VETERANS IN FRANCHISING JULY 2018 FRANCHISING USA 6#9 (1) 3

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Veterans in Franchising july 2018

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veteran found entrepreneurial inspiration

in unlikely ways

employee rewards that lead to

franchise success how pj’s coffee is

empowering & supporting

veteran entrepreneurs Franchising USA

SAME DRIVE. DIFFERENT BATTLEFIELD. TAKE THE NEXT STEP > VETFRAN.COM OFFERING FINANCIAL SUPPORT, TRAINING & MENTORSHIP Veterans interested in franchising can take their skills learned in the military to successfully own and develop small businesses. Learn more and support veterans in franchising at www.vetfran.com.

• 650 franchise companies participating • 151,000 veterans and their spouses found careers in the franchise industry • 5,100 veteran franchise owners

V e t e r a n s i n F r a n c h i s i n g S u ppl e m e n t j u ly 2 0 1 8 Our Veterans in Franchising special supplement has become a regular feature of Franchising USA. To share your story in the next issue, please contact Vikki Bradbury, Publisher Phone: 778 426 2446 Email: vikki@cgbpublishing.com

Contents On the Cover 54 Veteran Found Entrepreneurial Inspiration in Unlikely Ways 56 Employee Rewards That Lead to Franchise Success 58 How PJ’s Coffee is Empowering and Supporting Veteran Entrepreneurs

Veteran Franchisor In Depth 58 PJ’s Coffee

Expert Advice

Veteran Profile

52 A Veteran Franchisor’s Advice to Veterans

Looking to Own a Franchise Peter Hans, President, Discovery Map International

54 Fred Mastropasqua, U.S. Air Force

Veteran, Co-Founder and Senior Managing Partner of Synuma

56 Employee Rewards That Lead to Franchise Success Roger McCoy, U.S. Army Veteran and Certified

Franchise Executive (CFE)

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V e t erans in Franchising

Expert Advice: Peter Hans, President, Discovery Map International

A Veteran Franchisor’s Advice to

Veterans Looking to Own a Franchise “The beauty of the franchise model is that you have a road map to follow while having the flexibility to run your organization in a way that emphasizes your strengths. It really is a nice combination.” hands-on you want to be. If you do have a staff, develop a system of delegation so the bulk of your time is working on the business rather than in the business.

Peter Hans

Let’s not kid ourselves.

There really is no comparison between daily military life and that of a franchise owner. Yet for veterans who buy a franchise, many things that served you well as a soldier will also help you to be successful with your franchise.

Obviously, what kind of franchise you buy dictates much of that. There are several franchise opportunities that you can run as a “solopreneur”. Others require staff.

Either way, you will want to establish a chain of command and determine how

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As in the military, training is key. Seek out and absorb all the training your franchisor offers and then some. If you have staff, make sure they receive the proper training as well.

Consider your franchisor as HQ. Keep an open line of communication with your franchisor. Ask questions and seek help when you need it. Similarly, seek out counsel of your fellow franchisee foot soldiers—other franchise owners who have been through it before and can offer their insights.

A big part of military life is structure and that is typically based on a schedule.

Similarly, you can employ structure into your franchise operations. The schedule you create will depend on the type of franchise.

For example, our franchise publishes tourist maps. So, part of our franchisees’ time is spent selling, another part working with advertisers on their ads, yet another coordinating with our graphic designers on publishing the map, etc. So, there are a few tasks in play, including administrative tasks associated with any business— invoicing, paying bills, etc.

What most of our franchise owners do is tailor their schedule to fit their lives. That’s on a daily and seasonal basis. There’s a selling season, where owners are looking to attract new business and re-sign current advertisers for an upcoming edition. Then there’s a production season which might not be as demanding.

During the selling season, a franchise owner might set up sales calls around their children’s school schedule—9 am to 3pm. Or somebody with different lifestyle demands might schedule two or three mornings a week for sales calls. Mornings the rest of the week would be spent on follow up and administrative tasks. While everybody’s schedule might be different, the important thing is to have one and maintain the discipline to stick to that schedule.

Of course, setting and sticking to a schedule becomes even more important in a brick-and-mortar operation where you have staff coming in at certain times followed by customers or clients.

Then it becomes a matter of establishing a schedule of activities for staff and adhering to that schedule. This is in addition to setting a schedule for what you need to do during the course of the day.

