Savory Fund’s Post

This is one of our favorite success stories to date. Let’s talk about @Burger King’s bold move! Even giants like Burger King encounter challenges in the franchise world. Let's dive into their recent shift acquiring franchise locations. 🍔 Many brands like Burger King rely heavily on franchisees, minimizing physical asset ownership. 🍔 Unlike McDonald's, Burger King's purchase of franchise locations raises eyebrows at potential struggles. 🍔 What's behind this move? It might suggest a push for more control and brand revitalization. 🍔 Implications for the Franchise Landscape: Burger King's strategy prompts smaller franchisees to assess their own operations. 🍔 Speeding up store renovations aims to elevate customer experience and regain competitiveness. 🍔 Parent company Restaurant Brands International juggles innovation and franchisee relations. Enjoyed this fun case study? Follow us for more!

📢 🍔 We are delighted to announce the newest addition to our team – Jonathan Trapesonian (JT), who's stepping into the role of Head of Franchising & Real Estate. Bringing in 15 years of invaluable experience from Taco Bell, JT boasts an impressive track record. Notably, he has successfully initiated new processes, expanded market planning support for field development, and played a pivotal role in the growth strategy for Taco Bell Cantina. JT's expertise will play a significant role in advancing The Habit's growth and continued success. Welcome aboard, JT! 👏 #franchise 𝐓𝐞𝐥𝐥 𝐮𝐬 𝐦𝐨𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 𝐲𝐨𝐮𝐫 𝐛𝐚𝐜𝐤𝐠𝐫𝐨𝐮𝐧𝐝. 𝐉𝐓: I’ve enjoyed 15 years with Yum! Brands, which included four years in finance, and 11 years in real estate development for Taco Bell.  𝐖𝐡𝐚𝐭 𝐢𝐧𝐢𝐭𝐢𝐚𝐥𝐥𝐲 𝐝𝐫𝐞𝐰 𝐲𝐨𝐮 𝐭𝐨 𝐓𝐡𝐞 𝐇𝐚𝐛𝐢𝐭 𝐁𝐮𝐫𝐠𝐞𝐫 𝐆𝐫𝐢𝐥𝐥? 𝐉𝐓: I am a massive fan of the product and brand identity. 𝐖𝐡𝐞𝐫𝐞 𝐝𝐨 𝐲𝐨𝐮 𝐥𝐨𝐨𝐤 𝐟𝐨𝐫 𝐢𝐧𝐬𝐩𝐢𝐫𝐚𝐭𝐢𝐨𝐧 𝐨𝐫 𝐦𝐨𝐭𝐢𝐯𝐚𝐭𝐢𝐨𝐧, 𝐚𝐧𝐝 𝐡𝐨𝐰 𝐝𝐨 𝐲𝐨𝐮 𝐤𝐞𝐞𝐩 𝐲𝐨𝐮𝐫 𝐝𝐞𝐩𝐚𝐫𝐭𝐦𝐞𝐧𝐭 𝐦𝐨𝐭𝐢𝐯𝐚𝐭𝐞𝐝?  𝐉𝐓: I have been very blessed in my career to have had great coaches and mentors who encouraged me to make a positive impact on the business. What keeps me motivated is giving others the platform to collaborate and share their ideas of how to take the business to the next level. 𝐖𝐡𝐚𝐭 𝐚𝐫𝐞 𝐲𝐨𝐮𝐫 𝐠𝐨𝐚𝐥𝐬 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐟𝐫𝐚𝐧𝐜𝐡𝐢𝐬𝐞 𝐭𝐞𝐚𝐦? 𝐉𝐓: The Habit has so much runway to grow. I believe franchising can help us achieve scale, while providing a strong investment to local franchisees across the country.   𝐀𝐫𝐞 𝐭𝐡𝐞𝐫𝐞 𝐚𝐧𝐲 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐯𝐞 𝐚𝐩𝐩𝐫𝐨𝐚𝐜𝐡𝐞𝐬 𝐨𝐫 𝐭𝐫𝐞𝐧𝐝𝐬 𝐲𝐨𝐮 𝐬𝐞𝐞 𝐬𝐡𝐚𝐩𝐢𝐧𝐠 𝐭𝐡𝐞 𝐟𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐛𝐫𝐚𝐧𝐝’𝐬 𝐟𝐫𝐚𝐧𝐜𝐡𝐢𝐬𝐞 𝐠𝐫𝐨𝐰𝐭𝐡?  𝐉𝐓: Franchisees are looking for strong brands with profitable business models to invest in. The Habit’s innovative and high-quality food offering, paired with healthy margins and strong business model, will fuel that brand’s future growth.   𝐖𝐡𝐚𝐭’𝐬 𝐭𝐡𝐞 𝐛𝐞𝐬𝐭 𝐩𝐢𝐞𝐜𝐞 𝐨𝐟 𝐚𝐝𝐯𝐢𝐜𝐞 𝐲𝐨𝐮’𝐯𝐞 𝐞𝐯𝐞𝐫 𝐛𝐞𝐞𝐧 𝐠𝐢𝐯𝐞𝐧?  𝐉𝐓: “Do what you love and be yourself. The rest will work out eventually.” 𝐖𝐡𝐚𝐭 𝐢𝐬 𝐲𝐨𝐮𝐫 𝐟𝐚𝐯𝐨𝐫𝐢𝐭𝐞 𝐢𝐭𝐞𝐦 𝐨𝐧 𝐭𝐡𝐞 𝐦𝐞𝐧𝐮?  𝐉𝐓: Double Char with Cheese, on a wheat bun.

