Read about how these two simple concepts can help Buffalo Wild Wings franchisees unlock longevity and success in their communities.
FBS Board of Directors
Roz Mallet Chair
Jenny Beaudoin Vice Chair
Bobby Pancake Secretary/Treasurer
Wray Hutchinson Chairman Emeritus
Brian Carmody Director
Steve Grube Director
Mark Jones Director
Jack Litman Director
Chris Olexa Director
Ed Lynn Director
Larry Podlogar Director
Christy Williams Executive Director
FBS Editorial Board
Rachel Jackson Editor-in-Chief rachelj@myfbsonline.org
Tyler Ryan Communications Editor tylerr@myfbsonline.org
Advertising Sales
FBS Advertising Team advertising@myfbsonline.org 678-797-5160
Design and Layout
Kristen Thomas
KT Graphic Design
www.kt-graphicdesign.com Headquarters
1701 Barrett Lakes Blvd. NW
Suite 180
Kennesaw, GA 30144
Phone: 678-797-5161
Fax: 678-797-5171
ON THE COVER
Learn how to build these relationships through consistency and quality on page 12, as well as by maintaining customer-franchisee trust and dependability on page 30.
COLUMNS
DEPARTMENTS
7 One Topic: 10 Facts
16 Congressional Spotlight : Lisa McClain (R-MI-09)
FEATURES
12 Consistenc y and Quality Are Key by Tyler Ryan, FBS communications editor
17 Maximizing Franchise Success: The Key To Reducing Labor Costs and Liabilit y contr ibuted by INFINITI HR
18 The Buffalo Wild Wings FoundationSM - Mini Pitch Highlight contr ibuted by the Buffalo Wild Wings FoundationSM 20 Don’t Overlook Workplace Safety by Dougl as H. Duerr, Elarbee, Thompson, Sapp & Wilson LLP
22 The Three Unbreakable Laws of Customer Loyalty for Franchises by Jay Baer
24 The Essential Walks Series: Connect Your Essence, Your Life and Your Work by Dan Coughlin, The Coughlin Co.
28 What Does “Organized” Mean? by David Allen, Getting Things Done
30 Restaurant Trust and Dependability: The Role of Franchisees by Tyler Ryan, FBS communications editor
32 General Liabilit y vs. Umbrella Liability Insurance contr ibuted by Lockton Cos.
34 A Kitchen Equipment Par tner You Can Count On contr ibuted by Stafford-Smith Inc.
DIRECTORIES
8 Assoc iate Member Listing
36 Adver tisers Guide and Editorial Calendar
In keeping with our commitment to the environment, this publication is printed on
As we move into 2025, it is my hope that 2024 was filled with success for all of you and your Buffalo Wild Wings® businesses.
Although it is sometimes difficult to accept the realities beyond our control (inflation and other economic impacts, political impacts and strategic decisions outside of our purview), we must take a step back periodically and focus on what we impact. At the end of every year, it is imperative that we take a look back and consider the ways in which we have not only worked to secure our own economic well-being as business owners but also how we have created experiences for our customers and communities that encourage them to stay in touch with our sports bars.
As we reflect on 2024, we should all strive to take stock of everything we did right and everything we can do better to keep improving our businesses. Loyal clientele, who will ultimately remain loyal to establishments that consider their needs and prioritize their experiences, are surely one of the cornerstones of our businesses’ success. Looking forward to 2025, let us consider how we as business owners and an organization of franchisees can find newer and better ways to thrive within the Buffalo Wild Wings brand. This edition of The SCORE considers the importance of basing one’s business
operations upon a few fundamental values: exemplary service, mutual trust with our teams and guests, dependability and more. We hope that all members of Franchise Business Services (FBS) can use this issue to inform how they choose to approach the next year.
I also encourage members to save the date for the 2025 FBS Annual Summit, taking place May 20-23, in Bonita Springs, Florida! This Summit will provide members and our valued vendor partners yet another week full of opportunities for sharing ideas, mingling with fellow franchisees and fostering strong business relationships. You won’t want to miss out on the beautiful landscape, either; there will be ample opportunity to enjoy the beach and find moments for fun and relaxation. FBS strives to provide experiences like the Summit that remind members just how beneficial it is to have our community of franchisees, vendors and industry experts supporting one another and sharing best practices. As an organization, we should all look forward to spending the next year taking full advantage of what we have created: a haven for business owners looking to grow, improve and
Roz Mallet FBS Chair
establish bonds within the industry. The FBS Board of Directors is committed to improving our impact on all of our futures, starting with completing a strategic planning process ... the results of which we will present at the Summit. Also, please join me in welcoming our newest FBS Board Member: Jack Litman from Munson Restaurants LLC. Finally, the board has elected Jenny Beaudoin as vice chair and Bobby Pancake as secretary/treasurer. I am grateful for their willingness to serve our franchise community. For now, I wish you all a stellar introduction to 2025!
Sincerely,
Roz Mallet
AMPAL Group Honors Arsenal Workers at Buffalo Wild Wings® Rockaway Picatinny Community Picnic
AMPAL Group, founded by CEO Bipin Patel, proudly joined the community in celebrating Picatinny Arsenal workers at their annual community picnic, July 11, at location No. 1377 in Rockaway Picatinny, New Jersey. This marked BWW®’s fourth year participating in the event, reinforcing its appreciation for the contributions and service these members have done for our country.
At the picnic, BWW Rockaway Picatinny set up a tent and table where they offered discounted wings and water to event attendees. Additionally, BWW seized the occasion to engage with Arsenal workers by providing them with special coupons through a spin-to-win coupon wheel. Each participant had the
chance to win discounts such as $5 off $25 or six free wings, which added to the excitement of BWW and the Rockaway Picatinny event.
They also hosted their thrilling Blazin’ Challenge, where contestants faced off against BWW’s spiciest wings. In just 1.5 minutes, a champion emerged, winning a $100 BWW gift card and a mini portable grill, perfect for summer festivities. Other contestants received themed T-shirts and six free wings.
The Blazin’ Challenge has become a beloved tradition at the event, fostering camaraderie and excitement among participants and spectators alike. BWW Rockaway Picatinny cherishes the opportunity to engage with the Picatinny
Picatinny Arsenal workers and community members enjoy the festivities and lively competition at BWW Rockaway Picatinny.
Arsenal community in such a fun and interactive way. It’s events like these that remind everyone of the importance of community. BWW Rockaway Picatinny looks forward to continuing its tradition of supporting and celebrating the Picatinny Arsenal community in the years ahead. S
Buffalo Wild Wings® Monmouth Hosts Blazin’ Challenge for Eatontown Baseball League Coaches
In collaboration with the Eatontown Baseball League, franchisee Bipon Patel’s company, AMPAL Group, hosted an exhilarating Blazin’ Challenge at Buffalo Wild Wings® location No. 1358 at Monmouth Mall in Eatonton, New Jersey, for league coaches, showcasing a spirited competition and fostering community engagement. The event, held to spice up the league’s annual Eat Wings Raise Funds (EWRF) in June, saw six coaches daringly compete to devour 10 of BWW®’s spiciest traditional wings in under five minutes.
Amid cheers from guests and supporters, each coach tackled the blazing wings with determination, creating an electric atmosphere as spectators rooted for their favorites.
The winning coach, represented by the Wingers Team sponsored by BWW Monmouth, triumphed within just two minutes, earning 1,000 BWW points and the pride of having their team’s photo displayed on the venue’s big screens for the remainder of the day.
Following the challenge, participants and attendees enjoyed dinner at BWW
Monmouth, where 20 percent of the proceeds contributed to the league’s fundraising efforts. The event strengthened its youth sports and created lasting memories for families in attendance.
BWW Monmouth looks forward to working with this league more in the future and hopes to create more memorable events together. S
Munson Restaurants LLC Closes Out 2024 with Openings and Remodels
Munson Restaurants LLC, an Inspire Brands multi-unit franchise operator with President Jack Litman at its helm, is growing as the fast-casual industry prepares for 2025! On July 1, 2024, Munson added 11 Buffalo Wild Wings® sports bars in New York and Connecticut, previously owned by longtime franchisee RSQ. Additionally, Munson opened a new Buffalo Wild Wings location in Shelton, Connecticut, on Dec. 21, which brings their total of BWW® locations to 19. Munson is focusing on remodeling current locations, such as those in North Haven,
Munson prepares for further expansion and success in 2025 and beyond.
