In order to enter the last half of the year feeling poised for success, franchisees should consider new ways to ensure they’re creating lasting connections between their businesses and their customers. To learn how BWW® franchisees can build stronger foundations in their locations by prioritizing customers’ experiences, turn to page 18. Find out how menu promotions can be leveraged to potentially improve brand performance and boost foot traffic and sales in BWW businesses by turning to page 20.
COLUMNS
DEPARTMENTS
Listen, Read
Congressional Spotlight: Chuck Edwards (R-NC-11)
FEATURES
18 Building QSRs on Customer Experiences by Tyler Ryan, FBS communications editor
20 Leveraging Value: The Strategic Impact of Promotions at Buffalo Wild Wings® by Jared Johnsen
23 Team Up For Kids contributed by the Buffalo Wild Wings FoundationSM 24 DOL Ruling on Salary Thresholds Explained contributed by Mize CPAs
26 Form 1-9: A Ticking Time Bomb by Douglas H. Duerr, Elarbee, Thompson, Sapp & Wilson LLP
28 Maintaining Your Buffalo Wild Wings® Property contributed by Lockton Cos.
30 Elements of the Entrepreneurial Mindset Series: Element No. 6: You Are in a Relationship Business by Dan Coughlin, The Coughlin Co.
32 How Little Wows Add Up To a Big Sale by Danny Snow, Snow & Associates Inc.
34 The Direction Correction Badge by David Allen, Getting Things Done
DIRECTORIES
10 Associate Member Listing
36 Advertisers Guide and Editorial Calendar
keeping with our commitment to the
Letter From the Chairman
As the summer comes to a close and we usher in football season, it’s my hope that this letter finds you all in a time of success and fulfillment.
The Franchise Business Services (FBS) community kicked off this summer with the 20th FBS Annual Summit, which I believe gave us all a renewed energy and sense of dedication to our businesses that has accompanied us through these past few months and years. As chairman, I ask that you all keep this energy and commitment to our franchise community through the remainder of the year as we begin planning for 2025. FBS aims to remain a guiding force, continuing to advocate for your needs and success as Buffalo Wild Wings® franchisees.
This issue of The SCORE celebrates our businesses and the recent accomplishments of franchisees across the BWW® system, all while acknowledging the fact that success in this industry is not always going to be as easily obtained as we might hope. The years following the COVID-19 pandemic have been notably difficult for businesses rooted in hospitality, human connection and challenging economics. The further we
get from the pandemic, the more we learn how we can keep our businesses operating consistently amidst an array of challenges, including those we can’t always see coming.
As you read through the pages of this SCORE edition, which continues to be published with franchisees’ current needs in mind, I hope that you find not only new tools for bettering your BWW businesses but also new inspiration for the direction you’d like to see your leadership take in the coming months. Take time to consider new elements you can introduce to your businesses to improve the everyday experiences of your customers and your staff — and, of course, yourselves!
The further we get from the pandemic, the more we learn how we can keep our businesses operating consistently amidst an array of challenges, including those we can’t always see coming.
Roz Mallet FBS Chairman
The FBS Board of Directors will continue to work on improving communication within our organization and keeping you all updated on our work with Buffalo Wild Wings brand leadership to ensure a future of stability, growth and prosperity for the businesses we have built. Remember that FBS is here for your benefit, and that The SCORE is one avenue of many through which we can all connect and support one another. Let’s move into the fall season with an even better understanding of ourselves and our goals.
Sincerely,
Roz Mallet
Buffalo Wild Wings® Watchung Delights Community at Watchung Borough Community Day Picnic
On May 18, Buffalo Wild Wings® in Watchung, New Jersey, owned and operated by Bipin Patel of the AMPAL Group, proudly participated in the Watchung Borough Community Day Picnic, an event filled with family-friendly activities including
bouncy houses, free food, popcorn, face painting and more. Positioned strategically near the food station, BWW® Watchung engaged attendees with interactive activities and promotions, creating a memorable experience for all.
At the event, BWW Watchung utilized its signature coupon wheel and cornhole boards to attract and entertain guests. Despite the availability of free food at the picnic, attendees enthusiastically embraced the coupons provided by BWW Watchung, recognizing their value extending until December.
BWW® Watchung engaged attendees with interactive activities and promotions, creating a memorable experience for all.
The community day picnic provided an excellent opportunity for BWW Watchung to connect with locals and showcase its commitment to community engagement and support. S
Community members enjoy the Watchung Borough Community Day Picnic.
Buffalo Wild Wings® Parsippany Engages Over 500 Local Community Members at Event
On June 18, Buffalo Wild Wings® in Parsippany, New Jersey, owned and operated by Bipin Patel of the AMPAL Group, successfully connected with over 500 local community members at a recent event, reaffirming its commitment to supporting and engaging with the Parsippany community. The event provided an exciting platform for BWW® Parsippany to interact with attendees of all ages, showcasing its dedication to family-friendly experiences and community involvement.
"It was wonderful to see families enjoying themselves and connecting with local first responders and businesses," said the local marketing coordinator at BWW Parsippany. “I was also given some great ideas for watch parties from the community and look forward to setting those up for them next year.”
At the event, BWW Parsippany set up a dynamic table right in front of the band featuring interactive activities such as a spinto-win wheel where kids could win free coupons and branded mini basketballs.
In addition to engaging with families, BWW Parsippany seized the opportunity to connect with local first responders and other community organizations present at the event. Contact information was exchanged for potential sponsorships,
fundraisers and community outreach initiatives, further solidifying BWW Parsippany's commitment to being a valuable community partner. S
BWW Parsippany’s dynamic table and spin-to-win wheel.
Aspire2B Hospitality CEO Chris Olexa and COO Justin Smith Appear on Gary Vee’s Podcast With Friends
In April, Chris Olexa and Justin Smith, founder/CEO and COO of Buffalo Wild Wings ® franchise Aspire2B Hospitality, respectively, were featured guests on "57 Minutes of Business Tactics & Lessons," an episode of Podcast With Friends, hosted by businessman, public speaker and Internet personality Gary Vaynerchuk (also known publicly as Gary Vee). After first having Gary Vee appear virtually on Aspire2B's own podcast, Olexa and Smith were extended an invitation to appear on Podcast With Friends alongside fellow business owners Vinay Menda and Devon Levesque.
Before recording the episode, Olexa had the opportunity to chat one-on-one with Gary Vee regarding their experiences as entrepreneurs and the importance of time management and staying engaged in the day-to-day operations of their businesses. "It made me realize that even someone as successful as Gary Vee shares the same drive and passion for hard work, just like I do," said Olexa.
Throughout the episode, Olexa and Smith both shared their journeys to their current endeavors on the Aspire2B team, as well as how their own mindsets and life experiences drive their commitment to their businesses. Aspire2B, Olexa explained, started with him and his wife Kim and has expanded into a dedicated team operating 17 stores across the country and aiming to open 20 more. The company produces its own podcast, People Bring Profit: Into the Storm of Hospitality, in which Chris and
leadership
an episode
Podcast
Kim Olexa and Justin Smith share inspirational stories and industry-tested practices to encourage more people to take on their goals to thrive in the hospitality industry.
