The SCORE, Issue 2, 2022

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THE MAGAZINE OF FRANCHISE BUSINESS SERVICES

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2022 ISSUE 2

FBS Transition:

Jim Bitzonis Takes Leadership Reins at FBS Summit PAGE 26

Summit Recap PAGE 16

PROUD TO BE YOUR WINGMAN SINCE 2012

McLane Foodservice offers its sincere gratitude to the BUFFALO WILD WINGS franchisees for their years of partnership and success in growing together.

© 2021 McLane Company, Inc. All rights reserved.

TABLE OF CONTENTS

2022 Issue 2

FBS Board of Directors James Bitzonis Chairman Roz Mallet Vice Chairman Steve Grube Secretary/Treasurer Wray Hutchinson Chairman Emeritus Jenny Beaudoin Director Brian Carmody Director Bobby Pancake Director Larry Podlogar Director Ed Lynn Director Christy Williams Executive Director

ON THE COVER At the 2022 FBS Summit, Jim Bitzonis succeeded Wray Hutchinson as chairman of the association.

For more on this leadership transition, what’s been accomplished and what’s ahead, see pages 2 and 26.

For a recap of all the Summit activities, see page 16.

COLUMNS 2

DEPARTMENTS 4 FBS Member News 10 One Topic: 10 Facts

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Sean Ireland Editor-in-Chief seani@myfbsonline.org Rachel Jackson Managing Editor rachelj@myfbsonline.org Jared Johnsen Associate Editor jaredj@myfbsonline.org

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Jeff Reynolds Director of Business Partner Relations jeffr@myfbsonline.org 678-797-5163 Christy Rowan Vendor Sales and Development Manager christyr@myfbsonline.org 678-439-2284

Design and Layout Kristen Thomas KT Graphic Design ktgraphicdesign@gmail.com

30 32 34 36 38 39

Foundation Gives More than $1 Million to Local Nonprofits Spotlight on the 117th Congress: Rep. Lloyd Smucker (R-PA-11) 2022 FBS Summit Brings Franchisees Together to Party on the Coast FBS Leadership Passes to Experienced Hands

by Sean Ireland, FBS director of communications 2022 BWW Franchisee Sports Bar Remodels: What’s New?

by Jared Johnsen, FBS communications specialist Moving Hospitality Forward contributed by WyreStorm Technologies FP Flash Survey Reveals: West Coast Workplace Litigation Explosion May Soon Spread Across Country

by Andria Ryan and Hagood Tighe, Fisher Phillips Be Aware of These Three Sales Tax Pitfalls for Restaurants

by Stacy Smith, Mize CPAs Inc. Cyber Liability Risks Restaurant Owners Face contributed by Lockton Cos. Service Vs. Hospitality – The “Be Our Guest” Attitude

by Dennis and Danny Snow, Snow & Associates Inc. The First Act in Leadership: Clarifying the Quest

by Dan Coughlin, The Coughlin Co. Upskilling: Four Simple Steps Toward Upgrading Your Work

by Laura Stack, The Productivity Pro®

DIRECTORIES 8

Associate Member Listing

40 Advertisers Guide and Editorial Calendar

Headquarters 1701 Barrett Lakes Blvd. NW Suite 180 Kennesaw, GA 30144 Phone: 678-797-5161 Fax: 678-797-5171

12 Look, Listen, Read 14 Franchisee Spotlight

FEATURES

FBS Editorial Board

Advertising Sales

Chairman’s Column

In keeping with our commitment to the environment, this publication is printed on certified, environmentally-friendly recycled paper using eco-friendly inks.

Franchise Business Services publishes The SCORE. Any reproduction, in whole or in part, of the contents of this publication is prohibited without prior written consent of Franchise Business Services. All Rights Reserved.

Copyright© 2022

Printed in the U.S.A.

www.myfbsonline.org

Stay Strong By Standing Together

I

t’s an honor to write to you as the new chairman of Franchise Business Services (FBS). For many years, this space was filled with information and inspirational

messages from our past chairman, Wray Hutchinson.

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Wray remains on the FBS Board of Directors, and we are thankful both for his time leading the organization and to continue to have his participation in association affairs.

Thanks to Wray and many other leaders, as well as our strong membership base, FBS is a valued partner in the Buffalo Wild Wings® franchise system.

We have a strong relationship with Inspire Brands, working collaboratively with the company to ensure that its decisions and actions are made with the best interests of our businesses in mind. This great association will stay focused on representing you and your interests as we hope for a bright future for all.

We are cautiously optimistic about what is ahead, even as we recognize the difficulties our businesses have faced since 2020. After emerging from the coronavirus pandemic, which hit our industry with unprecedented challenges, we are now encountering difficulties with ongoing labor shortages, supply chain problems, record-breaking inflation and what looks increasingly like an economic recession.

Our sports bars survived the shutdowns and layoffs of the pandemic through the ingenuity and hard work of

our teams and leaders like you. This next challenge looks no less daunting and will require even more of that effort.

Average wholesale food prices jumped 15.6% between May 2021 and May 2022, according to the National Restaurant Association, representing the 10th consecutive month with double-digit gains on a 12-month basis. Several of the major commodities in the wholesale food price index stood well above their year-ago levels in May, including eggs (259.9%), butter (50%), flour (36.7%), fats and oils (32.5%), processed poultry (25.2%) and cheese (17.4%).

Inflation has hit levels not seen since the early 1980s. The Consumer Price Index rose 8.6% from May 2021 to 2022, the fastest pace of inflation since December 1981. Consumers are reacting to the negative news as you would expect.

A survey by Morning Consult in May found that 80% of U.S. consumers said they are eating out less often because of inflation. More than 40% of restaurant operators expect economic conditions to worsen in the next six months, the highest reading since 2008 and the Great Recession.

There’s no doubt the current business environment is stormy and may remain

that way for some time. We must be creative to encourage our guests to keep visiting us as frequently as they have before and to attract new guests with strategic marketing and the right value options.

Deliver hot food hot and cold beer cold.

Train your staff to be welcoming and friendly. Raising prices cannot become the only option. It will require the dedication and best efforts of the entire BWW® system to continue our collective success.

As we face today’s new challenges and the ones we know that will follow these, we stand stronger through FBS than we ever could alone. By sharing ideas and information, working together and uniting with one voice, our businesses will survive and thrive. Be sure you are taking full advantage of membership in FBS by participating in our events and staying engaged in our communications and programs.

Thank you for allowing me to serve as FBS chairman and for being a part of this vital community.

Jim Bitzonis FBS Chairman

We’ve got you covered!

Elevanta Health is your health insurance expert.

MEMBER NEWS

BWW Employee Honored for Saving a Customer’s Life S

tephanie Graham-Powell went to work one day as a standard BWW server and left a hero.

High 5 Hospitality owner Bobby Pancake awarded Graham-Powell earlier this year for saving a choking customer’s life. For her honorable act, she received the Pancake Coin – a token presented

by Pancake for going above and beyond what an employee’s job description states.

“There are no criteria to it,” Pancake said, “I know it when I see it.”

The day of her good deed started routinely for Graham-Powell until she heard a commotion across the restaurant.

She rushed to see a customer incorrectly performing the Heimlich maneuver on another customer. The man then signaled to her that he was choking, asking for her help. Using her previous experience as a medical assistant and habilitation specialist, she successfully performed the Heimlich maneuver and dislodged the boneless wing from the customer’s airway.

After sitting him down, giving him water, and confirming that he was stable, she returned to work as if nothing happened.

“He thanked me a bunch of times, and I told him to stop,” Graham-Powell said. “I wanted to thank him for allowing me to save his life.”

Never having previously used her emergency-response training, she felt adrenaline rushing through her body after successfully helping the victim and was grateful that she was in the right place at the right time.

Graham-Powell said receiving the Pancake Coin was the utmost distinction.

She was humbled by her recognition, with tears running down her face. Besides the 25% discount that she receives at any High 5 Hospitality restaurant due to the coin, she places sentimental value on it as well. She brings it into work with her every shift and refers to it as her “comfort blanket.”

“Just having this coin allows me to know that in my adult life, I have done something awesome,” Graham-Powell said. “It makes me feel valued and appreciated.”

Graham-Powell’s key takeaway from the situation is to keep an open eye on

Bobby Pancake and Stephanie GrahamPowell shake hands after she receives a Pancake Coin.

the environment and to always be ready to assist someone in need.

“Pay attention,” she said. “You’ll never know if someone needs your help.

Every second counts.”

High 5 Hospitality plans to add training for emergency situations like the one encountered by Graham-Powell.

Pancake hopes to have a few people in each restaurant know CPR and all to have active shooter preparedness training. S

BWW Franchisee Recognizes Employees

by Holding First Awards Ceremony S

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miling faces. This is what Four M Franchising President and CEO Jim Bitzonis recalled fondly from rewarding his employees for their contributions to Buffalo Wild Wings®.

On April 7, Bitzonis, along with Chief Operations Officer Joe Lichwick and Director of Operations Jean-Paul Parnizari, awarded outstanding employees at Four M’s first-ever award luncheon. Held at Blackstone’s Steakhouse in Stamford, Connecticut, engraved crystal awards were handed out to company leaders for a variety of honorable services to BWW®.

Leaders were recognized for the “Always Connected” Community Award, the “Never Cracks Under Pressure”

Diamond Award, the “Providing A Great Environment” Best Culture Award, the “Most Valuable GM” Founder’s Award, the “Always Setting the Example” Leadership Award and the President’s Award earned by a leader for “Fierce Passion and Marvelous Talents Guiding the Company to Great Success.”

The company also recognized employees for their loyalty with awards for over 10 years of service. Parnizari was honored for 15 years of service and received the coveted President’s Award.

“This is long overdue. People want to feel that others understand the effort they put in to work, the sacrifices they make and that they are appreciated for the

success they achieve for what they do,” Bitzonis said. “Recognition, appreciation and validation are key components to retaining key personnel, and raises and bonuses don’t hurt.”