Connecticut, and Staten Island, New York. More remodels are scheduled while Munson continues to expand its sports bar footprint throughout the Northeast! S
Six baseball league coaches take on the Blazin’ challenge, surrounded by supportive community members.
Joe Frederick Sr., Owner and Founder of BWW® Mankato, Minnesota, Retires After 30 Years
When When Franchisee Joe Frederick Sr. first learned about Buffalo Wild Wings®, it was because the brand was listed in a trade publication as being one of the top ten up-and-coming restaurant chains at the time. Frederick had already been in the restaurant business for nearly 24 years, and after doing some research and looking for partners, Frederick signed his first franchise agreement and began a journey with the BWW brand during which he would own and operate three different locations. “There have been a lot of changes in the chain, from the franchisee standpoint,” said Frederick, referring to the evolving balance between bar service and the seated dining experience in his locations over the past three decades. His son, Joe Frederick Jr., sustained ownership of the business as Frederick
prepared for official retirement after several decades in the business. Having had his first working experience with BWW at the age of 14, his son decided to return to the brand as an adult, worked his way up to management and has operated the family’s two current locations for the past 17 years. Frederick officially celebrated his retirement in September, as BWW Mankato and Hutchinson prepare to keep operations strong under his son’s ownership. S
We want to highlight your company’s achievements (employee promotions, new hires, employee or restaurant anniversaries and sales records). To submit information for Recognitions, complete the online submission form at www.myfbsonline.org/submissions, email communications@myfbsonline.org or call 678-797-5160.
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 this 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
Joe Frederick Sr., founder of BWW Mankato.
Joe Frederick Sr. and Joe Frederick Jr. together as the former is recognized by Schola Foundation in Mankato, Minnesota.
Joe Frederick Sr. is surrounded by family as he is inducted into the Mankato Softball Hall of Fame.
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.
A Niche in the World of Fast-Casual Restaurants
Fast-casual restaurants have certainly thrived over the past several decades, fueled by evolving consumer preferences, technological advancements and innovative business models. Known for their speed, convenience and affordability, fast-casuals have become an integral part of American dining culture, catering to busy lifestyles and offering consistent, satisfying experiences. The growth of fast-casuals reflects their ability to adapt to societal changes while maintaining their core appeal: quick, accessible meals at an affordable price. As trends like sustainability and personalization continue to shape the industry, fast-casuals are poised to evolve further, ensuring their place as a cornerstone of the American dining landscape. However, it is essential to look at the fast-casual restaurant industry as one that hosts a wide range of environments for customers with different wants and needs. What makes every fast-casual chain succeed with its customer base is its ability to keep providing the kinds of products and services that a particular crowd is searching for. Finding one’s niche within the industry can unlock new avenues of growth and success for a brand or individual business.
The Industry Today…
As Buffalo Wild Wings franchisees operating locations decades after the initial emergence of fast-casuals, one can benefit from considering how the brand’s niche within the industry can be leveraged to individual business owners’ advantage. When running a business involved in foodservice, there are many values at the foundation of everyday operations that are likely to stay consistent from business to business. BWW® franchisees across the nation are operating with the intention to serve quality food and create positive experiences for customers, and this mission becomes even more specific when one factors in the particulars of the sports bar experience and what exactly makes it so appealing to guests.
Sports bars function on the combined experiences of being served a quality meal, watching/staying in the action of sports and surrounding oneself with friends, family and community. Franchisees who own a variety of concepts or are only beginning their journey within the BWW brand have a unique opportunity to stand out in the fast-casual restaurant landscape, as the businesses in their hands have a defined purpose as sports bars: to be the place where people come to have great food, and an even greater game day. S
1
The Benefits of Strong Brand Awareness
Around 81 percent of consumers need to be able to trust the brand to buy from them, emphasizing the critical role trust plays in building brand awareness.
2
On average, 92 percent of consumers trust word-of-mouth recommendations from friends and family over any other form of advertising.
3 Consistency is key. Consistent branding across all channels can increase revenue by up to 23 percent
4 It pays to give back! Fifty-five percent of consumers are willing to pay extra for products and services from companies committed to positive social and environmental impact.
5 The inability to provide a consistent brand experience makes it harder to build trust and recognition. Establish brand guidelines! Seventy-seven percent of brands end up with off-brand content.
6 Transparency is the key to loyalty. An estimated 94 percent of customers will be loyal to a transparent brand.
7 Live your brand colors! Signature brand color can boost brand recognition by 80 percent
8 It only takes seven seconds to make a first impression on a customer. Make those seconds count by investing in quality visuals.
9
Bring back “the old days.” Nostalgia branding is one of the most popular strategies. Seventy-three percent of consumers respond positively to nostalgic branding.
10 Love for a brand translates to loyalty. Sixty-four percent of customers feel emotionally connected to their favorite brands.
Sources: Entrepreneur, Forbes, Data Axle, Fit Small Business
Support the Vendors
Elevanta Health Partner Member Services memberservices@elevanta.com 678-797-5160
Green Dot Corp./rapid!
Hall Financial Advisors
Partner Steve McDonald smcdonald@rapidpaycard.com 503-206-5144
VAN Eerden Foodservice/National Distribution Alliance Assoc. Mbr. Charlie Cook charliec@vaneerden.com 517-282-3486
Wintrust Franchise Finance 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
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
In a system where money talks, demystifying complex concepts is essential for business success. NPR’s “Planet Money” podcast uses expertise and humor to bring listeners financial stories that matter. Whether you are a finance novice or a seasoned expert, this podcast makes learning about the economy enjoyable and accessible. Discover how everything in life ties back to financial principles. “Planet Money” does not just help you understand the economy, it helps you understand the world.
2
Todoist is a task management app designed to help users organize and prioritize their tasks efficiently. It allows you to create to-do lists, set deadlines and categorize tasks with labels and projects. Users can collaborate on shared projects, making it ideal for team productivity. The app also features reminders and tracking to keep you focused and motivated.
3
No matter the industry, your team must function on an elevated level. ”We’re All In
This Together” by Mike Robbins is a deep dive into the ways great businesses build trust, collaborate and operate at a peak level. Mike draws on more than 20 years of experience working with top companies like Google and Microsoft. While each team and organization has a unique set of challenges, goals and dynamics, some universal qualities allow teams to come together and thrive.
4
”Masters of Scale” is a podcast that invites today’s most iconic business leaders to share lessons and strategies that have helped them grow the world’s most fascinating and successful companies. Founders, CEOs and dynamic innovators join in candid conversations about their triumphs and challenges. “Masters of Scale” offers invaluable insights to aid anyone in building a thriving business.
5
”Company of One: Why Staying Small Is the Next Big Thing for Business” by Paul Jarvis explores an original business strategy that is focused on the commitment to being better instead of getting bigger. Jarvis argues that staying small allows for greater focus, creativity and a more fulfilling work-life balance. This book encourages entrepreneurs to prioritize sustainability and meaningful connections over rapid growth, redefining success in the modern business landscape.
6 Better Software Company is designed to make franchise and small-business management streamlined with leading-edge technology. Better gives you a deeper understanding of what is happening out in the field with CRM tools, invoicing, scheduling, text messaging, reporting and customization.
7 Inventory management will make or break any business. Sortly allows small-business owners to seamlessly manage their inventory counts in one easy app. Sortly offers real-time reporting, synchronization across all devices and teams and custom organization tools.
8
The most challenging part of becoming great can be getting out of our own way. Whether it is our ego, pride or stubbornness that sets us back, sometimes we all need a reality check. Joshua Medcalf’s book, ”Chop Wood Carry Water: How To Fall in Love With the Process of Becoming Great” is a story that reminds us all that sometimes the process of achieving our goals can be more important than the goal itself.