"Years ago, after we rebranded my company to Aspire2B and increased our social media presence, I started receiving numerous requests for one-on-one time. These ranged from a high school student seeking business advice to a seasoned business owner wanting tips on growth and scaling. I’ve also received questions about how to be a better father and husband while running a business. Given the volume of requests and my desire to share my story, I decided to launch a podcast," Olexa said about the decision to take his stories and ideas on-the-air. "It’s been an incredibly fun and rewarding experience. We’ve received fantastic feedback from listeners, and it has opened new opportunities for us. As a small mom-and-pop, husband-and-wife company compared to larger corporations, we needed ways to stand out. The podcast has opened doors in finance, real estate, and other business areas. It has also helped with hiring, allowing our managers and team members to see us up close, understand our mindset and connect with us personally."
“Given the volume of requests and my desire to share my story, I decided to launch a podcast.”
–
Chris
Olexa, Founder/CEO of Aspire2B Hospitality
Through their own podcast, as well as future opportunities to speak publicly and share their stories as they were able to on Podcast With Friends, the Aspire2B team remains inspired to help as many people as they can and make a lasting impact on the hospitality industry. S
Aspire2B
joins
of
With Friends. From left to right: Chris Olexa, Justin Smith, Vinay Menda, Gary Vee, Devon Levesque.
High 5 Hospitality Supports Community Organizations Through the Double Your Impact Campaign
This year, Buffalo Wild Wings® franchise High 5 Hospitality (H5H), which includes nine locations across Maryland and Delaware owned by Bobby Pancake and Steve Wheat, took advantage of the opportunity to give back to several charities of their choice for each of their BWW® locations through the Buffalo Wild Wings Foundation’sSM Double Your Impact Campaign. High 5 Hospitality donated to different organizations that help their local communities in a myriad of ways, and the Buffalo Wild Wings FoundationSM matched those donations. Through the campaign, High 5 Hospitality was able to offer the following:
• $1,000 to the Delaware State Police Museum, which was built for and dedicated to the preservation of the history of the Delaware State Police. The museum's mission is to provide an educational experience that supports an understanding of the role of Criminal Justice Agencies in a society that is governed by the rule of law.
• $1,000 to the Strive for Five Foundation, which carries on the legacy of Harford County, Maryland, business owner Diane Mahaffey’s philanthropic good deeds. The foundation raises money through community fundraising events to make grants and contributions to allow volunteers to have hands-on participation throughout Harford County.
• $1,000 to Our Daily Bread, whose mission is to feed low-income families, individuals, children and the elderly of Middletown, Odessa and Townsend communities with nutritious meals in a safe environment.
• $1,000 to Bikers Without Borders, which is comprised of men and women, motorcycle riders and non-riders, who believe that giving back to their community through various charitable opportunities is their civic duty.
• $1,000 to the Milford Boys and Girls Club and $3,000 to the Greater Newark Boys and Girls Club, whose mission is to enable all young people to reach their full potential as productive, caring and responsible citizens by providing a world-class Club Experience that ensures every member is on track to graduate from high school with a strong character and healthy lifestyle.
• $7,000 ($6,000 raised through Team Up For Kids and $1,000 through Double Your Impact) to the Sussex Consortium, whose work program helps students with disabilities to become
self-sufficient employees from age 14 to 21, at which time they graduate from the program. BWW Rehoboth has been a proud partner of the program for over ten years.
High 5 Hospitality, along with its mission to create dining experiences worth celebrating and that demand loyalty, aims to continue showing up for the members of the communities around its locations. With programs like Team Up For Kids and Double Your Impact, BWW franchisees across the country will have ample opportunity to aim for those same goals. S
The Sussex Consortium in Sussex, Delaware, receives a $7,000 donation from High 5 Hospitality through the BWW Foundation’s℠ Double Your Impact campaign.
The Greater Newark Boys and Girls Club in Bear, Delaware, receives a $3,000 donation.
Matt Benne
BDUBS, LLC
Year Became a BWW® Franchisee: 2005
Total Number of BWW Locations: 1
Total Number of Employees: 52
How did you and your partner(s) meet?
I was born knowing most of them! My father, brother and aunt were clearly a big part of my entire life, while my father’s childhood best friend has been around long enough that I couldn’t tell you the first time I met him.
What drew you to the brand?
As a college student in 2002, it was a great place to get some cheap wings and watch the game!
What is your favorite thing about the brand?
The environment it creates when you are in the restaurant for a big game. There’s nothing like the restaurant being packed, your team members operating at a high level and the guests exploding when their team has a big play.
What other concepts do you own?
I sold all other restaurant concepts. Investments currently include First American Title Co, MISSION Boat Gear, commercial and residential real estate and other private equity investments.
What are your current top three business goals?
• Help give current team members the tools they need to succeed and thrive in a continually changing labor market.
• Build relationships to open the door to new business opportunities.
• Continue to diversify investments.
Describe your best recent business decision:
Turning down an opportunity to buy an operating business with good financials.
What is the best business advice you have received?
Never sell land unless there’s a plan in place to utilize those funds to earn more.
Describe the biggest industry change since you started:
Lack of labor has affected everything, from our ability to staff our restaurants to the costs associated with operating them.
Describe your current biggest challenge as a franchisee:
Staying in front of the ever-changing labor market.
What is your favorite BWW wing sauce? Asian Zing.
If I weren’t a franchisee, I would be … Looking for the next best investment. 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 2025 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
Elevanta Health Partner Caroline McShane memberservices@elevanta.com 678-797-5160
Green Dot Corp./rapid! Partner Steve McDonald smcdonald@rapidpaycard.com 503-206-5144
Assoc. Mbr. Sean M. Willison swillison@wintrust.com 847-295-4272
Workstream Assoc. Mbr. Ryan Anderson ryananderson@workstream.us 931-409-1440
WyreStorm Technologies ProAV Corp. Assoc. Mbr. Jim Reinhardt jim.reinhardt@wyrestorm.com 631-901-9709
History Behind the Industry
History Behind the Industry is a spotlight on events and/or figures that have shaped or significantly impacted the current state of the restaurant industry, and how Buffalo Wild Wings® franchisees can utilize such information for the betterment of their businesses.