The future for this ceremony looks bright due to the incredible reactions of joy and satisfaction the recipients displayed. Four M plans to continue the ceremony every year.

“I believe we have always expressed appreciation for our employees, but never recognized them in such fashion. To see how happy everyone was to be awarded based on their success made me even happier than them,” Bitzonis said. “So, it’s nothing but a huge win-win.” S

MEMBER NEWS

BWW Franchisee Scored Funds for Local Hockey Event T

wo Joe’s Inc., a Buffalo Wild Wings franchisee in Mankato, Minnesota, scored big for the annual Hockey Day Minnesota celebration.

Started in 2007 by the Minnesota Wild professional ice hockey team, Hockey Day was created to celebrate Minnesota’s official sport. It is produced in partnership with Bally Sports North, the Wild and the local community chosen as the host each year. In 2022, Blakeslee Field, located in Mankato, was the chosen venue to host this event.

With the help of the local organizing committee, the single-day event turned into a weeklong celebration for hockey lovers of all ages.

Two Joe’s Inc. franchisees Joe Frederick Sr. and Joe Frederick Jr. provided Hockey Day Minnesota with

supplies for five different food-andbeverage stations. Using their passion for the sport as drive, the father-son duo knew that they wanted to give back to the community.

“We have always been directly connected to sports in the Mankato community and with my personal family connection to hockey, we knew we wanted to be highly involved in Hockey Day,” Joe Frederick Jr. said.

The Fredericks delivered on their wishes to serve the community beer and wings. Over five days of operation, a team of volunteers served 833 cases of beer and over 5,000 boneless wings to 22,000 Hockey Day attendees, earning over $35,000 in profit that all went back to Hockey Day Minnesota.

“BWW Mankato has a long-standing

reputation for being community focused and is always one of the first businesses in town to step up to the plate to support areawide initiatives,” said Lindsay Botker, a member of the Hockey Day Minnesota executive committee. “The Frederick family, in partnership with Jen McCabe, business and marketing manager of BWW Mankato and Hutchinson, really understood what Hockey Day Minnesota Mankato’s mission and vision was. Not only were they instrumental in the execution of that vision, but the Hockey Day Minnesota Mankato fund was also the benefactor of their large charitable donation, which will be used to continue to grow the game of hockey in our community.”

The Fredericks will be monumental in helping communities in Minnesota enjoy Hockey Days for years to come. S

BWW Franchisee Hosts Packing Party for Chelsea’s Charity A

Chelsea Phaire stands among the volunteers who made the packing party at BWW a success.

2022 Issue 2

To make a contribution to Chelsea’s Charity, visit: https://client.customdonations.com/ securepay/chelseascharity/

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The partnership between BWW and Chelsea’s Charity started with General Manager Andrea Figueroa’s desire to get involved in the community. Figueroa built upon the relationship with Chelsea’s Charity that her predecessor, Shona Burgiere, established. After meeting with Chelsea and her family, Figueroa sought to plan the packing party at her sports bar.

“I was just blown away by this little girl and her family and all of the little things they do to help people out,” Figueroa said.

Chelsea has loved art as a way of expression for as long as she can remember. The nonprofit started when Chelsea declined gifts for her 10th birthday. Rather, she asked her guests to bring art supplies to donate to children less fortunate than her. Her nonprofit creates art kits to give to places such as foster homes, homeless shelters, veterans hospitals and more.

The packing party was a successful event filled with smiles and joy. The BWW plans to continue its relationship with Chelsea’s Charity with more events in the future. S

THE

Buffalo Wild Wings® sports bar, owned by Four M Franchising, helped continue a young girl’s passion for making the world a more colorful place.

On Saturday, May 21, sports bar No. 3431, located in Danbury, Connecticut, hosted a packing party for Chelsea’s Charity, a nonprofit devoted to giving art supplies to those in need. With the help of students at Henry Abbott Technical High School and the staff of BWW® and Chelsea’s Charity, the team managed to pack 200 art kits in less than 30 minutes.

The packing party was an event that gathered volunteers to assist 12-year-old Chelsea Phaire in filling drawstring bags with enough art supplies to satisfy artists of any skill level. With supplies donated by a local STAPLES, the team packed the kits in an assembly line. The event was featured on NBC’s national Nightly News Kid’s Edition, and BWW fed those involved.

Foundation Gives More Than

$1 MILLION to Local Nonprofits

T

he Buffalo Wild Wings Foundation completed its first round of giving from the new local DMA grants program.

These grants were funded by donations raised in October’s Team Up for Kids fundraiser, and nonprofits were nominated to receive funds by local field leadership. More than $1 million was given to 251 organizations across the country to deliver on our mission to “Fuel Champions of the Next Generation.”

Local Boys & Girls Clubs received 60% of the nominations while other youth-serving nonprofits were supported with the remainder of the funds.

This year, the Future Legends fundraiser and the October fundraiser will both fund this grants program for

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2023. You can increase dollars available for your community by participating in both campaigns.

To learn more, contact Catherine Stranberg at cstranberg@inspirebrands.com.

S

FUEL CHAMPIONS OF THE NEXT GENERATION. SCORE | 2022 Issue 2

TM & ©2021 Buffalo Wild Wings, Inc. BWW2021-0250255

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TO LEARN HOW TO SUPPORT YOUR COMMUNITY CONTACT CATHERINE STRANBERG AT THE BUFFALO WILD WINGS FOUNDATION AT CSTRANBERG@INSPIREBRANDS.COM

Support the Vendors

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THAT SUPPORT YOUR ASSOCIATION

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Elevanta Health Lockton Affinity Mize Restaurant Group, providing Elevanta Payroll and Accounting Services McLane Foodservice Distribution PepsiCo Retail Tech Inc. Campari America WyreStorm Technologies ProAV Corp.

New Belgium Brewing/Bell’s Brewery Comcast Business Ecolab Heineken Paulaner USA Sazerac The Wasserstrom Co. Affinitech Inc. AllianceHCM Anheuser-Busch Audio Visual Design & Install

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Diamond Diamond Emerald Sapphire Sapphire Pearl Pearl Pearl Pearl Pearl Pearl Pearl Assoc. Mbr. Assoc. Mbr. Assoc. Mbr. Assoc. Mbr.

Lynn Modisette John Ledva Shannon Johnson Danny Moch Jim Reinhardt Kari Gladney Emma Prokesch Kasey Beeler Chuck Mathison Scott Outwater Candida Banti Matt Brown Charles Mattox Jennifer Gordon Mike Bouche Jason Abbott

lynn.modisette@mclanefs.com john.ledva@pepsico.com sjohnson@retailtechinc.com danny.moch@campari.com jim.reinhardt@wyrestorm.com kgladney@newbelgium.com eprokesch@gmrmarketing.com kasey.beeler@ecolab.com cmathison@heinekenusa.com soutwater@paulanerhpusa.com cbanti@sazerac.com mattbrown@wasserstrom.com cmattox@affinitechinc.com jennifer@alliancehcm.com michael.bouche@anheuser-busch.com jrabbott@avdiusa.com tarmstrong@awningandsigncontractors. com jdiem@beatboxbeverages.com josh@beerboard.com gary.fragle@bostonbeer.com dennis_greenwood@b-f.com jbales@c-tdesign.com pete@c2advisorygroup.com tom.becks@cbrands.com rmannello@copesan.com terrie.miller@daltile.com mborgard@disaronno.com josh@drascases.com m.kelliher@duvelusa.com gerald.sullenberger@ejgallo.com rcearlock@federalheath.com waldmanl@foundersbrewing.com nick@ggccevents.com christy@globalbeer.com scole@greendotcorp.com nfrantz@hennypenny.com john.orgeron@kdrp.com cathy.bass@lagunitas.com kristi@leasecake.com david.boerlin@lge.com nicole.durio@madisonbrothers.com cameronc@mahoneyes.com stephanie.vint@molsoncoors.com lsnyder@ncaconsultants.com zachary.torrey@ncr.com

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BeatBox Beverages BeerBoard Boston Beer Co. Brown-Forman Corp.

C&T Design and Equipment C Squared Advisors LLC Constellation Brands Copesan – Specialists in Pest Control Daltile Disaronno International Dras Cases Duvel USA E&J Gallo Winery Federal Heath Founders Brewing Co. G&G Closed Circuit Events Global Beer Network Green Dot Corp.

Henny Penny Keurig Dr Pepper Lagunitas Brewing Co. Leasecake Inc. LG Electronics Madison Brothers Consulting Group Inc. Mahoney Environmental Molson Coors Beverage Co. NCA Consultants Group NCR Corp.

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Jeff Diem Josh Solomon Gary Fragle Dennis Greenwood James Bales Pete DiFilippo Tommy Becks Ray Mannello Terrie Miller Matt Borgard Josh Flattum Michael Kelliher Gerald Sullenberger Randy Cearlock Liz Waldman Nicolas Gagliardi Christy Hanson Edward Cole Nick Frantz John Orgeron Cathy Bass Kristi Kent David Boerlin Nicole M. Durio Cameron Calhoun Stephanie Vint Linda Snyder Zachary Torrey

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Netspend Ole Smoky Distillery One More Time Pabst Brewing Co. Pacific Premier Franchise Capital Paradox Pinnacle Commercial Capital Plymold Rack Draft Services Inc. Red Bull North America Remy-Cointreau SAVI Controls Seating Concepts ServSafe Sierra Nevada Brewing Co. SKECHERS Sprockets Stanley Security Stone Brewing TouchTunes TraitSet TredSafe/Walmart TriMark SS Kemp UPshow Valley Proteins Inc. Workstream

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Marene Harof Mike Ross Alex Alvarez Aaron Sosnoski Sharon Soltero Tori Lasiter Bill Wildman Judy Ryan Jimmy Rack Yamila Riquelme Ben Lorimer Byron Baird Ken Hibben Winston Banks Nick Bunce Karl Hodoh Tyler Chambers Jim Tipton Kelly Stevens Nikki Hendricks Dan Longton Ted Travis Rosie Mehaffie Scott Axonovitz Ron Rogers Ryan Anderson

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One topic: 10 facts

INFLATION AND ITS TOLL ON THE

Restaurant Industry 1

In April, the Consumer Price Index was 8.3% higher than last year. This is raising prices in every sector – from groceries to gas.

