a food business can be exciting if you are passionate and prepared to work long hours, especially in the first few years as most restaurants fail within that time period due to poor planning. This guide aims to help new entrepreneurs succeed in the food industry by explaining the initial steps to take.
33 Possible Restaurant Food Cost Problem AreasIdeal Software
The document contains a single repeated line of text, the URL www.idealstockcontrol.com, repeated 40 times consecutively without any other text or context.
Starbuck - Part 3 Four Strategy Analysis - Customer Flow ManagementCharlotte L
This document analyzes Starbucks' customer flow management strategies. It identifies three critical points where queues form: waiting for a cashier, barista, and to pick up coffee. It proposes solutions like a mobile ordering app, contactless payment, optimized order processing, and perceived wait time reductions through in-store entertainment. Customer types are segmented by their buying habits and time availability. Strategies aim to shorten actual wait times for busy customers while giving leisure customers reasons to spend more time in stores.
Starbucks was founded in 1971 in Seattle, Washington. It aimed to become a "third place" that was separate from home and work. By 2002, Starbucks had over 5,000 stores globally and was serving 20 million customers per year. However, customer satisfaction had begun to decline due to long wait times, inconsistent service, and a perception that Starbucks primarily cared about profits over customers. To address this, Starbucks proposed investing an additional $40 million per year in labor across its 4,500 stores to improve speed of service. However, there was a dilemma around whether this would truly satisfy customers and boost sales and profits.
Starbucks is facing issues with customer satisfaction not meeting expectations. There is a gap between customer perceptions of attributes and expectations. Customers see Starbucks as caring more about profits and new stores than customer service. Instead of a $40 million plan to reduce service times, Starbucks should focus on improving employee training, promotion campaigns for regulars, and converting satisfied to highly satisfied customers. The risks of the $40 million plan outweigh the benefits, and Starbucks has other issues to address regarding their brand and expansion strategies.
The document summarizes Starbucks' success in the 1990s through consistent high-quality customer service and specific targeting of affluent customers. It then discusses declines in customer satisfaction in later years due to longer wait times and less focus on customers. The document proposes changes Starbucks could make, such as investing $40 million annually in labor to improve efficiency and customer interactions to increase satisfaction levels.
STARBUCKS: DELIVERING CUSTOMER EXPERIENCE.
This report consists of various analysis frameworks / models used to analyse the customer experience at Starbucks.
This document provides a business proposal for growing the women's fragrances business at a Nordstrom store. It outlines opportunities in several areas including daily operations, product placement, sales tracking, training, events, and vendor coordination. The goal is to increase customer satisfaction, sales growth, and operational excellence through initiatives such as assigning product ownership, implementing sales tracking and goal setting, providing product knowledge training, coordinating gifts with purchase, and hosting pop-up shops and sampling events.
Howard Schultz created Starbucks in the 1980s to provide specialty coffee, customer service, and a "third place" for customers beyond home and work. By 2002, Starbucks had over 5,000 stores globally selling premium coffee beverages and catering to affluent customers. However, recent data shows declining customer satisfaction due to slow service times. Starbucks is considering investing $40 million to improve speed of service in 4,500 stores, but it is unclear if this will increase sales and profits or align with their growth strategy.
Starbucks is considering investing $40 million to increase customer satisfaction. The document discusses Starbucks' service quality model and focuses on reliability, responsiveness, assurance, empathy and tangibles. It recommends that Starbucks invest the $40 million as it could shift an average of 7,808 customers per day to a highly satisfied category, generating over $100,000 in additional daily revenue. An alternative is to invest in product innovation or target new customer groups instead of customer satisfaction.
This document outlines a sales team's plan to position a food and beverage company called Roots Food & Beverage Ltd. The plan aims to make the sales team the most efficient and successful in the industry through objective-setting, targeted activities, and upholding the company's image. Key aspects of the plan include analyzing the present sales situation, assigning responsibilities to team members, developing sales forecasts, and implementing activities to achieve sales growth targets and position company brands top-of-mind with consumers.
Would you apply principles of FMCG marketing to restaurants ?
Would you want to blow your precious money on mass media ?
Would you settle for a below par ROI on your sales & marketing expenditure?
The document provides information on developing a 2012 marketing plan for a restaurant. It discusses CORE Restaurant Marketing, a national agency focused on helping independent restaurants. It then outlines various marketing strategies and their projected revenue impacts, including menu updates, takeout menu programs, social media, loyalty programs, and email marketing. Finally, it presents CORE's coaching and implementation programs to assist restaurants in customizing and executing a marketing plan.
