The SCORE, 2025, Issue 1

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Chris Miller

Steps Into the Franchisee Spotlight Read more on page 8

Family-Friendly Focus Turn to page 26 to learn more about how to turn families into loyal customers.

Choose Elevanta Health — your partner in health, property and prosperity.

Pro t ect i ng Yo u r B u s in e s s , Your Team a n d Yo u r F u t u re .

S afeguard w h a t m a t t e r s m o st w ith afforda b l e , re l i a b l e h eal t h co ve r a g e d e s i g n e d speci fi cal l y f o r franchisees.

A ff ord a b l e . Re l i a b l e . Bu i l t f or F r a n c h i se e s.

Comp re h e n s i ve C ove r a g e , Excl u s i v e S a v i n g s.

He a l t h Pl a n s De s i g n e d t o Prot e ct Yo u r Bu s i n e s s & You r Te a m.

TABLE OF CONTENTS

2025 Issue 1

FBS Board of Directors Roz Mallet Chair Jenny Beaudoin Vice Chair Bobby Pancake Secretary/Treasurer

ON THE COVER

Learn more about FBS member, Chris Miller, in the Franchisee Spotlight on page 8! The 2025 FBS Annual Summit is approaching – turn to page 14 to read about what’s in store at this essential event for franchisees, May 20-23, in Bonita Springs, Florida!

COLUMNS 2

Chair’s Column

Wray Hutchinson Chairman Emeritus

DEPARTMENTS

Brian Carmody Director

4 FBS Member News 7 One Topic: 10 Facts 10 Look, Listen, Read

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

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Recognitions Franchisee Spotlight History Behind the Industry

FEATURES 14 2025 FBS Annual Summit: Built for Franchisees, by Franchisees 16 Resilience of Franchisees Amidst Natural Disasters

by Tyler Ryan, FBS communications editor 18 Know Your Obligations to Employees Before You Remodel

by Douglas H. Duerr, Elarbee, Thompson, Sapp & Wilson LLP 20 Build Customer Trust Through Better Experiences

by Annette Franz, CX Journey Inc. 22 The Essential Walks Series: Connect Your Essence, Your Life and Your Work

by Dan Coughlin, The Coughlin Co. 24 The Power of Atmosphere: How the Physical Environment Shapes the Customer Experience

by Dennis Snow, Snow & Associates Inc. 26 Family-Friendly Focus

by Tyler Ryan, FBS communications editor

Tyler Ryan Communications Editor tylerr@elevanta.org

30 Customer Experience or Nothing! When Customer Satisfaction Is Not Enough

by Lior Arussy, Stravity Group

Advertising Sales

32 Seven Ways To Get and Keep Customers

by Shep Hyken, Shepard Presentations LLC

FBS Advertising Team advertising@myfbsonline.org 678-797-5160

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

34 Wind, Hail and Earthquake Damage and Your Franchise contributed by Lockton Cos.

DIRECTORIES 12 Associate Member Listing 36 Advertisers Guide and Editorial Calendar

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

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

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

Copyright© 2025

Printed in the U.S.A.

www.myfbsonline.org

Letter From the Chair The beginning of any new year brings the potential for franchisees to grow and learn in a variety of ways.

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025 is poised to not only provide challenges to the growth of our businesses but also the opportunity to seek out the best practices that each of us utilizes in our sports bars. The new year is an opportunity to become more connected and supportive of each other than we ever have been, as we have been tasked with navigating a myriad of new challenges. Natural disasters have made their impact on several areas of the country over the past year. Wildfires have spread in California, hurricanes have rocked Florida, other areas of the South have experienced unprecedented flooding ... and there’s even been a little snow in unexpected areas. In addition to the disruption these natural events cause, we continue to experience uncertain economic and legislative impacts.

As members of Franchise Business Services (FBS), we have access to an invaluable network of franchisees who are dedicated to both bettering their own businesses and forging connections with others. Now is the time to strengthen those connections and call upon one another for support as some of us begin

to bounce back from the events that have impacted our sports bars, as well as seek the facts of the potential economic outcomes of legislative and policy changes. This association and the network of support it provides is a resource that I hope proves itself to be helpful to all members affected by the many unexpected challenges that come our way in our careers.

As we prepare for the upcoming 2025 FBS Annual Summit, members have even more learning to look forward to. We are pleased to organize an event that is built upon education, collaboration and identifying best practices. This year’s Summit will bring us back to the heart of what makes our franchisee community strong: the opportunity to share knowledge, discuss challenges and learn from one another’s experiences. The Summit will feature valuable sessions focused on best business practices tailored specifically for us. These discussions will provide practical tools to enhance our experience as business owners, all while fostering a spirit of collaboration and innovation. We also are providing a

Roz Mallet FBS Chair

general session on the realities of the economy in 2025 and beyond. As we come together to strengthen our businesses and our community, this year’s Summit will serve as a vital platform for gaining insights that can elevate our franchisees’ success and resilience in the face of both opportunities and challenges.

I hope to see you all May 20-23, in Bonita Springs, at the Summit! Until then, continue to persevere and support each other through the beginning of yet another “crazy” year!

Sincerely,

Roz Mallet

MEMBER NEWS

Minnesota State University Mankato Mavericks Visit BWW® Mankato for Meet-and-Greet

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WW Mankato recently drew a crowd of dedicated hockey fans to a meet-and-greet with a D1 hockey team, the Minnesota State University’s Mankato Mavericks. Owner Joe Frederick Jr. of Two Joes Inc. and his family have been deeply rooted in the sport of hockey for many years, including his wife and brother-in-law both playing for the Minnesota State University Mankato Mavericks during their time in college. Joe’s son also aspires to be a great hockey player in the future. The Two Joes Inc. franchise has been closely connected to the team for 30 years. As one of the first 30 Buffalo Wild Wings® franchise stores in the system, the location in downtown Mankato was right next to the university’s arena for over 20 years. Now that college athletes are being recognized for their sports through NIL (name, image and likeness) deals, the team created the Maverick Line Change Collective to support all of the hockey players and their efforts in the area. The Two Joes Inc. team knew this would be a perfect opportunity to expand upon their traditional MNSU Mankato Athletics partnership into an event that truly fits their brand and strengthens connections to the company. As a partner and monetary contributor of the Maverick Line Change Collective, BWW Mankato was presented with the opportunity to host a few players at their location, with the entire team eventually vying to be a part of the special appearance. Fans of the team came to connect directly with the players, and approximately a hundred people showed up to get their Maverick jerseys autographed and

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take photos with their favorite players. The players themselves were able to connect with fans, BWW team members and their local community, all while enjoying a meal provided by BWW Mankato. Two Joes Inc. looks forward to hosting more local college athlete events at their Mankato location and bringing to life what the Buffalo Wild Wings brand is all about! S

Fans and aspiring hockey players approach the table full of Mankato Mavericks, ready to sign photos and other merchandise.

A Mankato Mavericks player smiles as a young fan approaches the meet-and-greet table.

A player autographs a photo for one of the many attendees.

A player signs the back of a young fan’s jersey.

As a proud partner of the BWW family, we’d like to take a moment to express our gratitude for the trust and collaboration you’ve shown us.

We’re excited to invite you to visit our booth at the upcoming FBS Conference! This is a fantastic opportunity to discuss your goals, answering questions, and continue building on our strong partnership for years to come.

Thank you again for the opportunity to work with you, your BWW Stafford-Smith Team!

The Mankato Mavericks pose for a picture to commemorate the special event with BWW Mankato.

MEMBER NEWS

BWW® in Yuma, Arizona, Voted No. 1 Sports Bar by The Yuma Sun B

uffalo Wild Wings® franchisee and Franchise Business Services (FBS) member Chris Miller has owned and operated his sports bar in Yuma, Arizona, for the past twenty years. In the midst of preparing for the twenty-year anniversary, Miller’s location was recognized by The Yuma Sun, the city’s only local newspaper, as part of their “Yuma’s Best” section. BWW Yuma was voted the No. 1 sports bar in the area, as well as the No. 1 place to get hot wings and the No. 3 place for margaritas, to Miller’s surprise: “I find that amazing, because there’s only about ten thousand Mexican restaurants around here,” he said with a laugh.

“This August will be our 20th anniversary, and we will definitely celebrate it somehow. We haven’t decided how yet, but we’re very proud of it.”

Yearly, The Yuma Sun releases the Yuma's Best Readers' Choice Awards to honor the best local businesses and services that local residents have encountered in the city. Miller, who was previously a multi-unit operator, has built ample experience in the entertainment and hospitality industries and continues to use his expertise to operate a BWW sports bar that locals evidently love and value. Congrats to BWW Yuma! S

Order Now!