Buffalo Wings: A Regional Delicacy to an American Staple
Buffalo wings, a once regional delicacy, have transformed into a beloved American staple synonymous with game days, social gatherings and casual dining. Their journey from a small bar in Buffalo, New York, to nationwide popularity is a fascinating story of innovation, marketing and the evolving American
The origin of buffalo wings can be traced back to the 1960s. By the 70s, the wings were commonly served with sides of bleu cheese dip and celery and had joined the menus of pizzerias, sports bars and other restaurants. It wasn’t long before buffalo wings were considered a staple for parties and game-day celebrations, and the Buffalo Wild Wings® brand was introduced to the world by 1982 in
The Industry Today…
Buffalo Wild Wings franchisees can stand to gain new insight on their businesses by looking back on the history of how buffalo wings came to be a staple in American snacks and game-day meals. While it may be difficult to imagine American cuisine without including buffalo wings, they are a newer invention than one might assume; yet, it didn’t take long for them to become an iconic piece of our culture and drive brands like Buffalo Wild Wings into fruition. As franchisees, remembering that the foundation of a globally recognized brand came from humble beginnings can be just the right inspiration one needs to inform how they run their BWW® businesses. Everything that is considered great today had to start somewhere small, and this may be the case for franchisees’ businesses across the nation; it can sometimes take only the right drive and quality products and services to help a business truly take off and become a staple in one’s community. Just as buffalo wings grew into its rightful place on America’s plates, BWW franchisees should consider the ways they can guide their businesses into their rightful place within an ever-growing brand. S
One topic: 10 facts
Modern Tactics To Protect Your Bottom Line
1
In the U.S., an estimated 30-40% of the food supply goes to waste, amounting to roughly 133 billion pounds of waste and $161 billion in lost value. Restaurants, grocery stores and foodservice companies contribute to 40% of this waste. Given foodservice is a comparatively wasteful industry, business owners need to minimize waste while providing fresh product to their customers.
2 The finite supply of fossil fuels and the emissions restaurants cause are the catalysts of an innovative industry: alternative fuels. Many companies are dedicated to buying restaurant food waste and converting it to biofuels as a cleaner energy source. Not only is it more efficient, it mitigates food waste from landfills, which causes the emissions of 37 million cars.
3 Converting restaurants to solar power can reduce energy costs. In addition, dependent on location, the government provides incentives for utilizing green electricity with tax credits and rebates. Twenty-five percent ROI can be realized when incentives are applied to reduce the total cost of installation.
4 Technology can be implemented into restaurants to monitor and control security, air conditioning and more to prevent overconsumption and notify the business owner if a situation arises. Restaurants that have implemented modern technology reported increased efficiency (77%), less pressure on staff (61%), reduced costs (35%) and more revenue (33%)
5 Supplementally, artificial intelligence has been developed in recent years to accommodate restaurant operations and smooth operations. Forty-four percent of companies that implemented this technology reported cost savings.
6
Maintaining inventory maintains the bottom line. Operators who do a weekly inventory turnover calculation can add between 2-10% to it.
7 Using simple tactics, such as FIFO (first in, first out), can reduce food waste and inventory expenses. After all, inventory can account for 70% of a company’s expenses.
8 Putting your efforts into retaining guests versus gathering new ones can be a profitable venture considering that restaurants lose an average of 30-40% of their best customers per year.
9 Identifying disengaged employees can save your company in wasted labor costs. U.S. companies pay around $475 billion for employee disengagement each year.
10
To roll with the changing restaurant landscape, operators may want to consider changing processes and/or daily operations to save time, money and improve employee morale. Around 38% of operators trying to make this shift want to save more time. S
Sources: apicbase, First Energy Systems, Incentivio, Kirsch CPA Group, Oberlo, nbbj, Restaurant Technology News, The Growth Hacker’s Gazette and Skip Shapiro
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
If you’ve ever wondered why some businesses thrive more than others, ”Start with Why: How Great Leaders Inspire Everyone to Take Action” reveals an essential quality within influential leaders: purpose. “Start with Why” encourages business owners and managers to stay true to their goals as leaders to keep their enterprises on track and reminds readers to focus on what’s most important to them and why they started businesses in the first place.
2
This is not a book about business strategy — strategies change like the seasons. This is a book about something much more permanent. ”The Diary of a CEO: Discover the 33 Laws of Business & Life” is a runaway No.1 bestseller by Steven Bartlett: entrepreneur, podcaster and Dragon’s Den star. Building on the success of the eponymous No. 1 podcast, where Bartlett engages with some of the world’s most influential people, experts and thinkers, the book embarks on a curiosity-driven journey to uncover untold truths, unlearned lessons and important insights designed to make life more enjoyable, successful and fulfilling.
3
Clockify is a time tracker that allows users to track the time spent on projects and analyze productivity. It can be used on the web, desktop and mobile, with all tracked data synced in real time, enabling seamless switching between devices.
4
Whether a franchisee, part of a large franchise operation with multiple locations or managing a single location, Ron Pagliarulo shares valuable insights in ”Best of the Best: Secrets To Becoming a Top Revenue Producing Franchise Operations Manager” that can help elevate performance in the field. Each franchise system comes with its own complexities and challenges. While it’s not an easy business, it can become simpler with an understanding of the keys and secrets that make a great franchise operations manager.
8
”Transform Your Workplace,” renowned as a top-rated HR and leadership podcast, covers into all aspects necessary for creating an outstanding workplace. It features a diverse lineup of industry experts, authors, speakers, HR professionals and entrepreneurs worldwide who share their insights and big ideas for organizational transformation. Every week, the podcast explores a fresh topic, encompassing various subjects such as human resources, effective communication, cultural development, personal and business growth, leadership and the latest workplace trends, such as A.I.
5
”10 Minute MBA — Daily Actionable Business Lessons
With Scott D. Clary” is a daily podcast hosted by Scott D. Clary himself, an investor and CEO. Although the title may be long, we were impressed that each installment of this podcast is incredibly short, averaging just 10 minutes or less. These bite-sized episodes provide actionable insights, tools and strategies you can use to start or grow your business today.
7
6
Notion is a single space for thinking, writing and planning. It allows for capturing thoughts, managing projects or even running an entire company, all in a highly customizable way.
Mark Cuban, one of the world’s wealthiest and most influential businessmen, collects his greatest lessons on what it takes to become a thriving entrepreneur and compiles them into ”How to Win at the Sport of Business: If I Can Do It, You Can Do It.” Drawing upon his profound insider knowledge, Cuban offers unconventional business tips and tells his stunning rags-to-riches tale from selling powdered milk and sleeping on friends’ couches to owning his own company and becoming a multibillion-dollar success story. Mark shows how he puts his own advice into practice and how entrepreneurs at any stage of their careers can outmaneuver their competitors.
9
”Eye On Franchising” is a top 50 podcast that is all about franchising. It assists first-time or fifth-time entrepreneurs with every aspect of the search process. Lance Graulich is the founder and CEO of ION Franchising, an industry-leading franchise consulting and development company representing over 700 franchise brands & business opportunities in every imaginable category. Whether you were born an entrepreneur or are willing to learn to become one, you are in the right place. S
Spotlight on the 118th Congress: Rep. Chuck Edwards, (R-NC-11)
QWhat skills or perspectives from your background do you apply as a public official?