2

Sixty-six percent of restaurant owners say they are struggling with high gas prices.

3

Recent inflation has caused drive-thru businesses to take a hit, as 39% of Americans plan to cut back on driving because of higher prices.

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Seventy-two percent of small-restaurant owners worry inflation could force them to close in the next six months.

5

During the past six months, 45.7% of U.S. restaurant owners have reported a noticeable increase in the price of goods and services.

6 7 8 9 10

Restaurant menu prices are at the highest they have been in 40 years.

Forty-two percent of consumers are reducing the amount they eat out.

47% of business owners have raised their prices because of inflation.

Restaurant traffic in April was down 9.4% year-over-year.

Prices at limited-service places were about 7% higher than they were during April 2021.

Sources: CBS, Forbes, Lendio, Restaurant Business Online, U.S. Bureau of Labor Statistics

Spotlight on the 117th Congress:

Rep. Lloyd Smucker (R-PA-11) Q A

Q

What skills or perspectives from your background do you apply as a public official?

Prior to serving in Congress, I was a small-business owner. After graduating from high school, I built a small business over a period of 25 years into a regional leader in the type of construction our company did.

I employed hundreds of individuals in family-sustaining jobs. I saw firsthand the impact of government regulation on small businesses and how that held us back.

As a small-business owner, you are constantly facing challenges and complex problems. I previously mentioned that my business was impacted by what I believe to be overly burdensome regulations and tax policy. It did not seem like policymakers or bureaucrats understood the impact of their decisions on small businesses.

Prior to serving in Congress, I also served as a municipal official and as a state senator. My approach to service in municipal, state and the federal government has been about working to address the many challenges we face as a country. Service in government is about working collaboratively with your neighbors to builder a stronger community.

I am working to reignite the American Dream. As someone who has been fortunate to have the opportunity to live the American Dream, I want to work to ensure that future generations of Americans have access to and the ability to live out their own dreams.

Q A

What do you see as the current biggest threat to small-business owners?

Q A

What challenges have you helped small businesses in your district overcome?

The Biden administration’s plans to raise taxes and increase the regulatory burden on small-business owners are threats that cannot be denied. This administration continues to demonstrate its commitment to making it more difficult for small businesses to grow and thrive.

A

To be an effective member of Congress, you must be in constant communication with the constituents you represent. I am frequently in touch with the small-business community in my district because I am out there visiting small businesses and learning about what issues are impacting them most.

One of the most common problems that I hear from business owners across my district is that they are having difficulty finding individuals to fill their open positions. Labor shortages hold back businesses from full operations in bad times and from expanding and taking on new opportunities or risks in good times. It is something that I experienced as a small-business owner in the construction industry.

While many factors have driven the record-high inflation we’re experiencing today – from reckless spending to global supply chain disruptions – the workforce challenges are also contributing to rising prices. We simply must get our economy moving and growing again. And I have introduced legislation to aid in this endeavor, known as the Essential Workers for Economic Advancement Act, while also filling the gap in the existing spectrum of visas by providing a category to complement the other categories for high-skilled, agriculture or seasonal labor.

Q A

How has your role on the Budget and Ways and Means committees influenced your opinions on the impact of legislation on small business?

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My service on these committees has offered greater insight into the impacts of federal policy on small businesses.

On the Budget Committee we discuss and evaluate issues impacting our nation’s financial health. Our ever-growing national debt is an enormous long-term threat to our nation.

Every dollar spent servicing our debt, meaning dollars spent paying the interest on the debt already accrued, is a dollar not spent on funding national priorities. This impacts our ability to invest in infrastructure, our national defense and every other funding priority.

I serve as a member of the Trade Subcommittee on the Committee on Ways & Means, and I have greater insight into the impact of our nation’s trade policy on small businesses. The congressional district that I represent has approximately $2.6 billion in annual goods exports, with strong agricultural and manufacturing bases. The Ways & Means Committee also has jurisdiction over tax policy, which impacts every business across the nation.

I appreciate the opportunity to serve on two key committees that address the issues impacting my constituents. S

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In addition to working to keep taxes low and to fight the red tape of Washington’s bureaucracy, my office is also able to help small businesses with issues they may be experiencing with the federal government. For instance, my office worked with several constituent businesses to help provide them information on COVID-19 relief programs. My office works to ensure that constituents receive timely responses to their inquiries and that their issues are addressed. We cannot always guarantee each constituent the outcome that they would like, but we work to ensure their concerns are heard by the federal government.

In what ways are you seeking feedback from small businesses in your state/district and using that information in Washington, D.C.?

LOOK LISTEN READ L

ook, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books, websites and other resources. FBS does not support or endorse the use of these tools, which merely serve as a guide to exploring a new level of knowledge and productivity for your business.

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Freshdesk is an intuitive, cloud-based solution software designed by Freshworks to help businesses of all sizes deliver customer service.

The software is equipped with many features to optimize the interactions with customers on all support channels, including phone, email, chat and social media.

2

Salesforce is a company that makes cloud-based software designed to help businesses find more prospects, close more deals and wow customers with amazing service.

3

“Engaging People Podcast” by DecisionWise is the premier business, organizational change and human resources podcast on the web. Listen to the best practices on how to increase employee engagement, how to give feedback, practical advice on how to be a leader, how to develop a thriving company culture, tips on management and team building, and real-life business stories from years of practical work experience.

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In “The Truth About Employee Engagement,” Patrick Lencioni outlines three common causes of employee disengagement: immeasurability, anonymity and irrelevance. In other words, feeling alone and seeing individual contributions as meaningless. By taking steps to help employees feel connected to colleagues, confident in designated roles and useful to others, you can help motivate workers toward higher levels of performance. The author presents real-life scenarios and offers an actionable plan to help teammates reach their true potential.

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Like many great leadership books, “Leaders Eat Last,” by Simon Sinek, draws inspiration from military principles. The concept in question: High-ranking officers eat after their men, putting their reports’ needs before their own. Sinek states that trust and psychological safety are the keys to excellence, illustrating this argument with multiple examples from different types of organizations around the world.

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How do you become successful in franchising?

“Pillars of Franchising” features interviews with franchisors, franchisees and franchise professionals to determine the secrets of owning a successful franchise.

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The best leaders always keep one eye trained on innovation, and the “Stanford Innovation Lab Podcast” can help you do just that. The series provides a sample of what you might learn in a high-level class on innovation and entrepreneurship. Learn to look at almost anything from a new angle with host Tina Seelig, Stanford University professor.

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Entrepreneur and business coach Brian Dixon set out to discover the secret to living a life that matters and finding work you love. In “Start with Your People,” Brian shares principles, tips and personal stories to help you maximize the most important resource to succeed: relationships.

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Square is a mobile payment company that offers a suite of business software, point-of-sale (POS) systems, payment hardware products and small-business services. Unlike most payment processors, Square is available to businesses of all sizes and offers the most comprehensive free POS system on the market. The Square payment and POS app has been downloaded more than 33 million times and has more than 2 million active sellers. S

Payment Solutions That Drive Your Business Netspend® empowers businesses with payments products to help solve problems and streamline processes.

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© 2022 Netspend Corporation. All rights reserved worldwide. All other trademarks and service marks belong to their owners.

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Ready to learn more?

Contact us at businesspartnerships@netspend.com or call 1-800-421-5613

FRANCHISEE SPOTLIGHT

Ed Lynn

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All About Wings LLC Year Became a BWW® Franchisee: 2004 Total Number of BWW Locations: 8 Total Number of Employees: 400-plus

Ed Lynn, right, celebrates with David Young after Young became general manager of All About Wings LLC’s Oklahoma City Buffalo Wild Wings.

How did you and your partner(s) meet?

I was friends with an architect that got the design/construction management contract for the first Buffalo Wild Wings® in Oklahoma City in 2000. I became friends with the original franchisee, then became his partner in 2004 and finally bought him out in 2021, but not until we built four more stores together. I subsequently acquired three more stores in northwest Arkansas for a total of eight.

What drew you to the brand?

Lucky timing and other people’s missteps. The formula for success is pretty simple: hot wings, cold beer and serve people.

I’m not that smart, but I have common sense and I care.

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What is your favorite thing about the brand?

There are so many great attributes of Buffalo Wild Wings, it’s hard to just list one. I think our most unique characteristic is how each store has its own personality, reflecting the cumulative personalities of its managers and team members. We’re a national brand with a special local feel.

What other concepts do you own?

I’ve owned a couple of Marble Slab Creamery stores and two Garbanzo Mediterranean Grills, none of which were successful.

After those experiences, I gave my son permission to quickly raise his knee into my groin area if I ever propose doing another non-B-Dubs® restaurant deal.

What are your current top three business goals?

I’m a marketer at heart who probably focuses too much on sales revenue versus profitability. We do well but I know we’re leaving money on the table not attacking cost of goods sold more aggressively, so that’s becoming my obsession or primary 2022 goal. Another goal is to improve employee retention. Last year we hired a dedicated employee engagement director, and we’re making great strides.

Describe your best recent business decision:

To acquire three sports bars in northwest Arkansas. It’s a great market and with our great brand, we expect to do well there.

What is the best business advice you have received?

Do for a living what you enjoy, and you should be successful. And if you’re not, at least you’ll have a good time.

Describe the biggest industry change since you started: How much information is available and how it moves.

Describe your current biggest challenge as a franchisee: Every year there seems to be a new crisis. This year is staffing, and while I believe we’ll make it through just fine, it takes a lot of work.