For veterans, adhering to schedules and duties is not new territory—just different details and circumstances.

As we mentioned earlier, if you have staff, it’s imperative to train them accordingly so you can delegate effectively. As the franchise owner, if you are a hands-on presence, you will find there are not enough hours in the day, days in the week, etc. The military practice of delegation will serve you well in running a franchise as long as you provide your staff with the appropriate training, mentoring and empowerment.

If you are a solopreneur franchise owner, the workload can mount if you’re not careful as well. Many solo franchise owners will hire a virtual assistant or outsource their bookkeeping and accounting work to help them focus on the activities that are key to business growth.

Delegation will be key for this next piece of advice—scheduling R&R or time off. Being a franchise owner can be all-consuming. Your initial energy and

“Seek out counsel of your fellow franchisee foot soldiers— other franchise owners who have been through it before and can offer their insights.” enthusiasm will carry you for a while, but you will need to budget some time off and set up your organization so you are not working seven days a week. Similarly, keep an eye on your staff for signs of overload. Your staff is an integral part of your success and they, too, will need some time off.

As a veteran, you bring a distinct set of skills to a franchise opportunity. The beauty of the franchise model is that you have a road map to follow while having the flexibility to run your organization in a way that emphasizes your strengths. It really is a nice combination.

of Discovery Map International since 2005. In addition, he is a member of and has had an interest in Flagship Associates, LLC, which is a Vermont limited liability company and real estate holding company in Waitsfield, Vermont, from July 2003 to the present as well as being a managing member of Berkeley Holdings, LLC, a Waitsfield, Vermont limited liability company and real estate holding company, from June 2007 to the present. In 2017, Hans became a partner in Discovery Map POI, a franchisor of map locations across Slovenia and into neighboring countries across Europe.

Peter Hans has served as the President

www.discoverymapfranchise.com

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V e t erans in Franchising

Profile: Fred Mastropasqua, Co-Founder & Senior Managing Partner of Synuma

Veteran Entrepren Inspirat Unlikely I wish that I could say I joined the U.S. Air Force, because it had been a lifelong dream or even that I was looking for a leadership opportunity.

In all honesty, I joined after watching Pauly Shore in the movie, “In the Army Now.” He and his buddy joined to raise enough money to start their own electronics store. It inspired me to call an Air Force recruiter from whom I learned that you could get in-depth, specialized training while THEY pay YOU. A brilliant plan, I must say.

As a kid, I had always been interested in computers and began tinkering with them at age 7. By 12 years old, I had built my first computer and started learning how to repair them. So, I wanted to do something similar and joined the Air Force in 1996, specializing in Ground

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Radio Communications. As an airman, I received over a year of specialized training troubleshooting and repairing radio and communications devices, air traffic control systems, encrypted radios, etc. It was a great foundation, but it left me wanting more.

I served for over three years and learned quite a bit during that time. But, in my spare time, I sought training on my own to become a Microsoft Certified Systems Engineer and a Database Administrator.

This gave me the credentials to apply for government contractor positions, as many servicemen and women do when they transition out of the military.

When I left the Air Force, I leveraged my military experience and the computer training I obtained to serve in a civilian position as a Network Administrator for the Navy. I worked my way up into a LAN (local area network) Manager role, working for the Navy until 2001. It gave me solid experience and propelled me from making $30K to $65K.

After leaving this position, I worked as a Network Engineer and then made the transition to software development where I worked with Wolters Kluwer as a Senior Manager in IT Applications, managing and overseeing WK’s Tampa offices.

During my time at WK, I managed the software team that built ComplyTrack GRC (Governance, Risk, and Compliance) workflow software.

Leveraging Military Lessons I am grateful for everything I learned in the military. In particular, it helped me determine a path forward and gave me clarity on what I wanted to do with my life. What I appreciated most about the experience was: • Operational Productivity – In many ways, I prefer the way the military operates. Someone gives an order and that order is carried out and not questioned. It’s a very direct way of communicating and extremely conducive to productive workflow.

Found neurial ation in y Ways • Provides Leadership Skills – Regardless of rank, the military is always putting you in a leadership role.

It teaches you how to accomplish a task and keep your team focused on that task’s successful completion. I tend to have a “suck-it-up” mentality, which does rub people the wrong way sometimes, but it also makes me a very focused leader.

• Prepares You for Crisis Management – The military teaches you how to deal with crises in a very practical, reasonable way. You learn to identify the problem, determine what needs to be done and rally the team to fix it. Then, you take time to reflect and learn from the experience.