9
Learn how companies work from those who know them best. ”Business Breakdowns,” a podcast from Colossus, interviews industry veterans, investment professionals and business leaders to explain the inner workings of public stocks and private businesses. Every business has lessons and “Business Breakdowns” is here to teach you.
10
”The 80/20 CEO: Take Command of Your Business in 100 Days” by Bill Canady is a detailed playbook for aspiring or accomplished executives who want to lead their organizations in profitable and strategic growth without surprise, but rather with strategy. S
ConsistenCy and Quality Are
Key
by Tyler Ryan
For small-business owners, finding the key to long-term success and customer satisfaction does not have to be a mystery. In the act of owning and maintaining a business, franchisees are exercising an array of skills: project management, leadership, organization, marketing, etc. Being an owner of one or several locations under a larger brand takes time, dedication and a desire to see one's business reach new heights, in addition to the ability to tap into all the aforementioned skills. Sustaining success is an ongoing effort that franchisees know well; it requires staying aware of the state of one's business while utilizing any resources available for improvement. The business begins with the franchisee and their team, and it can only be as strong as the people who are constantly working to keep it afloat.
While it may sometimes be overwhelming to wear so many hats and pay attention to all the moving cogs in the system that is a franchise, the process of keeping one's business running in tip-top shape and providing customers with the positive experiences they seek can be simplified through two simple ideals: consistency and quality. When consistency and quality are taken into consideration in one's business operations, it can make the difference between a business not doing as well as it could and that same business thriving beyond an owner's expectations.
To begin establishing overall consistency within a business, a franchisee must first understand why consistency is such an important piece of excellence in customer service. When a person walks into any business looking for a specific product or service, particularly when that business is operating under the umbrella of a larger brand, there are certain aspects of the experience that they might expect or hope to be consistent across several visits. As the owner of one or several Buffalo Wild Wings® locations, part of the task at hand when creating positive customer experiences is not only showing people what stands out about your own store, but also showing people that your store is carrying on the values and standards of the BWW® brand at large. This means it is important to practice being aware of your place within
Consistency
Continued from page 13
the brand and how your stores function relative to the whole system. For members of Franchise Business Services (FBS), there is ample opportunity to share best practices, network and observe how other BWW franchisees choose to approach their business operations for optimal success. Finding ways to both elevate your own business and remain in touch with the values of the brand and the extensive network of franchisees within it is the key to balancing the identity of your business and the consistency that can help it thrive.
aCting swiftly on ConstruCtive
CritiCism to address any gaps in serviCe or produCt Quality is imperative.
other hand, the simple fact that one's business is involved with its community may be something that customers expect to be consistent across other locations and even other franchisees' businesses. Keeping in mind the reputation the BWW brand has developed as being involved in giving and helping others can ensure that, as a franchisee, you keep this brand characteristic consistent across your own locations.
For franchisees, maintaining high standards of product and service quality is more than just a business strategy — it’s a cornerstone of success. Providing subpar products or services can lead to negative feedback, potentially harming the franchise’s profitability and growth. In a crowded market, quality sets a business apart. Customers have options, and businesses that consistently deliver exceptional experiences are more likely to capture and retain market share. High quality creates a competitive edge, particularly in industries where differentiation is challenging. Customer feedback is also invaluable for understanding what’s working and where improvements are needed. Encouraging your staff to find out directly from customers how the quality of their experience could have been improved, or what was already excellent, can be another step taken to gradually improve one's business. Acting swiftly on constructive criticism to address any gaps in service or product quality is imperative. Additionally, franchisees can try their best to be aware of how market trends and customer preferences evolve. Those who stay informed about industry changes and adapt accordingly are better positioned to maintain relevance
by prioritizing adherenCe to brand standards, investing in training and fostering a Culture of exCellenCe, franChisees Can ensure they meet and exCeed Customer expeCtations.
As a business owner, you can't be the only one who's concerned with the quality of the products and services your company provides; your employees should be just as dedicated to delivering their best work, day in and day out. Comprehensive and ongoing training ensures that staff understands and executes brand standards effectively. Training should cover technical skills, customer service etiquette and problem-solving to equip employees with the tools to handle any situation professionally. Franchisees can also emphasize a culture where customer satisfaction is the priority. Empower employees to go above and beyond for customers and create a welcoming environment that makes people feel valued. A customer-first mindset often translates into higher satisfaction levels and stronger relationships.
For franchisees, the impact of quality can extend far beyond their immediate locations. By consistently delivering high-quality products and service, they strengthen the entire franchise network. This creates a positive feedback loop: satisfied customers build brand loyalty, which drives traffic, revenue and ultimately, the success of individual franchisees. Quality is not optional for franchisees; it is essential.
by Consistently delivering high-Quality produCts and serviCe, they strengthen the entire franChise networK.
By prioritizing adherence to brand standards, investing in training and fostering a culture of excellence, franchisees can ensure they meet and exceed customer expectations. In doing so, they not only safeguard their own business success but also contribute to the collective strength of the BWW system. As a franchisee, it is only natural that one would want to do all that they can to ensure that the success they've acquired up until now can be sustained well into the future. Though
Reach for the perfect holiday refreshments
consistency and quality are values that have surely been put into practice day after day for small-business owners, revisiting something that seems so simple can actually be a means of revitalizing the business and returning to the foundation of successful operations. Providing stellar service is at the core of BWW franchisees' motivations, and doing so is not nearly as effective without keeping both consistency and quality at the forefront of one's mind every single day.
From the smallest aspects of the everyday experience people have in your stores to the overall impression they build of the Buffalo Wild Wings brand at large, there are countless ways that franchisees can make an effort to keep guests feeling as though they know what they've come to Buffalo Wild Wings for – and not only did they receive what they expected, they also gained something extra. The effects of franchisees and their teams going above and beyond to improve their stores surely do not go unnoticed, and it is these effects that will keep loyal customers coming back for more. When they are able to find a consistent, high-quality product or service, they are much more likely to recommend it to others and help expand the reach of your business within its community. For franchisees looking to revitalize or renew the levels of success they're seeing in their stores, going back to the basics of consistency and quality may prove to be the key – one that was in their grasp all along. S
TYLER RYAN is the communications editor for FBS. You may reach Ryan at 678-439-2300 or tylerr@elevanta.com.
Spotlight on the 118th Congress: Congresswoman Lisa McClain (R-MI-09)
Q What skills or perspectives from your background do you apply as a public official?
ABefore running for and being elected to Congress, I spent more than 30 years as a businesswoman in the financial services industry and built a top-tier business from the ground up that helped tens of thousands of families save for their future. I have had to sign both sides of a check and make ends meet. As I work in Washington, I take a results-oriented approach to ensure we are improving the lives of Michigan families and business owners.
Q What do you see as the current biggest threat to small-business owners?
AThe number and complex nature of Federal regulations have multiplied at an alarming rate, and these regulations affect small businesses much more than larger businesses. A recent regulation rushed through by the Treasury Department that impacts 32 million entities can result in fines and felony charges if not complied with. I led my colleagues to ask for a delay, which gives small businesses more time to adapt to this new regulation. Ultimately, we need to get the government out of the way and start putting a little more trust in business owners to operate their business.
Q What challenges have you helped small businesses in your district overcome?
A Small businesses are innovators, trailblazers and even contribute to our national defense. I continually meet with, aid and encourage small businesses in my district to apply for government contracts. The U.S. government procures around $500 billion annually in products and services, and 23 percent of these dollars are required to be awarded to small businesses. Small businesses are the heartbeat of our economy, and I will continue to be a champion for our business community and fight for policy solutions and regulatory reform that fosters entrepreneurship.
Q In what ways are you seeking feedback from small businesses in your state/district and using that information in Washington, D.C.?
AMichiganders are my top advisors –the people who I count on to provide me with honest and straightforward advice that helps me be the best Congresswoman I can be. I recently sat down with several women-owned manufacturing companies based in MI-09 to learn more about their business models and discuss ways Congress can facilitate more American manufacturing. I am incredibly proud of these women for carving out a successful path in a once male dominated industry. Understanding the pulse and what’s happening on the ground in my district is of the utmost importance to me.