What will be your focus as a member of the FBS Board of Directors?

Wray Hutchinson and Mark Jones have done a great job, and their leadership will be missed. I hope to support Jim Bitzonis and Roz Mallet with some new energy from a small franchisee with an Oklahoma perspective.

Tell us a little about your family.

Married for 40 years to my college girlfriend. Six kids (two boys and four girls), 8.5 grandkids. All the girls are BWW veterans, while both boys still work here. Our oldest son, Riley, has been with the brand since before me and will probably be around for a long time after I’m gone.

What is your favorite BWW wing sauce?

My first favorite was Hot Bar-B-Q, then Medium with Blue Cheese. I like Mango on grilled chicken and Tai Curry on salads but have eaten more Parm than any other flavor. I like them all except Spicy Garlic. I think it’s everyone in my family’s favorite, but I’ve never liked it.

Ed Lynn, second from right, earned the Founders Award at the 2021 Buffalo Wild Wings conference. Lynn and team members Riley Lynn, Patrick McAfee and Clyde Smith posed with BWW corporate leaders, including Lyle Tick, John Bowie and Rita Patel.

If I weren’t a franchisee, I would be … We’ll never know. S

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F r a s n g c n i h r i s B e t i e s m m u FBS S Together to Party on the Coast

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Representatives of Anheuser-Busch demonstrate their products to franchisees during the trade show.

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Summit attendees share laughs over drinks at the FBS Summit trade show.

rom Las Vegas on the West Coast to Bonita Springs, Florida, on the East Coast, the Franchise Business Services (FBS) Summit knows how to have a good time. On May 10-11, BWW® franchisees, managers and system suppliers, as well as representatives from Buffalo Wild Wings® corporate, joined at the Hyatt Regency Coconut Point Resort in Florida for the 2022 FBS Summit.

This two-day event looked a little different from previous years with more time carved out for relaxation and celebration.

The agenda still held opportunities for attendees to hear brand and association updates, ask pertinent questions during a town hall with the FBS Board of Directors and listen to educational and entertaining speakers. Keynote speakers included Arizona State University football coach Herm Edwards and Don Rheem, CEO of E3 Solutions, an employee engagement tech company that allows organizations to build high-performance cultures. Edwards discussed leadership, teamwork and game plans for accomplishing goals. Rheem talked about the neuroscience that leads employees to stay or leave jobs and the company culture behind those decisions.

The agenda also allowed franchisees and managers to network with vendors in the trade show and then relax during the Come Ashore & Party Some More After Party and the High Tides & Good Vibes Island Excursion.

FBS is looking forward to another successful Summit in 2023! Be on the lookout for more details coming soon!

DAY 1: TRADE SHOW

Representatives with Pabst Blue Ribbon Matt Zarin and Aaron Sosnoski build connections with FBS franchisees during the trade show.

Representatives with SAVI Controls Vinnie Anastasi and Byron Baird enjoy their time during the trade show.

Alison Wellinger and Gary Fragle with Boston Beer share laughs with PepsiCo’s Kyle Lazarus.

Summit attendees eat a delicious lunch during the trade show on day one.

FBS Chairman Jim Bitzonis plays golf at Workstream’s booth.

Vendor E&J Gallo Winery sports an ice luge at its booth during the trade show.

Randy Cearlock with Federal Heath connects with franchisees at his company’s booth.

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Franchisee David Bowers grabs some lunch during the trade show.

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Franchisees carefully listen during the opening general session.

Jim Bitzonis speaks for the first time as FBS chairman.

Former FBS Chairman Wray Hutchinson attends general session at the FBS Summit.

John Bowie, chief operating officer of BWW, delivers an update on BWW GO and remodels and refreshes.

FBS Vice Chairman Roz Mallet, FBS Vice President of Legislative Affairs Misty Chally and Laner Muchin partner Rob Bernstein provide political and legal updates during their panel discussion.

FBS Vice Chairman Roz Mallet moderates a legal affairs panel.

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Kevin O’Bryan, vice president of global supply chain with Buffalo Wild Wings, provides a supply chain update.

Franchisees Pinal Sitaram, from left, Randy Yamamoto and John Kotsiopoulos connect after leaving the general session room.

Herm Edwards, current head football coach of Arizona State University, provides a keynote address to Summit attendees.

DAY 1: GENERAL SESSION

Attendees of the 2022 FBS Summit applaud former FBS Chairman Wray Hutchinson for all he has done for the FBS.

Jim Bitzonis shows his appreciation to Wray Hutchinson after transitioning into the role of FBS chairman.

Summit attendees listen as Lyle Tick, president of BWW, gives a brand update.

Jim Bitzonis awards Wray Hutchinson with a tour of Napa Valley Wine Country.

President Lyle Tick of Buffalo Wild Wings presents his Inspire Brands update during general session.

FBS Chairman Jim Bitzonis welcomes keynote speaker Herm Edwards to the stage.

Summit attendees enjoy networking over snacks during a break in general session.

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Jim Bitzonis surprises Herm Edwards with a customized Buffalo Wild Wings football jersey.

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Franchisees network during the breaks of general session.

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COME ASHORE & PARTY SOME MORE AFTER PARTY

Attendees move the party to the terrace for more drinks and networking.

Magician Rick Gerber uses Jim Bitzonis and his wife, Kirsten, to assist his magic act.

Attendees try to figure out the magic behind Rick Gerber’s act during the Come Ashore & Party Some More After Party.

Kirsten Bitzonis bonds with a vendor over smiles and drinks during the Come Ashore & Party Some More After Party.

Summit attendees, including BWW President Lyle Tick, make their way to the Come Ashore & Party Some More After Party.

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Mark Jones, his wife, Cathy Jones, and Wray Hutchinson enjoy their time watching the magic act by Rick Gerber.

The party features a cigar roller and cigars for attendees to enjoy.

Jim Bitzonis introduces the star of the Come Ashore & Party Some More After Party, magician Rick Gerber.

DAY 2: MICHELADA BREAKFAST & GENERAL SESSION

Summit attendees prepare for a day of insights and fun by fueling up with food and drinks during the Michelada Breakfast.

Franchisees Kent Ward and Rick and Cindy Story wait in line to fill their plates during the Michelada Breakfast.

Vendors and franchisees enjoy each other’s company over breakfast.

Marcus Mathis and James Dangelo from Anheuser- Closing keynote speaker Don Rheem Busch make their way to breakfast. shares insights on retaining employees and the science backing his research.

Wray Hutchinson engages with Don Rheem during the Q&A portion of his presentation.

Franchisees ask questions during the FBS Town Hall.

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Don Rheem gives business cards to attendees 21 after his keynote presentation.

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The FBS Board of Directors conducts an FBS town hall session for franchisees to ask questions or voice concerns during the second day of general session.

CLOSING EVENT

Summit attendees choose food from a variety of traditional luau dishes.

Luau girls greet guests with leis at the closing party.

Franchisee Mark Jones and his wife, Cathy, collect leis as they arrive at the closing party.

Summit attendees have time to catch up before the closing party entertainment begins.

The hula girls pick members of the audience to try out their hula moves.

Hula dancers delight guests with their traditional dances.

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Jim Bitzonis and Roz Mallet award franchisee George Banta for 10 years with the system.

Jim Bitzonis and Roz Mallet award Pinal Sitaram for 15 years with the system.

Jim Bitzonis and Roz Mallet award Kevin O’Laughlin for 15 years with the system.

Jim Bitzonis and Roz Mallet award Larry Alderson for 20 years with the system.

Jim Bitzonis and Roz Mallet award Mike and Mark Jones for 20 years with the system.

David Sadaka with Sadman Comedy Productions takes the stage during the closing party.

Matt Zarin accepts Pabst Blue Ribbon’s award for being a dedicated partner with FBS for 15 years.

Attendees laugh and enjoy themselves while listening to the stand-up comedians.

The fire dancer impresses the crowd with his moves.

Nadeem Awad with Sadman Comedy Productions jokes with the audience during the closing party.

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Greg Hahn with Sadman Comedy Productions headlines the closing party.

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Comedians Greg Hahn, David Sadaka and Nadeem Awad pose with FBS Chairman Jim Bitzonis and his wife, Kirsten.

HIGH TIDES & GOOD VIBES ISLAND EXCURSION

Summit attendees exit the ferry at Hickory Isle, the Hyatt Regency Coconut Point’s private island.

Attendees pick up swag bags and goodies provided by Molson Coors once they get to the beach.

NCR’s Zach Torres and Alan Buchanan head to the beach for some fun.

Summit attendees pose for a photo while enjoying themselves on the beach.

It’s all smiles and waves as attendees cool down in the ocean during the High Tides & Good Vibes Island Excursion.

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Musician Tiki Tom serenades attendees as they enjoy their lunch before heading to the beach.

The weather was perfect for Summit attendees to enjoy their time on the private island during the High Tides & Good Vibes Island Excursion.

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FBS board member Jenny Beaudoin is all smiles as she makes her way to the beach.

Zach Torres, Alan Buchanan and Matt Zarin enjoy a game of cornhole on the beach.

THANK YOU TO OUR SPONSORS

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FBS Leadership

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Passes to Experienced Hands

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At the Summit, Bitzonis highlighted Hutchinson’s contributions and accomplishments and the outgoing chairman was gifted a tour of Napa Valley wine country by the association. Bitzonis called Hutchinson a selfless leader with great strategic vision. “He has a good nature, is humble and respectful, and has great appreciation for those around him. He delegated to involve others and achieve common goals. He’s like a brother to me and a mentor. I’m glad that he will stay on the board and continue to be involved,” he said.

“I believe that Wray and Mark went above and beyond their duty,” Bitzonis added. “They were in those roles for extended periods, and it was time for someone to step up and give them a break.”

For his part, Hutchinson is grateful for the time he spent leading FBS. While remaining on the board, a priority will be continuing the relationship between the association and Inspire Brands. He will also be an experienced sounding board and supporter for Bitzonis and Mallet.