Kaja Martin is seeking a position that utilizes her skills in customer service, sales, inventory control, cash handling, and maintaining organized displays. She has over two years of experience as a crew member at Taco Bell where she routinely helped 80 customers per day and exceeded daily sales targets averaging $900 in sales. She has excellent communication skills, is detail-oriented, and received high performance reviews.
The document provides an overview of key marketing concepts including:
- Defining marketing and its objectives such as understanding customer needs.
- Identifying target customers and creating customer personas.
- Understanding the differences between features, benefits, and advantages when communicating value to customers.
- Segmenting consumer and business customers.
- The differences between marketing products and services.
- Developing a marketing communications plan covering objectives, audiences, messaging, and media.
This document discusses changes in the food market and opportunities for street food businesses. It notes that consumers now seek fast food with nutritional value beyond just convenience. Statistics show the snack food and takeaway market has grown significantly. Street food offers opportunities to serve diverse cuisines in communal settings and has influenced consumers' openness to new flavors. Research found consumers enjoy street food for its variety and affordability. The document advises street food businesses consider franchising, mobile units, or fixed locations to expand. It emphasizes how technology like mobile apps have transformed the industry through improved ordering and operations. The document concludes with recommendations to benchmark key performance metrics against competitors to identify areas for improvement.
Starbucks faced several problems threatening its brand image and customer satisfaction. Its once affluent customer base had expanded to include younger, less educated, lower income customers. Additionally, customers could no longer differentiate Starbucks from competitors and saw Starbucks as more focused on profits than customer experience. The document analyzes Starbucks' business model, brand strategy, competitors, and customer base changes. It recommends against investing more in labor and instead focusing on cleanliness, customer service, and installing machines to improve barista efficiency.
The 3+1 Method…How To Craft Your Marketing Plan! [Bonus Step: The +1]Tracey Walker
The document provides guidance on creating a unique selling proposition (USP) for a business. It defines a USP as the factor that makes a product or service different and better than competitors. The document recommends identifying customer needs, benefits of the product or service, and how it alleviates customer pain points. It provides examples of effective USPs and a 7-step process for crafting a compelling USP centered around benefits, customer needs, and promises to set the business apart from others.
Starbucks began in 1971 in Seattle and grew to over 140 stores by 1987, when founder Gerald Baldwin sold the company to Howard Schultz. Under Schultz's leadership, Starbucks established itself as the dominant coffee chain in North America. To drive growth, Starbucks focused on quality products, atmosphere, service, and expanding into high-traffic locations. However, maintaining high customer satisfaction grew challenging as customer needs changed and competitors emerged. Starbucks addressed this through product and service innovations, as well as customer research methods to identify issues and solutions to keep customers satisfied.
This document provides tips and strategies for shops to effectively market their certification credentials. It discusses establishing a marketing plan that leverages certification, using various tools like press releases, badges, and directories to promote certification. Specific strategies are presented, such as customizing online profiles, linking social media accounts, and educating consumers on the benefits of choosing a certified shop. The goal is to maximize the value of certification and distinguish the shop in the market.
This document provides guidance for starting a food business or restaurant. It discusses important considerations like whether to pursue a franchise or develop an original concept, how to choose a location, and how much profit to expect. The key steps outlined include deciding on a concept, location, design, menu, costs, financing, licenses, and insurance. While challenging, starting a food business can be exciting if you are passionate and prepared to work long hours, especially in the first few years as most restaurants fail within that time period due to poor planning. This guide aims to help new entrepreneurs succeed in the food industry by explaining the initial steps to take.
33 Possible Restaurant Food Cost Problem AreasIdeal Software
The document contains a single repeated line of text, the URL www.idealstockcontrol.com, repeated 40 times consecutively without any other text or context.
This document discusses best practices for reducing food costs and food waste in school nutrition programs. It provides information on analyzing food service budgets and costs, including food, supplies, labor, and USDA foods. Tips are given for decreasing costs related to food purchasing, receiving, preparation, serving, and labor. Suggested practices to increase student consumption and reduce waste include implementing smarter lunchroom techniques, composting, and recycling programs. Resources for additional information are also listed.
The document defines various terms related to working as a cashier, including actions that can be taken in the cash register system like voiding an item or making an adjustment, as well as product-related terms like age-restricted items, universal product codes, and security devices. It also covers financial terms such as making change, processing different payment methods, and defining a cashier's till, as well as retail operations concepts such as pricing, discounts, receipts, and transactions.