Q What seat do you believe franchisees have at the table and what do you do to support them?
AFor many Americans, franchising has been a path to the middle class and financial security. Businesses, big and small, need to be involved and have a seat at any negotiating table while Congress drafts policies that affect their businesses, and the franchisees’ future. I welcome those conversations, and look forward to meeting with as many as I can as Congress moves forward on critical tax extension and reform bills in the 119th Congress.
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 Help is on the way. Under President Trump’s last term in office, our country saw the best economy in a generation. When we return to Washington in January, we are going to get to work extending and revising the Tax Cuts and Jobs Act and rolling back burdensome regulations so small businesses see a decrease in costs and no tax increase. With my background as a successful business and Congresswoman, I will work tirelessly to return prosperity and security to our businesses, families and communities. S
Maximizing Franchise Success: The Key To Reducing Labor Costs and Liability
At INFINITI HR, we help franchises reduce total labor cost, mitigate employer liability through master aggregated risk pools, and leverage the economies of scale of a large enterprise for your competitive advantage - making it possible for Buffalo Wild Wings® franchises to grow faster.
In the competitive world of franchise business, every dollar counts, and every risk must be carefully managed. It’s no secret that one of the most significant challenges facing franchise owners is finding ways to reduce labor costs while also mitigating employer liability. Fortunately, there are solutions designed specifically for franchises that can help alleviate these pressures and pave the way for long-term success. At INFINITI HR, we understand the unique needs of franchise businesses, and we’re here to provide expert guidance.
Holistic Solution: Tailored Franchise Support
INFINITI HR excels in reducing total labor costs while providing comprehensive liability protection through expert management of regulatory compliance, payroll and access to industry-leading benefits. Our approach is simple yet effective: We help franchise owners streamline their HR processes, optimize their workforce and minimize their liability exposure.
OUR SERVICES INCLUDE:
• Payroll & Tax Filing
• State-Specific HR Director & Complimentary Recruiting
• HRIS Platform
• Federal & State Compliance Regulation
• Employee Handbooks
• HR Solutions
Why Choose INFINITI HR?
• Industry Expertise: With years of experience serving Buffalo Wild Wings franchise businesses and more, we have the knowledge and expertise needed to address the unique challenges facing franchise owners.
• Personalized Service: We understand every franchise is unique, which is why we take a personalized approach to every client. Our team works closely with franchise owners to develop customized solutions that meet their specific needs and objectives.
• Cost-Effective Solutions: Our goal is to help franchise owners reduce costs while maximizing value. By outsourcing HR functions to INFINITI HR, franchises can save time, money
and resources, allowing you to focus on what you do best –growing your business.
About INFINITI HR
INFINITI HR, the Professional Employer Organization for Franchises®, stands as a pioneering solution tailored exclusively for franchisors and franchisees across all 50 states. With the distinction of being the first customizable PEO of its kind, our service is designed to suit franchises of any scale or scope. By leveraging the power of numbers, our customizable PEO significantly reduces total labor costs, mitigates employer liability through master aggregated risk pools and taps into the economies of scale of larger enterprises, thus providing a competitive advantage that fosters faster growth for franchises. Recognized as the “Best PEO of 2023” by Digital.com, as well as a “Top Franchise” by Entrepreneur and “Best PEO of Franchises” by The Balance, INFINITI HR has continually demonstrated excellence in its field. Additionally, our consistent presence on the INC. 5000® list for 10 consecutive years speaks volumes, reaffirming our position as one of America’s fastest-growing and most admired companies.
Get Started Today!
Don’t let labor costs and liability risks hold your franchise back. Partner with INFINITI HR and unlock the full potential of your franchise business. Contact us today at Mark.Wilson@infinitihr.com or (623) 455-6234 to schedule a consultation and learn more about our tailored franchise solutions.
Mini Pitch Highlight
T
he Buffalo Wild Wings FoundationSM recently unveiled a brand-new mini-pitch soccer field at Burnett Elementary School in Dallas, Texas. This exciting addition promises to provide students and local residents with a dedicated space for play, exercise and foster teamwork. The kickoff event for this project not only celebrated the completion of the field but also underscored the importance of community engagement in creating positive spaces for youth.
The Buffalo Wild Wings Foundation has a long-standing commitment to supporting youth sports and fueling champions of the next generation. The initiative to donate a mini pitch at Burnett Elementary aligns perfectly with this mission. Soccer, as
a universally loved sport, offers a unique platform for children to develop essential life skills such as teamwork, leadership and discipline. “Access to youth sports is a life-changing experience for many kids,” said Stuart Brown, executive director, Inspire Brands Foundation. “Through their experiences on a team, kids learn to win with grace, lose with poise and compete with confidence. They learn to encourage others, work with resilience and listen with purpose. For all these reasons and more, the Buffalo Wild Wings Foundation fuels champions of the next generation by making sure that kids have access to the teams and fields they need for these important team sport experiences.”
The kickoff event was a testament to the power of community collaboration. Local leaders, parents, students, and sports enthusiasts gathered to celebrate this milestone. The excitement in the air was palpable as children ran on the pitch for the first time. Burnett Elementary’s students now have a safe and engaging space to practice their soccer skills, develop their passion for the game, and build lasting friendships.
As we celebrate the launch of the mini-pitch soccer field, we
invite everyone in the Buffalo Wild Wings community to reflect on their own contributions to their local communities. What initiatives are you involved in? How are you supporting youth in your market? We want to hear your stories! If you’re participating in projects that uplift your neighborhood or make a difference in any capacity, please reach out to Catherine Stranberg to share your store! You can submit pictures and videos through our QR code, showcasing the amazing work happening around you.
CONTENT SUBMISSION
Please use the link or QR code to the left to upload photos directly to a shared folder. Please upload all photos and videos in the highest quality option that is available to you.
This initiative isn’t just about one soccer field; it’s about building a culture of kindness, support, and collaboration. By sharing your efforts, we can inspire others to get involved and create an even larger impact. Whether it’s coaching a youth team, organizing a neighborhood clean-up, or volunteering at local shelters, every action counts.
overlook don’t workplace safety
by Douglas H. Duerr
For any retail business, customer safety is an important concern, not only because of the potential cost of injury claims but also because of the reputational damage that can arise from customer complaints about unsafe conditions. This is heightened by the reality that many (hopefully) individuals will pass through the public spaces, perhaps even in an impaired condition due to physical/medical issues or perhaps intoxication. Consequently, there is often a direct incentive for managers to be proactive on safety in public areas by keeping floors dry, free of slip or trip hazards and the like.
Unfortunately, a business owner/manager cannot stop there as workplace safety is also a significant concern and extends beyond public spaces but also to areas where housekeeping and other issues seem less important. In addition to the potential for employee injury claims, the federal government, and many states, have laws requiring employers to provide a workplace free of recognized and obvious hazards. Also, if the workplace has employees under the age of eighteen (18), there are job functions that are deemed so hazardous, depending upon the age of the worker, that those workers should not perform them or even be exposed to them. Nonetheless, workplace safety can become an afterthought because injuries can be few and far between as the workers are less likely (hopefully) to be impaired (and can be sent home upon signs of impairment) and are likely more familiar with the workplace and the presence of hazards as compared to the casual customer. As a result, because safety procedures can also be viewed as a cost item that interferes with productivity, complacency can easily set in.
Because workplace safety is required by law, retail establishments can be subjected to safety inspections by federal or state officials. These visits occur without notice, and the law generally allows inspectors to prompt entry onto the premises without a search warrant. Generally, if a safety inspector is denied reasonably prompt entry, the agency is generally authorized to get a search warrant and will be back with multiple inspectors and a mandate to do a “wall-to-wall” inspection.
because safety procedures can also be viewed as a cost item that interferes with productivity, complacency can easily set in.
ear loss, etc.), or the like, employers are required (i.e., can receive a fine for failure to do so) to provide prompt notification to federal and/or state agencies, usually within hours of becoming aware of the situation.