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RECOGNITIONS

Erik Gilley Becomes New Multi-Unit Leader of Franchisee High 5 Hospitality’s BWW® North Market

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n December 30, 2024, Erik Gilley became the new MultiUnit Leader of High Five Hospitality’s (H5H) Buffalo Wild Wings® North Market. The company’s North Market consists of three sports bars in Delaware: “We are beyond No. 3226 in Bear, No. 3444 in excited for him to Newark, No. 3831 in Christiana, as well as BWW® No. 3473 in Bel Air, take on this new Maryland.

Gilley joined the High 5 challenge and Hospitality family as an assistant lead the Buffalo general manager in December 2019.

Wild Wings North Within his first year, he elevated himself to the general manager role Market to new and team Buffalo Wild Wings Bel Air was off and running. Gilley’s heights.” ability to be guest-focused, and – Mark Trewartha, process-driven and his constant H5H COO determination to serve others well in the Bel Air community resulted in unmeasurable sales growth and guest satisfaction.

Gilley was leaned on to reroute his journey in 2024 to

lead the team at another H5H concept, Eggspectation Timonium®, in a time of need.

Without hesitation, Gilley took on the challenge of supporting the growth of the Eggspectation brand in Maryland and, through his sacrifice and effort, has paved the way for a solid foundation moving forward.

Gilley’s commitment to the organization, leadership group and to the teams he has led Erik Gilley, the new Multi-Unit presented him with the opporLeader of the BWW North tunity to lead the Buffalo Wild Market at H5H. Wings North Market. An official congratulatory announcement from H5H COO Mark Trewartha reads: “We are beyond excited for him to take on this new challenge and lead the Buffalo Wild Wings North Market to new heights. We are confident that he will represent the H5H Core Values daily by bringing a positive attitude to work and constantly Reach Higher!” S

Zach Pancake Becomes General Manager of High Five Hospitality’s BWW® Middletown, Delaware

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During his tenure as the general manager of Jersey Mike's Christiana, Pancake made an immediate impact by creating a "team first" culture and improving processes to increase efficiency and profitability through proper food management. An official congratulatory announcement from H5H COO Mark Trewartha reads: “We are confident that he will represent the H5H Core Values daily by bringing a positive Zach Pancake, new general manager of BWW® attitude to work and constantly Middletown, with his family.

‘Strive for Excellence!’” Pancake's biggest accomplishments over the recent months include becoming a proud husband and father amid his recent success. S

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n December 9, 2024, Zach Pancake was named the new general manager of Buffalo Wild Wings® Middletown, one of High Five Hospitality’s (H5H) several BWW® locations across Delaware and Maryland. Pancake joined the High Five Hospitality team as a team member in August 2018. Zach got his seasoning as a "cutter"/line cook at Limestone BBQ before leaving to obtain his degree at Wilmington University.

After college, Pancake returned to H5H as a server at Buffalo Wild Wings Christiana. During his tenure as an hourly team member, he absorbed the knowledge and education from each leader who spent time training him. He also demonstrated leadership skills and utilized his degree to “Reach Higher.” He was promoted to manager in May 2023.

Over the past few years, Pancake has held management positions at multiple locations including Buffalo Wild Wings Christiana, Jersey Mike's Middletown, and Jersey Mike's Christiana, where he was elevated to the general manager position.

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.

One topic: 10 facts r e o F a M m g i l n y Din i t c a r e t t rs A

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A kids’ menu priced at about 50 percent of adult entrees is a significant draw for families trying to keep dining costs manageable, especially when 87 percent of households report managing debt.

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Nearly 60 percent of customers consider a restaurant’s family-friendly attributes when deciding where to eat, showing how important this aspect is in drawing customers.

Including healthier kids’ meals has seen increased demand from parents; over 20 percent of U.S. families report prioritizing restaurants that offer nutritious kids’ menu items.

About 54 percent of families are more likely to dine at restaurants that offer family combo deals or discounts for children under 12.

Around 67 percent of family diners appreciate interactive digital ordering tools, like tablets or apps, that allow kids to play games while waiting.

Over 50 percent of parents say customizable meals (build-your-own) keep kids satisfied and improve the overall family dining experience.

Approximately 66 percent of diners say they are more likely to visit restaurants that offer options like curbside pickup, takeout counters or delivery. These options are essential for families balancing busy schedules.

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Sources: National Restaurant Association, Fast Casual, Resident Magazine, TouchBistro, Escoffier.

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Eighty-five percent of consumers review a restaurant’s menu online before deciding to visit, and 80 percent evaluate its website. For families, having visible kid-friendly options and promotions can heavily influence their decision to visit.

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Large family tables or semi-private booths can increase customer satisfaction by 42 percent, as families value space for comfort during meals.

Restaurants with family sections that reduce noise disruption are favored by 48 percent of family diners, as design considerations like soft materials or partitions help create a balance between family and other dining experiences.

FRANCHISEE SPOTLIGHT

Chris Miller Do you have any partners?

I’m the sole owner now, but I originally had a minor partner, Larry Tipton from the Tipton Group, when I opened the first location. My sister, Lisa Meyer, was then a partner for about fifteen years, and I bought her out a few years ago. She was a very active and important partner, and she came on board when I built out all the rest of my locations.

What drew you to the brand?

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I lived in Ohio for twenty years, so I knew about the concept for a very long time. I started nightclubs originally, but I’ve been in the hospitality industry my entire life. I was the president of the Ohio License Beverage Association, and Mike Jones was the president of the Indiana License Beverage Association. We were both at a national meeting about 25 years ago, and he said he was thinking about getting into the BWW concept. At the time, I was raising a teenage daughter by myself and said I didn’t want to start out in Ohio. I wanted to go back out West; I was born in Denver, Colorado. Mike showed me a list of their expansions into Colorado and Arizona, and I went back home and made

Year Became a BWW® Franchisee: 2005 Total Number of BWW Locations: One Based in: Yuma, Arizona the decision within a matter of days to pursue going to Arizona.

When I contacted corporate at the time, they said Colorado would be all corporate stores and that Arizona was where they’d franchise. As soon as my daughter got out of high school, I started the process of building out the first location in Yuma, Arizona, and then I had to build out the rest of the package in Bull Head City, Tucson and Sierra Vista.

What is the best business advice you have received?

In my life? Buy low, sell high!

I have a lot of experience in the industry, and this was my first franchise. I had to get rid of the bar and nightclub mentality and really run with the ‘wings’ idea. I just really focused on exacting what it is: “Wings, beer, sports.” When I focused on that, for the first year or so, I literally lived in the store. I focused on sports because I was a sports fan, and I really bought into the system.

Describe your current biggest challenge as a franchisee:

I’ve been a big participant after FBS was formed; since I had been president of a trade association before, I really understood it, and I’ve been extremely supportive of what FBS does. I have a great appreciation for the amount of time and effort that it takes to look out for an entire system and a group of other people. I was an original member of the PAC Board, and I’m still a member today.

I focused on sports because I was a sports fan, and I really bought into the system.

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

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An oboe-playing, high school band director. I was a Music Education major in college. BDubs pulled me in a VERY different direction! S

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What’s really hard to control today is labor. It’s really hard to pay all of your people without raising prices, and I’m always very cautious about doing that. I think the prices have been a major part of our success, and the fact that we’re an extremely family-friendly store. When I talk to other franchisees, they feel the same way that labor is the biggest challenge right now.

If you design the business right and sign the right kind of lease and you know what you’re doing, those things should be under control. For a lot of first-timers, they’re often uninformed about what they can pay and how it works. I’ve been here long enough that I’ve had to resign a new lease and a new franchise agreement; it’s all aligned because I’ve been doing this a long time.

Tell us about your involvement with Franchise Business Services (FBS):

LOOK LISTEN READ L

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

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Former Curlbox CEO turned certified life coach Myleik Teele’s podcast focuses on self-work as the foundation for professional success. Her candid, insightful style helps listeners uncover the self-sabotaging behaviors holding them back. Myleik’s wisdom goes beyond career coaching to help listeners build a stronger sense of self, making it easier to pursue their goals with confidence.

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“The Enduring Enterprise: How Family Businesses Thrive in Turbulent Conditions” by Devin DeCiantis and Ivan Lansberg tells the stories of family businesses around the world who have endured strife and adversity. For franchisees, families and businesses often become intertwined, so this book can be an inspiring resource for those looking to learn universal lessons about finding prosperity with their loved ones.

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For those in need of a way to ensure all of their personal and business contacts are available no matter what device they’re using, Cardhop effortlessly integrates with a device’s contact accounts, ensuring the app is always up-to-date with vital contact information. Make calls, send emails, schedule meetings and more on any of your devices with Cardhop.

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“The Art of Uncertainty: How To Navigate Chance, Ignorance, Risk and Luck,” explains that “uncertainty is a relationship between someone (perhaps you) and the outside world. […] Some might get a sense of excitement from unpredictability, while others feel chronic anxiety.” In this book, Spiegelhalter draws on a wide range of captivating real-world examples to create an essential guide to navigating uncertainty, a skill that small-business owners stand to benefit from no matter where they are in their careers.