AI got my start in small business from behind the counter of McDonald’s when I was 16 years old. After climbing the ranks, I enjoyed a career working for our franchisor in middle management. I now own McDonald’s restaurants where I personally experience the difficulty of operating a business. I’ve also served on the board of directors for a community bank, and I’ve started two real estate investment companies and a self-storage company. All these real-life experiences and recognizing the struggles and the rewards give me a perspective in Congress that is clearly missing on Capitol Hill.
Q What do you see as the current biggest threat to small-business owners?
A The most pressing tax issue is to extend the Tax Cuts and Jobs Act that is set to expire next year. This critical tax policy, among other things, allows a 20% deduction for small-business entities and allows accelerated depreciation. Regulation can best be kept in check with bills like the REINS Act, the Ensuring Accountability in Agency Rulemaking Act and the Ensuring Accountability in Agency Rulemaking Act, as well as the Show Me the Science Act that I wrote. Of course, there is a constant stream of agency rules that need to be quashed.
Q What challenges have you helped small businesses in your district overcome?
A From fighting against government overregulation to helping small-businesses owners address issues with federal agencies through casework – such as with the IRS for employer retention credit and refunds – it has been rewarding to use my life experience and business acumen to make a difference in the lives of the common people of western North Carolina and nationwide.
Q In what ways are you seeking feedback from small businesses in your state/district and using that information in Washington, D.C.?
AI block one day a month where anyone living in my district can come “Chat with Chuck” to discuss anything on their mind. Also, quarterly, I host a “Chamber Chat” where any member of a Chamber of Commerce in my district can join me on a Zoom call to hear an update on matters of interest to business people and to ask questions and give input. Please call my office at (202) 225-6401 to schedule or listen to a chat. I also hear from small-business owners throughout our district, whether it be in person or concerns they raise at my telephone town halls. One issue I’ve heard over and over again from small-business owners is not being able to find the workforce to fill open positions. Congress must incentivize our citizens to work, not to avoid work. We need more work requirements and solid unemployment reforms. For example, I’m the author of the Unemployment Integrity Act that would require unemployment claimants to show up for job interviews.
AQWhat seat do you believe franchisees have at the table and what do you do to support them?
My district’s economy – and economies across our nation – is driven primarily by small businesses, and the franchise model offers opportunities that many of us would not realize otherwise. To keep the American Dream attainable and for the U.S. to stay in the forefront of the global economy, Congress must produce policies that allow small businesses to thrive and create jobs.
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
Stay engaged with your elected leaders so we fully understand the issues affecting small businesses and the pain they are experiencing. Small businesses are the backbone of America, and our risk-takers and job creators have long been under attack by Washington. Like I did while serving in the North Carolina state Senate, I will continue to strive to reduce regulations, create a better tax climate and help develop a workforce that provides opportunity and fuels our economy. S
Building QSRs ON Customer experiences
In today’s fast-paced world, fast-casual restaurants face heightened expectations from consumers who value not only speed but also convenience and quality. The past few years in the restaurant industry have been molded around business owners’ efforts to gain what they might have lost in 2021 and beyond: profitability and foot traffic. What might help franchisees face industry challenges could be a resurgence of one of the values that brands like Buffalo Wild Wings® were founded on: giving the customer what they want, and then some. Modern consumers seek more than just a quick meal; they want a seamless, personalized experience that fits effortlessly into their busy lives. For franchise owners, this presents both a challenge and an opportunity: to leverage technology and refine operational strategies to meet evolving customer needs. Embracing these changes and prioritizing customer satisfaction through innovative solutions and dedicated staff can transform a typical fast-casual restaurant visit into a standout experience, fostering loyalty and driving long-term success.
The evolving landscape of fast-casual restaurants demands more than just speed; it calls for a nuanced approach to customer satisfaction and operational excellence.
It goes without saying that the main appeal to fast-casual restaurants for most consumers is the promise of what they’re named for: quick service! It’s been established time and time again that the restaurant industry is poised to be altered dramatically by the implications of the COVID-19 pandemic and the subsequent boom in online ordering and delivery services. Today's customer is even more inclined to seek fast, quality results through minimum effort than the customers of past decades. Our daily lives are intertwined with technological advances that have made countless processes and tasks easier to complete in less and less time. People are more likely than ever to expect a certain level of convenience when they visit their favorite fast-casual restaurants, and there are ways to ensure that franchisees are actively working to not only meet customers' expectations, but to use the tools at their disposal to go above and beyond. There are several ways a franchise owner can go about ensuring that a lack of convenience does not spoil a customer's overall experience in their establishment, including:
• Embracing more technology that has begun to help restaurants everywhere streamline the ordering process, such as kiosks, third-party delivery app partnerships and more. Learning how to function best alongside some of the new technologies being introduced to franchises across the country is essential to keeping restaurant operations running smoothly.
• Ensuring that enough energy is being dedicated to training restaurant staff to work together to maximize efficiency and speed. Training efforts will always be a cornerstone to keeping a restaurant operating to customers’ standards. When working to improve customer’s experiences in their
by Tyler Ryan
restaurants, franchisees should remember that what makes an establishment a special place to many customers is the feeling that they and their needs are known and seen. Every fast-casual restaurant has its own story, as do the customers who walk through their doors every single day. Making efforts to show customers that their lives both inside and outside the restaurant matter, not only to restaurant staff but to franchise owners, has the potential to transform a typical customer experience into one that is especially welcoming and satisfactory. Franchisees could benefit from prioritizing the kinds of events that cause a community to grow around a restaurant — a community where people know each other’s names, remember their favorite orders and ask how their families are doing. An event that brings people together, such as a fundraiser, a staff anniversary or a business milestone celebration, could be one of the first steps to creating an atmosphere within a franchise that encourages customers to view it as more than just a place to pick up their lunch. That location can become a place to greet new friends, receive more personalized service and go home with not only a meal to sustain them, but a sense of importance. Letting customers know just how important they are to an establishment will undoubtedly improve their experiences, which can ultimately bolster the overall success of the business.
Knowing how to best utilize your unique staff is another key piece of improving customer experiences within a franchise. In every restaurant, keeping operations going smoothly is dependent on the staff working together and understanding how to bring out the best performance in one another. As a franchise owner, getting to know and understand the people you're hiring and training to support your restaurant day-in and day-out can only help to improve overall efficiency and positivity in the restaurant environment. If the staff of a franchise is operating at their best, they're more able to create experiences for customers that can exceed expectations. In order to maintain the kind of customer experience that not only sustains a franchise but promotes growth, franchisees could consider dedicating more time to not only ensuring their staff are trained but ensuring that their staff are known, appreciated and working in the best position possible to do their jobs effectively.
The evolving landscape of fast-casual restaurants demands more than just speed; it calls for a nuanced approach to customer satisfaction and operational excellence. Franchisees can meet and exceed the heightened expectations of today’s consumers by creating a welcoming atmosphere that values each customer and their unique experiences. Ultimately, the success of a franchise can hinge on balancing efficiency with personalized, meaningful interactions, ensuring that each visit to a fast-casual restaurant is not just a transaction but an opportunity to build lasting relationships. By focusing on these elements, franchisees can transform their establishments into cherished local hubs that customers look forward to visiting time and time again. S
TYLER RYAN is the communications editor for FBS. You may reach Ryan at 678-439-2300 or tylerr@elevanta.com.