Do you really need to worry about a government inspection when you have taken advantage of the “safety review” offered by your insurance company? Absolutely! While not all carriers/brokerages offer such a service, and you should take advantage of it if you can, such reviews are generally too general and are normally focused more on things like fire hazards and other sources of property loss, customer safety and the like. There may be some workplace safety items on the checklist (e.g., are employees required to wear nonslip shoes in environments that might have wet floors?), but that is not enough. A business owner should give serious consideration to having a review conducted by a workplace safety consultant to review potential hazards in the workplace as well as safety procedures, policies and training. In addition, such an inspection should also identify requirements for personal protective equipment (e.g., gloves, protective eyewear, etc.) that might be required. While such consultations are not cheap, they are not only less expensive than the potential fines in the event of a governmental inspection. They can also result in penalty reductions by demonstrating that the business takes seriously its obligation to provide a safe working environment. Such a review can also help prevent injuries (and the resulting workers’ compensation claims) and have a positive impact on employee morale by showing that the business cares about them.
These are much broader than what normally occurs when the inspection is complaint-based and more likely to find safety violations that might have been missed in a more focused inspection. These inspections can be random, be the result of a complaint by an employee or someone else or stem from a report received from an ambulance or other medical providers. In addition, if an employee suffers a workplace injury or illness and is hospitalized, dies, suffers an amputation (which is very broadly defined to include injuries such as fingertips without bone loss,
As noted above, if the business employs workers under the age of eighteen (18), extra care needs to be taken to ensure that the workers do not perform certain tasks that are considered hazardous. While a manager may be familiar with the hours (and times) of work limitations, they may be less aware of duty restrictions (e.g., prohibitions of working with or around moving equipment, slicers, motor vehicles, etc.). Restrictions on the types of work minors can perform have been in existence since the Fair Labor Standards Act (FLSA) was enacted in 1938 as law, which deals primarily with minimum and overtime wages and also imposed child labor restrictions; at the time, children were working in mines, factories and other hazardous areas. Since then, the types of prohibited job duties have certainly expanded, although they are tied to the age of the worker, meaning that as individuals age, fewer job duties are prohibited.
What does this all mean? When thinking of safety, do not forget the safety of your workers. Not only will that help the mod rating for your workers’ compensation insurance, it is also required by law. Make sure your managers are trained on the job duty limitations of minors if any are employed (you have age certificates on file, right?) and bring in a workplace safety consultant to review potential safety hazards as well as the safety policies, procedures and training. As the saying goes, “Workplace safety is no accident.” 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.
The Three Unbreakable Laws of Customer Loyalty for Franchises
In today's competitive business landscape, franchise owners face a unique challenge: Customers are more willing than ever to try new brands and providers. The good news? You have an unprecedented opportunity to win over your competitors' customers. The challenge? They can do the same to you. To thrive in this environment, you must focus on delivering what I call the “Coveted Customer Experience." This means exceeding customer expectations so consistently that price and perfection become less important.
When you achieve this level of customer experience, you gain the most valuable asset in business: the benefit of the doubt. Customers will forgive occasional mistakes and won't be as price-sensitive when they know they can count on you to deliver an exceptional experience. So, how do you create a Coveted Customer Experience? It comes down to three key elements, which I call the "Three Unbreakable Laws of Customer Loyalty:” being quick, clear and kind.
1 Quick: In today's fast-paced world, customers expect swift responses and efficient service. Set a goal to be 15 percent faster in your interactions and processes. Whether it's answering phone calls, responding to emails or fulfilling orders, find ways to streamline and accelerate your operations.
2
Clear: Confusion is the enemy of customer satisfaction. Aim to be 15 percent less confusing in your communications and procedures. Use simple, straightforward language in your marketing materials, product descriptions and customer support. Make sure your employees are well-trained and can provide clear, accurate information to customers.
3
Kind: Empathy and understanding are more important than ever. Strive to be 15 percent more empathetic in your customer interactions. Train your staff to listen actively, show genuine concern and go above and beyond to help customers feel valued and appreciated.
Customer expectations continue to escalate, but if franchises can focus on being quicker, clearer and kinder, they will be on their way to exceeding expectations and creating loyal customers. By focusing on these three unbreakable laws, you'll create the kind of customer experience that gets noticed and talked about. In fact, it will likely be reflected in your online reviews. Recent data shows that 70 percent of consumers say reviews are more important to them now than ever before, and a staggering 25 percent have read an online review in the last 24 hours. When you consistently exceed expectations, customers will share their positive experiences through reviews and word-of-mouth. This, in turn, attracts new customers who are seeking the same level of service and attention. It's a virtuous cycle that can help your franchise grow and thrive.
To get started, assess your current performance in terms of speed, clarity and empathy. Gather feedback from your customers and employees to identify areas for improvement. Set specific, measurable goals for enhancing your customer experience and involve your entire team in the effort.
by Jay Baer
Remember, every interaction is an opportunity to create a memorable, positive experience that sets your franchise apart. By making quick, clear and kind service your top priority, you'll build a loyal customer base that will stick with you through thick and thin. The franchises that will succeed are those that embrace change, adapt quickly and relentlessly focus on delivering exceptional customer experiences by adhering to the Three Unbreakable Laws of Customer Loyalty.
So, don't wait for the perfect moment or the ideal circumstances. Start today by setting your sights on being quicker, clearer and kinder than ever before. Your customers will notice, and your franchise will reap the rewards. S
JAY BAER is a business growth and customer experience strategist and researcher. He was voted as the world’s No. 1 global guru in customer experience in 2024, and is a Hall of Fame keynote speaker. Jay is also the New York Times bestselling author of seven books, including his most recent work: “The Time to Win: How to Exceed Customers’ Need for Speed.” Find more about Jay at www.JayBaer.com, and find his useful email newsletter at www.TheBaerFacts.com.
The Essential Walks Series:
YourLife and Your Work ConnectYourEssence, The Introduction
Sometimes, in the midst of a busy day, people will go for a walk outside. It might be for a block or a mile or three miles. They just put their phone down and walk by themselves. Why do they do that? For three main reasons:
1. To clear their mind.
2. To see things with a fresh new perspective.
3. To enhance their health.
Essential Walks are about taking a break in the midst of a busy day and thinking about the non-physical and non-material essential aspects of your life. The same three reasons remain for taking an Essential Walk inside your mind as for taking a physical walk outside. Throughout my entire career, my focus starting in 1985 has been on helping other people to achieve whatever they want to achieve. I’ve rarely talked about these essentials in my articles, seminars, or executive coaching sessions. However, these essential topics have always played a major role in every major decision I have made in any aspect of my life. So now I think it’s time to offer questions on these essential topics for others to use toward being what they want to be and achieving what they want to achieve.
As I will say many times, these are just my own thoughts and reflections. My ideas on these topics are no better or no more correct than anyone else’s. There is a great deal of mystery and unknown within the topic of Essential Walks, and no one’s ideas are any better or worse than anyone else’s. I offer mine in the hope that they will spur you to pause and reflect on the non-material and non-physical essential aspects of your life. Throughout this long series of articles on Essential Walks, I will often use definitions
by Dan Coughlin
from the Merriam-Webster Dictionary (MWD).
In MWD, the word “essential” means relating to or constituting essence; of the utmost importance; and something necessary and indispensable. That is what this series will focus on: your essence, the part of you that is of the utmost importance, and the aspects of you that are indispensable.
Topics for Essential Walks
In any given Essential Walk, you can only reflect on a few key ideas at a time. Otherwise, you can become overloaded and burdened down. Each article in this series on Essential Walks will focus on a few key words or short phrases.
Here are ideas that we will dive into in this series: essence, virtue, egotism, integrity, discernment, peace, freedom, purpose, joy, gratitude, wisdom, introspection, hope, mercy, forgiveness, justice, fairness, kindness, patience, respectfulness, caring, compassion, calmness, unconditional love, empathy, immediate gratification, instant satisfaction, short-term pleasure, conscience, inner voice, quest, vocation, grace and many more.