This document provides an overview of customer relationship management (CRM) functionality in Odoo Release 8. It describes how to use Odoo CRM to manage sales leads and opportunities through the sales funnel. This includes registering and qualifying leads, converting them to opportunities, assigning opportunities and teams to sales stages, and analyzing sales data through reporting. It also outlines some advanced tools for CRM in Odoo like calendar synchronization with Google, gamification for motivating salespeople, and geolocalizing customer addresses in Google Maps.
The cashier was bored with no customers and decided to get creative. With some spare time on their hands, the cashier began folding dollar bills into intricate origami shapes just for fun. By the end of their shift, the cashier had transformed several bills into beautiful paper sculptures.
McDonalds: Entreprenuership and franchisingsalzia27
Here are some reasons why a business might choose growth maximization over profit maximization as a corporate objective:
- Growth allows a company to achieve economies of scale which can help lower costs per unit and increase profitability over the long run. Focusing only on current profits may limit future potential.
- Rapid growth can help a company gain a competitive advantage and larger market share before competitors enter the market. This makes it harder for others to challenge the company.
- Investing profits back into the business to fund growth shows shareholders the company is prioritizing expanding the overall value of the business rather than just short-term profits. This maintains investor confidence.
- In some industries like technology, a growth-focused strategy may
Burger King merupakan franchise restoran cepat saji yang menyajikan hamburger. Perusahaan ini berada di seluruh negara bagian Amerika dan 70 negara lainnya. Burger King bekerja sama dengan Restaurant Services Inc untuk mengelola rantai pasokan, logistik, dan saluran distribusinya. Saluran distribusi dimulai dari pemasok, kemudian Restaurant Services Inc, outlet Burger King, hingga konsumen. Berdasarkan ekspansinya, Burger King dikategorikan sebagai perusahaan multinasional
Controlling food costs involves managing resources efficiently throughout the food cost control cycle. This includes ordering the right quantities from suppliers with the best quality and price; receiving and storing goods properly; issuing the correct amounts at the right time; preparing food with minimal waste by following recipes and procedures; cooking at the proper temperature and time; and serving appropriate portion sizes to minimize waste. Careful management at each step can help reduce costs without compromising quality.
A presentation looking at the criteria for a business wanting to expand through franchising.
Looks at the various franchise models and also other business expansion models.
End result is that any succesful franchise is probably a mix of the various models.
There are as many models of Franchises as there are business multiplied by the different ambitions and desires of the owners of those bsuinesses.
Orignally given at Ortus Local Enterprise SAgency in Belfast as part of their Franchisor Business Development Program
This document discusses revenue control procedures for food and beverage operations. It covers manual and automated guest check systems, server and cashier banking for collecting revenue, and assessing standard revenue levels for food, beverage, and automated beverage operations. The goal is to understand how managers use various systems and reports to establish revenue standards and ensure actual revenue collected matches expectations.
The document provides instructions for cashiers at the KOTESOL International Conference, including how to greet attendees, collect registration forms and payment, issue receipts, track payments on a tally sheet, and request additional cash or a new tally sheet when full. Cashiers are trained to efficiently register attendees, accurately track payments, and securely handle cash transactions.
Monitoring food service operations ii daily food costRajendra Nabar
This document discusses methods for monitoring daily food costs in food service operations. It describes how to calculate daily food cost and food cost percentage. It also explains how to track costs on a cumulative basis over time and compares book inventory values to actual physical inventory counts. The document notes that daily tracking allows for constant monitoring of costs and catching variances early. It provides formulas for calculating inventory turnover rates as well.
Cashiers' Key responsibility areas ( KRA)
Float Bag
Cash Counter Guide Line
Billing Type & Activity
Packing Procedure
EDC & Card Payment information
Manual Bill Info.
Advance receipt
Cancelled Bill Guideline
INR Fake Note Detection [Verification]
Introduces important facts and tools to help you get starting with performance improvement.
Learn to monitor and analyze important metrics, then you can start digging and improving.
Includes useful munin probes, predefined SQL queries to investigate your database's performance, and a top 5 of the most common performance problems in custom Apps.
By Olivier Dony - Lead Developer & Community Manager, OpenERP
Social Media Marketing for Restaurants: 21 tipsWishpond
Do you work for, manage or own an eating establishment? Do you want to know how to use social media to market your restaurant?
It’s a common problem - restaurants want to be engaging with their clientele; they want to use social tools to get more patrons walking through their doors - but they just don’t know how.
Adding social media to your marketing mix can hugely increase awareness about your restaurant, generate motivated engagement with your food, and get you more customers in your door.
In this presentation, I'll show you 21 actionable tactics and tips for using Facebook, Instagram and Twitter to market to your customers.