“They are seasoned businesspeople and executives. They’ve filled these very important roles in other organizations, so these are roles new only in title,” he said.

“The franchise system is fortunate to have people of their caliber representing them.

“I appreciate the faith people put in me, the partnership I had with Mark Jones and the support of the franchisees who served on the boards over the years,” he added. “They are very busy people and they remained committed to the work we are doing. I take that personally and appreciate that.”

“I’m honored and humbled and greatly appreciate the faith placed in me, and I’m excited about the challenge,” Bitzonis said.

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SEAN IRELAND is the director of communications for FBS. You may contact him at 678-797-5165 or seani@myfbsonline.org.

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that work,” Mallet said. “This board has helped influence the Buffalo Wild Wings corporate organizations through the Inspire Brands purchase of the brand and the challenges of COVID-19.”

“We are at record membership levels percentagewise,” Bitzonis said of FBS. “We have incredible buy-in and respect from the community due to Wray and Mark’s leadership and the board’s leadership.” He noted the relationship built between FBS and Inspire as another important organizational accomplishment.

For Hutchinson, a partner in World Wide Wings, with 66 Buffalo Wild Wings locations through the U.S., that relationship is an important hallmark of his time as chairman. “I think we started off with Inspire Brands correctly. I’m most proud of that,” he said. “We’ve got a working relationship with the brand, and when I took over as chairman, we had no relationship. They wouldn’t even acknowledge our existence, and now they include us in the conversations around all major decisions.

“When I took over, the association was in a state of flux,” Hutchinson noted.

“The franchise community was concerned about the direction the [brand’s previous owner] was heading. Through my participation in the franchise advisory council, a number of us earned some credibility with brand management, and they were willing to listen. We were in a position of influence at a time when there was a strong need for the franchisee voice to be heard.”

That voice will continue to be heard under the stewardship of Bitzonis and Mallet. “My goals are to continue representing the membership’s concerns and best interests utilizing all the experience I’ve earned and relationships developed by myself and all the extremely talented board members,” Bitzonis said.

“This board is full of BWW rock stars.

Everybody should consider themselves lucky to have these people in the franchise system. We want to continue to grow our relationship with Inspire in a positive and transparent fashion, communicate often to the membership and have more fun at conferences.”

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t the Franchise Business Services (FBS) Summit in May, leadership of the association passed from longtime Chairman Wray Hutchinson to Vice Chairman Jim Bitzonis, with FBS board member Roz Mallet becoming the new vice chairman of the organization.

Hutchinson served as FBS chairman for eight years and will remain on the FBS Board of Directors as Bitzonis and Mallet – both long-standing board members themselves – build on the association’s accomplishments over the last several years.

Like Hutchinson, Bitzonis has been involved with FBS leadership for nearly a decade. Service to the organization and the Buffalo Wild Wings® franchise system was a natural outgrowth of his interest as a partner in RSQ Foods Inc. (formerly Four M Franchising), which owns and operates 11 BWW® sports bars in New York and Connecticut.

“It’s important to me because I want to know what’s going on and to be able to have some ability to persuade others and share my opinions on the matters that affect the business,” he said. “I want to be involved. That’s my nature.

You can’t just complain. You have to get involved and make things happen.”

Mallet shares the same philosophy and has been an FBS board member since 2016. “I enjoy board work and strategy setting and care about the direction of BWW,” she said. Mallet has been involved in the restaurant business beyond her own business, PhaseNext Hospitality, which has four BWW sports bars. She is a former board member and chair of the National Restaurant Association (NRA) and was recently awarded the NRA’s 2022 Legends Award for her service to both the association and its educational foundation.

Bitzonis and Mallet are eager to build on the achievements FBS recorded under Hutchinson and Mark Jones, who served as vice chairman during most of Hutchinson’s tenure as chairman. “Wray and Mark have been great stewards of the FBS board for many years, and I look forward to working with Jim to continue

by Sean Ireland

2022 BWW Franchisee Sports Bar Remodels:

? w N e s ’ What Dustin Crews’ remodeled dining room is stocked with new furniture, memorabilia and audiovisual equipment.

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t is that time when select Buffalo Wild Wings® sports bars are due for renovations, and franchisees are here to talk about their experiences.

About 20 franchisee-owned sports bars have been renovated so far in 2022.

Every sports bar is contractually required to have a remodel every eight-10 years.

Changes made are not limited to the building – furniture, equipment and landscaping are subject to be redone as well. Each remodel, on average, had a five-to-seven-day duration and required operations to be paused in the meantime.

Total makeovers were done for six sports bars owned by Ohio-based franchisee Grube Inc. Director of Development Edmond Farran said the restaurants received “the full remodel package.” All six remodels were converted from the generation four scheme to the center stage model. This included all new audiovisual equipment, a video wall, furniture, memorabilia and more.

Farran has noticed considerable

by Jared Johnsen

improvements in restaurant operations since the changes were made. New service stations were implemented for the comfort of the staff as well as updated kitchen equipment. With the changes made, the restaurant’s revenue rose as well with the boosted morale of customers and team members.

Tenputt Inc. co-owner Dustin Crews converted his sports bar located in Jacksonville, Illinois, to a center stage model. He said that his staff was receptive to the changes and is pleased with them.

Regular customers were quick to notice the improvements made and were happy with their new-and-improved sports bar.

The secret to success for Crews was to plan his renovations as far ahead as possible and start them well before his contractual due date. Because of strategic preparation, he was able to avoid issues with manufacturing and transportation delays. Most importantly, he noted, he avoided the recent rise in the inflated costs of goods and services.

“We started planning for the remodel in late May, early June last year and started construction in February,” Crews said. “I just didn’t want to run into any issues.”

Despite the major adjustments made with the renovation, the remodel for Crews was a streamlined process. With minimal issues with freight costs and receiving quotes, he said it went quickly and efficiently.

As renovation is an inevitable part of franchise ownership, planning well ahead can make remodels go smoothly and bring about improvements noticed by customers and team members alike. S

JARED JOHNSEN is an FBS communications specialist. You may reach him at 678-439-2291 or jaredj@myfbsonline.org.

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Moving Hospitality Forward E

to the use of standard network equipment to transmit and switch video and audio.

AV over IP technology is completely modular, meaning no matter how many sources or displays you have on your system, you will have no issue getting the content where it needs to go. If you would like to add another TV or source to your system, you only need to add another encoder or decoder.

“WyreStorm and its NetworkHD system offered everything we were looking for, particularly for a first installation.”

– Angel Gonsalez,

Tristate Technology Installer

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WyreStorm Technologies is a Sapphire partner member of Franchise Business Services. The company may be reached at 518-289-1293.

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AV over IP is a more cost-efficient way to expand a system compared to a fixed port solution. WyreStorm’s AV over IP line, branded NetworkHD, provides owners with a product that is powerful, reliable and simple. If switching, interoperability, standards, distance and quality matter to you in an installation, NetworkHD is a solid and true solution.

The 100 series in NetworkHD is great for the hospitality market as it doesn’t require an expensive infrastructure to operate. In addition, the technology is discreet, easy to install and simple to use, making training easy for staff to follow.

WyreStorm created NetworkHD to make lives easier and better. It’s even made a Touch App for users to control

the system at the touch of their fingertips.

With 24/7 technical support available, WyreStorm ensures no customer gets left behind.

Security matters. WyreStorm’s AV streams are fully secure over the network using AES 128-bit encryption methods, ensuring sensitive data cannot be maliciously accessed.

WyreStorm has powered many hospitality environments, including Buffalo Wild Wings®. Tristate Technology installer Angel Gonsalez noted, “The centerpiece of the installation was definitely the overwhelming ease of installation and control provided by the WyreStorm NetworkHD AV over IP system.

“We had explored using AV over IP for some time and knew we needed a system that was reliable but easy to implement and one that would give us the sophisticated output switching required

by Buffalo Wild Wings,” Gonsalez added.

“WyreStorm and its NetworkHD system offered everything we were looking for, particularly for a first installation.

“Support from WyreStorm throughout the project planning and implementation as well as quick response to assistance calls during and once the project was complete were all critical to our success,” Gonsalez said.

You asked for effective, and simple, and WyreStorm listened. WyreStorm is focused on moving hospitality forward 29 with solutions that just work.

To find out more about how WyreStorm can grow your business, visit www.wyrestorm.com.

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very hospitality environment needs a competitive advantage. What separates you from the competition? Is it the food, drinks or atmosphere?

Research shows atmosphere makes an impact. Restaurant and bar owners need to be able to captivate their customers and keep them coming back. Entertainment is a great way to engage customers and allow them to have a memorable experience.

Imagine sitting at your favorite bar and watching dozens of different games.

Your favorite team just hit a major shot.

You and your friends enjoy the moment and take another sip of beer eagerly waiting to see how the game turns out.

Digital entertainment is a must in today’s hospitality settings to grab attention.

However, technology behind the scenes can get a little tricky.

We all know one of the more challenging aspects of designing your hospitality environment is the technology behind it. How do you make sure your staff can easily use the system? Better yet, what technology is reliable, but won’t break the bank? Several decision-making factors determine the technology to be utilized.

Realistically owners do not have the time to fiddle around with audiovisual (AV) systems. They are far too busy settling the ins and outs of everyday business. As many hospitality environments have an excess of 50 screens, you need to make sure your system can handle your setup. AV over IP technology is the easiest technology to use for large-scale deployments.

First, what is AV over IP? AV over IP stands for Audio-Visual over Internet Protocol. It is essentially the transmission of audiovisual data over a network like LAN, WAN or internet. AV over IP refers

FP FLASH SURVEY REVEALS:

West Coast Workplace Litigation Explosion May Soon Spread Across Country

by Andria Ryan and Hagood Tighe

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est Coast employers have been dealing with a new era of workplace litigation since the start of the pandemic, one that features increased claims, higher settlement demands and more aggressive plaintiffs’ counsel – and if past trends hold true, businesses across the country may soon also face the same fate.