As you can see, these are topics that you can’t hold in your hand or measure or carry around. They make up the essence of who you are as a person. Each of these Essential Walks will take you away from focusing on
Continued on page 26
Continued from page 25
your bills, house, cars, material items, title, bank account and responsibilities at work and home. And then after each Essential Walk, I hope you will take your insights back into those areas of your day-to-day life. An essential life is not separate from a physical, material, family, community or work life. The one flows into the others. However, without time for Essential Walks, you can easily lose sight of the connection between your busy personal and professional lives and the essential aspects of who you are as an individual. And that lost connection can keep you from fully being the person you want to be in the future both personally and professionally.
Essential Walk No. 1:
See the Importance of Strengthening Your Essence
(Author’s Note: As I share my thoughts with you on the essence of a person’s life, please keep in mind these are just my thoughts. It doesn’t mean they are right. I hope you will consider them, but more importantly, I hope you will reflect on each word and decide how you define these very important words in your life.)
What does “essence” mean?
I like the word “essence.” It captures the idea I’m trying to get across.
MWD defines essence as: “The most significant element, quality or aspect of a person.”
I define your essence as consisting of your thoughts, emotions and will.
In MWD, “will” is defined in many ways: a disposition, inclination, choice, volition, mental powers manifested as intending and choosing, a disposition to act according to principles or ends,
and the power of control over one’s own actions or emotions.
The simplest definition of “will” that I’ve ever read was in the book, “Power of Will,” that was written in 1907 by Frank Haddock. He wrote, “Will is the power of self-direction.” In my words, your will is the direction you send your thoughts and emotions toward.
Your essence consists of the non-physical and non-material aspects of who you are as a person. You can’t hold your essence in your hands or touch it, but it guides your life.
I think your essence manifests itself in your words and actions. It is what is behind those words and actions.
One way to understand your essence is to answer these three questions:
1. What am I thinking?
2. What am I feeling?
3. What direction am I willing my thoughts and emotions to head in?
What does an “Essential Walk” mean?
Just as you can make choices to develop your body, I believe you can make choices to develop your essence as well. Just as you can make your body healthier or less healthy, I think you can make your essence healthier or less healthy, which can then lead to healthier or less healthy words and actions.
An Essential Walk is when you take the time to really reflect on your thoughts, emotions and will, and decide on any adjustments you want to make to your essence. Another way of saying this is that an Essential Walk is how you develop your essence. Do you just go on autopilot and let your subconscious desires and the people around you guide your decisions, or do you consciously intervene and determine your desired thoughts, emotions and will?
Essential Walks are about your capacity to make choices.
Essential Walks
The quest of Essential Walks, the quest of this journey, is to have a healthy essence, which can then lead to healthier decisions, words and actions. It is the starting point of becoming the person you want to be in the future.
How does all of this connect to your personal life and your work?
Every person has thoughts, emotions and will. Therefore, every person has an essence.
Every person makes decisions that affect the health of their essence.
Their essence affects what they say and do.
What they say and do affects their personal relationships and activities as well as their work relationships and activities.
A person can reflect on their thoughts, emotions and will, and decide whether they want to continue on with them, subtract some of them, add to some of them or change some of them. In going on Essential Walks, the person affects how they channel their thoughts, emotions and will. In shifting how they channel those, they can strengthen their essence, which is the intangible part of themselves that guides what they say and do.
Your progress toward becoming the person you want to be begins with your essence, which consists of your non-physical and non-material thoughts, emotions and will. Again, the desired endgame of Essential Walks is to develop a healthier essence, which will then impact all of the other aspects of your life.
An important question then becomes, “Am I going to let my subconscious desires and the influences of other people run my life as they see fit, or am I going to channel my energies and desires as I see fit?”
Of course, that leads into the question of, “How will I decide what I see as healthy thoughts, emotions and will?”
That will be the basis for our next Essential Walk, but for now I think you have enough to chew on.
Essential Walk Questions to Consider
1. What does the word “essence” mean to you?
2. What do you see as the essence of who you are as a person in 50 words or less?
3. What are examples in your life where you have consciously channeled your thoughts, emotions and will in a new direction? 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. Visit his free Business Performance Idea Center at www.thecoughlincompany.com.
What Does “Organized” Mean?
by David Allen
You are disorganized if you need something somewhere that you don’t have or have something somewhere that you don’t need. If you have a phone and discretionary time (and you want to be productive), you need to have easily viewable the complete list of every single phone call you need to make. Otherwise, you don’t have the information you need, in the format you need, to remind you of what you’ve agreed with yourself you need to be reminded of, when. If you are trying to prepare a lovely five-course dinner but the kitchen counters are still full of last night’s dishes, you’re not organized. There’s stuff in the way that you don’t need. In either case, you’re not organized — at least as much as you could be, from your own perspective.
An exercise I’ve done in my seminars is to have everyone
reach into their purses or wallets and get something that doesn’t belong there permanently, and which has been there longer than a few hours (besides money). Almost all have at least one thing in that category — a receipt, a business card, a scrap of paper with scribbled notes, an old parking ticket. These are things whose location does not map to their meaning to the person who has them. If the item has no further usefulness, it is trash, but it’s not in the trash. Often it is something they need to store somewhere else — it is a reference, but it’s not appropriately accessible as such. Sometimes it’s something that they need to do something about, but it is not in a place that reminds them to do it. There is a lack of coherence between what the thing is
and where it is.
Lots of folks contend that their “stacks” are what they want and that’s the best way to be organized. But most piles that people have around them have a blended mixture of stuff to read (actions when they have time to read), stuff to store away that they want access to (reference), stuff to throw away (trash), and stuff they still need to decide what to do about (in-tray). The background stress from those constipated stacks generates a psychic callous — we stop noticing the piles, at least enough to really do something about them.
But to be exact, with those stacks, you could conceivably be “organized.” It’s all relative — if you truly have decided that fifty pounds of miscellaneous paper material piled up all around your office is reflective of what it really means (these are all things that I just want to feel slightly pressured by but not actually do anything about, that I want to be able to find in a relatively short period of time, if I have to), then you’re organized. As a matter of fact, you’d be disorganized if you changed anything about those stacks.
So, how does the meaning of something translate into organization? Pick up anything around you that you’re wondering what to do with, and apply a simple set of formulae:
• “I don’t need or want it.” = Trash.
• “I still need to decide what this means to me.” = In-tray item.
• “I might need to know this information.” = Reference.
• “I use it.” = Equipment and supplies.
• “I like to see it.” = Decoration.
• “When I could possibly move on it, I want to see the action as an option.” = Next action reminder, reviewed when and where it could be done.
• “I need to be reminded of this short-term outcome I’ve committed to.” = “Project” list item, reviewed weekly.
• “I need to have this when I focus on a project.” = Support material.
• “I might want to commit to this at any time in the future.” = “Someday/Maybe” list item.
• “I might want to commit to this on or after a specific time in the future.” = Calendared or “tickled” item incubated for review on a specific future date.
• “I want to achieve this ‘bigger’ outcome.” = Goals, objectives or visions that you review on some longer interval (a.k.a. your higher-level Horizons of Focus®).
• “It’s something someone else is doing that I care about.” = “Waiting-for” list item, reviewed at least weekly.
• “I need to consider it when I do certain recurring activities.” = Item on a checklist.
Test these against anything you find lying around you in work or life that you think you need to know how to organize. Organizing tools should not be so mysterious — they are merely to support these various functions.
This is simple common sense. So, why do so many people feel like they need to be more organized? It’s because most avoid deciding what so many things mean to them, which makes it impossible to know what to do with them. And what’s even thornier is that even if they “get organized” according to these
simple criteria, it is highly likely that they can become disorganized rapidly. Over time (and often not that much time) things change in meaning. The magazine is no longer the current issue, the project is no longer something we’re committing to action and the good idea isn’t so good anymore. So, even if we get our ducks in a row, they wander off of their own accord. Being organized is a dynamic process, demanding consistent reevaluation, rethinking, and renegotiating the relevance of things in our physical and psychological environment.
We don’t tell people how to get organized. We only assist them to marry what things mean to where they are. Simple, tricky business.
“We must strive to reach that simplicity that lies beyond sophistication.”
