The SCORE, Issue 1, 2024

TheElectionIssue

FBS Board of Directors

James Bitzonis Chairman

Roz Mallet Vice Chairman

Ed Lynn Secretary/Treasurer

Wray Hutchinson Chairman Emeritus

Jenny Beaudoin Director

Brian Carmody Director

Steve Grube Director

Mark Jones Director

Bobby Pancake Director

Larry Podlogar Director

Chris Olexa Director

Christy Williams Executive Director

FBS Editorial Board

Rachel Jackson Editor-in-Chief rachelj@myfbsonline.org

Jared Johnsen Communications Specialist jaredj@myfbsonline.org

Tyler Ryan Communications Copywriter tylerr@elevanta.com

Advertising Sales

Jeff Reynolds Director of Business Partner Relations jeffr@myfbsonline.org 678-797-5163

Design and Layout

Kristen Thomas KT Graphic Design ktgraphicdesign@gmail.com

ON THE COVER

The 2024 election cycle has the potential to bring waves of change to our Buffalo Wild Wings® business, and it’s up to small-business owners and franchisees across the U.S. to use their votes to achieve positive legislative outcomes for all. Turn to page 20 to learn more about top races in the coming election and the candidates.

COLUMNS

2 Chair man’s Column

DEPARTMENTS

FEATURES

14 Twenty Years of the FBS Annual Summit by Allison McCallum, FBS managing editor

20 Top Races of the 2024 Elections

24 Navigating the 2024 Election and Its Impacts on Sports Bar Franchises by Jared Johnsen, FBS communications specialist

26 Thank You for a Great Year! contr ibuted by the Buffalo Wild Wings FoundationSM

28 Corporate Transparency Act: What You Need To Know contr ibuted by Mize CPAs

30 Sustaining a Customer Ser vice Initiative: The Need for Long-Term Commitment by Dennis Snow, Snow & Associates Inc.

33 We Don’t Just Sell Printers! contr ibuted by Retail Tech Inc.

34 The Anatomy of EPLI for Franchises contr ibuted by Lockton Cos.

36 Elements of The Entrepreneur ial Mindset Series: Element No. 4: You Represent the Brand Every Day by Dan Coughlin, The Coughlin Co.

38 Managing Expectations: Five Ways To Ensure Co-workers Follow Through by Laur a Stack, The Productivity Pro®

DIRECTORIES

8 Assoc iate Member Listing

40 Adver tisers Guide and Editorial Calendar

1701 Barrett Lakes Blvd. NW

Suite 180

Kennesaw, GA 30144

Phone: 678-797-5161

Fax: 678-797-5171

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

inted in the U.S.A. www.myfbsonline.org

Letter From the Chairman

Jim Bitzonis FBS Chairman

This was a milestone event, and I hope that all association members in attendance enjoyed the opportunity to come together with fellow franchisees, learn from industry experts and reflect on the wonderful work we’ve done for the Buffalo Wild Wings® brand and franchisee community.

Over the years, FBS has remained dedicated to its core mission: to improve, preserve and ensure the economic success of all members. It has been the pleasure of FBS and the FBS Board of Directors to serve you and our community. We will maintain our spirit of cooperation, teamwork and mutual success for years (decades, hopefully!) to come.

In addition to being a platform for knowledge-sharing and problem-solving, this year’s FBS Annual Summit was also a much-deserved time of fun and relaxation,

It was wonderful to see everyone at the 20th anniversary of the

Franchise Business Services (FBS) Annual Summit!

so I hope everyone took advantage of the many activities and amenities that were at our disposal. I enjoyed myself the most playing golf – the course was fantastic! I thought all of our speakers this year were excellent. Mike Saltsman, Rocky Sickmann, Jay Glazer, Eric Stites – they all did a great job, to name a few.

The Summit was the only conference in 2024 with a majority of our vendor partners in attendance, so we will all benefit from taking this opportunity to have discussions regarding all facets of our BWW® businesses. I was very pleased by how intense and interesting those discussions were. There is much work to be done to keep the brand running satisfactorily, and we will need all hands-on deck. I hope everyone took part in our recent survey, as that gives us a roadmap of specific issues that

require all our focus to solve – together. As I reflect on my time as chairman, I believe we all communicate well as a group, and the entire board of directors enjoys engaging with everyone. We have so much talent on our board, and Roz Mallet is a restaurant industry rockstar! I am very pleased that she will be taking over as the new chairman of FBS.

Thank you for another great year — and a legendary two decades of the Summit. Wishing you all the best.

Sincerely,

Jim Bitzonis

Beaumont B-Dubs Gets an Upgrade

Buffalo Wild Wings® franchisee, Aspire2B Hospitality, concluded the remodel of its Beaumont, Texas, location, and the renovations have proved to be a fruitful venture.

The sports bar has been a favored spot for sports enthusiasts, families and friends seeking a lively atmosphere to enjoy delicious food and catch the latest games. Now, with the completion of the remodeling project, guests can expect an even more dynamic and inviting space to gather and celebrate their passion for sports.

The renovation encompasses a wide range of enhancements designed to elevate every aspect of the sports bar experience. With new furniture, an updated color scheme and upgraded AV systems, every detail has been crafted to ensure maximum enjoyment for patrons.

“I feel the new center stage layout and color scheme provide a more relaxed dining experience,” Aspire2B CEO Chris Olexa said. “It is such a refreshing look compared to what we had previously.”

One of the most notable improvements is the addition of a climate-controlled indoor patio, which the business plans to utilize for meetings and events. A separate entrance for take-out patrons was also installed, increasing efficiency and speed of service.

The remodeling project reflects Buffalo Wild Wings’ ongoing commitment to innovation and customer satisfaction, ensuring that guests continue to enjoy the ultimate sports bar experience for years to come. With sales up 20% since renovations have occurred, Olexa looks forward to more opportunities his improved sports bar could bring. S

High 5 Hospitality Presented Restaurant Accolade Award

The Delaware Division of Substance Abuse and Mental Health (DSAMH) presented the Gold Restaurant Accolade Program Award to High 5 Hospitality on Jan. 30, at its new Buffalo Wild Wings® restaurant in Milford.

The Restaurant Accolade Program has successfully trained 124 restaurants to recognize and respond to an overdose, making these restaurants Bronze level awardees. Thirty-three restaurants have identified staff members who are willing to link staff to local treatment and harm reduction resources in Delaware, making them Silver level awardees. High 5 Hospitality is the first restaurant group to achieve the Gold level award by putting into place policies and procedures to support staff who struggle with substance use, training staff to recognize and respond to an overdose and providing local resources to those who may need them.

“We are proud of our leaders and team members for being the first hospitality group to achieve the Gold level status,” said Lori Ewald, High 5 Hospitality director of human resources and marketing. “This training has helped our team members gain an increased awareness of the opioid crisis and provided them with tools to save a life. When people ask why we participate in this program, my response is simple: why wouldn't we?”

Restaurants are one of the industries whose workforce has historically had a high incidence of overdose. In Delaware, 549 restaurant staff members have been trained to recognize and

respond to an opioid overdose. Staff and restaurants were given Narcan kits to use and keep on site.

“We congratulate High 5 Hospitality on being the first group to reach our Gold status,” said Frances Marti, DSAMH deputy director. “It is vital to meet individuals in the communities and spaces where they live, work and play, and we appreciate all the restaurants that have partnered with us in this program. This program is very important to providing support to restaurants and their patrons and staff in our fight to combat overdoses and addiction.” S

The sign displayed on the front doors of the Beaumont Buffalo Wild Wings® while it was being remodeled.

High 5 Hospitality employees standing proud with their Gold Restaurant Accolade Program Awards.