This document discusses the advantages of purchasing a franchise over starting a new business. It notes that franchises have a higher success rate and provide support from an established brand and business practices. It recommends evaluating potential franchises based on their track record of success, strong brand, integrated marketing programs, developed products/services, industry growth, financing assistance, and support networks. The document promotes Muffin Break franchises specifically, highlighting their training programs, business systems, and ongoing support for franchisees.
This document discusses the advantages of purchasing a franchise over starting a new business. It notes that franchises have a higher success rate and provide support from an established brand and business practices. It recommends evaluating potential franchises based on their track record of success, strong brand, integrated marketing programs, developed products/services, industry growth, financing assistance, and support networks. The document promotes Muffin Break franchises specifically, highlighting their training programs, business systems, and ongoing support for franchisees.
Cloud Kitchen Marketing Ideas to Grow Your Online SalesShamshad Alam
As per the National Restaurant Association, 90% of the restaurants believe that their success is essentially hooked in to their social media marketing style. Social media possesses an undeniable power to influence people’s choices and decisions. On Pinterest for instance, food is that the most browsed and pinned. Using social media platforms like Facebook, Instagram, and Twitter, you'll attract thousands of potential customers.
|| +91 9999008018 || info@corpseed.com || https://bit.ly/2Sm9N4w ||
This document discusses key considerations for recruiting self-employed sales agents, including interview questions and etiquette. It provides guidance on narrowing the search criteria to find the best-suited agents. Common interview etiquette that agents expect is outlined, such as treating the agent as an equal partner, not an employee. The document also provides sample interview questions companies should ask agents to assess skills, experience, goals and work ethic, and questions agents may ask companies to evaluate compensation, support and opportunities. Overall traits of top-performing agents are discussed.
This document summarizes the Max Muscle Convention held on Saturday. It includes the following:
- A welcome by Patrick Sanders and the keynote address by Aaron Davis.
- Two sessions on customer experience and improving the bottom line through multi-unit franchising.
- Breakout sessions on execution of priorities and putting first things first through time management.
- Tips provided on organizing weekly schedules, prioritizing tasks daily, evaluating progress regularly, and using time logs to analyze time spent on various activities.
The convention focused on better understanding customers and staff to improve the in-store experience and business performance through priority setting, goal achievement, and efficient use of time.
Franchising is an important topic about which many ORA members inquire, which is why the ORA RES is teaming up with ActionCOACH’s David Roemer to lead an Aug. 6, 2014 webinar entitled “Franchising Your Restaurant.” Roemer has worked in the restaurant industry for over 34 years and possesses vast industry knowledge. He has assisted more than 50 business owners in helping them overcome their struggles to enjoy and celebrate their achievements as both a corporate trainer and franchising business coach.
Roemer will inform participants in great detail on what they need to do to get their businesses ready for franchising. This includes everything from being able to decide if franchising is right for them all the way to learning the various franchise models to the marketing and selling processes.
This document discusses how consumer tastes and trends affect businesses. It notes that taste is a key driver of food and drink product demand. Changing consumer tastes can create new business opportunities but also require companies to adapt. Spotting emerging tastes and trends is important for businesses to stay relevant and meet shifting consumer needs and demands. The document provides tips for identifying trends through networking, research, and observing industry leaders. It warns that companies unable to satisfy consumer demand may face consequences like lower sales and profits.
This document discusses how consumer tastes and trends affect businesses. It notes that taste is the top driver of food and drink purchases so having a good taste is key. It also explains that consumer demand is positively influenced by tastes and preferences - if consumers like the taste, demand increases. The document advises businesses to identify trends by networking, researching websites/blogs, doing market research, and looking at industry leaders. It warns that businesses that do not meet consumer demand may face lower sales, higher inventory, and lower profits.
If you still believe old “Partners & Co” approach to your accounting practice is the way to go, you need to wake up. Cloud accounting is here, new banking infrastructure, such as bitcoin is emerging, and new devices adoption rate is accelerating. All these new trends are making your old accounting business obsolete.
What are you going to do about it?
Every business owner, including an accountant, wants to make the world a better place and build something that makes a difference and pleases her customers.
Guy Pearson will help you define your unique selling proposition and business model, assist you to take the focus back to your clients and will share his experience on building a practice that scales.
In this presentation, we will take a deep dive into proven ways to build a practice that matters and one you’ll be proud to tell your friends, colleagues and family about.
Objectives:
What is your USP (Unique selling proposition) – do you have one and how to craft one?
Business models – are you a surgeon, a local coffee shop or a McDonald’s? Maybe a hybrid is the way to go?
Always. Focus. On the client. They help you get paid.
Think with scalability in mind.
Make yourself obsolete.
Do something that matters.