That’s according to the results from the most recent Fisher Phillips (FP) Flash Survey, where nearly 350 employers across the country provided their insights to Fisher Phillips in March.

Also notable from the survey: Employers in the retail, hospitality, health care and staffing fields have been more acutely impacted by what some fear may be the “new normal” in workplace litigation.

Here are the four most intriguing conclusions gleaned from the survey results:

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West Coast Employers Have Borne the Brunt of the Litigation Explosion.

While only 28% of employers across the country reported an increase in the number of workplace-related lawsuits since the pandemic started, that figure nearly doubles to 43% when focused just at employers on the West Coast. In fact, almost 20% of those businesses in the Pacific area (mainly California, Washington and Oregon) noted a “significant” increase in the claims faced over the past two years.

Similar figures emerge when examining the amount of compensation sought in employment-related filings and settlement demands. Just a little over one in four (28%) report having experienced a mild-to-significant increase in the amounts sought by plaintiffs, but 39% of employers on the West Coast have seen such a spike.

Meanwhile, only 21% of Midwest employers reported an increase in the number of claims filed, and that number declines even further for those in the South (18%), Atlantic (17%) and Mountain (16%) areas.

But that’s not to say that employers in these locations will be spared from the onslaught. “With increased protections of employee rights under both state and federal laws – not to mention state and federal legislation to limit the enforceability of arbitration agreements – employers across the country should be prepared for more lawsuits over the next few years,” says Kristen Nesbit, a Fisher Phillips partner based in Los Angeles

who regularly litigates employment matters on the West Coast and across the country. “These will include harassment and retaliation claims based on sex and disability, and wage claims as a result of decisions that employers made over the last few years due to COVID layoffs, remote work and vaccine mandates.”

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List of Industries Experiencing Litigation Boom Includes Usual Suspects – and Some Surprises.

It will probably come as little surprise that employers in the retail, hospitality and health care sectors are in the top five when it comes to examining which specific businesses have felt the litigation boom described above. Nearly half of retailers (46%) and hospitality employers (45%), and more than a third of health care organizations (37%), have seen an increase in workplace-related lawsuits since the start of the pandemic. While it’s been a particularly difficult two years for these businesses, these findings show that their pain has been compounded by employment-related court battles.

Adding further insult to injury is the amount sought in lawsuits and demands against employers in these industries.

An astounding 56% of hospitality businesses reported seeing an increase in the amount of compensation demanded in workplace-related disputes, and those in the retail (46%) and health care (37%) spaces have faced a similar fate.

But also dealing with an increase in employment litigation are industries that you might not expect to see in the top five.

Forty-four percent of staffing/professional employer organization (PEO) businesses report an increased number of claims and higher compensation demands, as have 40% of businesses in the technology sector. “Some PEOs reported a decline in the quantity of Employment Practices Liability Insurance (EPLI) claims during the pandemic. That trend appears to have reversed in recent months, perhaps due to courts resuming normal operations,” says John Polson, an Irvine-based Fisher Phillips partner and management committee member who co-chairs the firm’s Staffing and PEO Industry Group.

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Plaintiffs’ Counsel Have Gotten Even More Aggressive on the West Coast and in Claims Against Certain Industries.

A disturbing fact of life since the start of the pandemic has been the increase in the number of news reports and social media videos depicting people acting out in public – on airplanes, at the grocery store, in parking lots. But the FP Flash Survey reveals that this level of vitriol has unfortunately also reached the world of workplace litigation. Twenty-nine percent of employers have seen an increase in the level of aggression from plaintiffs’ attorneys in workplace lawsuits since the pandemic started, including 40% of businesses on the West Coast. “We are seeing unreasonably aggressive demands and irrational positions being taken by plaintiffs’ attorneys in litigation,” says Danielle Moore, an FP partner based out of San Diego who has a heavy docket of West Coast litigation. “It’s been disappointing and frustrating to also see an increase in the overall complete lack of professionalism and civility that has traditionally been expected amongst professionals and required by the rules of court.”

And the same industries that have faced a spike in claims and compensation demands have also faced a more aggressive plaintiffs’ bar. By industry, the employers that have seen a mild-to-significant increase in the level of aggression from plaintiffs’ attorneys in workplace claims includes: • Staffing/PEO: 55% • Retail: 54% • Hospitality: 42% • Technology: 40% • Transportation: 38% • Health care: 37%

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Hospitality Sector and West Coast Employers Have Had to Dig Deep to Settle Workplace Claims.

More than four in 10 employers in the hospitality space (42%) report that they have had to pay out increased settlements to resolve workplace disputes since the pandemic started. This figure leads any other industry, including manufacturing (29%), technology (27%), transportation (25%) and retail (23%).

The massive boom in litigation against hospitality employers can likely be traced to two factors. The flood of ADA Title III accessibility lawsuits – which has not slowed at all – and the fallout from having to lay off, reduce and furlough large numbers of employees at the start of the pandemic.

Just as with prior findings, it comes as no surprise that West Coast employers also report the highest incidence of increased final settlement amounts in workplace claims. One in three employers on the West Coast (34%) say they have had to pay out mild-to-significantly increased settlement amounts to resolve workplace disputes in the past two years, compared to a quarter of Atlantic-area employers (24%) and a far-fewer grouping of employers elsewhere (17% South, 15% Midwest and 13% Mountain).

We will monitor these developments and provide updates as warranted. S ANDRIA RYAN is the co-chair of the Fisher Phillips Hospitality Practice Group, and HAGOOD TIGHE is the co-chair of the Fisher Phillips Wage and Hour Practice Group. Contact them at alureryan@fisherphillips.com or htighe@fisherphillips.com.

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2022 Issue 2

Be Aware of These Sales Tax Pitfalls for Restaurants

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by Stacy Smith

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ales tax seems straightforward, right? If you know your sales tax rate, you simply multiply it by the amount of sales for the period, fill out your return and send off the money. Easy peasy!

Not so much.

Here are three challenges our sales tax experts have identified as particular issues for our restaurant clients:

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Marketplace Facilitators A “marketplace facilitator” is a business that facilitates the sale of another company’s products. One of the responsibilities of a marketplace facilitator might include remitting sales tax on its sales. Or maybe not. It depends on the state’s rules (each state is different) and the vendor.

How does this affect you? Many restaurants use delivery services such as DoorDash, Grubhub and Uber Eats. These companies may be considered marketplace facilitators, which is where the challenge starts creeping in.

If the delivery service does remit sales tax on its orders, a common problem is that those sales are often also counted by the restaurant when calculating its sales tax. That means both parties paid the sales tax on the same orders, resulting in an overpayment by the restaurant. Multiply that by many delivery orders over many months and you start to see how this problem can mushroom very quickly into some significant dollars.

Then imagine how hard it might be to go back to recalculate

the correct amount of sales tax and then retrieve the overpayment from the state and local taxing jurisdictions. Once the government has your money, it’s reluctant to give it back.

Even if your state requires marketplace facilitators to remit sales tax, not all delivery services take on that responsibility. It’s up to the restaurant to know which services are remitting sales tax and which ones aren’t.

How do you know? You need to do the research. Start with the vendor contract, which should outline who’s responsible … but as you know, people don’t always follow through on their contractual obligations. Your next step is to contact the vendor to confirm whether they’re keeping up their end of the bargain. And recognize that just because they’re remitting sales tax this month doesn’t mean they’ll still be doing it a few months from now, so you need to check back in regularly to confirm. Look at the billings you receive from delivery services – in detail – to ensure you’re not overpaying or underpaying your sales tax.

As mentioned above, different states treat marketplace facilitators in different ways. Some states specifically exclude restaurants and food sales from these rules, meaning only the restaurant is responsible for remitting sales tax. Some states have a specific threshold – either a certain dollar amount of sales or number of transactions – that triggers the sales tax responsibility

for a marketplace facilitator.

When it comes down to who’s responsible for ultimately paying sales tax, it’s your restaurant. Don’t assume that the delivery service is taking care of it, because any delinquent tax and penalties will be your responsibility.

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Rate Monitoring If you’ve been in business for a while, you know that sales tax rates change frequently. It’s your responsibility to keep up with updated rates, which can be a bit like going on a treasure hunt. Not only does your state charge sales tax, but you’re responsible to other taxing jurisdictions, including your county, city and locality. According to the nonprofit taxfoundation.org, in 2021 there were more than 11,000 sales tax jurisdictions in the U.S., with widely varying rates.

To complicate an already complicated system, not everything is subject to sales tax at the same rate. Some jurisdictions add on extra assessments for sodas and other sugary drinks, for example. Some jurisdictions tax food eaten inside a restaurant different than carryout meals. Legislators are notorious for taxing new and interesting things all the time.

Usually, taxing authorities will send a notification of updated rates. So be sure to keep up with your snail mail and email. But also keep up with your local news outlets because you may not receive a personal notification. Our sales tax expert told us of a large metropolitan city that decided a few years ago to assess a special tax that only applied to restaurants … but then didn’t tell anyone. So periodically check the websites of your taxing authorities to ensure you’re up to date and make corrections quickly. Those penalties can add up!

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Use Tax Use tax – sometimes called “compensating use tax” – is a type of tax paid when sales tax has not been assessed. It happens more commonly with online purchases from out-of-state vendors who either don’t charge sales tax or don’t charge the appropriate amount. Refer to No. 2 above – sometimes it’s hard to know the correct sales tax rate for a particular jurisdiction!

The purpose of use tax is to protect your state’s businesses from unfair competition from out-of-state businesses that don’t collect sales tax. It also protects your state’s tax coffers. If sales tax was not assessed on a purchase, your business is responsible for filing a use tax return and paying the appropriate rate.