High 5 Hospitality Takes a Dive for Special Olympics

Buffalo Wild Wings® Rehoboth, Delaware, operated by High 5 Hospitality (H5H), joined together to embrace freezing temperatures, all for a great cause.

Participating in the 2024 Lewes Polar Bear Plunge, BWW® Rehoboth showed its support by wading through Delaware's frigid beaches. Sponsored by Special Olympics Delaware, the event saw a record-breaking turnout with 4,380 participants raising over $1.5 million.

Despite favorable conditions, recent storms resulted in choppy waters, prompting safety measures by the Delaware State Police Dive Team. Participants were restricted to knee-deep wading, a precaution not seen since 2010.

Thankfully, the event concluded without incident, maintaining its flawless safety record. Special Olympics Delaware has now raised over $17.2 million, supporting over 4,000 athletes who participate in events free of charge, distinguishing Delaware as the only state with such accessibility.

High 5 Hospitality will continue to spread its positive influence at charitable events, committed to the excellence of not only its business and employees but also the communities where its sports bars are located. S

Buffalo Wild Wings® Rehoboth chilled together as they supported Special Olympics Delaware.

FRANCHISEE SPOTLIGHT

Sanjay Mehra Sanjay Mehra

Year Became a BWW® Franchisee: 2018

Total Number of BWW Locations: 8;

74 Total Restaraunts

Total Number of Employees: 1450

What drew you to the brand?

Since arriving in Houston, my first visit to Buffalo Wild Wings® left an indelible impression on me. The ambiance and overall atmosphere transported me into the heart of a live game. The palpable energy, excitement and sense of community within the restaurant were exhilarating. As a devoted fan of Houston’s sports teams, Buffalo Wild Wings quickly became my preferred spot for not only watching but also actively cheering on my favorite teams in a spirited and lively environment.

What is your favorite thing about the brand?

The environment is distinctively unique, fostering a deep connection with community sports and local teams. This ambiance is further enhanced by our recent innovative approach to the menu, particularly our signature wings and wide variety of sauces. Additionally, the simplicity of our full-service concept adds to the overall appeal, creating an inviting and efficient dining experience for all our guests.

What other concepts do you own? We also have an additional 68 Wendy’s in San Antonio, Texas, and Dayton, Ohio.

What are your current top three business goals?

1. Persist in leading a dynamic environment that emphasizes leadership development, recognition and an energetic culture.

2. With the emergence of numerous sports bars like Walk Ons, Pluckers, 54th Street and Bombshells, our market share is facing significant challenges. To counter this, a concentrated effort on fostering local store loyalty and marketing is crucial. We must deepen our engagement with the community to boost repeat business and heighten interest in Buffalo Wild Wings amidst a fiercely competitive landscape.

3. Continue to offer a menu that strikes a balance between providing value to our guests and fostering loyalty, while also ensuring the financial health and profitability of our business.

Describe your best recent business decision:

We’re ahead of schedule with our remodeling efforts and take great pride in our Buffalo Wild Wings restaurants in Houston. Boasting the most attractive Buffalo Wild Wings locations in the Houston area, we recognize the importance of staying ahead of the competition, which is increasingly presenting top-notch facilities and fresh, vibrant audio/visual experiences. It’s essential that we don’t fall behind as an aged brand; instead, we aim to embody energy and excitement, which are crucial elements for captivating sports fans!

What is the best business advice you have received?

Investing in your team and facilities is crucial. The restaurant industry is rapidly evolving, moving faster than ever before. It’s important to be deliberate and creative in the development of your staff. Strive to make sure your restaurants stand out as the premier venues in each community, akin to shining stadiums that attract fans.

Describe the biggest industry change since you started:

Markets Share intrusion, price sensitivity with consumers and rising cost of goods and services.

Describe your current biggest challenge as a franchisee:

The risks arising from external factors such as COVID-19, consumer economic status and fluctuations in commodity prices can rapidly impact margins and pose significant challenges to profitability. It’s vital for a brand to play a pivotal role in safeguarding a profitable franchise economic model, particularly in light of challenges that can swiftly diminish margins and significantly impact profitability. The brand must be strategically positioned to proactively equip franchisees with the tools, partnerships and strategies needed to effectively face these challenges. This proactive approach is key to ensuring the long-term success and financial health of the franchisees under its umbrella.

What is your favorite BWW wing sauce?

Mango Habanero!

If I weren’t a franchisee, I would be …

What I was in the past: a business entrepreneur working in the retail industry, or maybe a Bollywood Star. S

FBS is excited to host members May 20-23, 2025, for the 2025 FBS Annual Summit!

You won’t want to miss out on the stellar opportunities for business and relaxation at next year’s Summit. We’ll be in gorgeous Bonita Springs, Florida, surrounded by stunning beaches and crystal-clear waters for a week of networking, fun activities and serenity.

Hear from industry experts, corporate brand leaders and our valued vendor partners, all at the FBS Annual Summit. We look forward to celebrating our association with you!

2025 FBS Annual Summit

May 20-23, 2025

Hyatt Regency Coconut Point Resort & Spa

Bonita Springs, Florida

Mr. Boston Premium Spirits in the Well give guests the quality and value they deserve in their cocktails. Offering a complete line of spirits, Mr. Boston is the least expensive well for every category, every day.

Elevanta Health Partner Caroline McShane memberservices@elevanta.com 678-797-5160

Green Dot Corp./rapid! Partner Steve McDonald smcdonald@rapidpaycard.com 503-206-5144

Hall Financial Advisors Partner Kevin Knab kknab@hallfa.com 866-865-4442

Lockton Affinity Partner Reid Robson elevanta@locktonaffinity.com 844-403-4947

Mize Restaurant Group, providing Elevanta Payroll and Accounting Services Partner Stacy Higgins shiggins@mizecpas.com 800-234-5573

PepsiCo Diamond Marc Wolfson marc.wolfson@pepsico.com 904-588-5401

Retail Tech Inc.

Sazerac

Emerald Shannon Johnson sjohnson@retailtechinc.com 952-224-4327

Emerald Candida Banti cbanti@sazerac.com 415-302-0202

Ecolab Sapphire Paul Martin paul.martin@ecolab.com 612-750-0759

Georges Inc.

Sapphire Adam Griffis adam.griffis@georgesinc.com 479-231-6998

McLane Foodservice Distribution Sapphire Lynn Modisette lynn.modisette@mclanefs.com 972-364-2050

Budderfly

Federal Heath

Heineken

Pearl Mike Leatherwood mike.leatherwood@budderfly.com 786-442-5065

Pearl Greg Root groot@federalheath.com 817-685-9075

Pearl Chuck Mathison cmathison@heinekenusa.com 770-377-6959

Instant Pearl Doug Denny doug.denny@instant.co 689-777-8150

New Belgium Brewing

Sierra Nevada Brewing Co.

The Wasserstrom Co.

UPshow

American Beverage Market

Ascentium Capital

Audio Visual Design & Install

Pearl Kari Gladney kgladney@newbelgium.com 419-280-6015

Pearl Nick Bunce nick@sierranevada.com 520-405-1727

Pearl Matt Brown mattbrown@wasserstrom.com 614-737-8314

Pearl Scott Axonovitz scott@upshow.tv 419-261-1802

Assoc. Mbr. Beth Borkosky bborkosky@abmcocktails.com 601-383-8338

Assoc. Mbr. Jesse Kells jessekells@ascentiumcapital.com 281-883-5064

Assoc. Mbr. Jason Abbott jrabbott@avdiusa.com 260-615-8995

Bixolon Assoc. Mbr. Ann Klein aklein@bixolonusa.com 858-355-9593

Boston Beer Co.

Brew Dog

Brown Foreman Corp.