Opening a restaurant requires careful planning in several areas such as choosing a location, concept, menu, and financing. This document provides a step-by-step guide to opening a restaurant covering topics like deciding on a concept, types of restaurants, marketing with the 4Ps method, menu pricing and design, advertising and social media marketing, staffing, equipment, finances, laws and insurance. Regular tasks like food safety, cleaning, and staff management are also discussed to ensure a smooth restaurant operation.
7 Ps extended marketing mix - StrategystDaniel Lee
The 7 Ps extended marketing mix is a popular tool used by marketers. The 7Ps are used when planning marketing strategies.
Find out how to use the 7 Ps extended marketing mix when building a digital marketing strategy.
The 7 Ps are price, product, place, promotion, people, processes, and physical evidence.
Source: https://strategyst.co.uk/blog/7-ps-extended-marketing-mix-the-ultimate-guide/
This document provides information about starting a franchise business. It discusses what franchising is, the advantages and disadvantages of buying a franchise, how to select the right franchise, evaluating potential franchisors, financing a franchise, and answers frequently asked questions about the franchising process. The key steps outlined are thoroughly researching franchisors, speaking to existing franchise owners, ensuring the franchisor provides adequate training and support, obtaining legal advice, creating a business plan and cash flow forecasts, and understanding financing and security requirements.
This document provides an overview of franchising, including what a franchise is, different types of franchises, advantages and disadvantages of buying a franchise, questions to ask franchisers and franchisees, and common mistakes of prospective franchise buyers. It discusses that franchising allows entrepreneurs to benefit from a proven business system without having to reinvent the wheel themselves.
How to Franchise Your Business Franchise Connect Consulting RagersvilleIndia
The History of Franchising
What Makes a Good Franchisor
Turning Your Business into a Franchise
Why Use Franchise Connect / Signature Franchising
The Process
Questions and Answers
This is for service businesses who need to revisit crucial service marketing 101 just to help get back to their glory days or start one. For Small Medium Businesses, Freelancers, Enterprise, SaaS, eCommerce, Service providers, Founders, Entrepreneurs would appreciate this.
This presentation gives a brief information about the Seven P's.
The four P's are also know as the traditional P's and the other three P's are known as the modern or extended P's.
Franchising is an important topic about which many ORA members inquire, which is why the ORA RES is teaming up with ActionCOACH’s David Roemer to lead an Aug. 6, 2014 webinar entitled “Franchising Your Restaurant.” Roemer has worked in the restaurant industry for over 34 years and possesses vast industry knowledge. He has assisted more than 50 business owners in helping them overcome their struggles to enjoy and celebrate their achievements as both a corporate trainer and franchising business coach.
Roemer will inform participants in great detail on what they need to do to get their businesses ready for franchising. This includes everything from being able to decide if franchising is right for them all the way to learning the various franchise models to the marketing and selling processes.
Similar to E-Book Franchising Your Restaurant Concept_4-1-2015 (20)
2. 1525 Bethel Road, Suite 201 | Columbus, Ohio 43220-2054 | 614-442-3535 | Fax: 614-442-3550 | Toll-Free: 1-800-282-9049 | www.ohiorestaurant.org
FRANCHISING YOUR RESTAURANT CONCEPT
What’s involved?
1
Let’s talk about franchising your
restaurant concept.
Franchising, when done correctly and for the right reasons, is incredibly rewarding. As a franchisor you will
provide people with an opportunity to build a great future for their families. You will form incredibly strong
relationships and impact thousands of lives. You will create a legacy that can last many lifetimes.
Before you decide to franchise your concept, you need to be able
to answer the following questions with a definite “yes.”
• Are you someone who always strives for excellence?
• Can your leadership style inspire a large number of people?
• Would you enjoy mentoring a lot of people?
• Are you open to being part of groups or forums that involve travel?
• Would you gladly invest time, money and learning in order
to ensure your system’s growth?
• Are you hungry to grow your business?
• Can you sacrifice absolute control in favor of collaboration?
These are important points to keep in mind as the leader of a franchise organization. Your role as a
franchisor will be dramatically different from that of an operator. You need to be ready to accept and
embrace this new role. If you just want to operate restaurants, franchising is probably not for you.
Now that you have decided that franchising is your future, let’s talk about what you need to do to get ready
to grant your first franchise.
David Roemer, Certified Business Coach
3. 1525 Bethel Road, Suite 201 | Columbus, Ohio 43220-2054 | 614-442-3535 | Fax: 614-442-3550 | Toll-Free: 1-800-282-9049 | www.ohiorestaurant.org
FRANCHISING YOUR RESTAURANT CONCEPT
What’s involved?