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For the high-achiever ready to streamline their communication and operations, “Systems Saved Me” delivers solutions. Using her expertise in automation and business efficiency, host Jordan Gill shares tips for managing your workload, avoiding burnout and working smarter, not harder.

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NoteCircle is a powerful task manager and to-do list app that’s trusted by over 1 million users worldwide. This app lets you manage all your daily tasks, weekly routines, events and checklists in one convenient place.

Franchisees can easily plan and manage their weekly schedule or keep track of progress with a monthly overview that shows completed tasks, upcoming events and more.

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Hosted by New York Times bestselling author Michael Hyatt and CEO Megan Hyatt Miller, “The Double Win” is a podcast with insightful weekly conversations with thought leaders, executives and entrepreneurs sharing fascinating personal stories and actionable ideas for balancing professional success with personal well-being.

This podcast is a great resource for franchisees looking to crack the code on work-life balance and creating the life you desire.

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Serial entrepreneur and business leader Brandon Bornancin shares his secrets to building, leading and managing a world-class company in his book, “The Power of Going All-In: Secrets for Success in Business, Leadership, and Life.” In this book, readers can find a daily mentor to guide them through challenges and ignite their passion for their teams and companies. “The Power of Going All-In” offers a roadmap to leadership greatness at work and anywhere else franchisees play an integral role in the success of those who follow them. S

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The real appeal of “Never Lead Alone: 10 Shifts From Leadership to Teamship” is the 20 hands-on suggestions it offers for creating the strongest team to lead an organization.

This book by coach and best-selling author Keith Ferrazzi is centered on the idea that teams rather than leaders carry an organization. Based on more than twenty years of research with more than three thousand teams, the book challenges today’s hierarchical model and encourages teams to elevate one another for the success of the organization overall.

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Streaks is a highly customizable habit tracker that is built to not only encourage healthy and productive habits to form in users but also reduce unhealthy or detrimental habits. Record daily notes for tasks, create timed tasks to track mindfulness, share tasks with other Streaks users and more.

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Support the Vendors

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THAT SUPPORT YOUR ASSOCIATION

COMPANY

LEVEL

CONTACT

EMAIL

PHONE

Elevanta Health Green Dot Corp./rapid!

Hall Financial Advisors Mize Restaurant Group, providing Elevanta Payroll and Accounting Services PepsiCo Foodservice Sazerac NCR Corp.

McLane Co. Inc. Ecolab Stafford-Smith Inc. Budderfly Global Payments Instant Financial EverPass Media Sierra Nevada Brewing Co. The Wasserstrom Co. Alliance HCM American Beverage Marketers AVDI AVSi Bixolon Cavendish Farms C&T Design and Equipment Daltile Diageo Beer Co. DRAS Cases Federal Heath Heineken Henny Penny LG Electronics Mahoney Environmental Services Mark Anthony Brands/White Claw Markon National Distribution Alliance National Corporate Accounts (NCA) New Belgium Brewing/Bell’s Brewery Ole Smoky Distillery/Tanteo Spirits One More Time Orion Plymold Restaurant365 SCI The Middleby Corp.

TouchTunes Trane US Inc. Workstream Technologies Inc. WyreStorm Technologies ProAV Corp.

Partner Partner Partner

Ben Bittner Steve McDonald Kevin Knab

memberservices@elevanta.com smcdonald@rapidpaycard.com kknab@hallfa.com

678-797-5160 503-206-5144 866-865-4442

Partner

Stacy Higgins

shiggins@mizecpas.com

800-234-5573

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

Marc Wolfson Candida Banti Marianna Narinyants Neill Flood Paul Martin Don Smith Chris Allen Phillip Durrance Doug Denny Matthew Murlas Bobby Clark Matt Brown Jennifer Gordon Beth Borkosky Sean McGoff Britn Gilbertson Ann Klein Kevin Ledford James Bales Terrie Miller Allen Roosa Josh Flattum Boyd Hippenstiel Chuck Mathison Josh Frank David Boerlin James Fisher Katie Kirkhoff Carsen Beckwith Matt Harvey Chris Witts Kari Gladney Holly Parsons Alex Alvarez Louis Matino Judy Ryan Lisa Rodkey Ken Hibben Mark McCabe Nikki Hendricks Jonathan Ralys Nick Walters Jim Reinhardt

marc.wolfson@pepsico.com cbanti@sazerac.com marianna.narinyants@ncrvoyix.com neill.flood@mclanefs.com paul.martin@ecolab.com dsmith@staffordsmith.com chris.allen@budderfly.com phillip.durrance@globalpay.com doug.denny@instant.co mmurlas@everpass.com robert.clark@sierranevada.com mattbrown@wasserstrom.com jgordon@alliancehcm.com bborkosky@abmcocktails.com sean.mcgoff@avdiusa.com bgilbertson@goavsi.com aklein@bixolonusa.com ledford.kevin@cavendishfarms.com jbales@c-tdesign.com terrie.miller@daltile.com allen.roosa@diageo.com josh@drascases.com bhippenstiel@federalheath.com cmathison@heinekenusa.com jfrank@hennypenny.com david.boerlin@lge.com info@mahoneyes.com kkirkhoff@markanthony.com carsenb@markon.com harvey@ndaunipro.com cwitts@ncaconsultants.com kgladney@newbelgium.com hparsons@osdistillery.com aalvarez@onemoretimeinc.com lmatino@orioninc.com jryan@plymold.com lrodkey@restaurant365.com khibben@scicustom.com mmccabe@pitco.com nhendricks@touchtunes.com jonathan.ralys@trane.com nick@workstream.is jim.reinhardt@wyrestorm.com

904-588-5401 415-302-0202 770-299-6676 817-403-5283 601-383-8338 214-770-7577 361-765-8881 706-325-8428 689-777-8150 888-726-1391 678-938-9022 614-737-8314 281-418-7351 601-383-8338 260-797-3707 952-999-4500 X: 100 651-270-0700 770-855-7309 317-654-3721 216-409-3153 407-739-0140 507-402-4812 813-244-5854 770-377-6959 937-564-8597 760-415-7797 800-892-9392 732-995-2406 831-775-1481 678-476-5361 727-530-0078 419-280-6015 615-945-2497 323-839-8541 732-995-2406 507-789-8337 717-269-0192 815-483-2253 603-496-2108 847-419-3300 508-981-3731 732-429-9946 631-901-9709

History Behind the Industry H

istory 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.

The Take-Home Experience

Fast-casual restaurants have long sought ways to extend their brand experience beyond the restaurant, offering products that allow customers to engage with their food, flavors and culture at home. From frozen meals to signature sauces, these brands have historically innovated ways to maintain customer loyalty and keep their presence strong outside the traditional dining space. One of the earliest forms of fast-casual brands extending their reach beyond their locations came through grocery store partnerships. Many well-known restaurant chains, particularly in the pizza and sandwich categories, introduced frozen versions of their products to make them more accessible. Another common strategy has been the sale of signature sauces and seasonings.

Buffalo Wild Wings® has capitalized on its famous sauces by selling bottled versions, allowing fans to recreate their favorite wing flavors at home.

Leveraging The At-Home Blazin’ Challenge

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Buffalo Wild Wings’ Blazin’ Challenge at Home is an innovative way to extend the brand experience beyond its sports bars, allowing customers to engage with the company in a fun, interactive and competitive way from the comfort of their own homes. By bringing its infamous Blazin’ Challenge — which features some of the hottest wings available — directly to customers, Buffalo Wild Wings taps into the growing trend of at-home entertainment and social media challenges.

The challenge kit, available for purchase, includes the Blazin’ Knockout Wings, a waiver, a sweatband and instructions, recreating the in-restaurant challenge experience. This not only allows individuals to take on the heat at home but also encourages group participation among friends and family, making it a perfect centerpiece for gatherings, parties or game-day events.

A key component of the Blazin’ Challenge at Home is its social media appeal. Customers are encouraged to record their challenge attempts and share them using the hashtag #BlazinChallenge, creating organic user-generated content that boosts brand visibility. This digital engagement helps Buffalo Wild Wings maintain a presence in customers’ daily lives, even when they aren’t dining in.

By offering a home version of the challenge, Buffalo Wild Wings expands its customer reach to those who may not frequent its locations but still enjoy bold flavors and spicy food experiences.

The challenge also fosters brand loyalty by reinforcing Buffalo Wild Wings’ identity as the go-to destination for wing lovers and competitive eaters alike.

Overall, the Blazin’ Challenge at Home is a marketing move that enhances brand interaction, encourages community engagement and extends the Buffalo Wild Wings experience beyond the walls of its sports bars. BWW franchisees can benefit from promoting this engagement with customers who visit their sports bars every day, and not only increase brand recognition but also enhance the connection local customers feel with a franchisee’s particular location. S

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More recently, fast-casual brands have tapped into the growing meal kit and do-it-yourself (DIY) food trends. This approach became especially popular during the COVID-19 pandemic when many restaurants had to rethink their business models to keep customers engaged. These kits provided a way for customers to interact with the brand in a new and hands-on way, adding an element of fun and creativity to the dining experience.