C&T Design and Equipment

Craft Standard Enterprises

Daltile

DRAS Cases

First In Services

Founders Brewing Co.

Global Payments

ITW Food Equipment Group

Assoc. Mbr. Gary Fragle gary.fragle@bostonbeer.com 770-402-9850

Assoc. Mbr. Jeff Diem jeff.diem@brewdog.com 317-506-9232

Assoc. Mbr. Dennis Greenwood dennis_greenwood@b-f.com 678-602-5996

Assoc. Mbr. James Bales jbales@c-tdesign.com 317-654-3721

Assoc. Mbr. Michael Vacek mvacek@craftstandard.com 515-505-5650

Assoc. Mbr. Terrie Miller terrie.miller@daltile.com 216-409-3153

Assoc. Mbr. Josh Flattum josh@drascases.com 507-402-4812

Assoc. Mbr. Jon McKee jm@facilityintegratedsolutions.com 470-443-8859

Assoc. Mbr. Brendan Romero romerob@foundersbrewing.com 202-486-6455

Assoc. Mbr. Marene Harof marene.harof@globalpay.com 678-642-8311

Assoc. Mbr. Matthew Alexander matthew.alexander@itwfeg.com 937-681-2718

Lagunitas Brewing Co.

Assoc. Mbr. Tommy Hunter tommy.hunter@lagunitas.com 847-363-0639 Levecke Assoc. Mbr. Eric Lake elake@levecke.net 972-839-7179

Magnesol

Ole Smoky Distillery

Assoc. Mbr. Sally Ruiz-Diaz sruizdiaz@dallasgrp.com 908-892-6695

Assoc. Mbr. Mike Ross mross@osdistillery.com 248-882-8668

One More Time Assoc. Mbr. Alex Alvarez aalvarez@onemoretimeinc.com 323-839-8541

Orion Assoc. Mbr. Louis Matino lmatino@orioninc.com 732-995-2406

Pinnacle Commercial Capital

Assoc. Mbr. Bill Wildman wildman@pincomcap.com 317-472-2828

Plymold Assoc. Mbr. Judy Ryan jryan@plymold.com 507-789-8337 Prep Wizard Assoc. Mbr. Sales Team Hello@prep-wizard.com 888-993-7737 X: 3

Red Bull North America

Assoc. Mbr. Yamila Riquelme yamila.riquelme@redbull.com 917-544-2837

Seating Concepts Assoc. Mbr. Ken Hibben khibben@scicustom.com 815-483-2253

Touch Tunes

TredSafe/Walmart

Assoc. Mbr. Nikki Hendricks nhendricks@touchtunes.com 847-419-3300

Assoc. Mbr. Ted Travis ttravis@galaxycorp.com 949-510-0950

White Claw Assoc. Mbr. Cathy Bass cbass@mikeshard.com 615-930-8616

Workstream Assoc. Mbr. Ryan Anderson ryananderson@workstream.is 931-409-1440

WyreStorm Technologies ProAV Corp. Assoc. Mbr. Jim Reinhardt jim.reinhardt@wyrestorm.com 631-901-9709

LOOK LISTEN READ

Look, 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.

1

On “The Mind Your Business Podcast,” James Wedmore serves as the host, guiding CEOs in unlocking their inner potential for success. Beyond conventional business counsel covering finance, marketing and economic trends, this podcast delves into unconventional methods like harnessing the power of the mind to manifest one’s destiny and achieve success. These unique insights set it apart from more technically focused podcasts. With a conversational tone, Wedmore engages industry experts in weekly episodes, offering valuable lessons not typically found elsewhere.

2

In “Pinnacle,” authors Steve Preda and Gregory Cleary present a five-part formula applicable to any business aiming to break free from stagnation and achieve significant growth without requiring an MBA. Through real-life anecdotes and practical strategies, readers will discover how to implement the Five Principles for business growth, quintuple the value of their business within five years, cultivate an energized leadership team and establish their business as a category of one in their industry.

3

HubSpot stands as a premier CRM platform dedicated to empowering businesses in their growth journey. Through its comprehensive suite of software and support services, HubSpot offers solutions across marketing, sales, service and website management. The platform begins with a free entry point and scales seamlessly to accommodate customers’ evolving needs at every stage of their growth trajectory.

4

Franchising presents itself as a “sure-fire” path to wealth that is much less risky than starting your own business. But is that actually true? “The Dark Side of Franchising” reveals how and why thousands of buyers succumb to coercive sellers every year and exactly how these manipulative tactics are employed.

5

When I Work leads the market in shift-based workforce management software, prioritizing an employee-centric approach to empower shift workers with fair scheduling and improved work-life management. Its integrated solutions encompass employee scheduling, time tracking and communication, fostering collaboration and delivering consumer-level simplicity to organizations of all sizes.

6

“The Franchisee Playbook” equips readers with everything necessary to thoroughly assess franchise systems and select the right one. It offers practical exercises to evaluate personal suitability for franchise ownership, target top-performing franchises, interview franchisees, assess financial viability, explore financing options, decode Franchise Disclosure Documents and ultimately make an informed decision.

9

Short-term wins are easy. Sustained achievement is another story. On “Business Accelerator,” join New York Times bestselling author Michael Hyatt and CEO Megan Hyatt Miller as they discover how current research combines with timeless wisdom for lasting success. From personal productivity to personal development, self-leadership to team leadership and intentionality to influence, get the insights and tools you need to win at work and succeed in life.

10

Experience efficiency with ClickUp, the comprehensive productivity platform that seamlessly integrates teams, tasks and tools into one centralized hub. ClickUp transcends mere task management, offering a plethora of features including document management, reminders, goal setting, calendars and an inbox. With its fully customizable interface, ClickUp caters to all types of teams, enabling seamless planning, organization and collaboration within a single app. S

7

Establishing and overseeing a business demands strong leadership capabilities, and the good news is that leadership and managerial skills are acquirable. Dr. Dave Stachowiak explores the realm of effective leadership and management practices in “Coaching for Leaders,” engaging in discussions with bestselling authors, expert researchers, distinguished scholars and business leaders.

8

In “Franchise Vision: Transform Your Future Through Franchise Ownership,” author David Busker offers a comprehensive guide for aspiring franchisees. Covering topics such as entrepreneurial mindset evaluation, franchise models, research, financing and overcoming obstacles, Busker provides practical advice based on his own experiences transitioning from employee to multi-unit franchisee and business owner.

One topic: 10 facts

1

The Ever-changing Consumer

The consumer is less predictive than ever, with 48% saying they make their plans less than a year into the future.

2 The consumer is also quite fickle, with 50% spending less money with an establishment after a bad experience.

3 Moreover, 61% of customers source products of better quality, supplemented by superb customer service.

4 Consumers are more health-conscious than ever, with 88% willing to pay more for healthier foods.

5

More and more, people are gravitating toward living in urban areas where they can travel within a small vicinity for necessities. After all, urban areas are growing 70% more compared to their rural counterparts.

6 The customer market has hit incredible milestones in 2024. For the first time in U.S. history, the population will include more senior citizens than teens.

7

The newest generation, Generation Alpha, will be the most diverse in U.S. history, with a 48% Caucasian population.

8 Consuming media is no longer just a pastime — it is the norm. Time spent on media has plateaued, growing only 3 minutes year over year in the U.S.

9 With technological innovation, artificial intelligence (AI) has taken consumer-facing companies by storm. Despite its immersion into the market, only 48% of people are comfortable using an organization’s AI.

10 Among this high-tech revolution, food delivery has skyrocketed in the restaurant space, with a 189% growth increase between 2016 and 2021.