You may think your business is not subject to sales tax – after all, you’re purchasing food for resale. But if your business is the final consumer of equipment, fixtures, tools or other noninventory items, you’re responsible for ensuring that sales (use) tax is paid on those purchases. This especially comes to light when you’re in a restaurant remodeling project. Depending on your state’s rules, use tax may also apply to digital purchases such as software.

Use tax returns are due periodically, just like sales tax returns. Some states combine sales and use tax reporting and other states separate the reporting and remittance of these taxes.

Sales tax can be complicated, and it’s important to pay attention to the rules to ensure you’re reporting and remitting the correct amounts. S

STACY SMITH, CPA, is a shareholder of Mize CPAs Inc. – a full-service accounting firm that has provided the Elevanta accounting and payroll solution since 2003.

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Food Safety Solutions

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Cyber Liability Risks Restaurant Owners Face O ver the last few years, franchises have become a favorite target of cyber criminals. Hackers have stolen password credentials, franchise business records and customer credit card data from some of the biggest names in the industry. The consequences of a hack are serious.

Consider these recent statistics: • The average cost of a data breach for small- to mid-sized businesses was $105,000 in 2021, up from $101,000 in 20201.

• Small businesses are three times more likely to be targeted by cybercriminals than larger companies2.

• One in five organizations had at least one account compromised in 20213.

If you are startled by these statistics, you’re not alone. A recent U.S. Small Business Association survey found that 88% of small-business owners felt their business was vulnerable to a cyber-attack.

3. Perform Maintenance and Updates Plan for software updates as systems age and make sure critical security update patches get installed right away.

Reducing your Restaurants’ Cyber Exposures

7. Add Cyber Liability Insurance Coverage A cyber security incident can have a far-reaching impact on your business, and the risk is always there, even with all the right protections in place. Cyber liability insurance coverage can help minimize your exposure, cover your costs and allow you to recover more quickly.

The risks of a cyber-attack are something you can’t afford to ignore. Most attacks are the result of a business being unprepared to handle common threats. By taking proper action, you will significantly minimize your risk. Implement these tips: 1. Protect Your Computer Systems Protecting your computer systems from these threats requires the right combination of tools. A firewall is essential to keep cyber criminals from accessing multiple systems through a single vulnerability. Antivirus software is needed to stop intrusions and sound the alarm if an attack is successful.

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2. Practice Good Password Security Always choose strong passwords, use different passwords for each system and update passwords that are old or compromised.

4. Schedule Regular System Backups Perform regular backups for any important data and systems.

5. Hold Cyber Risk Awareness Training Employees know they should avoid a suspicious email but spotting today’s most common phishing tactics is getting more difficult. Train employees on what to look for and how to stay safe.

6. Create a Cyber Response Plan Having a plan makes it easier to identify when there’s been a breach and gives you the tools to act quickly to minimize the damage.

Understanding Cyber Liability Coverage Like you have plans in place for business incidents of all kinds, Cyber Liability has coverage in place for cyber incidents of all kinds.

• Your largest fryer goes out and causes your business to close.

You call your go-to repairman to replace it. o Cyber Liability comparison: System damage and business interruption. When a computer system disruption prevents you from conducting business and results in the loss of income and extra expenses, Cyber Liability covers the cost.

• A burst pipe leaves an inch of water throughout your building. You call the restoration company to clean the carpets and restore your space. o Cyber Liability comparison: Data restoration expense.

Pays for the expenses associated with restoring data, software or firmware that is corrupted or damaged due to a cyber-attack.

• A disgruntled customer rants on social media and the local news outlet picks up the story. You reach out to your lawyer to see how to respond. o Cyber Liability comparison: Incident response. To handle the aftermath of a cyber-attack, specialists are called upon, including defense counsel, crisis management, initial response guidance, IT forensic investigation, notification services, public relations and more.

• You ask an employee to place an ad about a job fair. In the ad, they talk badly about a competitor who then sues you for defamation. You contact your lawyer. o Cyber Liability comparison: Multimedia liability.

Covers you for lawsuits stemming from claims of copyright infringement, trademark infringement and defamation arising out of your company’s electronic publishing.

• You discover an employee has been stealing food, alcohol and tips. You fire them, following HR guidelines. o Cyber Liability comparison: Cyber Theft and Social Engineering Loss. Covers your businesses for incidents of social engineering or fraudulent use of your business computer system that result in fraudulent funds transfers from the bank.

Cyber Liability Insurance for Your Franchise Because of your business’s unique vulnerabilities, franchises will likely continue to be a favorite target of cyber criminals. But it’s within your control to make your systems more secure and minimize your own risk.

Contact co-brokers Lockton Affinity and Elevanta to learn more about cyber liability insurance and cyber security resources that can help protect your business. Visit Elevanta.LocktonAffinity.com to learn more. S 1 Kaspersky. “Managing the Trend of Growing IT Complexity.”

Kaspersky, 5 Oct. 2021.

2, 3 “Barracuda Networks.” Volume 7 – March 2022 | Barracuda Networks. www.barracuda.com/spearphishing-vol7.

The Elevanta Insurance Program is administered by Lockton Affinity LLC d/b/a Lockton Affinity Insurance Brokers LLC in California #0795478. Coverage is subject to actual policy terms and conditions. Policy benefits are the sole responsibility of the issuing insurance company. Coverage may be provided by an excess/surplus lines insurer which is not licensed by or subject to the supervision of the insurance department of your state of residence. Policy coverage forms and rates may not be subject to regulation by the insurance department of your state of residence. Excess/Surplus lines insurers do not generally participate in state guaranty funds and therefore insureds are not protected by such funds in the event of the insurer’s insolvency. Elevanta will receive a royalty fee for the licensing of its name and trademarks as part of the insurance program offered to the extent permitted by applicable law.

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2022 Issue 2

Service Vs. Hospitality The “Be Our Guest” Attitude

by Dennis and Danny Snow

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ne of the most popular songs from the Disney film, “Beauty and the Beast,” was the song, “Be Our Guest.” Belle, the heroine of the film, is enthralled by the magical preparations of a spectacular dinner as the animated candelabra, Lumiere, sings “Be Our Guest.” It’s a fitting song for a Disney film since the company has a long history of referring to its customers as “guests.”

Service Vs. Hospitality

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Walt Disney’s philosophy at Disneyland was that they didn’t have customers, they had welcome guests. Keep in mind that prior to Disneyland, amusement parks were often dirty and unsafe places, staffed by gruff, surly employees. Walt’s vision was for Disneyland’s visitors to feel that they were guests in his home, and he expected every cast member to treat them that way.

This wasn’t going to be a transactional or “service” mindset that you could find at any carnival where they simply take your ticket and you ride a ride. At Disneyland the focus is on the interaction and relationships (in other words, “hospitality”) with the guests and delivering an overall experience that makes every guest feel like they are family as opposed to just a visitor in the park.

While Walt’s philosophy for service has remained in place decades beyond his passing, the details of the service philosophy have evolved to include the following guidelines: • Make eye contact and smile.

• Greet and welcome each and every guest.

• Seek out guest contact.

• Provide immediate service recovery.

• Display appropriate body language at all times.

• Preserve the “magical” guest experience.

• Thank each and every guest.

Let’s break each one of those items down because in reality, there’s no reason you can’t apply them to your own operation.

Make eye contact and smile. Some of these are just so basic that you’d think they would be standard practice within every single organization. This is probably the easiest one on the list and requires little to no effort. Making eye contact with a customer shows you’re present and focused only on them. I’m not talking about getting into a staring contest. I’m talking about letting the customer know that they have your full attention. And a sincere smile says that you’re there to serve.

Greet and welcome each and every guest.

Disney does this for hundreds of thousands park visitors per day combined across all Disney parks around the world. Now, they have an incredibly large number of cast members (employees) to help accomplish this goal, but this is a worthy goal for any organization to strive for. While it’s highly unlikely that every employee will be able to greet every guest that comes through your door, it’s important that someone greets them. If everyone on your team is on the lookout to interact and welcome a guest, odds are someone is going to make contact along the way.

Seek out guest contact. This builds on the greeting of every guest. Have everyone on the team be on the lookout to engage your customers in one way or another. Disney cast

members trade pins with kids and adults, offer to take photographs so everyone in the party can be in the picture, joke with a rival sports fan if they’re wearing sports attire or strike up conversations about where someone is visiting from. These often occur in a matter of seconds as guests are moving through the lines.

Provide immediate service recovery. Disney cast members are empowered to provide immediate service recovery (within reason). If a child drops his/her ice cream cone, a cast member can go and get a new one for them at no charge. Or, if a guest is upset about something, cast members can get them prime seating for a show in the park. More often than not, just listening to a guest complaint and offering suggestions can help to resolve the issue.

Display appropriate body language at all times. This is another easy one that we should all be able to

achieve. I get that being on your feet for hours at a time can be challenging. Sometimes we’re just having a crummy day and our facial expressions and body language make it easy for everyone around to tell. I’ve had those days and I know that you have as well.

But at Disney, when you’re onstage the show is on, and your body language and facial expressions must be open and welcoming no matter what. Backstage problems and concerns are to stay backstage.

Preserve the “magical” guest experience. At Disney, the entire focus is on delivering an outstanding experience for their guests. Every single one of their cast members knows that they play a special role in delivering and preserving the Disney magic. For example, complaining about personal or job-related issues while in front of guests is unacceptable. Guests should never see backstage areas such as broom closets, breakrooms, etc.

Thank each and every guest. This one is just way too easy. Yet, how many companies have you frequented that didn’t thank you? No matter what, we should always take a moment to thank our customers for visiting us or shopping with us. Customers should feel that you appreciate their business and feel valued. Thanking customers doesn’t necessarily mean saying “thank you” every time, it’s more the idea of a fond farewell at the conclusion of an interaction. One of the options Disney cast members have is to say, “Have a magical day” as a way of saying thank you.

Be Our Guest The guest philosophy is applicable to any business, whether you call your customers clients, members, patients, residents or customers. Thinking of customers as guests helps to move away from a task mindset to a mindset focused on building relationships.