I leveraged these lessons, built on the foundation established and worked my way gradually up the ladder until July 2014, when I founded my own company, Clearly Agile. My colleague, Ed Gorski, and I worked together at Wolters Kluwer and decided to take a leap of faith to

“As an airman, I received over a year of specialized training troubleshooting and repairing radio and communications devices, air traffic control systems, encrypted radios, etc. It was a great foundation, but it left me wanting more.” become business owners. We launched the company in 2015 and began developing software for businesses.

Our second company, Synuma, was founded roughly two years later and was designed to provide an advanced project management solution to franchisors, franchisees and other multi-unit developers. Synuma was actually an idea conceived by identifying a problem (recalling my military experience) and seeking a solution. I lived across the hall from a beautiful woman named Tiffany. She worked late every night and all weekend updating spreadsheets for a franchise concept. She didn’t even have time to go to the movies she was so busy.

As a software developer, I set out to build a prototype for her that would streamline her reporting and track her projects more efficiently – freeing her up for dates with me, of course.

It took some time to refine the prototype into what it is today. Tiffany’s company validated it and then we formed a team to bring it to the marketplace. We really did our homework and we were convinced that we really had something the industry

was missing. We were right and continue today to add new clients and grow our company, providing others like Tiffany with a solution that makes their multi-unit development jobs easier.

Tiffany and I were married and we recently welcomed twins into our family.

It’s been quite a journey for the kid who got his start repairing his computer so his dad wouldn’t be upset that he broke it in the first place. The kid who joined the Air Force because he saw a Pauly Shore movie. The kid who always dreamed of being a successful business owner.

Fred Mastropasqua, CST, MCSE, is Co-Founder and Senior Managing Partner of Synuma, an advanced project management solution that effectively synchronizes and efficiently manages the entire development process -- from sales, real estate, and ground-breaking to construction, unit opening and operations. Fred also is a Certified Scrum Master and Trainer, as well as President and Co-Founder of Clearly Agile, Inc. synuma.com

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V e t erans in Franchising

EXPERT ADVICE: Roger McCoy, US Army Veteran and Certified Franchise Executive (CFE)

Employee Rewards

That Lead to Franchise Success Is It the Money?

A franchise employee reward system must include the components of compensation, benefits, recognition, and appreciation.

Unfortunately, the current focus is often not on the latter two. Recognition and appreciation are more likely to facilitate the generation of intrinsic rewards, which will lead to greater employee engagement.

Intrinsic rewards are internal in nature and are focused on things that bring feelings of personal satisfaction, esteem, autonomy, self-actualization, personal

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growth, a sense of accomplishment, or a feeling of confidence. They’re not like paychecks or bonuses, they can’t be simply “given” to employees to increase engagement. They’re at the heart of the job performed. It’s the nature of the work and how the employee perceives their role within the organization and its value to the organization’s success.

Franchise leaders must structure jobs to provide an outlet for intrinsic needs to promote job satisfaction and increased productivity. Keeping employees involved and focused is the goal.

Engagement Party One poll shows only 33 percent of employees are ‘engaged” in their job, at a great cost to the economy in lost productivity. Leadership must make employee engagement a high priority.

And more money isn’t necessarily the solution. Leaders must help team members understand their own value and how it impacts the organization. They should reduce obstacles to their team members’ productive success. Management should create a work environment with greater flexibility as a key to generating intrinsic

“Recognition and appreciation are more likely to facilitate the generation of intrinsic rewards, which will lead to greater employee engagement.” rewards. The sense that an employee has some control of their own activities and their work environment can generate substantial intrinsic rewards. Show them the value of their contribution and what “success” looks like.

important. Another is offering training to improve their work or life skills. The team must believe the employer is concerned about their well-being and success by encouraging feedback and taking time to listen.

Despite the nearly universal acceptance of employee recognition as a highly motivating factor, only 25% of leaders have a recognition strategy. Regular demonstrations of appreciation for valuable work and related group recognition are other ways to generate intrinsic rewards.

Another very common problem in franchising is the difficulty of finding and keeping quality people and the related cost of replacement. A cooperative and rewarding work environment can significantly reduce turnover and extrinsic rewards can be given for less than the extraordinary cost of employee replacement. Identify and provide rewards that have unique value to the receiver. A customized reward system can save money and have a much greater satisfaction impact then “standard” rewards.