Source: Aaron Allen & Associates, Accenture, Deloitte, Euronmeter Insider Intelligence, Nielson, Qualtrics

Spotlight on the 118th Congress: Don Davis

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

AAs a member of Congress, former state senator and mayor and a U.S. Air Force officer, these experiences deeply influence my approach to supporting and understanding small businesses. As a U.S. Air Force services officer, I helped oversee more than 50 business-based activities on the base. Small businesses are the backbone of our local economies, and my tenure as a mayor and state senator has provided me with invaluable insights into their challenges, needs and the crucial role they play in the community.

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

A

(R-NC-1)

The current most significant threat to small-business owners is undoubtedly the complex economic landscape, which includes challenges such as supply chain disruptions, costs, inflation and workforce issues. I am committed to addressing these issues, seeking common sense and common-ground solutions that support small businesses and ensure their sustainability.

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

A I often advocate for regulatory reforms that reduce burdens on small businesses, support access to capital and promote workforce development initiatives to address labor shortages. By engaging with local-business owners and constituents and understanding their needs, I better represent them in Washington, D.C. For instance, after listening to veterans, I have championed legislation to spur entrepreneurial growth, H.R. 3084, the Veterans Jobs Opportunity Act. It will provide our veterans starting a small business in eastern North Carolina with a 15% tax credit on the first $50,000 of startup costs.

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

A I regularly host town hall meetings, roundtable discussions and outreach events where I actively seek feedback from entrepreneurs. Listening is invaluable as it helps shape my legislative priorities and informs my advocacy for small-business owners at the national level. Also, it is essential to build meaningful relationships with stakeholders.

Q What seat do you believe franchisees have at the table, and what do you do to support them?

AFranchisees are an essential part of the small-business landscape, providing opportunities for individuals to become entrepreneurs while benefiting from established business models. Franchisees deserve a seat at the table, and I actively engage with them to understand their unique challenges and concerns. By fostering open lines of communication, we ensure the consideration of their perspectives in policy discussions related to business regulation and support. To show our commitment to franchisees, we joined a bipartisan coalition to vote for H.J.Res.98, legislation to overturn the proposed “joint employer rule,” a regulation to treat franchise owners as employers, subjecting them to unfair and disproportionate government action.

Q What message do you have for small-business owners struggling with supply chain issues, inflation, staffing and other prevalent issues of today’s day and age?

A Within my lifetime, I have witnessed the impact that litigation, regulations and destructive policies have had on the industry, which is why I ran for Congress. I am committed to working on policies that address these issues and create a business-friendly environment. Additionally, I encourage business owners to stay informed about available resources, such as government assistance programs and grants, to help navigate these challenging times. We can overcome these obstacles and build a stronger, more resilient small-business community. S

by Allison McCallum

The Franchise Business Services (FBS) Annual Summit has been a staple for the Buffalo Wild Wings® franchisee community since 2004. Over the years, the event has grown to include a trade show full of vendor partners, corporate brand leaders and many keynote speakers and experts. FBS is proud to support our community with this iconic event, and we look forward to many more years of the FBS Annual Summit!

Twenty Years of the FBS Annual Summit 2005 2007

TopRacesofthe 2024Elections

The 2024 election cycle has proven to be one of the most divisive yet. The balance of power is narrowly divided, and the future of free enterprise across the U.S. is something that must be protected on the ballot. We’ve pulled together a list of top races scheduled for November that promise to turn the tides for years to come.

Senate

Republicans need to flip one or two seats –depending on who wins the White House – to control the chamber, and they’re already poised to pick up retiring Democrat Joe Manchin’s seat in deep-red West Virginia.

• The seat is currently being held by Kyrsten Sinema, an independent who has not announced a re-election bid but has until April 1, to decide. The single-term Senator switched her party in 2022 but still caucuses with Democrats.

• In what will probably be a 3-way race, Ruben Gallego is the likely Democratic nominee – he is a former Marine who served in Arizona’s House prior to joining Congress.

• Kari Lake, the presumptive GOP nominee, ran an unsuccessful gubernatorial campaign against Katie Hobbs in 2022.

• Arizona’s primary is scheduled for July 30.

• Jon Tester is in his third term and has stood as a lone Democrat in a heavily GOP state.

• Republican Tim Sheehy, who launched his Senate bid in June 2023, is a former Navy SEAL officer who founded an aerial firefighting company.

• Montana’s primary is slated for June 4.

• Sherrod Brown is in his third term and will run against the following three Republican hopefuls:

– Ohio Secretary of State Frank LaRose. – Matt Dolan (Dolan’s family owns the Cleveland Guardians baseball team).

– Bernie Moreno, a Cleveland businessman.

• Ohio’s primary is set for March 19.

Continued on page 22

Sen. Joe Manchin (D-WV)

Seat held by: Sen. Kyrsten Sinema (I-AZ)

Democratic Challenger: Rep. Ruben Gallego (D-AZ)

Republican Challenger: Kari Lake (R-AZ)

Gov. Katie Hobbs (D-AZ) MONTANA

Democratic Challenger: Sen. Jon Tester (D-MT)

Republican Challenger: Tim Sheehy

Seat held by: Sen. Sherrod Brown (D-OH)

Republican Challengers: Frank LaRose Sen. Matt Dolan (R-OH) Bernie Moreno

Continued from page 21

Seat held by:

Sen. Bob Casey (D-PA)

Seat held by:

Sen. Bob Menendez (D-NJ)

• Bob Casey is looking to keep his post for a fourth term. Running against him is David McCormick, a former hedge fund CEO who lost in the 2022 primary to Mehmet Oz, who was ultimately defeated by John Fetterman.

Democratic Challenger: Rep. Andy Kim (D-NJ)

• Utah: This solidly red state has a number of GOP hopefuls looking to replace Mitt Romney, who is retiring. They are: John Curtis, Trent Staggs (mayor of Riverton, Utah), Brad Wilson (former Utah House Speaker and a real estate developer) and Brent Orrin Hatch (son of the late Utah Sen. Orrin Hatch).

Rep. Katie Porter

Rep. Adam Schiff (D-CA)

Republican Challenger: Tammy Murphy

• Bob Menendez has not officially declared re-election, as many are asking for his resignation after being indicted on bribery charges.

• Andy Kim announced his plans to challenge Menendez in the primary, as has Tammy Murphy – New Jersey’s first lady.

• New Jersey’s primary is set for June 4.

Other notable races:

Steve Garvey

• Maryland: David Trone is up against Prince George’s County Executive, Angela Alsobrooks, for the democratic nomination, as they seek to replace retiring Ben Cardin, with the primary slated for May 14. Whoever wins will compete against former Maryland Gov. Larry Hogan, who recently announced his Senate bid on the Republican ticket.

• California: Super Tuesday will pit Katie Porter and Adam Schiff against each other, as both are hoping to beat Steve Garvey, a Republican and former Dodgers MVP.

Rep. David Trone (D-MD)

Angela Alsobrooks

David McCormick Mehmet Oz Sen. John Fetterman (D-PA)

Sen. Mitt Romney (R-UT)

Rep. John Curtis (R-UT)

Trent Staggs Brad Wilson Brent Orrin Hatch

(D-CA)

Sen. Ben Cardin (D-MD)

Larry Hogan

House

Republicans in the U.S. House of Representatives will be defending a narrow 219-213 majority.

Rep. Don Bacon, (R-NE-02)

Rep. Juan Ciscomani, (R-AZ-06)

Rep. Mike Lawler, (R-NY-17)

Rep. Lori Chavez-DeRemer, (R-OR-05)

Rep. Marc Molinaro, (R-NY-19)

Rep.

Rep. David Schweikert,

*FBS does not support or endorse any of the candidates listed above. This list is strictly for educational purposes.