☕ The Magic Bean Co: Brewing Success on the 2022 Wales Fast Growth 50 Index ☕ Fuelling their ambition with an astounding 87% growth between 2019 and 2021, The Magic Bean Co has become one of the fastest-growing Starbucks franchises in the UK!🎉 📖 Learn more about The Magic Bean Co's incredible journey and their ambitious vision for the future. Check out the full article on the Fast Growth 50 website, in partnership with UBS: https://lnkd.in/eZyjyQNr 📖 Learn more about The Magic Bean Co's incredible journey and their ambitious vision for the future. Check out the full article on the Fast Growth 50 website, in partnership with UBS. #themagicbeanco #FastGrowth50 #starbuck #growth #innovation

|| Sandwich Giant Subway Sold To Baskin Robbins' Owner Roark Capital || 👉The American sandwich chain Subway made a significant announcement that it had entered into a definitive agreement to be acquired by affiliates of Roark Capital. This marks the ending of over five decades of ownership by the sandwich chain's founding family, the company said in a statement. 👉With $37 billion in assets under management, Roark Capital is a private equity firm that focuses in investing in consumer and business service enterprises. Their expertise lies particularly in franchise and franchise-related ventures. Roark is recognised for its role as a reliable collaborator for both management teams and business proprietors. 💰 "This transaction reflects Subway's long-term growth potential, and the substantial value of our brand and our franchisees around the world," said John Chidsey, CEO of Subway. 💰"Subway has a bright future with Roark, and we are committed to continuing to focus on a win-win-win approach for our franchisees, our guests and our employees," he added. 💡 Following Subway's announcement of its 10th consecutive quarter of positive same-store sales, this transaction has taken place. The company will persist in implementing its strategy, emphasizing aspects such as sales expansion, menu creativity, restaurant modernization, enhancements in the overall guest experience, and the pursuit of international growth, the company said in the statement. 💡JP Morgan is serving as financial advisor and Sullivan & Cromwell LLP is serving as legal counsel to Subway. #follow #subway #roarkcapital #franchise #sandwich #growth

Let's talk Item19 Why Doesn't Frios Gourmet Pops Have an Item 19? I've noticed a lot of buzz around why Frios and other franchises don't include Item 19 in their Franchise Disclosure Document (FDD). I've also heard complaints about what some brands represent in their Item 19. It's a hot topic. Almost voodoo to talk about openly. So, what's the deal with no Item 19? Here are my thoughts: The Nature of Our Business: Frios operates largely as a cash business. This model can lead to complexities in reporting standardized financial data, making it challenging to present a uniform Item 19. Numbers Can Be Tricky: We've all seen how stats can be twisted. Without the full context, Item 19 could give us a distorted view. It's like a magician, they make you believe what you see is real. When in reality, the assistant was not cut in half. It was an illusion. Look at Kona Ice: No Item 19 there either, yet they're killing it in the franchise game. Over 1,600 locations! It shows us that success isn't just about what's on paper. "But why should I even consider a franchise without Item 19?" Good question! There's More to the Story: It pushes you to dig deeper. Who is in leadership? How strong is their support? Etc. It's about getting the full picture, not just a snapshot. Do Your Homework: It's a nudge for the candidate to do more due diligence. Chat with current franchisees and explore the market. Dump the puzzle out of the box, and put it together piece by piece. If it all goes together, it's a beautiful thing. I know it's a bit controversial. But hey, isn't challenging the norm where the real conversation starts? Do you think Item 19 is a make-or-break? #LetsDiscuss #FranchiseInsights #FriosGourmetPops #BusinessTalk #OpenDiscussion

Wow what a great discussion! Like many of you I get quizzed about FDD’s and Item 19 regularly and I share my opinion, which is just that…an Opinion! My opinion is based on years of experience, horror stories, and personal comfort levels! If a Company doesn’t have an item 19 I want to know why and it has to be what is in my opinion a good reason. Emerging brands may be a good excuse but I still want to see financials from Zor owned sites! Outdated data? Shame on the Zor and a Zee should consider the Zor with a jaundiced eye due to that regardless of other info. I do agree Item 19 is only one piece of the puzzle but if people are buying a Franchise (or any buisiness!) they are likely buying it to some extent for financial performance so history has to be a part of the decision process! We as a model simply have to stop the unnecessary failures of Zee’s as they are killing us on Capital Hill and other legislative venues!