Some brands have gone a step further by offering limited-edition cooking experiences, providing recipe guides and online cooking classes featuring their most famous menu offerings, reinforcing their brand identity while keeping customers engaged at home.

Beyond food, fast-casual brands have found success in selling lifestyle products that reinforce their brand identity, such as kitchenware, allowing customers to enjoy their favorite meals at home while enjoying familiar branding. Some brands have also leveraged pop culture collaborations to create unique,

limited-edition products, including branded apparel, and partnerships with celebrities for exclusive merchandise drops. While these initiatives don’t involve food directly, they enhance brand loyalty by turning customers into ambassadors who engage with the brand in their daily lives. As consumer habits continue to evolve, fast-casual brands will likely find even more ways to extend their experience beyond the restaurant. Subscription services, digital engagement through cooking apps and even augmented reality dining experiences could shape the next wave of at-home brand interaction. By continuing to innovate, these brands ensure they remain relevant in customers’ lives — whether they’re dining in, taking out or cooking at home.

Scan this QR code to register!

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he 2025 Franchise Business Services (FBS) Annual Summit is refocusing on what matters most — education, best practices and franchisee success. Taking place May 20-23, at the Hyatt Regency Coconut Point Resort & Spa in Bonita Springs, Florida, this year’s Summit is designed to deliver real, actionable insights that franchisees and their teams can implement immediately!

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You asked for more focused education, deeper discussions and greater opportunities to connect with peers — and we delivered. We are glad to announce that the FBS Annual Summit committee has brought back the original format – two full days of general sessions and educational speakers. This means more time dedicated to learning from experts, engaging in meaningful discussions and gaining insights that can directly impact your business.

Key Sessions and Events • General Sessions – Led by industry experts and thought leaders, these sessions cover critical topics such as development, marketing, operations and profitability. Key highlights include a keynote presentation by David Bahnsen.

His extensive experience in wealth management and economic analysis promises to provide attendees with valuable insights into financial strategies and market trends.

Attendees can also expect an exclusive Inspire Brands leadership session for franchisees.

• Franchisee-Only Roundtables – A dedicated space for franchisees to share ideas and tackle industry challenges.

These 20-minute discussions cover everything from employment law to local store marketing and financial performance.

• FBS Town Hall – A must-attend session where franchisees can engage directly with FBS leadership to discuss key issues, industry trends and future initiatives.

• Manager Breakout Session With Doug Duerr – Designed specifically for managers, this breakout session provides an in-depth look at employment law and best practices for handling workplace challenges. Facilitated by attorney, Doug Duerr, this session offers valuable insights into labor laws, compliance and effective management strategies.

• Trade Show – A high-energy marketplace showcasing the latest products, services and technology to help franchisees enhance efficiency and profitability. The trade show kicks off with an opening reception and continues into the next day with dedicated breakfast and lunch sessions.

• Networking Events – From the Opening Reception and After Party to the Calypso Closing Party, the Summit offers plenty of opportunities to connect with fellow franchisees, industry leaders and service providers in a relaxed setting.

This is your opportunity to learn from the best in the Buffalo Wild Wings® community, gain new strategies and build meaningful relationships with those who understand the business. Attendees consistently leave with practical takeaways that have a lasting impact.

Secure Your Spot The 2025 FBS Annual Summit is an essential event for franchisees who are serious about growth, education and operational excellence. Don’t miss this opportunity to gain insights, build relationships and set your business up for success.

For more information, visit myfbsonline.org or call (678) 797-5160. S

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The Hyatt Regency Coconut Point Resort & Spa in Bonita Springs provides an ideal setting for the Summit. With state-of-the-art meeting spaces, luxurious accommodations and a relaxing atmosphere, attendees can focus on learning while enjoying world-class hospitality.

We are thrilled to announce that this year’s keynote speaker will be David L. Bahnsen — one of the nation’s most respected voices in finance and economics.

As the founder, managing partner and chief investment officer of The Bahnsen Group, he leads a national private wealth management firm overseeing more than $7 billion in client assets.

With a distinguished career at Morgan Stanley and UBS, Bahnsen is consistently ranked among America’s top financial advisors by Barron’s, Forbes and the Financial Times. A frequent guest on major news networks and contributor to National Review, he is a leading voice on finance and free enterprise. Attending his keynote session is a rare opportunity to gain firsthand insights from an industry leader who understands the intersection of economics, business and leadership.

Whether you’re looking to sharpen your financial knowledge, navigate economic trends with confidence or rethink the role of work in your life, Bahnsen’s perspective will leave you inspired and equipped with valuable takeaways. Don’t miss this chance to learn from one of the best!

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Venue and Accommodations

Meet Your Keynote Speaker

Resilience of Franchisees Amidst Natural Disasters

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hen entering a new year, it feels seemingly impossible not to think of all the possibilities that lie ahead for the success and growth people are naturally vying for.

For Buffalo Wild Wings® franchisees, grand opportunities like the upcoming Franchise Business Services (FBS) Annual Summit are beacons of light to look forward to; for some, such beacons are appearing after a period of challenges and uncertainty. Several corners of the country have been impacted by natural disasters over the past year. In California, wildfires have swept through neighborhoods, impacting homes and businesses and displacing countless people. In the Southern U.S., hurricanes have caused unprecedented flooding in areas that were not entirely prepared for such events. Unexpected amounts of snowfall and record lows in temperature have also impacted certain areas.

Overall, the country has had to endure a wide range of natural events that have shifted the everyday lives of families, employees and business owners alike. When such events occur, Buffalo Wild Wings locations are just as vulnerable as the other businesses in their vicinity. What can set BWW® franchisees apart from other business owners in terms of how they approach these occurrences is their access to a support system such as FBS. As the world walks into a future where the shifts in our environment and weather

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Members of the GRUBE Inc., team make a wing-drop to the local fire department in San Bernadino, California.

by Tyler Ryan

patterns may become increasingly unusual or unpredictable, franchisees need to consider where their businesses will fit in such a future.

Having an understanding of not only how franchisees can prepare for such events, but also how they may access the right tools to respond effectively, can make the difference between a BWW franchisee’s business prevailing through a natural disaster or falling victim to it.

Preparing for Natural Events

Owners of all kinds of businesses, including restaurants and sports bars, must be proactive in preparing their locations and staff for extreme weather events to minimize disruptions and ensure safety. By developing a solid plan, securing assets and training employees, businesses can enhance resilience against storms, floods, wildfires and other unprecedented weather events or disasters that may arise in the years to come.

1. Create an Emergency Plan: A comprehensive emergency plan is essential. BWW franchisees should identify potential weather threats in their region and establish clear procedures for response and recovery. This includes evacuation routes, shelter locations, emergency contacts and communication protocols. Regularly reviewing and updating the plan ensures that all employees stay informed.

2. Train and Inform Employees: Staff members must know what to do in an emergency. Conducting training sessions and drills to familiarize them with emergency procedures or assigning specific roles in the case of an emergency can help to ensure an organized response. Providing staff with resources relevant to the common natural events in their particular region can make all the difference between the business being prepared or caught off guard. Franchisees who take proactive steps to safeguard their employees can also build stronger relationships within their teams. Staff members who know their employer cares about their well-being are more likely to remain loyal and engaged. Rick Small, director of marketing with GRUBE Inc. (headed by CEO Steve Grube), explained that the company’s location in San Bernadino was closest out of all of their sports bars to some of the wildfires that spread in areas of California in late 2024. The company completed daily checks with the

location and “the wellbeing of our employees was top-of-mind,” said Small. Fortunately, there was no damage to the location as a result of the nearby fires. By implementing disaster preparedness plans, providing emergency resources, and educating employees about safety protocols, franchise owners can protect lives, sustain operations and foster a supportive workplace culture. In doing so, they contribute to the resilience of both their business and the community at large.

3. Expect the Unexpected: While some weather events may come unannounced or end up causing more damage than originally forecasted, BWW franchisees should take steps to ensure that, in any case, they’ve allocated the proper amount of protection to their business assets. This is something that even those merely considering becoming a BWW franchisee should consider, as the region one decides to open shop in can ultimately determine what steps need to be taken to strengthen the building itself and protect valuable equipment. It is also important, now more than ever, that people try to expect the unexpected; large amounts of rain and snowfall in particular have rocked certain regions of the country, so it’s time to abandon what we all believe to be 100% percent true about the weather occurrences in certain regions. Let 2024 and its history of high flooding and unforeseen snowfall set the tone for the future.

Leveraging Community in Our Response

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TYLER RYAN is the communications editor for FBS. You may reach Ryan at 678-439-2300 or tylerr@elevanta.com.