Leveraging Value: The Strategic Impact of Promotions at Buffalo Wild Wings®
by Jared Johnsen
Buffalo Wild Wings® has long been a staple in the casual dining and sports bar sector, known for its lively atmosphere and a menu centered around its signature wings. However, in a market where competition continues to intensify, the brand’s ability to attract and retain customers relies heavily on its strategic use of value-driven promotions. Among these, the all-you-can-eat boneless wing promotion stands out as a particularly effective tool, driving significant increases in both foot traffic and sales. This article explores the mechanics of this promotion, its impact on the brand’s performance, and the implications for future strategies.
The all-you-can-eat boneless wing promotion is designed to align with Buffalo Wild Wings' core identity, offering customers an experience that emphasizes both value and indulgence. This promotion typically runs on slower weekdays, such as Tuesdays or Wednesdays, when customer turnout is lower. By offering an unlimited supply of boneless wings at a fixed price, the promotion capitalizes on one of the brand’s most popular menu items, driving customers into the restaurants during times that would otherwise see less traffic.
This promotion is not only effective in increasing foot traffic but also in boosting the average check size. While the promotion itself focuses on boneless wings, customers frequently complement their meals with additional orders of beverages, appetizers
or sides, thus increasing the overall spend per table. The promotion also encourages longer stays, as guests are more likely to settle in for extended periods, particularly if they are watching a sporting event.
From an operational perspective, the all-you-can-eat format presents both opportunities and challenges. While it drives volume, it also requires efficient kitchen management to handle the increased demand for a single menu item. Franchisees must ensure that kitchen staff are well-prepared to deliver consistent quality at a high pace, which is critical to maintaining customer satisfaction during these promotions.
The success of the all-you-can-eat boneless wing promotion is evident in its measurable impact on sales and customer counts. On promotion days, many locations report a significant uptick in both metrics, with some stores experiencing double-digit percentage increases in foot traffic compared to non-promotion days. This surge is particularly valuable during mid-week periods when casual dining establishments typically see a lull in activity.
The increase in foot traffic is not merely a short-term gain. Many customers who are drawn in by the promotion return for future visits, either because they were satisfied with their experience or because they become more familiar with the brand. This
repeat business is critical in an industry where customer retention is just as important as acquisition.
In the broader context of the casual dining and sports bar market, value-driven promotions like the all-you-can-eat boneless wings serve as a strategic lever for Buffalo Wild Wings. The casual dining sector is characterized by its sensitivity to economic fluctuations, with customers often scaling back on dining out during tighter economic periods. In such an environment, promotions that emphasize value can help mitigate the impact of these downturns by providing customers with a compelling reason to dine out despite budget constraints.
Moreover, these promotions cater to a growing segment of consumers who are increasingly value-conscious, particularly younger demographics such as millennials and Gen Z. These groups, while interested in dining out, are more likely to seek out deals and promotions that offer them the best return on their spending.
For franchisees, the implications of these promotions extend beyond immediate sales boosts. Successfully executing value-driven deals requires a deep understanding of local market dynamics, including customer preferences and competitive pressures. Franchisees who can tailor these promotions to their specific markets — whether by adjusting the timing, pricing or marketing approach — are better positioned to maximize their impact.
Looking ahead, the success of the all-you-can-eat boneless wing promotion suggests several potential avenues for further leveraging value deals within the brand’s strategic framework. One such avenue is the diversification of promotion types. While
the all-you-can-eat format has proven effective, there is room to explore other value-driven strategies, such as bundle deals, limited-time offers on new menu items or exclusive promotions tied to major sporting events.
For example, bundling wings with popular beverages or appetizers at a discounted rate could encourage larger group orders, particularly during major sporting events that drive crowds to Buffalo Wild Wings locations.
Additionally, the data generated from these promotions can be invaluable in refining future strategies. By analyzing customer behavior during promotion periods — such as order patterns, visit frequency and average spending — franchisees can gain insights into what drives their local market and adjust their offerings accordingly. This data-driven approach ensures that value promotions are not just a short-term tactic, but a sustained strategy for growth.
For franchisees, understanding the mechanics and impact of such promotions is critical to capitalizing on their potential. As the brand continues to navigate the competitive landscape, value promotions will undoubtedly remain a key component of its growth strategy, offering a powerful tool to attract and retain customers in an ever-evolving market.
By staying attuned to market trends and consumer preferences and executing these promotions with precision, Buffalo Wild Wings can continue to build on its reputation as a leading destination for sports, wings, and unbeatable value. The brand's future will likely see a continued emphasis on strategic promotions, each tailored to meet the needs of both customers and franchisees who serve them. S
Buffalo Wild Wings FoundationSM
Buffalo Wild Wings® Team Up for Kids (TUFK) is more than just a campaign; it's building stronger communities and investing in the future of our local youth. In 2023, a remarkable $2.2 million was raised. We are committed to giving back in meaningful ways and this is done through great partnerships with our franchisees. This year, franchisees like Grube Inc. and High 5 Hospitality have shared their motivations and experiences, showcasing why they believe in the TUFK campaign.
For Kara Fritz of Grube Inc., participating in TUFK is about nurturing the potential of today’s youth. "We participate in TUFK because today’s youth are the future of our communities. By supporting local youth organizations, we are helping to build up our communities in which our sports bars are located," she explains. Grube Inc. takes a hyper-local approach to selecting the organizations they support. "We look within the communities we serve to
determine which youth organization is in need of assistance or support. We like to try and keep our nominations hyper-local so that our teams are prepared to discuss and promote with our guests. The more local you get, the more personal the interactions can be and in turn, our team members become advocates and ambassadors for these organizations."
This local focus is a strategic choice, ensuring that the impact is felt directly where it matters most. Kara collaborates closely with the general managers in each of their sports bars to identify the best fit for the TUFK initiative. "Our sports bars are all about giving back to the communities that support our brand. It’s a win/win partnership," she adds.
Lori Liguori of High 5 Hospitality echoes similar sentiments, emphasizing the importance of being a positive force within the community. "We participate in TUFK because we believe in giving back to the community that supports us. It's important for us to be more than just a business; we want to be a positive force in the community, helping those in need and making a tangible difference," says Lori. High 5 Hospitality is proud to support local Boys and Girls Clubs and
other community organizations through TUFK. "TUFK provides an excellent platform to do just that, and we are proud to be part of this initiative. We love it because we can support the local Boys and Girls Clubs, Junior Achievement and identify other community organizations that also do great things and give back to them."
Both franchises emphasize a thoughtful selection process for the nonprofits they support. Grube Inc. engages its GMs in the decision-making process, ensuring that the chosen organizations resonate with both its teams and guests. High 5 Hospitality, on the other hand, bases its selection on several criteria, including the organization’s impact on the community, its work and alignment with the franchise’s values.