17 Republicans in districts won by President Joe Biden

Anthony D’Esposito, (R-NY-04)

Rep. John Duarte, (R-CA-13)

Rep. Brian Fitzpatrick, (R-PA-01)

Rep. Mike Garcia, (R-CA-27)

Rep. Tom Kean Jr., (R-NJ-07)

Rep. Jen Kiggans, (R-VA-02)

Rep. Young Kim, (R-CA-40)

Rep. Nick LaLota, (R-NY-01)

(R-AZ-01)

Rep. Michelle Steel, (R-CA-45)

Rep. David Valadao, (R-CA-22)

Rep. Brandon Williams, (R-NY-22)

Five Democrats in districts won by former President Donald Trump

Rep. Matt Cartwright, (D-PA-08)

Rep. Marie Gluesenkamp Perez, (D-WA-03)

Rep. Jared Golden, (D-ME-02)

Rep. Marcy Kaptur, (D-OH-09)

Rep. Mary Peltola, (D-AK-01)

Rep. Elissa Slotkin, (D-MI-07)

Rep. Dan Kildee, (D-MI-08)

Rep. Ken Calvert, (R-CA-41)

Rep. Katie Porter, (D-CA-45)

Rep. Don Davis, (D-NC-01)

Navigating the 2024 Election and Its Impacts on Sports Bar Franchises

As Buffalo Wild Wings® franchisees, you're accustomed to navigating a dynamic business landscape, from changing consumer preferences to economic fluctuations. However, one factor that often looms large but can be unpredictable is the impact of political events, particularly presidential elections. As we approach the 2024 election, it's crucial to examine how potential outcomes may affect your business operations and strategies.

Economic Policies and Consumer Spending

One of the most significant ways the 2024 election could impact Buffalo Wild Wings franchisees is through changes in economic policies. Different administrations may implement varying approaches to taxation, minimum wage laws and

by Jared Johnsen

stimulus measures, all of which can influence consumer spending habits. For instance, tax cuts could potentially leave consumers with more disposable income to spend on dining out, benefiting businesses like yours. Conversely, increased regulations or taxation might tighten consumer budgets, leading to reduced spending on non-essential items such as restaurant meals.

Labor and Employment Regulations

Another critical aspect to consider is how the outcome of the election may shape labor and employment regulations. Policies related to minimum wage, overtime pay and healthcare mandates can directly impact your operational costs.

A shift towards a higher minimum wage, for example, could squeeze profit margins unless accompanied by increased consumer spending. Similarly, changes in healthcare policies may affect your obligations as an employer, necessitating adjustments to your budget and staffing strategies.

Consumer Sentiment and Market Confidence

Beyond specific policies, the broader socio-political climate surrounding the election can influence consumer sentiment and market confidence. Political uncertainty or divisive rhetoric may lead to fluctuations in consumer confidence, affecting their willingness to dine out. Franchisees should closely monitor consumer sentiment indicators and be prepared to adjust marketing strategies accordingly. Engaging with your local community and emphasizing value propositions such as family-friendly environments or game-day specials can help maintain customer loyalty amidst uncertainty.

Regulatory Environment and Compliance Obligations

Furthermore, the regulatory environment for the foodservice industry may undergo changes depending on the election outcome. Issues such as food safety standards, environmental regulations and alcohol licensing requirements could be subject to revisions or enforcement shifts. Staying informed about regulatory updates and ensuring compliance with all applicable laws is essential to safeguarding your business reputation and minimizing legal risks.

Supply Chain and Trade Policies

The 2024 election may also have implications for global trade policies and supply chain dynamics. Changes in tariffs, trade agreements or geopolitical tensions could disrupt the flow of food and beverage supplies, affecting product availability and pricing. Franchisees should maintain open communication with suppliers, diversify sourcing channels where possible and explore contingency plans to mitigate potential disruptions.

Technology and Innovation

Moreover, the outcome of the election could influence tech nology and innovation policies, which in turn may impact your business operations. For instance, policies related to data privacy, cybersecurity and digital infrastructure investments could shape the digital landscape in which your business operates. Embracing technological advancements such as online ordering platforms, mobile payment options and digital marketing tools can enhance customer experiences and drive business growth, regardless of political uncertainties.

Environmental and Sustainability Initiatives

Community Engagement and Advocacy

In the midst of political uncertainty, maintaining strong ties with your local community and engaging in advocacy efforts can be instrumental in safeguarding your business interests. By participating in community events, supporting local charities and collaborating with other businesses, franchisees can foster goodwill and loyalty among customers. Additionally, participating in industry associations and advocacy groups enables franchisees to collectively advocate for policies that promote a favorable business environment for the restaurant industry.

In conclusion, while the precise impact of the 2024 election on Buffalo Wild Wings franchisees remains uncertain, proactive preparation and strategic agility are key to navigating potential challenges and seizing opportunities. By staying informed about economic policies, labor regulations, consumer sentiment, regulatory developments, technology trends, environmental initiatives and community engagement opportunities, franchisees can adapt their business strategies to thrive in an evolving political landscape. Ultimately, by focusing on delivering exceptional customer experiences, maintaining operational excellence and embracing innovation and sustainability, BWW® franchisees can weather political uncertainties and continue to delight diners across the nation. S

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

Deliver spotless wares, clean surfaces

Start building a more confident clean.

DELIVER SCIENTIFIC CLEAN, INSPIRE TRUST

healthy environments

As environmental concerns continue to gain prominence on the political agenda, franchisees should be attuned to potential shifts in environmental policies and sustainability initiatives. Increasing regulations on single-use plastics, energy consumption and waste management practices could necessitate adjustments to your operational practices and supply chain management. Embracing eco-friendly practices, such as implementing energy-efficient appliances, reducing food waste and sourcing locally grown ingredients, not only demonstrates corporate responsibility but also resonates with environmentally conscious consumers.

See how Ecolab is helping restaurants achieve a Scientific Clean through Ecolab Science Certified , a comprehensive science-based public health and food safety program.

Thank You for a Great Year!

We had a very successful October Team Up for Kids (TUFK) Campaign. In 2023, we raised an outstanding amount of over $2.2 million. Many children were impacted by the grants that were distributed. The Buffalo Wild Wings® Foundation also supported their national partner, Boys and Girls Club of America with a donation of $1 million. These funds support the ALL-STARS programs across the country.

Make sure to log in to the grant portal to make your nominations for the 2023 TUFK fundraiser. Nominators must make their nonprofit selection by March 15. The nonprofits will be funded as soon as they fill out the application. The October Team Up for Kids Campaign provides a turnkey way for franchisees to support local youth nonprofits in their community. Thank you for all your support throughout the year.

Don’t forget that April is Good Citizens Month. Good Citizens is a Core Behavior that we strive to exhibit as part of

the Inspire Brands family every day. From serving our guests to supporting our team members and our community, being a good citizen is at the heart of who we are and how we operate.

During the month of April, we encourage you to apply our service spirit by volunteering in your community. How we serve will look different for every person and for every community. We are excited to see how you serve! Make sure to capture all your volunteer efforts by submitting photos to goodcitizens@dropevent.com. If you need help planning a volunteer event or getting matched up with one of our nonprofit partners, please reach out to Catherine Stranberg for more details. Also, make sure to order your BWW® volunteer t-shirts for your teams. S

Contact Catherine Stranberg at cstranberg@inspirebrands.com to learn more about the Foundation and any questions regarding the nomination process and Good Citizens Month.

Corporate Transparency Act: What You Need To Know

contributed by Mize CPAs

The U.S. Department of the Treasury, through the Financial Crimes Enforcement Network (FinCEN), has implemented new reporting requirements for beneficial ownership information (BOI) as a result of the Corporate Transparency Act passed by Congress in 2021. This legislation aims to enhance the transparency of corporate structures, making it more challenging for individuals with illicit intentions to conceal or profit from their gains through entities like shell companies.