If employers can structure jobs and the treatment of employees to facilitate the generation of intrinsic rewards, all parties benefit. The employee has greater job satisfaction and may be less insistent on higher pay. The employer may see greater productivity from the employee, and benefit from the increased involvement of the team members in generating ideas and problem solving.

What Do Franchisee Employees Want?

One factor common in franchising is the preponderance of hourly workers; many completing tasks that would appear to offer little opportunity for intrinsic rewards. Nonetheless, a franchise organization that facilitates the creation of an environment where the employees share the franchise vision and buy into the value of what is being accomplished, will have the most dedicated team members, and the resulting productivity.

Naturally, money is always an important consideration. But there are many factors that can enhance employee satisfaction and engagement. Flexible time off is always a key benefit. Many franchise jobs are filled by employees who are students or have other tasks to perform.

The ability to generate income while they can continue other life goals can be very

Help the System Work Almost by definition, the franchisor is more sophisticated than the franchisee. As such, the franchisor must take the lead in developing systems to effectively motivate and reward the system employees.

Points the franchisor can train to help the franchisee motivate their employees through an effective reward system are: • Employee engagement is a leadership responsibility.

• Help their franchisees develop an effective and flexible extrinsic reward system for their employees, while providing valued intrinsic rewards.

Roger McCoy

team member input and feedback, and to show appreciation of team member ideas.

• Help the franchisee provide each of their employees a clear career path looking beyond the tasks of today.

• Help them understand that employee engagement is a 24/7 activity, not just end-of-year.

• Openly recognize the value of employees and their contribution to the franchisee’s goals.

• Show employees how their activities lead to franchisee success.

There is a clear and compelling relationship between employee reward systems and the level of employee engagement. And the greater motivation is derived when these rewards can be provided in a way that generates intrinsic rewards within the employee. Motivated and engaged employees lead to dedicated customers as well as franchisee and franchisor success.

• Provide continual guidance and expertise on the best methods of rewarding and motivating team members.

Roger McCoy is a Certified Franchise Executive (CFE) and a Senior Franchise Business Consultant for Direct Energy.

He has been involved in franchising since 2004 and is a US Army Veteran.

He is pursuing his PhD in Franchise Management. He has had articles published recently in franchising and trade publications and spoken on related PhD topics at a variety of conferences.

This article is an abridged version of a PhD paper.

• Help the franchisee understand the value and importance of receiving

For further information please see rogermccoy.academia.edu.

• In concert with an extrinsic reward program, help the franchisees understand and develop intrinsic reward programs geared toward the needs of each employee role.

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V e t erans in Franchising

FRANCHISOR IN DEPTH: PJ’s Coffee

How PJ’s Coffee is

Empowering and Supporting Veteran Entrepreneurs PJ’s Coffee of New Orleans, a New Orleans-based coffeehouse that demonstrates better beans, superior roasting techniques, and pure passion for the art of coffee-making matter, has found its recipe for success is composed of much more than just better beans and roasting methods.

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The company is reaching its 40th year as an established brand and has found

that veteran franchisees are an essential ingredient to success in growing the business and developing the brand.

PJ’s Coffee understands the benefits

having veteran franchisees and how it

impacts business and the entire franchise

“There is so much potential for veteran entrepreneurs, and a huge opportunity for companies to ensure they are empowering them and giving them the support they need to succeed. I’m so proud to be a part of a brand that does just that.” - Peter Boylan VetFran member, PJ’s Coffee offers a 20 percent discount on the initial franchise fee for veterans and has also created a franchise license giveaway to give veterans the opportunity to enter the franchise system. system. Veterans know the value of hard work and possess the strong leadership skills it takes to run an effective team and business. As the ultimate team player - they are able to keep their composure under high-pressure situations and are dynamic in all settings. With the current veteran unemployment rate at 3.7 percent, PJ’s Coffee is working toward making a true impact by focusing on giving support to veteran entrepreneurs.

PJ’s Coffee has many initiatives throughout the company which help support and empower veterans who are looking to own their own franchise. As an International Franchise Association

Each year, PJ’s Coffee will award one United States military veteran with a free franchise license. Eligible applicants are asked to fill out a form and submit a short one-minute video explaining why they would make a great PJ’s Coffee franchisee. Applications are open now through October 20, 2018. The winner will be announced on Veteran’s Day (Sunday, November 11, 2018).