Through TUFK, Buffalo Wild Wings and its franchisees are making significant contributions to local communities, fostering positive change and inspiring future generations. Your support is making a significant difference in the lives of our youth. To get more information about the upcoming Team Up for Kids Campaign, please reach out to Catherine Stranberg at cstranberg@inspirebrands.com. S
Photo from a partnership with Ainsley’s Angels where Grube, Inc. purchased a custom-built Chariot.
A recent check presentation highlighting the grant dollars donated to Junior Achievement of the Eastern Shore.
DOL Ruling on Salary Thresholds Explained
In this article, we will cover the recent Department of Labor (DOL) ruling on salary thresholds for exempt status.
Overview of the DOL Ruling
The federal DOL ruling focuses on salary thresholds for employees to achieve exempt status. There are two key timelines to be aware of:
1. July 1, 2024: The salary threshold increased from $35,000 to $43,888.
2. January 1, 2025: The threshold will jump to $58,656, a significant 34% increase. Furthermore, starting January 2027, the DOL plans to increase this threshold every three years.
State Laws and Further Challenges
Employers must also consider state laws, which may have higher thresholds than the federal ones. The ruling is subject to legal challenges, and while the 7/1 threshold is likely to stand, future increases might be contested.
Next Steps for Employers
Employers should conduct a financial review to assess the impact of these changes and ensure job duties align with the new thresholds. Engaging with an employment lawyer for roles that are borderline can help ensure compliance and avoid costly mistakes.
Conclusion
The new DOL ruling on salary thresholds for exempt status requires careful consideration by employers. Financial reviews, job duty assessments and understanding employee perspectives are crucial steps. S
Employers should document job duties for each role, not just the salary.
Importance of Job Duties
While the focus is often on salary numbers, it’s crucial to revisit job duties. To truly be exempt, it’s not just about salary but also about the roles and responsibilities defined by the executive, administrative, professional and IT job descriptions. The DOL will scrutinize job duties to ensure compliance, not just salary levels.
Documentation Requirements
Employers should document job duties for each role, not just the salary. Job descriptions are vital for proving the type of work performed. The DOL can also interview employees to verify that their duties match the exempt status criteria.
Implications for Employers
This ruling affects both employers and employees. Exempt status means employees are not eligible for overtime pay. Employers must decide whether to raise salaries to meet the new thresholds or switch employees to hourly pay with overtime. This decision should consider financial impacts and employee morale. Changing an employee’s status from exempt to non-exempt could be perceived as a demotion.
For detailed advice and tailored solutions, contact Mize CPAs or consult an employment lawyer. Stay informed and prepared to navigate these significant changes.
Form I-9:
A Ticking Time IBomIb
by Douglas H. Duerr
During the onboarding of a new employee, there are a lot of forms that need to be completed, from government tax and new hire reporting to company forms such as payroll, benefits applications and the like. Among those many forms is the Form I-9, which is the Employment Eligibility Verification form from the United States Citizenship and Immigration Services (USCIS) agency of the Department of Homeland Security. This form must be completed and maintained for each current employee and retained for a period of time after separation of employment. It is a ticking time bomb because even the smallest errors can result in fines or other potential consequences. Recently, I have come across a number of employers, including large, sophisticated companies, that have gotten into trouble by not paying enough attention to this single form.
Background: The form I-9 is required by the Immigration Reform and Control Act of 1986 (IRCA). This law, signed into existence by President Ronald Reagan, created a pathway to legalization for many illegal immigrants in the United States at the time. In addition, there was an effort to stop what was perceived as a large incentive for illegal immigration: jobs. Thus, IRCA made illegal the knowing hiring or retention of an alien (including retention if the employer should have known the individual was not authorized to work), the hiring of any individual without verifying identity and work authorization and any requirement that an employee post a bond against IRCA violations.
Because there was a concern that those prohibitions would result in discrimination against individuals who might be authorized to work and might pose a risk because they appeared “foreign,” IRCA also prohibited employers from requiring in the completion of the Form I-9, any specific documentation or combination of documents or more documents than are required and also prohibited refusing to accept documents that reasonably appear to be genuine on their face.
The bottom line here: Do not require more than the minimum, but do not accept less.
By this point, you may be asking: What is the ticking time bomb here and why should I continue reading this article? The time bomb is that each copy of this form, which you will have to retain for a minimum of three years or longer depending upon how long the employee works, can result in a fine if it is not completed correctly. In 2024, the penalties for each incorrect form (i.e., per employee) range from $281 to $2,789. In addition to likely receiving the highest penalty for this paperwork violation if the person is not authorized to work, the penalty per unauthorized worker ranges from $698 to $5,579 the first time you are found to have employed unauthorized workers. If subsequent investigations result in similar violations, the maximum penalties go up to $13,946 and $27,894 for the third time. [NOTE: Criminal penalties for unauthorized employment are also possible, and there are also penalties for violating the employee protection requirements mentioned previously.]
So, what does this mean for you? The onboarding process can often be a rushed affair, conducted by supervisors or managers who are pressed for time and used to a “close enough is good enough” requirement in many other instances. The Form I-9, unfortunately, is a very technical requirement with strict rules on the process for completion and a requirement for attention to details. Here, it is either completed correctly or incorrectly, with “close enough” being the equivalent of “violation
for incorrectly completed.” Thus, it is important that whoever is administrating this process be trained on the requirements (and prohibitions) of the Form I-9 as well as attentive to all the details. It is beyond the scope of this article to provide a detailed description of all that is required, but the USCIS does publish a lot of accessible information on its website at https://www.uscis.gov/i-9-central. In the “Form I-9 Resources” drop-down menu, there is a Handbook for Employers M-274.
Here are some common mistakes in completing the Form I-9:
1 Failure to complete it when required. Section 1 of the form must be completed at the start of employment, which is the first task requiring compensation. Assuming that employment will last more than three days, Section 2 must be completed by the third day of employment.
2
Accepting more documentation than is required. More is definitely not better here. As set forth on the form, accept just one List A document (establishes identification and work authorization OR one List B (identification) and 1 List C (work authorization).
3 Make sure the person who reviews the employee’s documents fully completes, signs and dates the attestation.
4 Make sure the date employment began is filled in.
5 Do not require employees to present a social security card as part of the I-9 process. If you require the actual card for payroll purposes, make sure that this requirement is clearly stated as being just for payroll purposes.
6 If an employee presents multiple documents, require the employee to select the ones s/he is presenting. Do not suggest, for example, the drivers license and social security card.
7 DO NOT accept as a List C document, a social security card that has on it something similar to “only with INS approval” or “only with DHS approval” or the like.
8 Do not accept expired documents, except for those that have been automatically extended. (Information regarding automatic extension of Employment Authorization Documents can be found under the Form I-9 Resources menu mentioned above.)