Commencing on Jan. 1, 2024, numerous companies operating in the United States will be obligated to disclose information about their beneficial owners — the individuals ultimately holding or controlling the company. This information must be reported to FinCEN, a bureau operating under the U.S. Department of the Treasury.

Entities subject to these reporting requirements are termed “reporting companies.” They include corporations, limited liability companies (LLCs) or those formed in the U.S. through filings with a state or tribal office. Additionally, foreign companies registered to conduct business in any U.S. state or Native American tribe through similar filings fall under the reporting obligations.

Certain entities, such as publicly traded companies, nonprofits and specific large operating companies, are exempt from the BOI reporting requirements. A comprehensive list of the 23 exempt entity types is available in FinCEN’s Small Entity Compliance Guide, providing checklists to determine eligibility for exemption.

Reporting companies must submit their beneficial ownership information electronically via FinCEN’s website (www.fincen.gov/boi). The system will generate a confirmation of receipt once the report is successfully filed.

The reporting timeline varies based on the creation or registration date of the company:

• Companies established or registered before Jan. 1, 2024, have until Jan. 1, 2025, to submit BOI.

• Companies created or registered between Jan. 1, 2024, and Jan. 1, 2025, must report BOI within 90 calendar days of effective creation or registration.

• Companies created or registered on or after Jan. 1, 2025, must file BOI within 30 calendar days of receiving notice of effective creation or registration.

• Reporting companies that have changes to previously reported information or discover inaccuracies in previously filed reports — must file within 30 days.

It’s important to note that FinCEN cannot accept reports prior to Jan. 1, 2024. Penalties for willfully not complying with the BOI reporting requirement can result in criminal and civil penalties of $500 per day and up to $10,000 with up to two years of jail time.

Beware of Unsolicited Emails and Letters From FinCEN

With this new process, fraudsters have found an opportunity to fool business owners and entities into handing over their financial information. They’re sending fake communications with titles like “Important Compliance Notice” and including a link or a QR code. Those e-mails or letters are phishing attempts.

FinCEN will not send unsolicited requests. Please do not respond to these fake messages or click on any links or scan any QR codes within them. S

You can learn more by visiting www.fincen.gov/boi.

Sustaining a Customer Service Initiative:

The Need for Long-Term Commitment

by Dennis Snow

Most customer service improvement initiatives fail to produce sustained results. While such a statement may seem harsh, I think that most would agree with the statement based on their own experiences. After investing significant amounts of time, effort and money in service improvement initiatives, most organizations do not attain the sustained results they were hoping for. Failure is usually not due to a lack of creativity or resources. Failure is most often the result of a lack of long-term commitment to the hard work that sustainability requires. The “launch” phase of an improvement initiative can be challenging, but it is also energizing. Top management is involved in the launch, frontline employees join improvement teams and service communication abounds. There are skeptics, of course, but most are hopeful that, this time, things will actually get better. The launch phase may last several months, or even a year, depending on the organization. The service initiative launch usually includes such activities as:

• Creating a service improvement team or committee.

• Developing service standards.

• Communicating the details of the service initiative to the organization.

• Developing and implementing training programs for all employees.

• Developing and implementing a service recognition program.

Each of the above activities is important and must be carefully planned and executed. The launch, however, simply gets things going. Now comes the excruciating and disciplined work to keep things going. Most organizations simply aren’t that committed and stop short of doing the things that truly sustain the service initiative. Delving into the bowels of the organization and messing with processes, procedures, structure, etc. is very

difficult and usually not as glamorous as the initial launch. But that is where sustained improvement lies. The purpose of this article is to provide principles and processes for achieving long-term success.

Accountability

The cause for the failure of most service improvement initiatives is the failure to change the organization’s formal accountability processes. Without proper accountability, service improvement remains a “nice to do.” It must become a “have to do.” This means reviewing and adjusting all of your accountability processes to include customer service elements. This is a painful and time-consuming task, but it is vital for long-term success.

Job Descriptions

All job descriptions must evolve to significantly reflect the critical elements of the service improvement effort. Management job descriptions must reflect expectations regarding leading a service-driven organization. I’m not talking about a casual mention of service. It must be clear from reading your organization’s job descriptions that service excellence is a core expectation. Reviewing and changing job descriptions is mind-numbing work. Few organizations are willing to do it. Only those organizations willing to make a long-term commitment to service excellence will make such an effort.

Promotions

Who is moving ahead in your organization? There is probably no single decision that more clearly communicates what an organization values than deciding who gets promoted up the corporate ladder. It is one thing to say that those employees who

live the values of the company are the ones who will move ahead. It is something else to ensure that “living the values” is truly a part of the promotional decision. There are, of course, many factors that go into a promotion decision. If, however, being a customer service role model isn’t ingrained in the process, you are leaving to chance the most powerful factor in developing and sustaining a culture of service excellence.

Merit Increase/Bonus System

For those employees who are bonus eligible and/or receive merit-based pay increases, what are the criteria for the various levels of compensation? Does customer service performance play a significant role in the decision? Are customer service criteria clearly outlined so that everyone understands how service performance impacts their pay? The criteria, of course, must align with the values that are at the core of your service initiative. This process requires objective measurements of performance and thorough communication of expectations.

Training

Most service initiatives include training for all frontline and management employees. Organizations mistakenly think that such “kickoff training” is all that is necessary. Organizations that are truly committed to creating a culture of service excellence know that kickoff training simply provides a common understanding of the service initiative and begins the education process. Such training must never stop. Most of the organization’s internal training mechanisms will have to evolve to include consistent messages about service excellence.

New Hire Orientation

New hire orientation is usually a dumping ground for a variety of topics that have no business appearing in orientation. Since all new hires go through orientation, it seems easiest to simply add any new rule or policy to orientation. Such information will never be remembered by the new hire since there is usually no context for learning most of these subjects. The purpose of orientation parallels the word itself, orienting new employees to the organization and getting them headed in the right direction. Make sure that the content that was included in the service initiative’s kickoff training is included in new hire orientation. This will involve condensing, moving or even eliminating other content currently in the orientation program. That is probably a good thing.

On-The-Job Training

Who conducts the on-the-job training in your organization? Are those employees selected to train others simply the most available or are they truly role models of your service culture? Being selected as a trainer should be an honor. It should signify that not only is the employee an expert, he/she embodies the values of the organization. Organizations that sustain a culture of service excellence carefully select their trainers using specific criteria that include modeling excellent service. These trainers are, in fact, trained on training others. They are taught how to put together a training plan, how to adapt training to different learning styles and how to incorporate the organization’s values in the training. This means that train-the-trainer sessions must occur to ensure that service is an integral part of on-the-job training.

Ongoing Training

Formalized refresher training on customer service should occur yearly at a minimum. Such training can take place in a variety of formats such as best practice forums, e-learning or simply straightforward training that continues to build on the service initiative. Committing to ongoing formal training demonstrates that service is not a flavor of the month initiative, but an ongoing organizational strategy. If it has been a year or more since specific, formal customer service training occurred in your organization, it is time to bring the troops back together.

Interview/Selection Process

Visit your company’s employment office. What does the environment and process communicate? Look at the question outline that interviewers use (if one even exists) and see if the questions help zero in on the service orientation of applicants. If the process doesn’t help ensure the hiring of service-oriented individuals, it is like bailing out a leaking boat. You are trying to improve customer service but are likely hiring some of the wrong people. Don’t let that continue!

Communications

There is typically a lot of communication during the launch phase of a service initiative. CEO forums, newsletter articles, videos, etc., all help in getting word of the initiative out to all employees. As time passes, however, communication regarding the service effort typically drops off. While this is natural, there are certain types of communications that must continue if customer service is to remain on the radar screen.