2
Getting Your House in Order
The first order of business is to refine your business model and get it firing on all cylinders. Think of this
step like getting your house ready to sell. You need to make sure everything is in order and you are ready
for the type of scrutiny it will get from potential buyers. Unless of course you have no interest in getting the
most you can for it!
You need to get your business running like a top, and fully document the system you will eventually be selling.
Remember, when someone buys into your system, what they are paying for is not just the name. They are
paying for the operating system: how do you run this business every day and
maximize the chances of success?
Look at your operating systems first. Your recipes, preparation procedures,
ordering/inventory systems, food controls, cash controls, food safety, cleaning
systems, service standards – including times for each stage from greeting to
order taking – drink service, entrée times, and so on. If you have a bar, there are
different systems to consider on top of the aforementioned.
Consider the standards that need to be laid out and documented.
All of these standards need to be documented so there is never a question and
you protect the integrity of your brand. Part of franchising is creating systems
that work through indirect control rather than the direct control you have now.
Standardize your hiring, training and marketing systems. You need to have
a great team and a great culture. You will be the example for your franchise
system. Franchisees will look to you to lead the way and if you are not able to
maintain a team of great people operating within a culture that attracts other
great people, why would anyone want to replicate what you have developed?
How will you be able to focus on franchising, building your brand and
supporting your franchisees if you are forced to step in and run your
restaurants? Your role as a franchisor will be very different from what it is today as a restaurant operator.
Your stores need to run without you so you can focus on your NEW business, which is franchising.
Marketing
Let’s move on to marketing systems and procedures. This is best approached from more of a branding
standpoint. Franchisees expect that you, as a franchisor, will have proved what works and be able to show
tangible results. Part of the reason why they will buy into your concept is so they do not have to waste a lot
of money figuring out what works. Some topics to keep in mind are:
• Strategies
• Design/Layout
• Copy
• Past promotional failures and successes
What are your food quality
systems? For example,
what is the minimum
quality for produce?
If you sell baked potatoes,
do you spec a 70-count?
A 90-count?
What type of oil do you
use in your fryers?
Do you spec a 6x6 tomato
because it is the right size
for your sandwiches?
THINGS TO
THINK ABOUT:
GETTTING YOUR
HOUSE IN ORDER
4. 1525 Bethel Road, Suite 201 | Columbus, Ohio 43220-2054 | 614-442-3535 | Fax: 614-442-3550 | Toll-Free: 1-800-282-9049 | www.ohiorestaurant.org
FRANCHISING YOUR RESTAURANT CONCEPT
What’s involved?
3
You need to have a style guide that lays out acceptable and unacceptable use of your logos and
trademarks as well as templates for print ads, website design etc.
Define how franchisees’ marketing contributions will be spent. What percent will go to administration and
support? Will you require marketing co-ops within designated marketing areas (DMA), and how many
stores will trigger the co-op? What approvals will they need from you for local advertising? What support
will you give them in terms of advice and best practices? Some brands require
a small national contribution. Franchisees are required to spend a minimum percent
locally, and knowing how to enforce this among your franchises is important.
Franchise Sales
It is time to decide who is your franchisee audience and how will you sell your
concept to them. Just as you want to describe the traits and characteristics of an
ideal server in one of your locations, you want a picture of your ideal franchisee.
Decide what qualities your franchisee will possess. For example, you do not
want people who are true entrepreneurs. True entrepreneurs will not follow your
system; they will want to re-create it.
Define your qualifying process by deciding if you’ll use internal salespeople or
being with a franchise broker to locate and define your target audience.
Balance the need and desire to grant franchises with the need to minimize
your risk of bringing a bad franchisee into your system. Hold your sales people
accountable for bringing in prospects who meet the operating qualification.
There is a natural conflict between franchise sales and operations. Your
processes will determine whether or not that conflict becomes a weakness or
strength. Once a franchisee is in your system, it is possible to get him/her out of
your system. However, it is time-consuming and costly.
Training & Support
Training and ongoing support is a critical piece to the puzzle. How you
initiate training and orientation into your brand builds a strong foundation of
expectations for the future.
You will need to certify training centers and trainers, and decide if you will
recertify annually to maintain standards.
Field support and checking in on
your franchises
• Protecting your brand
• Assuring there are no food safety issues
• Choose if you will create your own system or use a system, such as
EcoSure, to provide on-site evaluations and help maintain a high
standard of safety
Who conducts the interviews?
How many times will you
interview prospects?
What about personality
assessments?
What are others doing that is
successful?
You will need to test different
processes and measure results to
come up with the best methods.
THINGS TO
THINK ABOUT:
FRACHISE SALES
What will you train them to do?