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their locations, which meant dropping off chicken wings with fire department teams in the state as a way of thanking them for a job well done. “It shouldn’t take a natural disaster to thank our first responders, so we try to reach out to police and fire departments all the time,” said Small, “but we decided that with the brunt of all those wildfires, we would pick two or three local fire departments for all of our California locations to make deliveries to.”

In addition to reaching out to the rest of the community, BWW franchisees are uniquely connected to each other during times of need. An organization like FBS reveals the depths of the relationships franchisees build through the shared experience of working under the Buffalo Wild Wings brand. When something like a natural disaster hits one’s region, it’s more important than ever to appreciate the value of membership in an association that lends resources directly to franchisees, not only for overall success but also for resilience in special scenarios. As franchisees prepare to come together later in the year, it can be immeasurably helpful to keep in mind that the other franchisees one sees throughout the year can be a source of strength and reliability in uncertain times.

As franchisees look ahead to a promising new year, it is essential to recognize the power of preparation, community and resilience.

The challenges of extreme weather events may be unpredictable, but by taking proactive steps, franchisees can protect their businesses, support their employees and continue serving their communities.

Beyond preparation, BWW franchisees have the advantage of a strong network — both within their local communities and through FBS. These connections provide invaluable support, ensuring that no franchisee has to navigate hardship alone. The mutual trust between small businesses and their customers fosters a sense of solidarity, which can be a lifeline during difficult times.

As the 2025 FBS Annual Summit approaches, it offers a moment of reflection and opportunity — a chance to learn, connect and reinforce the strategies that will drive future success.

By embracing resilience, staying informed and leveraging the support systems available, BWW franchisees can not only withstand challenges but emerge stronger. The road ahead may sometimes be uncertain, but with the right preparation and mindset, BWW businesses can continue to thrive, no matter what the future holds. S

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Though the beginning steps to preparing for a natural disaster are generally the same for BWW franchisees as they are for all business owners, the Buffalo Wild Wings community is unique in its ability to respond to disasters when they happen. The first benefit of being a small-business owner is that you are often involved in the community around you and have direct relationships with people who live nearby. The small businesses in our towns often become pillars or places where people can come for a service from someone they’ve known for an extended period of time. Multiple generations of families sometimes frequent the same local establishments, as the familiarity goes hand-in-hand with their trust in the business. As business owners who are known in the community, many franchisees can rest assured that, in the case that their business is impacted by natural events, they would have community restoration efforts to both contribute to and rely on.

After so many years of locals leaning on BWW sports bars for support, a mutual relationship is bound to form. Franchisees should ask The wings made a welcome debut themselves who they know in the firehouse in San Bernadino! in their community that they feel confident would lend their support after a natural devastation.

In response to the wildfires in California, GRUBE Inc. took measures to ensure that they connected with their local communities and uplifted brave first responders. The company decided to complete “wing-drops” with fire departments local to

Members of the Riverside County Fire Department with two of GRUBE Inc.’s BWW Moreno Valley team members during a wing-drop.

Know Your Obligations to l e d o m e R u o Y e r o f e B Employees

by Douglas H. Duerr

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o, you are going to do a little remodeling to update the look of your business – maybe replace some old equipment and put some energy back in the place. You have the architect lined up with the plans, a contractor, a schedule and even the necessary permits… so what could go wrong, right? If you own a business serving the public, because you would have necessarily built the space out before you opened the doors for the first time, this remodel will not be your first experience with construction and receiving and installing new equipment. Thus, you already know that stuff happens with the inevitable delays and frustrations notwithstanding all your planning and work to stay on top of things. But, whether this is your first remodel or your 100th, actually shutting down an ongoing business location for a period of time comes with additional headaches and concerns. While those include the lost revenue, potentially unhappy customers and the like, it also includes figuring out what you should do for the employees who would normally work at that location … potentially including filings (maybe in advance) for state and local agencies, as well as a minimum amount of advance notice.

A temporary shutdown or reduction in hours of work because of a remodel potentially triggers several obligations

depending upon the number of employees impacted, the degree of impact (e.g., reduced hours or no work available) and the expected and actual duration.

Unemployment Benefits and Your Obligations When Shutting Down to Remodel

The first concern is what are your obligations under the unemployment rules of your state. In some states, the employer is obligated to file for unemployment compensation on behalf of employees who are on temporary layoff. If some of those individuals are nonimmigrants working pursuant to some grant of employment authorization, this could mean providing additional documentation to the state workforce commission establishing that the nonimmigrants are authorized to work and are, thus, entitled to unemployment compensation. Make sure you know what your obligations are, keeping in mind that the remodeling will almost certainly take longer than planned, so make sure you know when the rules provide that the layoff is no longer “temporary.”

Of course, you might decide to terminate all of the employees, particularly if the remodel will take more than a month. If so, you need to be mindful of whether your state requires special forms if you are letting go of more than five, 10, or 20 employees.

Mandatory Advance Notice to Employees and/or State and Local Government

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.

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YOUR NATIONAL SIGNAGE PARTNER

www.federalheath.com

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- Serving up signage at Buffalo Wild Wings since 2001 - Working with 700+ corporate and franchise locations - Manufacturing and installing signs nationwide

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In addition to checking into your obligations under the unemployment rules of your state, you also need to check on whether your employees are entitled to notice of the upcoming shutdown and related terminations or layoffs. Both federal law and some states have rules regarding what notice (including what must be included) has to be given to employees, any union and state and local governments, depending upon the size of the employer and the number of impacted employees. Under the federal Worker Adjustment and Retraining Notification Act (“WARN”), for example, for employers of 100 or more employees, termination of 50 or more full-time employees, or a layoff exceeding six months of 50 or more full-time employees making up at least 1/3 of the workforce at the location, triggers a 60-day notice provision.

The rules can be a bit tricky as to whom to count towards the 100-employee coverage and the 50-employee trigger as well as to whom notice is sent, but what is important is remembering that if you might be covered and your remodel will impact 50 or more employees, you need to dive into the details.

While some readers of this publication are not likely to meet these thresholds for federal WARN when remodeling a single unit, there are at least 18 states with their own version, which go further, including by covering smaller employers, being triggered by fewer impacted employees and/or having longer notice periods. Those states include California, Connecticut, Hawaii, Illinois, Iowa, Kansas, Maine, Massachusetts, Michigan, Minnesota, New Hampshire, New Jersey, New York, Oregon, Rhode Island, South Carolina, Tennessee and Wisconsin. The New York version of WARN, for example, applies to employers of 50 or more employees if 25 employees will lose their jobs during a 30-day period or, in the case of a layoff, are at least 25 percent of the workforce and will be laid off within a 30-day period. If a notice is required in New York, the employer must provide 90 days in advance of the termination or layoff.

Because the purpose of the federal and state WARN laws is to give workers (and their community) an opportunity to prepare for employment loss, the penalties can be quite hefty.

So, what can go wrong with a remodel?

Plenty, but with a little preparation, you can minimize the risk and the headaches.

First, once you have an idea of how many

employees will have reduced hours or be laid off or terminated, check your state’s unemployment rules to determine whether you will need to file any special forms in advance or at the time employees are impacted. If so, make sure to have the necessary information gathered. In addition, preferably months in advance, check federal and your state’s rules for when you have to provide advance notice. By taking a few moments in the early planning process of your remodel, you should be able to avoid significant penalties. S

Build Customer

Through Better Experiences

by Annette Franz, CCXP

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ustomers’ expectations for the experience with your brand are high – and constantly evolving. In today's competitive business landscape, brands are always seeking innovative ways to enhance engagement and build stronger connections with their customers. A prevailing viewpoint suggests that the brands most likely to succeed are those that excel in providing timely and relevant messaging, frictionless customer journeys and personalized experiences.

Brands need to keep up, and they need to do that in real time.

Before I delve deeper into the how, let me touch on a couple of basics.

What Is Customer Experience?

Customer experience is the sum of all the interactions that a customer has with a brand over the life of the relationship with that brand. More importantly, it’s the feelings, emotions and perceptions customers have about those interactions. By the way, customer service is one of those interactions and it’s how we interact with customers. Don’t confuse customer service with customer experience.

Also keep in mind that customer experience is not about technology. Technology is a tool that supports and facilitates

the experience. Keep in mind that the experience is very much human (i.e., those feelings, emotions and perceptions).

Why Customer Experience?

Why do we focus on the customer and the customer experience? A couple of critical reasons: (1) being in business is for – and about – customers; and (2) the more commoditized products and services become, the one true and sustainable differentiator is the customer experience.

What Are Customers’ Expectations?

Customers try your brand with a set of expectations (your brand promise) in mind.

Expectations – Performance = (Dis)satisfaction How you perform against those expectations leads to some level of satisfaction. If performance meets or exceeds expectations, then customers have a higher level of satisfaction and/or loyalty.

If performance is less than expected, then the brand promise has been broken – no explanation needed as to what that means for the customer or for your company.