Completion of the Form I-9 process is just one of the many tasks in the onboarding process, and, as such, the potential risks of not paying close attention to it can result in unanticipated liability. Thus, make sure that sufficient resources are dedicated to keeping the responsible personnel (e.g., managers, human resources, etc.) trained on the requirements and consider periodically auditing the I-9 records to correct errors before your business is audited or you are required to turn over to the government, forms that are incorrect and could result in the imposition of penalties. S
DOUGLAS H. DUERR is a partner at Elarbee Thompson, a national labor and employment law firm with an industry practice area focused on franchisees. Learn more at www.elarbeethompson.com.
Maintaining Your Buffalo Wild Wings® Property
All property is important to upkeep and maintain, and the same is true of any property your franchise owns. Maintaining property and prioritizing safety improvements not only adds to your property value, but it also keeps your employees and customers safe and comfortable. Read on for property maintenance tips and ways to protect your Buffalo Wild Wings® property.
Maintaining Your Buffalo Wild Wings Indoor Property
• Prepare for a power outage. Whether your restaurant loses power for one day or one week, it is important to prepare for a power outage. Whether caused by ice, snow or thunderstorms, a power outage may cause food spoilage, prevent the use of medical devices and disrupt water and communications.
• Always have an emergency kit with water, non-perishable food, emergency contact information and more.
• Consider purchasing a generator to power essential equipment like freezers and walk-ins. Ensure multiple employees know how to safely operate it.
• Make a disaster plan, including how to respond during an outage, and how employees and customers will be notified of delays.
• Improve safety signage. Facilities that have clear and consistent safety signage see a reduction in accidents and injuries. They also minimize their risk of legal action should an accident occur.
• Practice fire safety. Kitchen fires lead to severe revenue loss, property damage and stoppage of operations.
• Keep kitchen equipment clean and train staff in the proper usage of equipment.
• Install the proper smoke detectors, fire extinguishers and fire suppression systems that can shut off power and gas to burners and dispense a Class K chemical where needed.
• Schedule regular testing and maintenance of detectors, extinguishers and systems. Schedule regular maintenance on ovens, fryers, gas mains and more.
Maintaining Your Buffalo Wild Wings Outdoor Property
• Examine parking lot safety. Parking lots pose risks to cars, pedestrians and property as employees and guests can cause accidents and damage. Look at your parking lot’s accessibility to see if there are adjustments that can be made to prevent accidents and make your restaurant a welcoming place for all.
• Reduce water damage risks. Keeping your business safe and dry can be difficult. Be aware of the risks of water intrusion and take steps to avoid it.
• Fix slow leaks and broken seals at the first detection. Install a water leak detection device.
• Install insulation in attics and crawl spaces to prevent pipes from freezing and bursting.
• Monitor pipes, appliances and sump pumps during power outages.
• In the winter, prevent gutter blockages and ice dams from forming on the roof. Clear excess snow and ice away from doors and windows.
Maintaining Your Buffalo Wild Wings Property by Preventing Theft
• Prevent employee theft. Theft committed by employees remains a significant risk for restaurants. Without action, you could lose thousands of dollars each year in sales, and in some cases, you may face a claim due to large-scale fraud.
• Focus on your point of sale and consider investing in POS monitoring software.
• Pair POS monitoring software with video surveillance.
• Monitor for suspicious transactions and missing inventory.
• Prevent facility theft. Theft has the potential to impact every part of the operations at your restaurant. With cash, food, electronics and other valuables onsite, restaurants can be a lucrative target for thieves.
• Keep safes and offices closed and locked. Make additional bank deposits if needed.
• Invest in a security alarm and cameras. Check in on the restaurant daily when closed.
Protecting Your Property and Franchise
While these tips and other risk management resources can help protect your Buffalo Wild Wings property, the best protection is tailored Property insurance. With Property insurance from Lockton Affinity, your Buffalo
Wild Wings restaurant can be protected from the costs associated with property damage caused by fire, theft and other perils. Plus, we’re co-brokers with Elevanta, so the coverages offered are designed to protect against the risks Elevanta franchisees face. Get started today by visiting 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 are not 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.
YOU ARE IN A BUSINESS RELATIONSHIP
Abusiness is a relationship between a value provider and a value receiver. It really is that simple.
High-tech companies, grocery stores, hospitals, schools, professional sports teams, management consultants, musicians, landscaping companies, medical device companies, film companies, tv shows, trucking companies and on and on and on.
Every business is a relationship between a value provider and a value receiver. Value is anything that increases the chances that the other person will achieve what he or she wants. Yes, there are technical differences between businesses and the value they create and deliver. However, in the end, every business is a relationship between a value provider and a value receiver.
No matter what value your business creates and delivers, you are still in a relationship with a value receiver, otherwise known as a customer. You are a human being, and the person who is receiving value from you is a human being. You’re both human beings. Therefore, the essence of the business is a human relationship.
Now that we have that established, think about how you want to be treated as a human being. My hunch is you want to be talked with in a respectful way that enhances your personal dignity as a human being. You don’t want to be yelled at or treated rudely.
The hidden key to long-term business success is to realize and remember that you are in a relationship business.
Please slow down as you run your business and think about the human being who will be receiving value from your company. It’s not just creating and delivering value in a transaction for money. A business, every business, is a relationship experience between you and the people who work for you and a human being paying for that value. The product or service has to be great and of high quality. That’s a given. What’s not a given is the way human beings are being treated. That is just as important as the product or service that you are selling.
The hidden key to long-term business success is to realize and remember that you are in a relationship business. That relationship is just as important as the revenues and profits you generate. Relationships are intangible and are not
by Dan Coughlin
based on money. They are based on the million little subtle things that make up good human relationships: kindness, caring, compassion, forgiveness, forgetfulness, patience, respect, empathy, gentleness, hospitality, sense of humor, smiles and on and on.
Don’t go to work to just build a better widget. Go there with the intention of strengthening relationships every single day. S
Since 1998, DAN COUGHLIN has worked with seriousminded 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.
Wows Big Sale How Little Wows Add Up To a Big Sale
For as long as I can remember, my father has preached the importance of the little wows in business. His 20-year Disney career ingrained that service principle into his brain and it has become one of the main areas of focus in his presentations on the customer experience that he delivers around the world. The big wows are what get the headlines and make for fun stories, like the Nordstrom employee who refunded someone’s purchase of snow tires, even though Nordstrom doesn’t sell tires. But the little wows are key to differentiating your organization in today’s crowded marketplace.
A few years ago, I was at the Millenia Mall in Orlando and had some time to spare as I waited for a friend to finish shopping. My wife had recently given me a watch for our anniversary, and soon after I found myself on the lookout for new watches to wear for different occasions. As I was walking through the mall that day, I came across the Breitling store. Now I had never heard of this company, but the watches in the window looked nice so I decided to go in and kill some time looking around.
What are the areas in your organization where you can build little wows into the culture?