What about service, inventory
and controls?
What will be the length of
training required, and what
is its structure?
How will you determine readiness
and evaluate management and
leadership skills?
THINGS TO
THINK ABOUT:
TRAINING
5. 1525 Bethel Road, Suite 201 | Columbus, Ohio 43220-2054 | 614-442-3535 | Fax: 614-442-3550 | Toll-Free: 1-800-282-9049 | www.ohiorestaurant.org
FRANCHISING YOUR RESTAURANT CONCEPT
What’s involved?
4
Supply Chain
Maintain a list of approved suppliers for everything your brand needs. This will ensure quality, consistency
and protect your brand. The list below is not complete, but gives you an idea of the types of suppliers you
will need. It is wise to have more than one supplier for each item to maintain leverage in your favor.
Types of Suppliers Needed:
• Food Suppliers/Standards/Quality Control
• Signage, Menus
• F,F & E (Furniture, Fixture and Equipment)
• Packaging
Innovation
Innovation is essential to the continued growth of a brand. A major area of innovation is menu
development. Understanding what fits your brand and staying within those boundaries is significant. Your
customers will only allow you to do what makes sense. Years ago for example, Arby’s tried to do burgers in
order to compete with the big boys. It failed, because burgers did not match what the company stood for,
which was being different from typical fast food.
As a franchisor you will have a responsibility to create, test and document results for new products. If
your Franchise Agreement requires it, you can force franchisees to participate but why would you want to
do that? It is always better to help franchisees see why and how a new product is good for them and the
brand, especially if there is new equipment needed.
Stay current with your décor. We’re not not talking about maintenance and making needed repairs. This is
about updating/refreshing your image and remodeling. This is a big expense.You will need to prove the Return
on Investment (ROI), which you can require of your franchisees. Many times when
you see stores close their doors, it is because a franchisee chose not to renew
their license because of a remodel requirement.
New Store Development
Develop a documented process for important activities such as site approval,
approval of plans and drawings, construction support and opening support.
Generally, franchisees will bring you a site for approval. You may also work with
a commercial broker to bring you sites that you will award to franchisees. In all
cases, be sure to document what makes a good site, such as the minimums for
traffic counts, frontage, demographics, and so on. Provide written guidelines
and logic for decision making. If you leave out such guidelines, if/when you
decline a site, you may have a fight on your hands.
Franchisors are expected to have standard drawings for various types of
buildings. If you are doing free standing buildings or strip centers, you need
different sizes to fit on different lots. How the restaurant looks and feels is up to
you. You know how the business flows and how the layout impacts that flow.
Franchisees need to know what to expect from you with regard to construction
and opening support.
• Marketing Material
• POS/BOS (Point of Sale/ Back Office System)
• Uniforms
Whattypeofhelpwillyouprovide
during the opening period?
How many days pre-opening
and post-opening will you
have your people there.
How many people? What will
they do? This is an exciting and
important time for a new store
and a new franchisee; it has to
be planned and organized if it
is to be successful.
THINGS TO
THINK ABOUT:
NEW STORE
DEVELOPMENT
6. 1525 Bethel Road, Suite 201 | Columbus, Ohio 43220-2054 | 614-442-3535 | Fax: 614-442-3550 | Toll-Free: 1-800-282-9049 | www.ohiorestaurant.org
FRANCHISING YOUR RESTAURANT CONCEPT
What’s involved?
5
Franchise Documents
While all of your systems, procedures and standards are being refined and documented, you can be
working on your Franchise Disclosure Document, or FDD. While the FDD is a legal document, you do not
have to pay an attorney to create it for you. There are people who will do that work for far less money than
you pay your attorney. Have one of these professionals write the document; have your attorney review it.
You have an FDD in place and a model in mind. What’s next? It’s time to put
a franchise agreement in place. Included in your franchise agreement will be
the term or the number of years the agreement will last. It will address what
will happen at the end of that term and whether the franchisee is able to renew
or buy a new term and the cost(s). The agreement will cover things like the
amount of the Initial Franchise Fee (IFF), royalties, marketing, grounds for
termination, and how disputes will be handled. Another important element is
keeping the franchisee informed about what is expected in order to maintain
good standing and what they can expect from you as the franchisor.
Some chains have a separate development agreement that governs the terms
under which a new restaurant is built. Because the development period can be
as much as 18 to 24 months, you need an agreement to govern that process.
Franchisees will not want the first one to two years of their agreement to be
over before they open their doors.
The FDD is required by the Federal Trade Commission (FTC), and therefore,
certain elements are required. Many states require you to register specifically in
that state in order to grant franchisees. Ohio does not require you to register. It
only requires you to issue your FDD at least 14 days prior to signing any documents.
