Browse By

Positively Positioning Your Multi-Unit Establishments for 2012

COLBY: “The recent economic cycle has affected all of us. My sales were considerably down in some of my restaurants, but we made it through the tough times. Certainly it was tougher for my management team to meet sales goals, so I did lower the bar in 2011 to help make them more attainable. Our guests didn’t have as much disposable income, so we saw far less of them. We had to keep offers in front of them so that when they did go out, we were their restaurant of choice.

Now, all signs point toward the recession being over for my restaurants; comp sales are back up considerably and the future is looking bright for us. We did a lot of discounting and since we were able to use that to get guests in the door, we did everything we could to ensure a wonderful guest experience for everyone, which was a success. As the economy continues to recover, I will be discounting less and focusing more on keeping guest satisfaction levels high so that we get repeat customers. I was in a wait-and-see mode with my restaurants in 2011 and carefully made sure we didn’t overextend ourselves by opening more restaurants although there were many great real estate opportunities. Our steady growth is going to be one of the key driving factors to success in 2012, especially as we introduce the first Margaritas Mexican Restaurant to the area. My goal for 2012 is to continue to build great restaurants and provide a great experience for our guests.”

 

MONGEON: ”At Weed Man, we continually look to improve our franchise model and improve the professionalism of our employees. In 2010-11, we identified a problem where our managers did not have some of the critical management skills necessary to achieve the required level of financial performance in our corporate, multi-unit branches. With the help of a consultant, we developed a process to help solve this problem.

The goal was to improve the management skills of our managers to help change specific behaviors of our front-line personnel to drive the financial performance of our multi-unit branches.

Our managers, historically, have been developed from inside our organization. These managers have a great understanding of our business, are committed to our brand, but may lack some of the required skills to lead their direct reports to drive performance. We are driving the process of management change through our operations. The initiative has been extremely well received by our managers and employees. Initial results are encouraging. It has allowed senior management to discuss management issues with their direct reports using processes that are understood by everyone. The level and quality of the discussions have improved dramatically.

We are starting to see behavioral changes from our front-line personnel that will certainly lead to an increase in the performance of our branches. We are very happy with the direction the company is heading and look forward to achieving our financial goals in 2012.“

MONGEON: ”At Weed Man, we continually look to improve our franchise model and improve the professionalism of our employees. In 2010-11, we identified a problem where our managers did not have some of the critical management skills necessary to achieve the required level of financial performance in our corporate, multi-unit branches. With the help of a consultant, we developed a process to help solve this problem.

The goal was to improve the management skills of our managers to help change specific behaviors of our front-line personnel to drive the financial performance of our multi-unit branches.

Our managers, historically, have been developed from inside our organization. These managers have a great understanding of our business, are committed to our brand, but may lack some of the required skills to lead their direct reports to drive performance. We are driving the process of management change through our operations. The initiative has been extremely well received by our managers and employees. Initial results are encouraging. It has allowed senior management to discuss management issues with their direct reports using processes that are understood by everyone. The level and quality of the discussions have improved dramatically.

We are starting to see behavioral changes from our front-line personnel that will certainly lead to an increase in the performance of our branches. We are very happy with the direction the company is heading and look forward to achieving our financial goals in 2012.“

Read previous post:
fw-avatar-2
Emerging Franchisors: What it Takes to Attract Multi-Unit Franchisees

Securing strong multi-unit franchise partners can help catapult an emerging brand and exponentially increase the new store development pipeline. Appleton...

Close