Matt, the assistant manager, greeted me as I walked in and immediately engaged with me. Considering I was wearing an old pair of jeans, an old Florida State University t-shirt and a beat-up pair of K-Swiss tennis shoes, I’m assuming Matt was pretty sure I wouldn’t be making a purchase. I think in most high-end stores, a “hi” from an associate is about the most I would have received. Nevertheless, he continued talking with me and after a couple of minutes I asked Matt what these watches cost. I quickly learned that I had no business being in that store. He started to go into his spiel when I cut him off and said, “Let me stop you right there. I can’t come close to affording one of these watches and I don’t want to waste anyone’s time.” Instead of walking off and attending to something else in the store, he kept talking with me. He went into detail about their different watches, the brand and how it compares to other luxury watch companies like Rolex, even though he knew he wasn’t getting a sale that day, or in all likelihood, ever. But, he treated me as if I was a potential buyer. Matt walked me through the $5,000 watches, the $10,000 options and even the $50,000 watches. He even asked me if I would like to try one on. I must admit that seeing that $50,000 watch on my wrist was a pretty big wow!
The little moments leading up to me trying on that watch, along with the way he treated me and interacted with me truly created a lasting impact. It would have been easy for him to move on to another customer or another task that needed to be completed and I wouldn’t have blamed him at all. Honestly, I felt bad that I was wasting his time. But he stayed in the moment
by Danny Snow
with me and I knew right then and there that if I ever had an opportunity to purchase a luxury timepiece, I wanted to come back to Breitling and buy it from Matt.
As I got ready to leave, he gave me his card and a catalog featuring their new collections. For two years I kept them both on my nightstand with the thought that one day I’d be able to buy one. Fast forward to January 2019. I had just earned a big commission from a large sale at work. On top of that, my employer told me they wanted to give me a watch to celebrate my 10-year anniversary with the company. Combined together, I would finally have enough to purchase the watch I really wanted.
When my employer asked me what kind of watch I wanted, my mind immediately went to the experience I had at the Breitling store. I’m sure that most people would have gone to Rolex considering they’re usually the first name people think of when it comes to luxury watches, and had I not wandered into Breitling years ago, I likely would have done the same. For me, it was never a consideration. I emailed Matt that day to make sure he still worked there. Two weeks later, I went back to the Millenia Mall to purchase a new watch from him. The in-store experience, this time as an actual customer, was exceptional. I left the store that day with an amazing new watch and as a raving fan of the Breitling organization.
In case you are wondering, I did not purchase the $50,000 watch. But in the event I have the opportunity to buy another luxury watch in the future, you can bet I’m going back to Matt to get it.
Here are some things to think about: What are the areas in your organization where you can build little wows into the culture? Are you only focusing on who you believe can buy from you now instead of nurturing future possibilities? S
DANNY SNOW is a sales and marketing director and professional speaker with over 10 years of experience in customer service, leadership and training. With a proven track record in driving business success and fostering strong teams, he specializes in helping organizations achieve excellence through employee development and exceptional customer service. Danny can be reached at www.snowassociates.com or at (407) 294-1855.
The Direction Correction Badge
by David Allen
I’ve noticed that one of the hardest things for people to do is to change what they’re doing to something better to be doing, when there’s nothing externally forcing them to. But to unhook from whatever groove we’re in, in the moment, and shift the focus of awareness and physical energies into something that may not be as immediately easy or comfortable … I think that takes real strength.
It seems crazy that getting involved in a more constructive thing to do ever seemed so difficult, once I’ve jumped in. If I can just start to exercise, write in my journal, brainstorm a project, draft an article, review my work, do spiritual practices, go for a walk it’s all relatively a breeze from there. But just changing the direction of my mental and physical focus when I don’t particularly feel like it … that’s worthy of a Medal of Honor! Until then, I’m like the hero in the movie “Top Gun,” about to do battle, but frozen (“Engage, Maverick… Engage!”), and I’m hung up in my own psychic knots.
Of course, it’s never that dramatic (or romantic). It might be easier to deal with if it were. Things I’ve done like hitchhike from Istanbul to Karachi, drop out of graduate school, get a black belt and sail solo in heavy weather required some level of guts (and perhaps youthful stupidity!). But as risky as those events seemed at the time, I think they were easier than what I deal with in getting myself to shift my attention and energies into something that I know will be better for me than what I’m doing.
Maybe this is maudlin self-absorption (like, David, is this the biggest problem you’ve GOT?). But how many people let multiple aspects of their life get to crisis mode before they have the motivation to do something about it? Seems it’s easier to let the drama of a problem be our driver than the intuitive sense that we should change the direction of our attention when it would still be early enough to be the ounce of prevention. In other words, dealing with things when you HAVE to is easier than when they are most productively dealt with.
“The mind of an adult is like an unbroken horse. It will go in any direction except the one in which you want it to go.”
— St. Teresa of Avila
I’m not interested in being a martyr, however, so I try to stack the deck in my favor. I look for every trick in the book to make it easier to simply get engaged with healthy good stuff. There’s nothing like having great tools in the right places. I got the best yoga costume and props I could find, and I keep them handy at home and in hotel rooms. I bought a great fountain pen that I love to find any excuse to use (like reflecting and writing in my journal). I’ve put nutritional supplements I ought to take regularly right by the water dispenser. I follow my inclination for the coolest organizing gear I can find that attracts me to use it. But no matter how crafty I get at setting up the tricks to tip myself into good-for-me productive activity, I still have to stretch my psychic muscles to break out of a pattern and start the new
one. I’m working on developing the habit of immediately jumping into anything I recognize I’m resisting, and out of anything I’m not feeling so good about doing. Doing the different thing is not hard. GETTING myself to do it deserves a medal. S
“We must all suffer from one of two pains: the pain of discipline or the pain of regret. The difference is discipline weighs ounces while regret weighs tons.”
— Jim Rohn
After decades of in-the-field research and practice of his productivity methods, DAVID ALLEN wrote the international best-seller “Getting Things Done” (GTD). Published in over 28 languages, TIME magazine heralded it as “the defining self-help business book of its time.” In 2015, he released a new edition of the book, with new insights, updates, and discoveries about the GTD methodology and its many personal and professional applications.
McLane Foodservice Inc. 31 972-364-2050 lynn.modisette@mclanefs.com
New Belgium Brewing/Bell’s Brewery 29 910-638-3634 www.bellsbeer.com
PepsiCo BC 732-618-8578 www.pepsico.com
Retail Tech Inc. 11 952-380-0493 sjohnson@retailtechinc.com
Sazerac 9 415-302-0202 cbanti@sazerac.com
Sierra Nevada Brewing Co. 15 520-405-1727 www.sierranevada.com
Stafford-Smith Inc. 5 405-772-3450 bww@staffordsmith.com
The Wasserstrom Co. 35 800-888-9963 bww@wasserstrom.com
* BC=Back Cover, IB=Inside Back, IF=Inside Front
CALL FOR FRANCHISEE NEWS
THE Issue 4 is due out December 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. Our editorial staff can assist in writing the article.