— John Gardner S
DAVID ALLEN has been called one of the world’s most influential thinkers on productivity and has been a keynote speaker and facilitator for such organizations as New York Life, the World Bank, the Ford Foundation, L.L. Bean and the U.S. Navy and he conducts workshops for individuals and organizations across the country. He is the president of The David Allen Co. and has more than twenty years of experience as a management consultant and executive coach. His work has been featured in Fast Company, Fortune, the Los Angeles Times, The New York Times, The Wall Street Journal and many other publications. “Getting Things Done” has been published in twelve foreign countries. Learn more about David Allen at https://gettingthingsdone.com/.
Your locations can get high-efficiency HVACs, energy-saving technologies, and lower utility bills—$0 upfront.
trust depenD ability restaurant Trust and Dependability: The Role of franchisees
One of the main motivations for many small-business owners is the desire for their business – whether it is a hair salon, auto repair shop, boutique or restaurant – to be a place within their community where people can come together for one reason or another. Guests at every business are there to receive a particular service or product, and it is their experience with that business and its services/products that will ultimately determine whether they decide to be a repeat customer, or if their first visit will be their last. At the core of every budding relationship between a customer and the business owner is a foundation of trust and dependability. The customer is asking themselves a series of questions before, throughout and after their time interacting with your business:
1. Do I feel confident that I’ve come to the right place to be serviced?
2. Is this experience meeting my standards?
3. Did I leave feeling that I got what I came for?
Similar additional questions may come to mind for every customer, but the answers they find within their experience will decide whether your business has become one that they feel they can trust or depend on whenever they are in need of the same service or have a craving for your product. As Buffalo Wild Wings® franchisees, the question of how you are building trust and dependability between yourself, your staff and your customers is a question that cannot be ignored or overlooked. The state of your business and the relationships you build within every one of your BWW® locations’ surrounding communities may depend on it.
When aiming to establish a relationship of trust between one’s business and the customer, particularly within the fast-casual
by Tyler Ryan
restaurant industry, appearances are everything. The first impression a customer has upon visiting a BWW location will surely impact their overall experience, as this restaurant is meant to function as a space where customers can enjoy their food and feel assured that it is being prepared for them in a well-maintained and organized preparation area. Keeping one’s restaurant as orderly and presentable as possible is imperative to quality foodservice, and going the extra mile to ensure that your customers can see tangible evidence of a well-kept store is the first step to elevating their experience and their trust in you and your staff.
While BWW franchisees are likely already taking steps to keep all their locations in the best state possible, it never hurts to continuously emphasize the importance of using cleanliness and organized, seamless operations to improve the reputation of each store in its community. A well-maintained and organized space creates a welcoming atmosphere, enhancing the overall dining experience. It also signals professionalism and attention to detail, which can boost customer trust and loyalty. In today’s digital age, a single negative review about hygiene can quickly damage a restaurant’s image, while positive feedback about cleanliness can draw new customers.
The goal should be to own the restaurant that locals know will be a clean and safe space for them, whether they are stopping by momentarily to pick up lunch or sitting down for an evening meal with the entire family. Staying vigilant and in tune with the state of one’s sports bar is imperative to ensure that it reaches both your standards as a franchisee and the standards of the customers. Owning a business in the foodservice industry may require
higher-than-typical levels of vigilance compared to other kinds of businesses, and going the extra mile to maintain cleanliness and order in every restaurant will always be worth it. Maintaining a reputation for cleanliness isn’t just about aesthetics — it’s a critical component of customer satisfaction and long-term success. By prioritizing cleanliness, a restaurant can stand out in a competitive market and build lasting customer relationships.
Moreover, an organized operation ensures efficiency, allowing staff to serve customers faster and more accurately, leading to higher satisfaction. Employees benefit from a clean and organized workplace, as a tidy environment may reduce stress, improve morale and encourage better performance, resulting in smoother operations and better service. When considering the trust a community has in one’s BWW sports bars, franchisees’ thoughts surely shouldn’t stop at how customers feel. The staff and leadership team that a franchisee builds around them is just as reliant on a strong relationship of trust.
For so many franchisees, their success began in the early stages of their lives; for some, Buffalo Wild Wings was their very first working experience. When looking back on one’s time within the brand, considering how it felt to be working within the brand from such a young age can help inspire how franchisees approach staffing their locations. Mentors, fellow servers, encouraging general managers – these are all people who likely played a huge role in the trajectory of countless franchisees’ futures and expanding careers. This means that, in the very sports bars that BWW franchisees own and operate today, it’s likely that a new generation of franchisees are just now entering the brand as students with a fresh work permit and unlimited dreams. Creating a space within one’s locations that not only encourages new people to seek employment there but also earns their trust and dependability can only serve to build strong, dedicated teams that are ready to serve customers and help the business grow.
Attracting and retaining talent is only half of the journey in building a team of people who trust their work environment and, in turn, provide service that customers can depend on. Ensuring that all staff training efforts meet your standards as an owner is key to creating teams in every restaurant that are functioning in alignment with not only your values as a franchisee but the values of the BWW brand overall. When a franchisee walks into their sports bar and interacts with their staff, it only makes sense that they’d want to feel a mutual sense of trust. Just as the franchisee has come to value the success and quality of their business over all else, the staff should be in an environment where the value of the business drives their actions every day.
The interactions between staff and customers are not to be overlooked in one’s efforts to gain customers’ trust. Receiving good food is likely not the end-all-be-all for any customer; being met with kindness, dedication and professionalism are bound to improve the experience every customer has within a BWW location. When a team has been built upon a strong foundation, it is likely that repeat customers will come to know the staff at their local BWW and may recognize them after several visits. A relationship is being built, visit after visit, and it is imperative that positive interactions be the basis of those relationships. The average customer should leave BWW feeling as though they can not only place their trust in the quality of the food they’ve received, but also in the character of the staff. Staying as aware as possible of any new training techniques that could benefit BWW staff is a measure any franchisee can take to keep improving
hiring and training efforts in their locations. The investment one makes in building and maintaining a stellar staff will surely go far in strengthening a community’s trust in their local sports bars.
Perhaps the biggest factor in creating a relationship of trust and dependability between one’s business and their community is being active and aware when it comes to the needs of the community members. Buffalo Wild Wings franchisees have spent a lot of time and effort getting their locations involved in charity efforts and other events that bring members of the community together in a place where they can find something extra they’re in need of, whether that’s donated items like clothing/food or simply a place to hold a small event. Local BWWs have been the venue for family celebrations, visits from political figures, fundraisers, game day parties and even more kinds of occasions that keep whole communities connected. Any given town or neighborhood goes through countless changes as time passes; shopping centers are developed, roads are repaved, families settle down and new apartment buildings seem to pop up on every corner. What keeps a community grounded are the businesses that have stayed throughout all these changes and have not only adapted to them but cemented themselves as a cornerstone of the community at large. Remaining an active participant in the community is vital to a business’s survival within it.
Investing in your business and in your community are equally important to securing success. Giving back to the people that visit Buffalo Wild Wings is a testament to a franchisee’s commitment to not only running a successful business, but achieving the kind of longevity every business strives toward. The trust that a community has in their local businesses is one of many irreplaceable ingredients in the recipe for longevity. If you’ve made an effort to have your business known by community members for being there when people are in need, trust and dependability in your business should naturally follow.
2024 is coming to a close, making this a time when most people tend to slow down and take stock of everything they’ve come to value in their everyday lives. Whether we consciously know it or not, the places we choose to visit for our daily meals have an everlasting impact on us that we carry into the future. Throughout the year, there was a new opportunity to amaze someone and gain their trust every time someone walked through the doors of a Buffalo Wild Wings location. Taking advantage of every one of those opportunities is an invaluable investment in the future of your business.
Focusing on customer experiences at the individual level is vital to success, but insufficient on its own; franchisees can only stand to benefit from also thinking about the bigger picture and how every customer experience contributes to the overall reputation of a business. The way one store comes to be known within its community paints a picture of a franchisee’s staff, their other locations and their company as a whole. Just as franchisees value being able to place their trust in members of their team, as well as in themselves and their capabilities as a business owner, every customer values being able to put their trust in their local Buffalo Wild Wings. As we move into the new year, consider the ways in which all BWW franchisees can remain the kind of business owners that their communities not only value and trust, but come to depend on. S
TYLER RYAN is the communications editor for FBS. You may reach Ryan at 678-439-2300 or tylerr@elevanta.com.