Continued on page 32

Continued from page 31

Customer Satisfaction Measurements

Employees at all levels of the organization must know what customers are saying. Employees need to know what is working and what is not working in regard to service. Regularly measuring and communicating customer satisfaction requires a lot of thought, a lot of time, and sometimes significant amounts of money. Organizations that have sustained a culture of service excellence, however, recognize that ongoing measurement is really the only way to know how to properly allocate resources to ongoing improvement.

CEO/Executive Communication

When CEOs and executives get behind a service initiative, they usually support the effort with plenty of energy and enthusiasm, for a while. Eventually, other business issues overwhelm the executive team. Again, this is natural and to be expected. Mechanisms must be implemented, however, that keep customer service on the corporate radar screen. Each executive must select a regular meeting in which customer service issues will always be a part of the meeting agenda, forever. Attendees must be prepared to discuss service progress and challenges faced by their respective workgroups. The tendency will be to let the subject drop off the agenda as time goes on. Truly committed organizations will not allow that to happen.

Ongoing Communication

Take a look at the posters, fliers, etc., that were produced and posted during the service initiative launch. Have they become worn, faded or have they disappeared completely? Refresh the visible communications mechanisms to let employees know that the initiative is alive and well. As time goes along, it is important to revise these materials so that they are in sustain mode instead of launch mode. This takes thought and creativity.

Remember those regular service improvement articles that appeared in your company newsletter at the beginning of the service initiative? Have such articles been nudged aside or replaced completely by other newsletter content? This may send a signal to employees that the customer service initiative is no longer a priority. Again, it’s important to keep such content fresh and innovative, but it is even more important to ensure that such content remains prominent.

Sustaining a Culture of Service Excellence: A Checklist

The following checklist is provided to assist you in assessing how well you are following through on creating a culture of service excellence – beyond the launch phase. The checklist summarizes the thoughts discussed in this article:

• Have all performance appraisals been revised to significantly include customer service factors?

• Have all job descriptions been revised to ensure that customer service is reflected as a significant job expectation for everyone?

• Does your organization have a rigorous succession planning process to ensure that only those who truly live the organization’s values are promoted up the corporate ladder?

• Are merit increases and bonuses connected to customer service performance?

• Has new hire orientation been revised to include the key messages of the service initiative?

• Are on-the-job trainers carefully selected as service role models? Are they trained to be effective trainers? Have all training materials been updated with the latest service content?

• Have your employees attended formalized customer service refresher training in the last year?

• Has the interview/selection process been revised to ensure that the company is hiring service-oriented employees and modeling the company’s service values?

• Are ongoing customer satisfaction measurement systems in place? Are the results communicated to everyone in the organization?

• Does the executive team visibly and publicly demonstrate their commitment to the service improvement process on a regular basis?

• Is there ongoing communication regarding customer service that is up-to-date, fresh and creative?

Any question to which your answer is “no” or “not really” is an area that should be addressed immediately if you are to keep a service improvement initiative alive. I admit that there is a lot there. But if you are truly committed to creating a culture of service excellence, these are the areas that will yield a long-term payoff.

Concluding Thoughts

A service improvement initiative is similar to an exercise program. The beginning is exciting. You buy exercise equipment or join a health club, buy workout clothes and read about exercise routines and healthy living. The first few workouts are invigorating, and you feel pretty good about yourself. Then, other things begin to take priority. You skip going to the gym or taking your run. Each time you skip a workout it becomes easier to skip the next one. Pretty soon your running shoes are gathering dust in the closet or your gym membership lapses. Most people repeat this cycle over and over. Only those individuals who are truly committed to sustaining a healthy lifestyle are willing to put in the hard work of running when it’s raining, working out when they are tired, or eating a healthy meal when a Big Mac is simply a five-minute drive away. The same is true with a customer service initiative. The real success lies in what you do after the big, exciting launch. Yes, it is hard work, but the payoff is sustained service excellence. S

DENNIS SNOW is a business author, speaker and consultant who helps organizations develop world-class customer service. He is the author of two books, “Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life” (DC Press), and “Unleashing Excellence: The Complete Guide to Ultimate Customer Service.” (Wiley). Dennis can be reached at www.snowassociates.com or at (407) 294-1855.

The Anatomy of EPLI for Franchises

Employment practices liability insurance protects your business from common claims and lawsuits brought by your employees. The number of lawsuits in the industry is rising and the cost to defend yourself against a claim can be substantial.

A quick anatomy lesson on employment practices liability insurance (EPLI) can help business owners understand:

• Why EPLI matters in the current franchise industry

• How coverage protects your business

• How to get the best price on coverage to protect your business

The Heart of EPLI for Franchises

The heart of EPLI is the benefit that it provides to your business. Laws around fair treatment of employees in the workplace are complex and include numerous statutes. Even with the best of intentions, it’s possible to make a mistake that results in a claim. Workers in the industry have won six- and seven-figure settlements for claims of:

• Discrimination based on gender, age and other protected characteristics

• Being passed over for promotion and career advancement opportunities

• Denial of accommodation for pregnancy and other health conditions

• Hostile work environment due to nicknames, jokes and mistreatment

A claim with drawn-out litigation, a big settlement or significant publicity could do major damage and threaten the future of your business. EPLI is coverage designed to protect this core vulnerability of your business.

The Brain of EPLI for Franchises

• Discrimination – Such as claims of discrimination based on age, sex, family status, pregnancy, religion, national origin or disability status brought over hiring, firing or during the course of employment.

• Wrongful termination – Such as claims resulting from an employee being terminated due to layoff, policy violation or performance alleging discrimination based on age, race, religion, disability, pregnancy, hostile work environment, harassment, FMLA violations, or retaliation for pay disputes, whistleblowing or worker’s compensation claims.

• Sexual harassment – Such as claims of sexual harassment and other hostile workplace behaviors alleging inappropriate comments, questions, requests or physical interactions by supervisors, employees or other third parties.

• Wage and hour law – Such as claims for back wages, bonuses, pay discrepancies, employee misclassifications and denied overtime that may be brought individually or as part of a class action lawsuit over work contracts, job roles, job duties, pay scales and time sheets.

EPLI is designed specifically to cover the costs associated with the claims made against your business, including the cost of defending against allegations in court.

The Guts of EPLI for Franchises

The guts of EPLI are the factors considered when building your policy. Your insurer offers EPLI policies that take several factors into account to determine the cost of your premium and level of coverage. Factors often include:

• Number of employees – Much of the risk of an EPLI policy depends on how many employees need to be covered. The more employees you have, the greater the risk of a claim and the higher your premium.

The brain of EPLI is the method that it uses to protect you. A lot of thought goes into the design of coverage to help protect your business from the most common claims and reduce the overall risks you face, including:

• Rate of turnover – Businesses with higher rates of turnover can present a greater risk for wrongful termination and other key claims. Therefore, the premium may be higher.

• Policies and procedures – Having HR policies and procedures designed to prevent, address and correct employment issues can lower your premium.

• Risk by industry – Franchise businesses face an elevated level of risk. Due to a higher level of claims, premiums are often higher too.

• History of claims – Companies with EPLI claims made in the last three years may face higher premiums due to an increased risk. Those with a clear history will likely pay less for coverage.

• Policy limits – Higher limits mean the safety of more insurance but can come at the cost of a higher premium. With the cost of many claims reaching six figures, a higher limit is advisable.

• Policy deductible – A lower deductible transfers more risk to the insurer and results in a higher premium for the policyholder, but too high a deductible may leave you underinsured.