Expectations are formed in a variety of ways, including your brand promise, your marketing and advertising, previous experiences with your brand, experience with other brands (even in other industries), etc.

Today, customers are looking for brand interactions that are fast, easy, convenient, personalized, contextually relevant, effortless, frictionless, timely, secure, trustworthy and more!

How Do You Keep Up? To truly know your customers’ expectations, listen. Ask them.

Do the work to understand them and their needs and expectations.

It’s a lot, but it’s your job to keep up – to not only understand your customers and their expectations but to also deliver on those expectations. I have worked with several franchisors, and they typically have systems set up to do this work. Take advantage of that!

What Else Can You Do? While your franchisor likely provides systems and tools to assist with or do the customer understanding work, there are things that you can do on the ground, in your location, to build trust with your customers.

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Personalize Customer Interactions Know your community. Establish rapport by getting to know your local customer base. Remember your regulars and address them by name. Within brand guidelines, make small adjustments to products or services that reflect local tastes or needs. This could mean offering regionally popular items or supporting local causes, which reinforces that the franchise is part of the community.

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Empower and Value Employees Happy employees often lead to happy customers. Brands that support and recognize their staff for good work foster a positive environment that customers notice and appreciate.

Allow employees to suggest ways to improve the customer experience and recognize their efforts when they go the extra mile. Employees who feel empowered to make customers happy are likely to build stronger relationships with customers.

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Leverage Technology To Foster Relationships Engage with customers through social media or email updates about local events, special offers or changes in store hours.

Consistent communication, especially when it’s relevant to customers’ needs, builds credibility and trust.

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Showcase Positive Customer Experiences Share positive customer reviews or testimonials in-store, on your website or on social media. It gives new customers confidence and reinforces positive feedback within the local community.

Celebrate milestones or share stories of how your location has impacted customers or the community. This reinforces that your location cares about customer success, not just the sale.

In Closing Focusing on these strategies can successfully foster trust by delivering consistent, personalized and community-centered experiences that align with the brand’s values and resonate with local customers. S

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ANNETTE FRANZ, CCXP is founder and CEO of CX Journey Inc. Having started her career in this customer experience profession at J.D. Power and Associates in 1992, she’s got 30 years of experience (both client side and vendor side) helping companies understand their employees and customers and identify what drives retention, satisfaction, engagement and the overall experience – so that employees, customers and businesses reap the benefits and achieve their desired outcomes. She’s the author of “Customer Understanding: Three Ways to Put the ‘Customer’ in Customer Experience (and at the Heart of Your Business)” and “Built to Win: Designing a Customer-Centric Culture That Drives Value for Your Business.” Annette was named one of “The 100 Most Influential Tech Women on Twitter” by Business Insider and is regularly recognized by companies around the world as a top speaker and influencer in Customer Experience.

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Consistently Deliver on Brand Promises Maintain quality standards. Trust hinges on reliability.

Ensure every interaction upholds the brand’s quality, whether it’s the cleanliness of the space, product quality or timeliness of service. Consistency of the experience from location to location is a big part of earning customer trust.

Employees are the face of the brand. Provide ongoing training that emphasizes the brand’s values and quality standards, so customers know they can expect the same positive experience every time they visit, regardless of location.

Embrace Transparency and Responsiveness Handle customer complaints in a timely manner. When a customer raises an issue, respond promptly and professionally; don’t take negative feedback personally. Address concerns directly, apologize if necessary and offer solutions that demonstrate a commitment to resolving problems. Timely responses show customers that their feedback is valued. Be sure to actively seek customer feedback and showcase how you’re implementing changes based on their input.

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ere’s a brief recap from Essential Walk No. 1: I define essence as a person’s thoughts, emotions and will.

How a person channels their thoughts, emotions and will impacts the health of their essence.

The person’s essence manifests itself in what the person says and does.

And what a person says and does affects their life and their work.

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Virtue or Egotism Now, let’s focus on two paths your essence can take: virtue or egotism. This takes us right to the heart of the matter of this whole Essential Walks Series.

In Merriam-Webster Dictionary (MWD): • “Virtue” means conformity to a standard of right.

• “Egotism” means an exaggerated sense of self-importance.

I think when you move with virtue, you strengthen the health of your essence, and when you move with egotism, you reach for immediate gratification and instant pleasure, which weakens the health of your essence.

It certainly is not my role to tell you what you should have as your standard of right thoughts, right emotions and right will.

It is also not my role to tell you whether you have an exaggerated sense of self-importance that leads to obsessing over immediate gratification and short-term pleasure. Those are very important topics for you to dig into on your own Essential Walks.

Now is the time to go on Essential Walk No. 2. An Essential Walk is where you take a break from the business of your day-to-day life and go for a mental walk to reflect on an essential topic. Here are the questions to consider: Virtue 1. What do you consider to be the right thoughts for you to be thinking?

2. What are the emotions you think are healthy to experience in your life on a regular basis?

3. What do you consider to be the right direction for your thoughts and emotions to be heading?

by Dan Coughlin

Egotism 1. What thoughts do you have that you think are driven by egotism and a need for immediate gratification in an unhealthy way?

2. What emotions do you have that you think are driven by egotism and a desire for instant pleasure in an unhealthy way?

3. In which direction do you think your energy is heading when it is driven by egotism in an unhealthy way?

The next Essential Walk questions become: 1. In what ways are you channeling your thoughts, emotions and will toward making your essence healthier?

2. In what ways are you channeling your thoughts, emotions and will toward making your essence less healthy?

3. What adjustments do you want to make to increase the health of your essence?

Essential Walk No. 3: Integrity Slow down. No, no, no — I mean really, truly slow down, slow way down. Take some deep breaths in.

Before you dive into this next topic, I would like to review a few things we have covered so far. I’m using the following definitions as a basis for where we are going: Your essence is your thoughts, emotions and will.

Virtue is what you believe are the right thoughts, right emotions and right will for you.

Egotism is an exaggerated sense of your self-importance, which leads to a craving for immediate gratification and instant short-term pleasure.

Integrity in Your Essence Now, I encourage you to step into Essential Walk No. 3.

In MWD, the word “integrity” means firm adherence to a code of especially moral or artistic values; incorruptibility. My favorite definition of integrity has always been doing what you think are the right things to do, even if no one else knows. I think the code

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of morals for you to live up to are the ones you believe are right for you.

In writing these articles, I now see that my favorite definition needs to go deeper than actions. It needs to focus on your essence.

So now I’m defining integrity as having the thoughts, emotions and will that you think are right for you.

The reason why I think this deeper definition is more helpful is because we can’t fake our words and actions for very long.

Eventually, what we have as our thoughts, emotions and will emerge as our words and actions.

An Example of Egotism Over Virtue For 37 years, from the age of 22 until I was 59, I talked about being healthy, but I allowed my underlying egotism to take over. For those 37 years, I was anywhere from 15 to 25 pounds overweight. This wasn’t muscle. This was fat. Every day, I convinced myself that I needed the reward of candy, cookies, cake, brownies, ice cream, french fries, onion rings or some other sugar-filled or grease-coated treat. My exaggerated sense of self-importance, my egotism, was the driving force in terms of what I ate. I allowed my thoughts, emotions and energy to be driven by immediate gratification. Without stopping to think, I would just push more sugar down my throat. Egotism was winning over virtue.

Finally, about 18 months ago, I realized this wasn’t about the sugar or grease. It was about my craving for instant shortterm pleasure. With that understanding, I was able to shift my thoughts, emotions and will toward virtue and away from egotism. This allowed me to drop 15 pounds and to keep it off.

Of course, the daily challenge is one of integrity in focusing on virtue and avoiding egotism in my eating.

Essential Walk Questions for You To Consider 1. What thoughts do you think are the right ones for you to maintain?

2. What emotions do you think are the right ones for you to have?

3. What do you think is the right will for you?

4. Where in the past two weeks have you had the integrity to maintain the essence that you want to have? S 23

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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.

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The Ideas of Integrity, Virtue and Egotism Have Been Around for a Very Long Time Socrates died more than 2,400 years ago in 399 B.C. He never wrote down anything, but two authors, Plato and

Being the Person You Want To Be Starts With Your Essence What was important 2,400 years ago is just as important today. A healthier essence starts with having the integrity to continually choose virtue over egotism.

When you maintain integrity in your essence and keep the thoughts, emotions and will you think are right for you, then you know the person you can always count on being in any situation.

That is an incredibly important step in becoming the person that you want to be in the future.

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The Daily Choice Between Virtue and Egotism This is the same inner battle you go through every day between virtue and egotism in different areas of your life. The weapon you can use is your own integrity, integrating your thoughts, emotions and will with what you believe are the right thoughts, emotions and will for you.

This is exactly why I encourage you to truly slow down.

Applying integrity is difficult in the moment of choice when you never slow down enough to really consider what you think are the right thoughts, emotions and will for you.