This year’s PJ’s Coffee Veteran Franchise License Giveaway was awarded to Marine Corps veteran, Jeff Hateley. Hateley discovered the giveaway on Veteran’s Day in 2017 and applied right away knowing the opportunity was a perfect fit for him.

Hateley served in the Marine Corps from 2001 to 2006 and specialized in Tactical Data Networks. During his time, he was deployed in Iraq and Japan and took on the role of a Primary Marksmanship Instructor. After serving, Hateley went on to receive his Bachelor’s from California State University Fullerton and MBA from Pepperdine University. He has worked several accounting jobs throughout California and Florida and is currently a Corporate Controller. Hateley’s PJ’s Coffee location will open in Rock Hill, South Carolina later this year.

“This year we awarded Jeff with the giveaway franchise license and he is a direct reflection of what the PJ’s Coffee brand values in veteran franchisees,” said Ryan Stansbury, PJ’s Coffee Franchise Development Director. “We are thrilled to continue this giveaway as an annual contest and to have a true impact on the

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V e t erans in Franchising

FRANCHISOR IN DEPTH: PJ’s Coffee

veteran entrepreneur community.”

Hateley went through the same comprehensive interview process any other potential franchisee would before becoming a PJ’s Coffee franchisee. He then got to experience the PJ’s Coffee brand and profound training process before signing the official agreement to welcome him in as a PJ’s Coffee franchisee.

“Winning the Franchise License Giveaway has been such an incredible opportunity,” said Hateley. “PJ’s Coffee has welcomed me into their family and has already provided me with incredible support and the valuable resources I need to succeed.

I cannot think of a better franchise to be a part of and to help grow my career, and I look forward to providing a superior coffee-house experience to my community.”

In the initial signing phase, all new franchisees are connected with an existing franchisee to aid in their discovery of the franchise organization and to ask any questions that will help set them up for success. After the complete evaluation process is over, the new franchisee will travel to New Orleans where they will visit multiple PJ’s locations, tour the roasting facility, and meet the PJ’s Coffee corporate support team in person.

The support starts with a multi-level training program delivered by way of online training, classroom training, as well as on-site, hands-on training at the franchisee’s location. PJ’s Coffee also provides franchisees with year-round operational consulting on an individual unit basis to ensure franchisees have all of the resources and support they need to succeed.

The president of PJ’s Coffee and the parent brand, Ballard Brands, Peter Boylan, is a United States Army veteran who was a member of the 101st Airborne and 82nd Airborne, and served two combat tours.

Having military experience, Boylan knows firsthand that veterans contribute positively to the business.

“There are so many lessons I learned in the military that have applied directly

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“Winning the Franchise License Giveaway has been such an incredible opportunity. PJ’s Coffee has welcomed me into their family and has already provided me with incredible support and the valuable resources I need to succeed.” - Jeff Hateley to business and running PJ’s Coffee and the other Ballard Brand companies,” said Boylan. “The military taught me how to be decisive and strategic, and it has shown me that hard work, perseverance and commitment has a true payoff. I see these qualities in other veterans and know how valuable they are to our brand. When people ask me what principles I’ve learned that guide me through life and running the company, each one was learned during my time in the Army. There is so much potential for veteran entrepreneurs, and a huge opportunity for companies to ensure

they are empowering them and giving them the support they need to succeed. I’m so proud to be a part of a brand that does just that.”

PJ’s Coffee is committed to building up veterans and helping them live out their dreams of owning their own business. If you, or someone you know is interested in learning more about franchising with PJ’s Coffee, please visit www.pjsfranchise.com.

To apply for the Veteran Franchise License Giveaway visit www.pjsfranchise.com/vets.

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ex per t advice

Xinyu Zhang, CEO of Yang’s Braised Chicken Rice USA Group

Strategies for International Growth Xinyu Zhang

A brand that is successful internationally is the result of a comprehensive, multifaceted strategy with keen attention paid to both planning and execution.

Never underestimate the complexity of

expanding a brand on a global level. The

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initial obstacle in deciding if a brand can grow internationally is the brand’s ability to recognize and leverage its strengths and create safeguards against potential weaknesses to make a brand fluid enough to adapt in multiple markets.

Transforming a concept from a local favorite and introducing it to international audiences requires the right entrepreneurs to help make global expansion a reality.