Your FDD will include information about your company, its officers, history and description. Your business
philosophy and a description of your culture is also part of the FDD. Prospective franchisees need to know
what they are buying into and need to be confident it is a good fit, as does the franchisor!
The FDD will have historical financials so franchisees can gauge the worthiness of the investment. While it
is illegal to make earnings claims, you do provide representative profit and loss sheets.
The FDD will have a summary of all of your agreements, as well as a copy of the Franchise Agreement as
an addendum. It will include records of past and pending lawsuits against you as a franchisor and a list of
franchisees with contact information, start-up costs (typically a range for some things, actual for others).
Initial franchise fees can include training costs, furniture fixture & equipment costs, licenses and fees, and
initial food orders.
Relationship Documentation
Documentation is an area most franchisors do well except for one detail: communication with franchisees.
Documenting conversations is not as easy as keeping copies of emails and letters, but is at least as
important. This is an activity every member of your team who has contact with a franchisee does
consistently and thoroughly. If there is ever a dispute, you as the franchisor will be at the disadvantage
unless you have great documentation.
Will you grant licenses
directly to franchisees?
Will you license rights
within territories and
allow sub-franchising?
Will you do both?
THINGS TO
THINK ABOUT:
FRANCHISE
DOCUMENTS
7. 1525 Bethel Road, Suite 201 | Columbus, Ohio 43220-2054 | 614-442-3535 | Fax: 614-442-3550 | Toll-Free: 1-800-282-9049 | www.ohiorestaurant.org
FRANCHISING YOUR RESTAURANT CONCEPT
What’s involved?
6
Common Mistakes
Watch out!
Here are a few of the more common mistakes franchisors make:
• Greed and short term vs. long term thought process. Don’t go into franchising to make a quick
buck. Go into the business to create a great brand and have great relationships. The rest will come
to you as you continue to build the business.
• Poor franchisee selection. This is probably the biggest mistake made by franchisors. Take your
time, and do your homework. Use assessment tools like DISC, Gallup, or Zero Risk, as well.
• Poor/Inadequate training and support. The first six months is a critical time for a new franchisee.
Spend the money to provide great training and support and set them up for success.
• Lack of innovation/Lack of process. Don’t let your brand go stale. Stay up-to-date with trends;
keep a steady flow of new product news flowing to create excitement.
• Growing too quickly. Outgrowing the ability to operate great restaurants has been the demise of
many companies. It is better to slow down growth in order to build a strong operating foundation.
Next Steps
• Decide if franchising is the right choice for you
– Even if it is not, there are benefits to running your concept like a franchise
• Find people who can help
– Professionals
– Counselor/Coach
• Have the conversation with your spouse/partner/leadership team
Wishing you much success!
8. 1525 Bethel Road, Suite 201 | Columbus, Ohio 43220-2054 | 614-442-3535 | Fax: 614-442-3550 | Toll-Free: 1-800-282-9049 | www.ohiorestaurant.org
FRANCHISING YOUR RESTAURANT CONCEPT
What’s involved?
7
About Dave …
Dave is a subject matter expert for the Ohio Restaurant
Association’s Restaurant Education Series and is a supporter of
the foodservice industry in Ohio.
He has 34 years in the restaurant industry, starting behind the
counter in a Dunkin’ Donuts shop. He worked his way up to
manager, and ran a Dunkin’ Donuts location, which in those
days was a 24/7 business! For several years, Dave was a trainer
teaching new franchisees how to successfully operate their own
donut shops.
Essential to his level of expertise, he worked for three different
franchisors and with over 100 different franchisees for more than
24 years.
Dave’s experience has taught him both sides of the equation –
franchisor and franchisee – and what they both need to succeed.
Dave Roemer, MBA, BGS
Certified Business Coach
DDR Group, Inc. dba ActionCOACH
752 N. State St. #236
Westerville, OH 43082
Main: (740) 909-4138
Cell: (740) 972-9841
Website: www.actioncoach.com/davidroemer
“I have seen the
good and the bad
of franchising.
I have seen franchisors that care only
about making money and not a lot
for their franchisees. I have seen the
courts used as an everyday tool to
push franchisees out of business so the
franchisor could make money flipping
the location. On the flip side, I have
witnessed franchisors that are highly
focused, helping franchisees succeed
and giving them all the tools they need
for success. I have experienced the
support of franchisors when I wanted
to help a franchisee out of a troubled
situation and take a chance on them
turning things around.”
– D. Roemer
Content provided exclusively by the
Ohio Restaurant Association
for its members.