Xenophon, have quoted Socrates as saying the following, which obviously apply as much to women as to men even though the all-male references are outdated for modern times: • “Man, you don’t speak well, if you believe that a man worth anything at all would give countervailing weight to danger of life or death, or give consideration to anything but this when he acts: whether his action is just or unjust, the action of a good or of an evil man.”

• “Wherever a man posts himself on his own conviction that this is best, I do believe, he should remain, giving no countervailing weight to death or anything else when the alternative is to act basely.”

• “The only thing we should consider is whether we would be acting justly.”

• “I ask you to make your first and strongest concern not wealth, but the soul – that it should be as virtuous as possible. For virtue does not come from wealth, but through virtue, wealth and everything else, private and public, become good for men.”

• “I would rather fail acting nobly, than win by acting basely.”

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was fortunate to begin my working career at Walt Disney World in Orlando, Florida. What started as a three-month job during a break from college turned into a 20-year masterclass in delivering an experience that delights millions of guests (customers) every year. Every aspect of the Disney parks is intentionally designed to immerse guests in a fantasy world.

A world where every sight, every sound, every detail and every interaction with a cast member (employee) work together to make reality fade away, leaving behind a sense of wonder and magic. That feeling doesn’t just create happy guests; it translates into substantial revenue for The Walt Disney Co. For the last 25 years, in my speaking and consulting career, I’ve helped organizations apply the principles I learned at Disney to their own operations. I’ve distilled the Disney approach into a few core principles that can be adapted to almost any

organization. How you implement them will depend on your industry, but the principles remain sound. Whether you’re creating an experience from scratch, remodeling to be more family-friendly or updating your operation, these principles will help elevate your customer experience.

Principle 1

Look at Everything Through the Lens of the Customer

When Walt Disney was designing Disneyland in California, his goal was to create a magical experience for everyone, especially children. Bright colors, cheerful music, the smell of fresh popcorn and thousands of other details were carefully curated to awaken the child in all of us. One of my favorite examples involves windowsills.

In most places, windowsills are built at adult height, meaning children struggle to see inside. But Disney Imagineers designed windows with lower sills, ensuring that even the smallest guests can peer inside and experience the magic. While guests might not consciously notice this detail, it nonetheless adds to the overall experience.

Disney also understands that waiting in line isn’t a favorite part of the guest experience, especially for families with restless children. Since lines are inevitable, they’ve made the wait more engaging. At the Haunted Mansion, for example, guests can interact with musical instruments that trigger eerie sounds, water effect, and ghostly writing. These elements don’t eliminate the wait but they transform it into something more enjoyable.

The same principle applies to businesses outside of Disney.

Apple stores, for instance, are designed with open spaces and hands-on displays that invite customer interaction. Grocery stores that recognize shopping is often a family activity incorporate kid-friendly features, such as mini grocery carts, free treats or cart seats designed like the child is steering a car.

A way to apply this principle in your organization is to map out the customer journey, identifying each touchpoint along the way.

Evaluate each touchpoint and determine what can be improved to make the experience more seamless, engaging and enjoyable.

Principle 2

Never Let Backstage Come Onstage

Pay Attention To the Details: Everything Speaks

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

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With all the incredible rides and world-class entertainment at Disney parks, you might assume that guest compliments focus on those experiences. But, in reality, one of the frequent

The environment you create directly shapes how customers perceive your business. By looking at everything through the lens of the customer, keeping backstage separate from onstage and ensuring that every detail aligns with your brand image, you can create an experience that is both seamless and unforgettable.

No matter your industry, these principles apply. The question is: How can you bring them to life in your business? S

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Principle 3

Final Thoughts

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Imagine taking your child to Walt Disney World. You walk up to Cinderella’s castle, and your child spots Cinderella standing in front, ready to sign autographs. Excited, your child rushes over only to find Cinderella holding a cigarette in one hand and a cup of coffee in the other. What would that moment do to the magic?

Years of therapy might be involved! No matter how much Disney invests in its parks, if backstage elements creep onstage, the illusion shatters. Backstage must always remain backstage.

If you’ve visited Disney’s Magic Kingdom, think about this: Have you ever seen a delivery truck driving through Frontierland? Have you ever spotted cast members arriving for work in regular clothes, carrying their lunch or sipping a soda in front of guests? Of course not. Disney has carefully designed its operations to keep all of that out of sight, preserving the immersive experience. In fact, there is a network of tunnels under the Magic Kingdom, so that “visual intrusions” never diminish the magic.

The onstage/backstage principle applies in any business.

Imagine sitting in the Drive-Thru of a quick-service restaurant and staring at an overflowing dumpster because an employee forgot to close the enclosure’s gate. Not very appetizing. Or consider walking into a retail store where boxes are scattered around as employees stock shelves, forcing you to dodge the clutter. When backstage elements creep onstage, the spell is broken.

The key is to identify what should remain backstage and ensure it stays there. Every interaction, every space and every moment should contribute to a seamless, intentional and immersive customer experience.

compliments Disney receives is about something much simpler: cleanliness. Guests are consistently amazed at how spotless the parks are.

This is no accident. When I first joined Walt Disney World, I was taught one of their core “non-negotiables.” If I saw a piece of litter on the ground, I was responsible for picking it up, regardless of my job title. That rule applies to everyone at Disney, including executives. Another reason the parks remain pristine is strategic trash can placement. Trash cans are never more than a few steps away from guests. And yet, Disney doesn’t want trash cans to dominate the scene, so they are designed to blend seamlessly into their surroundings. The result? You only notice them when you need them.

Beyond cleanliness, every detail at Disney is meticulously designed and maintained. Paint never looks faded (unless it’s supposed to). Flowers always seem to be in full bloom, background music perfectly complements each themed area and cast members wear costumes that match their specific location. These details aren’t left to chance. They’re deliberately managed because everything speaks.

The same concept applies to any business. Every detail, no matter how small, either enhances or detracts from the brand.

• Imagine sitting down at a restaurant table that’s sticky because it wasn’t properly cleaned. Or one where the table wobbles because of an uneven leg. A few overhead lights are burned out. These small but noticeable flaws send an unspoken message about quality and attention to detail.

• On the other hand, imagine walking into a gym you’re considering joining, where everything is meticulously organized.

The locker rooms and restrooms are spotless, the equipment is well-maintained and the staff is professionally dressed. These seemingly minor details collectively reinforce the gym’s commitment to excellence.

A great exercise to conduct with your team is to walk through your facility with an “everything speaks” mindset. Look for details that might be detracting from your brand. What small improvements could enhance the customer experience? From the design of your physical space to the day-to-day actions of your team, every detail should align with the brand experience you want to create.

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by Tyler Ryan

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franchisee creates the right atmosphere for single customers coming to catch their favorite teams facing off, they can inform a franchisee's actionable strategies to make families feel like they are just as welcome to join in on the fun.

The physical environment of a fastcasual restaurant significantly affects its appeal to families. “In all my time in the industry, I’ve believed that the ‘vibe’ and the overall feel of the store is so important,” said Miller. “It’s always a work of art and a work-in-progress.”

A welcoming space accommodates the unique needs of groups dining together, including young children. Providing diverse seating arrangements is crucial; booths, larger tables and flexible

“It’s taken years to build things to be family-friendly, and I’ve always said that we’ve worked really hard to take care of them.”

– Chris Miller, FBS member

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Empower your restaurant with an integrated tip distribution solution that pays tips out nightly.

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s a business owner, particularly one in the foodservice industry, it's only natural to spend a lot of time considering how one can attract even more customers than they already have visiting their location(s) every day. In the typical fast-casual restaurant, one might see all kinds of customers coming to enjoy a meal or be in the company of other guests, and it may often appear that there's an even mixture of groups present. While it is of course essential to do whatever possible to keep attracting customers, regardless of who they are, utilizing certain strategies to attract more of a certain subgroup of customers may benefit the business in more ways than one.

Families, for example, are a subgroup of the typical clientele one might see in their locations that drive an important part of the business; without their presence, there's no telling how traffic in any given fast-casual restaurant might begin to dwindle. There are several ways a franchisee can take inspiration from the widespread mission of the brand to appeal to families, as well as strategies that can take root in their own individual locations to draw in families in one's local community. Overlooking the importance of being a family-friendly location can be a vital mistake as a business owner, so understanding both the benefit of attracting families and the path to doing so effectively is a worthwhile course of action for any Buffalo Wild Wings® franchisee.