Beginning with being an established brand in your local market and being strategic in market selection, finding the right franchisees for a new global market and adapting the concept to fit the new location are all key components of international growth.

Establish Brand Culture in Local Market Franchising gives individual entrepreneurs the opportunity to introduce a common product or service across multiple markets while maintaining brand standards and values. Having a strong established brand culture in your home market is the key to success when expanding internationally.

Regardless of location, the brand should provide customers with the same experience. This can be attributed to a thorough initial training, the consistency of a proven business model and supporting your franchisees. Take pride in the fact that your company is able to grow

internationally because of your franchise partners.

In order to truly tap into the local culture and values of a new global market, a brand needs to find the right franchisee. He or she should be an in-market expert, and should have the knowledge necessary to convert a new consumer base into fans of the brand through strategic, targeted execution and marketing. Even in competitive markets, a stable franchise concepts allows franchisees to utilize a flexible strategy to push a concept into a new country or continent, while maintaining brand value in existing markets.

Immerse Your Brand Into The Culture Understanding the customer base in a foreign market is a top priority to beginning any international growth efforts.

Your brand has the chance to make a first impression that sticks in a new market, and takes advantage of any niche demands that haven’t yet been filled. An international concept has the opportunity to build trust and loyalty quickly by coming in with a deep understanding of local tastes and preferences. This also applies to appealing to qualified potential franchisees, and making sure the franchise investment fits potential candidates looking for a strong business model for their local market.

Finding success within a new market begins with research, and is the key to finding hidden gems within a region or country that a brand can shape its product or services to in order to thrive.

Conducting market research through physically taking a trip to your target market to explore the culture and learn the business etiquette will immediately set you apart within the industry. Take every opportunity to connect with industry professionals in the area to learn what it takes to run a business there from the experts themselves.

Introducing a new international concept is a chance to encourage local customers to break into something different just as the brand itself is taking a risk at trying something new. With the excitement of introducing something new and

fresh comes the potential for building meaningful partnerships with local businesses, communities and economic organizations in your new market.

Don’t Underestimate the Complexity Expanding a brand takes time and more resources than one immediately thinks.

Beyond the research of the new market, one must consider the process for finding the right franchisee that is driven to bring the story of a business into a new international market. They must also demonstrate a sales-driven attitude to remain successful in a new market, the ability to fight for and retain the attention of consumers and a commitment to the brand and the business model that will turn a franchise into a valued new member of the community.

The community, and ultimately the customers, may expect certain standards in regards to culture, dress, cooking and atmosphere. When making the leap into a new international market, having the mindset of the customers-to-be can be one of the most difficult barriers to overcome.

Learning how to approach potential customers and how to expand the in-store experience can play a huge role in creating an environment that may be foreign to the new market, but intriguing to outgoing individuals looking for a new concept amongst familiar offerings.

As we’ve grown internationally, we’ve had

“Transforming a concept from a local favorite and introducing it to international audiences requires the right entrepreneurs to help make global expansion a reality.” the good fortune of building a fan base quickly in the United States. As more fans have developed a taste for our product, we have been able to tap into an American consumer base that had never heard of us before last year. Many U.S. consumers would never expect to see a single item menu, but we’ve used the novelty as a tool to entice new customers to try our product for themselves. International brands have the power to separate themselves and stand out as an innovative member of the local market by virtue of being new and different. In the end, a strong global growth strategy underpinning expansion has the power to make a global concept a local favorite.

Xinyu Zhang, CEO of Yang’s Braised Chicken Rice USA Group, has helped to grow the brand for 3 years with international expansion. He successfully brought the first United States location to Tustin, California in September of 2017 and plans to continue to grow the concept across the country. Yang’s Braised Chicken Rice serves just their one item menu with three spice levels and has 6,000 locations globally. ymyusa.com/franchising

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Own your own sandwich shop.

Franchise opportunities are now available locally and worldwide with new and existing shops.

If you enjoy working with people, leading your own team, learning new skills and are ready for an exciting new challenge, contact us today! The Subway® franchise fee is $15,000 which is included in the total investment. The total investment can range from $147,050 to $320,700+ (See Franchise Disclosure Document for further details.)

Restaurant owners should have half of the total investment in cash and finance the other half. Please visit subway.com or call Ralph Piselli, Franchise Sales Manager: 800.888.4848 x 1312 .

SUBWAY® is a Registered Trademark of Subway IP Inc. ©2018 Subway IP Inc.