Some insurance policies are pretty self-explanatory. Property insurance protects your property. Auto insurance protects your autos. But not every policy is so simple.
General Liability and Umbrella Liability coverages are just as common — and important — as your franchise’s Property and Auto coverages. But please note, these policies are not intended to insure military commanders or your favorite parasol. Instead, they typically require a bit more of an explanation.
General Liability insurance and Umbrella Liability insurance are two common types of coverage for franchises. These two liability policies are very similar, however there are a few key differentiators.
In short, General Liability is your starting point for coverage against third-party claims for damages. Umbrella Liability serves an extension of General Liability, and offers limits of insurance above your General Liability limits. Here’s how to tell them apart.
About General Liability
General Liability insurance is your first line of defense against a third-party claim alleging damages. Coverage protects your business against a broad range of liability claims, such as bodily and personal injury, property damage and other claims. Claims that would fall under a General Liability policy can easily occur during your franchise’s normal business operations:
• A customer, client or visitor could injure themselves at your business and make a claim for medical expenses.
• An employee of your business could have an accident damaging a customer’s property that results in a claim for repair costs.
• A third party could take your business to court, resulting in claims for legal costs, a judgment or a settlement.
While the specifics of such claims will vary, every franchise business faces these and other risks. The purpose of General Liability is to protect your business from such unexpected losses.
Like most insurance policies, a General Liability policy will have a limit on the maximum dollar amount the policy will pay out in the event of a single claim. There is also a policy aggregate limit which restricts the dollar amount the policy will pay out during each policy term (typically a one-year period), regardless of the number of claims or occurrences.
These limits are designed to protect you from the most common claims for your industry. But there are always outlier cases where the damages sought in a claim exceed your General Liability coverage limits. This is where an Umbrella Liability insurance policy comes into play.
About Umbrella Liability
An Umbrella Liability policy provides coverage beyond your General Liability policy. The two policies work together. Once you have exhausted the limits of your General Liability coverage under a covered claim, your Umbrella coverage can kick in, providing extra protection.
Consider what could happen if the hypothetical claims from above were to escalate:
• The injury that occurred at your business turns out to be far more serious than you thought, and the individual may require surgery, rehab or long-term care.
• The customer property damaged by your franchise employee turns out to be worth far more than you thought, and you’re told you may need to replace it completely.
• The lawsuit against your franchise seemed frivolous at first, but after months of litigation it’s starting to look serious. Legal fees are adding up and you want to reach a settlement. The risk of these potential high-dollar claims for franchises like yours is small, but real. Even if you have General Liability coverage, your business and its assets could be placed at risk if you’re faced with a major lawsuit and don’t carry Umbrella coverage.
Finding Affordable Coverage
There’s one other detail worth noting about the difference between Umbrella coverage and General Liability. Faced with the risks, many franchises wonder whether they will be able to afford the high-stakes, high-dollar coverage that an Umbrella policy can provide. The surprising answer is that an Umbrella policy usually costs less than a General Liability policy.
The reason an Umbrella Liability policy typically costs less comes down to math. While the impact of a high-dollar claim may be severe, they are also generally rare. Most claims fall within the recommended standard limits of a General Liability policy. So while an Umbrella policy provides important peace of mind, most claims can be resolved before you’ll need it.
Insurance Protection from Elevanta and Lockton Affinity
While you hope a claim is never filed against your franchise, both these common coverages are important to have in place, because claims do happen. Whether a customer trips over an extension cord and sprains their wrist, or a tree limb falls on their supercar, General Liability and Umbrella Liability exist to help you prepare for the unexpected.
Ensure your franchise has the proper insurance coverage and limits in place to protect against the risks your business faces with co-brokers Elevanta and Lockton Affinity. Visit Elevanta. LocktonAffinity.com to get started. 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.
There are so many tasks that need to be completed when operating or developing a new restaurant location. Hire a GC, secure proper permitting, finalize drawings, specifications, finishes, inspections, staff to hire and train and a multitude of other details to complete. One of the key decisions a restaurant owner can make is deciding which approved Kitchen Equipment Supplier to partner with.
Stafford-Smith Inc. has an established team built around BWW® and BWW GO®’s needs, specifications and requirements. If selected as your Kitchen Equipment Partner you will experience a responsive, meticulous, competitively priced, properly specified equipment package from a knowledgeable team. Stafford-Smith is a valuable Kitchen Equipment Partner that can be counted on to work with your GC, architect and build-out team to ensure you open on time with the correct product.
Stafford-Smith has invested in stocking approved equipment for BWW and BWW GO ready to ship. This ensures that we have the proper equipment on hand for new restaurant projects and replacement pieces that are critical to the operation, especially in those situations where it does not make sense to continue investing in repair costs. Stafford-Smith has also invested in building our own stainless fabrication facility. This allows us to provide fabricated products to the Brand’s specifications and standards as well as Stafford-Smith’s standards, thereby providing greater value for our partners.
Through our commitment to the Brand and working closely with Inspire Brands’ Innovation Team, Stafford-Smith was involved in the development and design of the New BWW Shake Table. It is a stainless-steel table that keeps all items within easy reach, creating a very efficient workstation. Our fabrication facility manufactures this shake table in two variations, one for BWW and one for BWW GO.
The shake table is specifically designed to accommodate hot food holding drawers which allows the operator the ability to prepare for high volume times per SOP by precooking and holding the wings hot. With the undershelf being designed to hold the sauce buckets it puts them within easy reach of the sauces, which are held at the proper height to allow the bucket to slide underneath without tipping creating a cleaner and more ergonomic workspace. This creates a highly efficient workstation built with high-quality, long-lasting materials, that’s designed to reduce labor, decrease ticket times and ensure faster speed of service ultimately creating a more satisfied customer experience.
By partnering with Stafford-Smith for your kitchen equipment needs, your dedicated BWW and BWW GO team will have knowledge, accuracy, high level of execution and accountability to make sure you receive the highest level of customer service.
We look forward to working with you and your team. How can we help you?
Contact us at: bww@staffordsmith.com or 405-772-1208. S
Since 1940, the experienced team at STAFFORD-SMITH has been providing exceptional service and competitive pricing to a broad spectrum of customers industry-wide.
STAFFORD-SMITH is a nationally recognized commercial foodservice equipment distributor specializing in growing our customers' profitability through our unique combination of industry experience, strong purchasing power and array of key services. The customers that we serve vary in size and scope ranging from the largest sports venues in the country to the local, independently owned restaurant on Main Street. Stafford-Smith has been successful in providing cost-effective foodservice equipment solutions for regional and national multi-unit operators, school systems, hospitals, assisted living facilities, hotels, correctional, governmental and supermarkets industry-wide.
Budderfly 29 786-442-5065 www.budderfly.com
Buffalo Wild Wings Foundation SM 18 cstranberg@inspirebrands.com www.foundation.buffalowildwings.com
Elevanta Health IF 678-797-5160 elevantahealth.com/fbs
McLane Foodservice Inc. 15 972-364-2050 lynn.modisette@mclanefs.com
PepsiCo BC 732-618-8578 www.pepsico.com Retail Tech Inc. 9 952-380-0493 sjohnson@retailtechinc.com
Sazerac 11 415-302-0202 cbanti@sazerac.com
Sierra Nevada Brewing Co. 23 520-405-1727 www.sierranevada.com
Stafford-Smith Inc. 13 405-772-1200 X: 3450 www.staffordsmith.com
The Wasserstrom Co. 6 800-888-9963 www.wasserstrom.com
* BC=Back Cover, IB=Inside Back, IF=Inside Front
CALL FOR FRANCHISEE NEWS
THE Issue 1 will be published in March 2025. We want to highlight any news or events associated with our members. If you have ideas for potential stories, please contact communications@myfbsonline.org or 678-797-5160 by Feb. 12. Our editorial staff can assist in writing the story for you.