Imagine if your customers were treated that way during every interaction with your organization. Imagine how they would feel about your company and how they would describe it to others.

Imagine how it would affect their loyalty.

I’m not advocating actually starting to refer to your customers as guests, although I’m not against it. What I’m advocating is adopting the mindset of treating customers as welcome guests.

That mindset can’t help but change the way a company interacts with its customers.

Are you inviting customers to “Be Our Guest?” Are you treating them that way? S

DENNIS SNOW is the president of Snow & Associates Inc. Dennis worked with The Walt Disney Co. for 20 years and now consults with organizations around the world, helping them achieve their customer service goals. He is the author of “Unleashing Excellence: The Complete Guide to Ultimate Customer Service” and “Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life.”

You can reach Snow at 407-294-1855 or visit his website at www.snowassociates.com.

Customer Vs. Guest

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The image of a customer is often one of a transactional nature. The company provides a service or product, and the customer gives the company money.

But the image of a guest is very different. It’s the difference of how you might treat a door-to-door salesperson versus how you treat an invited guest to your home.

When a guest is visiting we are likely to do the following to leave them with a positive impression of their experience with us: • Clean the house, put out the good china, and plan the meal around the likes of our guests.

• Greet them at the door with a warm welcome and a sincere smile.

• Invite them in enthusiastically.

• Do everything we can to make them feel comfortable.

• Keep them entertained.

• Invite them to come back.

The First Act in Leadership:

Clarifying the Quest

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quest is a journey to prove yourself capable of fulfilling your purpose.

If you expand that to a group of people or to an entire organization or an entire society, then a quest becomes a journey to mutually prove yourselves capable of fulfilling the group’s, organization’s or society’s purpose.

Before establishing a plan or writing something or organizing a meeting, the first step is to clarify the quest. The leader might be the one who states it for the first time, or it might be someone from within the group that states it first, or it might be someone from outside the group who states it first. It doesn’t matter who establishes the quest. The key is that it is clear for everyone to understand.

Without a clear quest the words become just rhetoric.

The efforts as a group become meaningless. The focus becomes diluted. And nothing really gets accomplished. The individuals don’t know why they are together, and they don’t how they are going to accomplish anything meaningful. It becomes a social group and then eventually disperses.

The Quest Questions to Answer

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There are two essential questions to answer: 1. What meaningful purpose are we trying to fulfill?

2. What is the journey that we need to fulfill that purpose?

Whether the leader comes up with the answers or someone else does is not the important thing. The important thing is that the quest must be clear. The answers to those two questions need to be clear.

Once these answers are clear, the leader can begin to influence the group in many important ways toward being successful on the quest. We will focus on those actions in later articles.

However, without a clear quest, there is nothing for a leader to do.

Not All Quests are Created Equal Some quests bring out remarkable efforts and passions from people, and some are meaningless duds. You need a purpose that

by Dan Coughlin

really resonates with people. It must hit them right between the eyes and deep into their hearts.

And then you must describe the journey that people are going to have to go on to fulfill that purpose. Do not sugarcoat the journey. If the purpose is great enough, people will go on almost any journey. If the purpose is meaningless, people won’t get off the couch.

The first action of the leader is to keep clarifying a remarkably important purpose and the journey it will take to fulfill that purpose.

What is the quest you are leading people on?

Now let’s make this as real and as relevant as we can.

In your work, what quest are you on? What is the purpose you want to fulfill, and what is the journey that you and your team members need to go on to fulfill that purpose?

Is this purpose so meaningful and so relevant to your group that it is willing to go on the journey that is required to get there?

That’s it. Don’t overcomplicate this step. Talk with your team members, people throughout your organization, your customers and your prospects. Find out what people are really thinking and feeling.

Take out a sheet of paper and write down the incredible purpose that you want fulfilled. Talk about it with people. See if it resonates. Keep honing it. Make it something truly noble.

And then talk about the journey – what it’s going to take to fulfill that purpose.

This is the first act of leadership.

Since 1998, DAN COUGHLIN has worked with serious-minded leaders and executives to consistently deliver excellence. He provides executive coaching, leadership and executive development group coaching programs and seminars to improve leadership and management performance. His topics are personal effectiveness, interpersonal effectiveness, leadership, teamwork and management. Visit his free Business Performance Idea Center at www.thecoughlincompany.com.

UPSKILLING: Four Simple Steps Toward Upgrading Your Work

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work, and planting ideas in your subconscious mind can result in new, profitable concepts as the ideas cross-fertilize.

4. Keep educating yourself.

Whether it’s getting a new license or certification, taking a continuing education class or learning the latest programming language, don’t hesitate to do it. I joined a forum and learned how to start and run a nonprofit. It may involve pushing yourself out of your comfort zone or paying for it yourself, but if it will advance your career, it can be worth the cost and effort.

Upskilling is vital unless you want your career to stall. And frankly, it mostly consists of simple things you should do anyway.

Some, like training, may be covered by your organization, and some you can do during downtime and breaks, like keeping up with your reading. Upskilling doesn’t have to be hard; you just need to keep at it and not get complacent. What can you do to shake things up?

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© 2022 Laura Stack. LAURA STACK, MBA, CSP, CPAE is an awardwinning keynote speaker, bestselling author and noted authority on employee and team productivity. She is the president of The Productivity Pro Inc., a company dedicated to helping leaders increase workplace performance in high-stress environments.

Stack has authored eight books, including “FASTER TOGETHER: Accelerating Your Team’s Productivity” (Berrett-Koehler 2018).

She is a past president of the National Speakers Association and a member of its exclusive Speaker Hall of Fame (with fewer than 175 members worldwide). Stack’s clients include Cisco Systems, Wal-Mart and Bank of America, and she has been featured on the CBS Early Show and CNN, and in The New York Times. To have Laura Stack speak at an upcoming meeting or event, call 303-471-7401.

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n a rapidly changing environment, it’s no surprise that new “buzzwords” occasionally pop up on your bingo card. One recent example is upskilling. At first glance, the definition seems obvious, but it means more than you might think – especially after our shared ordeal with the COVID-19 pandemic.

These days, we all need to take the time to upskill and refresh our work habits, which the World Economic Forum predicts will raise the global GDP by up to $6.5 trillion by 2030.

Upskilling involves taking your work to the next level, to better fit your job’s current and future needs. It’s not good enough to just tread water. You must consistently work to advance your career, if only to keep pace with change. The white-collar professional never really stops learning. Here are a few tips to make sure you’re advancing as you should.

1. Keep working on your people skills. Soft skills like emotional intelligence, willing cooperation and tact have always had a place in our field. As we evolve more toward remote and hybrid work environments, these will be more important than ever for camaraderie and a sense of teamwork.

2. Hone your communications skills. Again, this skill has always been important, but has become increasingly essential as the workplace evolves. On a conference call, and even to some extent on a videoconference, you don’t always have the social cues that let other people pick up on the nuances of your messages, and vice versa. You certainly don’t with email or IMs, so take some time to learn how to state your opinion or the facts simply and clearly, whether verbally or in writing. This will cut down on misunderstandings, bottlenecks and roadblocks.

3. Read, read, read. It’s especially important to read widely in your field, so you can keep up with new developments and make contributions to your organization. But also read widely in other fields, including fiction and current events.

Creative applications may help you handle a tough problem at

by Laura Stack

ADVERTISERS GUIDE Buffalo Wild Wings Foundation 7 cstranberg@inspirebrands.com foundation.buffalowildwings.com

Retail Tech Inc. 952-224-4327

Campari America 240-367-6137

Sazerac 415-302-0202

Comcast Business 267-319-4335

37 www.campariamerica.com 35 Brian_Klinger@comcast.com

Ecolab 800-321-3687

33 bit.ly/bwwflex

Elevanta Health 678-797-5160

3 elevantahealth.com/fbs

Heineken 770-377-6959 Lockton Affinity 844-403-4947 McLane Foodservice Inc. 972-364-2050 Netspend 1-800-421-5613

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IF lynn.modisette@mclanefs.com

35 www.bellsbeer.com

Paulaner USA 845-702-8355

31 paulanerhpusa.com

PepsiCo 732-618-8578

BC www.pepsico.com

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15 bww@wasserstrom.com

WyreStorm Technologies 631-901-9709

31 WyreStorm.com

* IF=Inside Front, IB=Inside Back, BC=Back Cover

2022 EDITORIAL CALENDAR ISSUE

AD RESERVATION DEADLINE

PUBLICATION DATE

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Aug. 19

October

4

Oct. 18

December

13 businesspartnerships@netspend.com

New Belgium Brewing/Bell’s Brewery 910-638-3634

15 cbanti@sazerac.com

The Wasserstrom Co. 800-888-9963

33 www.heinekenusa.com IB Elevanta.LocktonAffinity.com

9 sjohnson@retailtechinc.com

CALL FOR FRANCHISEE NEWS Issue 3 is due out October 2022. As always, we want to highlight any news or events associated with our members. If you have ideas for potential stories, please submit online at www.myfbsonline.org, email communications@myfbsonline.org or call 678-797-5160

by Sept. 12. Our editorial staff can assist in writing the article.

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Like you offer Wings. Beer. Sports., we also offer three core coverage options:

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The Elevanta Insurance Program is administered by Lockton Affinity, LLC d/b/a Lockton Affinity Insurance Brokers LLC in California #0795478. Coverage is subject to actual policy terms and conditions. Policy benefits are the sole responsibility of the issuing insurance company. Coverage may be provided by an excess/surplus lines insurer which is not licensed by or subject to the supervision of the insurance department of your state of residence. Policy coverage forms and rates may not be subject to regulation by the insurance department of your state of residence. Excess/Surplus lines insurers do not generally participate in state guaranty funds and therefore insureds are not protected by such funds in the event of the insurer’s insolvency.

Elevanta will receive a royalty fee for the licensing of its name and trademarks as part of the insurance program offered to the extent permitted by applicable law.