While not all the factors affecting the inner workings of your policy or your premium are within your control, some of them are. You can lower your premium by choosing policy terms, limits and deductibles that cover your exposures without going overboard.

EPLI for Franchises

The anatomy of EPLI works together to help protect your business from risk and reduce the frequency and severity of claims.

With EPLI for franchises from co-brokers Elevanta and Lockton Affinity, your business is protected from the costs associated with employment practices claims should a potential, current or former employee file a claim against your business.

To see what Lockton Affinity’s EPLI coverage will look like for your business, visit Elevanta.LocktonAffinity.com. S

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.

Elements of the Entrepreneurial Mindset Series

Element No. 4:

You Represent the Brand Every Day

by Dan Coughlin

When you own your own business, you are different than an employee.

Your employees represent you, but they are not you. Employees can be hired and fired, but they are not you. You are the business, and that comes with responsibilities. You are responsible for making sure the bills get paid and that money comes in to pay those bills. When something goes wrong, you are the one who is responsible for it.

One of your biggest responsibilities is to remember that you represent your organization’s brand every day and in every situation.

To me, a brand is the value people think they get when they buy from an organization. However, it’s more than that. A brand is also about the values that people think exist inside of that organization. A brand is about the quality of the product or service that you sell. A brand is also about the experience that the

customer goes through in buying, receiving and using your product or service. A brand is what the customer sees and hears when they interact with your organization.

A brand is what customers and potential customers see and hear from you, the owner of the business, in EVERY situation you are in.

This includes what you do and say at work, in your community and in your “off” time. It includes what you say and share on social media and with your neighbors. In other words, you, as the business owner, ALWAYS represent your organization’s brand. If you are kind to your neighbors and helpful in your community, then people associate those behaviors with your organization. If you are belligerent to people, tell nasty jokes and use non-stop foul language, then that is the way people think about your organization.

PROUD TO BE YOUR WINGMAN SINCE 2012

As an entrepreneur you are seen as synonymous with your organization’s brand. It doesn’t matter how small or how big your organization has become; you represent the value and the values of your organization.

Think, really think, before you send out an email, text, Instagram or make a statement to anyone at any time. Is what you are about to say a good representation of the brand you want for your organization?

It's amazing how fast a business owner can ruin years of hard work by lots and lots of people. What went wrong? The person forgot that he or she REPRESENTS the brand in the minds of other people. To these other people, the owner is the business.

Being an entrepreneur is a wonderful experience in so many ways. I love being an entrepreneur. However, choosing to own your own business also includes choosing the responsibility of representing that business every minute of every day. S

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. He also guides strategic decision-making meetings. And now he is also focused on helping people to develop their entrepreneurial mindset. Visit his free Business Performance Idea Center at www.thecoughlincompany.com

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

Five Ways To Ensure Co-workers Follow Through Managing Expectations:

by Laura Stack

“The price of greatness is responsibility.”

–Winston Churchill, Prime Minister of England, during World War II

Not so long ago, it seemed most Americans had dropped the word “accountability” from their vocabularies — or perhaps had never learned it. When things went awry, it was never the fault of those responsible, because they refused to be held responsible. Even politicians would admit only that “mistakes were made”, hiding behind the passive voice instead of admitting their errors.

I feel we’ve mostly gotten beyond this style of double-think,

as the Millennials and post-Millennials — those so vilified by the previous generations of workers before they took over the economy — have jettisoned old, failed ideals and taken responsibility for all aspects of their own fates. The establishment seemed taken aback by workers unwilling to sacrifice their own happiness for businesses prepared to abandon them for expediency’s sake, and many of the older generations of workers are, to some extent, still in denial. But despite their dire predictions, the economy was more vibrant than ever until recently, when we hit the painful, unexpected roadblock of the COVID-19 pandemic that, at the time of this writing, we’ve yet to recover from.

While personal responsibility and accountability in the workforce seem on the rebound, you may still face some resistance from co-workers who, for whatever reason, have trouble meeting their commitments. Here are some suggestions for lighting a fire under them.

• Set clear expectations for what you need when. Calmly discuss your needs with the person(s) in question. You’re always justified in doing so if you can’t proceed without input from other team members — especially when there’s no way around the person who could potentially slow you down. In some cases, you can shift to other tasks while you wait; but if you can’t, don’t be afraid to lay down the law … politely. This may prove difficult to enforce if you’re not in charge, but that’s no reason not to make your needs heard by your upstream teammates. If they still fail to meet them, the fault isn’t yours.

• Share schedules. Scheduling software exists for a reason, and most businesses of any size have enterprise servers where teams can easily access shared programs. Set mileposts for everyone on the team in black-and-white, so everyone knows their tasks and deadlines and who needs to hand off their piece of the project to the next person when, if you’re not able to work on all pieces simultaneously.

• Set hard deadlines. Get everyone on the team involved in the planning, and agree to hard-and-fast, drop-dead deadlines for each part of the project. These deadlines should clarify commitment dates; it’s up to each team member, as an experienced worker and adult, to determine how much work they must do daily, at minimum, to finish the task or project on time. This will make the commitments more real to the team members, making them more likely to hit deadlines.

• Offer help when needed. Projects sometimes develop bottlenecks for unexpected reasons. If a particular individual seems overwhelmed or is slowing everyone else on the team down, it may be to your advantage to step in and help them catch up. They may have hit some kind of procedural or software snag or may have experienced some personal event that has wrecked their productivity temporarily. They may reject your help, but at least you can say you tried, and you may be able to help them behind the scenes anyhow.

• Set clear consequences for the team members who fail to meet their commitments to you. Let the team member know what will happen to the project if they don’t come through. This works best if you’re the team lead, of course. If they do come through, you can reward them; if they don’t, explain that there

will be negative repercussions, up to and including termination (depending on the severity of the task and/or the failure). If you’re a simple co-worker, you can’t be so strict, but you can use a weaker version by making very clear how their failure will affect your work, and by extension, the whole team. If nothing else, maybe you can guilt them into complying.

In the End…

In the business world, we’re nothing if we’re not good team members. You sometimes have to remind people of this, whether they like it or not. Work isn’t a popularity contest. So rather than curse the darkness, light the candle of awareness at work, letting the people you depend on know how much you depend on them — and why. S

© 2024 LAURA STACK . Laura Stack, MBA, CSP, CPAE is an award-winning 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 or contact us online.

2024 FBS Annual Summit

3

Buffalo Wild Wings Foundation 27 cstranberg@inspirebrands.com foundation.buffalowildwings.com

Ecolab 25

800-321-3687 www.ecolab.com/restaurants

Elevanta Health IF 678-797-5160 www.elevantahealth.com/fbs

Federal Heath 35 817-685-9075 www.federalheath.com

Georges Inc. 31 479-927-7000 www. georgesinc.com

Heineken 35 770-377-6959 www.heinekenusa.com

Lockton Affinity IB 844-403-4947 Elevanta.LocktonAffinity.com

McLane Foodservice Inc. 37 972-364-2050 lynn.modisette@mclanefs.com

New Belgium Brewing/Bell’s Brewery 11 910-638-3634 www.bellsbeer.com

PepsiCo BC 732-618-8578 www.pepsico.com

Retail Tech Inc. 9 952-380-0493 sjohnson@retailtechinc.com

Sazerac 7 415-302-0202 cbanti@sazerac.com

Sierra Nevada Brewing Co. 39 520-405-1727 www.sierranevada.com

The Wasserstrom Co. 37 800-888-9963 bww@wasserstrom.com

UPShow 5 312-500-9200 www.up.show/ICTD

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

2024 EDITORIAL CALENDAR

CALL FOR FRANCHISEE NEWS

THE Issue 2 is due out June 2024. 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 May 10. Our editorial staff can assist in writing the article.