I've been monitoring the numerous bankruptcy filings of both franchisors and large franchisees in the industry this year. The recent news about MOD Pizza exploring all options to fortify its capital structure came as yet another sharp blow. Named as one of the fastest-growing restaurant chains in the U.S, MOD Pizza was a shining example of how to make it big in the ‘made-on-demand’ pizza sector. With nearly $700 million in system sales from over 550 locations, they were outpacing rivals like Blaze Pizza by a staggering $300 million. Their fundraising ability was also noteworthy, having generated a considerable $160 million in 2019 alone. However, the harsh realities of the pandemic, coupled with rising inflation, have dramatically changed the landscape. Targeting 1000 locations within five years now feels like a distant dream and the closure of 26 under-performing locations clearly indicates their struggle. The decrease in the count of their locations on their website is a testament to their challenging situation. As a franchise attorney, the situation at MOD Pizza points towards another potential bankruptcy filing in what has already been a landmark year in the industry. This adds to a growing list of franchisors and franchisees that have been forced to seek protection under the country's bankruptcy laws due to continued financial distress. However, the company remains hopeful. They have a plan in progress and they strongly believe in their brand and their team. The journey to recovery may be steep, but with determination and strategic planning, a successful turnaround is possible. As we continue to navigate these unpredictable times, it is a reminder to all us in the franchise industry about the importance of resilience and adaptability. Here's hoping for a brighter future for all those affected, including MOD Pizza. 🍕💕 #franchise #franchising

If you want to promote diversity and bring underrepresented operators into your franchise system, I applaud you. Three things I see in successful programs: 1. reducing barriers to entry: waiving part of the franchise fee, training fees, etc. to reduce the high cost of entry. 2. education and mentorship: investing in building up the person as a future leader in your system, and in our industry, with basic business education, 1/1 mentorship, and leadership training. 3. access to capital: working with lenders to set up programs that benefit your underrepresented franchisees, and connecting them with state and federal grant programs. 💡 Here's an idea: look within your employee pool. We have great success in training managers to become franchisees! If your company needs support or technical assistance with developing one of these programs, please feel free to give us a call. We establish franchisee training programs with business and leadership training and work with franchisors large, medium, and small. Enjoyed this post? Please consider following me and hit the 🔔 button to follow my honest journey of entrepreneurship, investment, and radical change in the restaurant industry. Need some help? DM me -OR- you can speak to our team anytime at fullcourse.com. #franchising #minorityowned #entrepreneurship #consciouscapitalism #workingparents #veteranowned #womanowned

We champion leaders who create an environment that fosters growth and belonging for all--those who understand that the team is bigger than the individual. How does multi-unit franchisee, Chris McJunkins, create a winning culture in his restaurants? He says it “starts at the top.” Read more about Chris and his experience building winning teams with engaging culture in this article on Franchising.com: https://lnkd.in/gvb7fh4U

Why do two things marginally when you should knock one out of the park? That's exactly where we were with Biggby Coffee. Enter one of the greatest restaurantuers of all time, Fred DeLuca from Subway. We worked on the formation of a potential partnership for over a decade. In the end we weren't able to get something done due to his untimely passing (RIP.) In our time together Mr. Deluca became a mentor to Bob and me. He was all about the pure franchise model. To him, being a franchisor and running retail stores were two entirely different businesses. It's like trying to play two sports at the same time, baseball with a football, or football with a baseball bat. Difficult to do and not fun. He believed that as a franchisor, your business is supporting and coaching others in developing the retail operation. And guess what? He wasn't shy about letting us know how we were doing when we were trying to do both. With around 9 stores that we owned and roughly 60 franchised, Fred stepped in and dropped this golden bean: "You guys kinda suck at both. Choose one and ace it!" His point was clear. It wasn't about being the jack of all trades, but mastering the one that counts. So we took the leap, sold our corporate stores, and wend head-long into franchising. The BIG realization? The caffeine lover walking into a Biggby store loving their coffee and experience? They're the franchise owner's VIP. And that franchise owner? That's our VIP. That simple tweak in perspective transformed our strategy, boosting the service level to our customer, the franchise owner and therefore ultimately to the customer walking into our retail stores. The focus allowed us to know who our customer is and focus on supporting them with everyting we have. Bottom line? I have learned in my 28 years of doing this that focus is the foundation of building a successful business. Know who your customer is and what product they want to buy from you and become world class at delivering it!! Cheers to that! ☕️ Hit that follow button for more lessons and stories from the journey of building BIGGBY COFFEE! #BiggbyCoffee #FranchiseFocused #KnowYourCustomer #SubwayMeetsBiggby #FranchiseFirst #EspressoEpiphanies