Fast-casual restaurants occupy a unique space in the dining industry, offering the convenience of fast food paired with the quality and experience of casual dining. For franchisees, families represent an especially important demographic, providing a consistent, loyal customer base. To better serve and attract families, franchisees must craft their business strategy to offer a welcoming, accessible and value-driven experience for everyone, from parents to children. For BWW® sports bars in particular, creating a family-friendly environment may not seem as simple as it might be for other businesses. “For me, the business wasn’t as family-friendly when I first opened it. I have a lot of experience in bars and restaurants, and I was really pushing the sports bar part of it,” said Franchise Business Services (FBS) member Chris Miller. “It’s taken years to build things to be family-friendly, and I’ve always said that we’ve worked really hard to take care of them.” The BWW brand itself is centered on the sports bar atmosphere, where people come together for both a good meal, a beer and a lively place to catch game day action. This may almost seem contrary to family-friendly principles, but, in actuality, the same values that turn every location into the perfect sports bar can be the same values a franchisee references when considering how to make customers with children feel as comfortable as possible choosing to visit their businesses. Two central concepts that tie together all aspects of the foodservice industry, regardless of the overall theme of the establishment, are togetherness and hospitality. Just as these concepts inform how a BWW

Family-Friendly

Continued from page 27 layouts allow for comfort regardless of family size. Adding highchairs and booster seats that are clean and readily available is another essential touch. Importantly, maintaining a safe and clean environment — especially in restrooms equipped with diaper-changing stations — is critical for families prioritizing hygiene and convenience during dining out. What matters most to families these days is feeling as though they've entered a place that they can trust to address their needs and keep them safe, so taking action to create an environment where parents can rest assured that their children are taken care of is a huge step to ensuring that these customers feel welcome to not only come to a BWW to try it out but to keep returning as loyal clientele. The smallest changes can make a world of difference for any given family, and these changes do not have to intrude on the overall atmosphere of the sports bar. For parents who want to enjoy the lively sports bar space but also would prefer to keep their families a part of the action, an adaptable environment with enough space for children can be a game-changer.

The Role of Staff Training To further ensure families feel just as welcome as single customers, franchisees can prioritize staff training that enhances family-friendly service. By fostering a welcoming environment, staff can help create positive experiences that encourage repeat visits from families. Staff members should be trained to recognize and accommodate the needs of families with children.

This includes greeting families warmly, offering highchairs and booster seats promptly and anticipating potential needs such as any activity sheets or other kid-friendly items available to keep children entertained. Servers should also be patient and understanding when interacting with families, recognizing that parents may need extra time to place orders or may have specific requests for their children’s meals. Staff training should emphasize also making the dining experience as seamless as possible for families.

This includes seating families in areas that are less noisy or away from rowdy crowds when possible. Servers should also be aware of pacing the meal appropriately — offering to bring out kids’ meals earlier if needed and ensuring drinks and refills are readily

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“In all my time in the industry, I’ve believed that the ‘vibe’ and the overall feel of the store is so important. It’s always a work of art and a work-in-progress.”

– Chris Miller

available. Checking in regularly but without rushing the dining experience can also enhance the comfort level of families.

Families can also often have dietary preferences or special requests for their children’s meals, such as smaller portion sizes, substitutions or allergen-friendly options. Staff should be knowledgeable about the menu and willing to accommodate these requests with a positive attitude. Training should include clear communication skills so that servers can confidently relay any kitchen limitations while still providing excellent service.

Franchisees can also encourage staff to create a balanced atmosphere that also appeals to families. This could include adjusting volume levels in areas where children are present and encouraging a welcoming tone among staff. Additionally, training should highlight how staff can subtly adjust interactions depending on the clientele, being more engaging with families while maintaining efficiency. Most importantly, staff can be trained to build rapport with families by remembering repeat customers, engaging with children in a friendly but respectful way and offering genuine hospitality. When families feel valued and welcomed, they are more likely to return, leading to increased customer loyalty and positive referrals.

By training staff in these areas, Buffalo Wild Wings franchisees can create a family-friendly atmosphere that ensures parents and children feel just as welcome as single customers, fostering a broader customer base and a more inclusive dining environment.

All these strategies contribute to a broader mission of leveraging both togetherness and hospitality to transform the average BWW location into one that is suitable for most customers.

Creating Space for Community Following the industry principle of togetherness, community engagement is a powerful tool for making your locations more attractive and trustworthy to families. By actively participating in local events, supporting youth activities and fostering connections within the community, franchisees can create a welcoming atmosphere that extends beyond the restaurant’s walls. Families are more likely to frequent businesses that demonstrate a genuine commitment to their local community. One of the most effective ways to engage with families is by partnering with local schools and youth sports organizations. Hosting regular, family-oriented events can make a Buffalo Wild Wings location a favorite spot for parents and children who are local to a particular location.

Franchisees can organize easy events like trivia nights for kids, game-day watch parties with family-friendly activities or themed nights with interactive elements like giveaways that can keep children engaged while parents enjoy their meals.

Demonstrating a commitment to the well-being of the community also builds trust with families. Franchisees can engage in charitable efforts such as food drives, fundraising partnerships with nonprofit organizations or donating meals to local shelters. By participating in these initiatives, the restaurant cultivates goodwill and strengthens its reputation as a business that cares about families in the community. Any BWW location can also increase its family appeal by partnering with local community centers, such as libraries. Franchisees can sponsor or provide food donations for community events, as these efforts can reinforce the brand’s presence in the community while building relationships with families who value businesses that support educational and recreational opportunities for their children.

For Buffalo Wild Wings franchisees, actively participating in the local community is a powerful way to establish your locations as family-friendly and trustworthy businesses. When owners are visible in the community — whether through sponsorships, charitable initiatives or direct engagement — they create a stronger connection with local families and reinforce the idea that their restaurant is more than just a business; it’s a valued part of the neighborhood. Attending local events and partnering with community-based organizations can show families that the person who operates their local Buffalo Wild Wings is invested in their community’s well-being. Parents are more likely to bring their children to a restaurant where they recognize and trust the owner. Hosting family-friendly events, such as kids’ nights or fundraisers for local causes, only further strengthens this bond. Plus, a franchisee’s presence at these events allows them to interact directly with customers, gather feedback and build

personal relationships. When families see that a business owner is approachable, engaged and genuinely cares about their community, they are more likely to choose that location for dining and celebrations.

By fostering these connections, franchisees can ensure their restaurant becomes a go-to spot for families.

Appealing to families requires more than just marketing or a few child-friendly features — it demands a comprehensive strategy encompassing every aspect of the dining experience, from environment and service to community engagement. For BWW franchisees, successfully addressing these elements can build lasting loyalty among families and position their businesses as indispensable parts of their local communities. By combining thoughtful innovations with excellent service, franchisees can create spaces where families feel valued and eager to return. S

TYLER RYAN is the communications editor for FBS. You may reach Ryan at 678-439-2300 or tylerr@elevanta.com.

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2025 Issue 1

CUSTOMER EXPERIENCE OR NOTHING! When Customer Satisfaction Is Not Enough

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o, you measure customer satisfaction. The results seem to be good, and you show some improvement. But, somehow, when you talk to customers, they seem to never appreciate your services. Customers magnify every problem, and you often feel as if they are blowing it out of proportion. Why is it that your statistics demonstrate success while your experience every day dealing with customers feels more like a failure?

This is a critical question many executives are facing on a regular basis. The reason for this disparity between the satisfaction results and reality as they live it every day is simple: They measure the wrong thing. To be more exact, they declare success too quickly. When the target is customer satisfaction, executives are setting the bar too low. Such a low bar allows them to meet it but miss the potential of customer relationships.

Let’s decipher this puzzle. A client once called me, excited to share with me a major improvement in his customer relationships. His organization managed to lower the number of inaccurate invoices they issue to customers by 90 percent. He was excited and thrilled by the achievement. I asked him if he could identify one customer who will be willing to pay a cent more for the privilege of receiving an accurate invoice. Needless to say, we could not identify such a customer. What happened here? By

by Lior Arussy

fixing his customer invoicing problem, this executive met customer expectations. He did not do anything special. He simply satisfied customers. Customer satisfaction is a low bar to target in an era of demanding customers.

Customer satisfaction is merely meeting expectations. When you meet expectations, you miss the whole point of the relationship: exceeding expectations. Customers do not notice when we merely satisfy them.

Meeting expectations is boring, and when they are bored, they start searching for other more exciting alternatives, a.k.a. your competitors. Welcome to the new bar: Customer experience or nothing.

We live in a world where customers raised the bar. Just as you do not write a congratulatory letter to the hotel manager for having shampoo and soap in your hotel room, customers will not congratulate you when you satisfy them. They want to be surprised. They want to be amazed and delighted. They want you to go the extra mile. If you are merely satisfying their expectations, you are at par with your competitors. And parity with competition is not a recipe for long-term customer relationships.

The new competitive paradigm is who will exceed customer

expectations. Which service provider can surprise customers and deliver above and beyond? Delivering customer experience means delivering customized and personalized value to our customers.

Customer experience is about emotional engagement with customers and not simply rational delivery of a one-size-fits-all product or service. In a study conducted by Gallup Group, the company discovered the purchasing patterns of rationally satisfied customers and unsatisfied customers were pretty much the same. It was only the emotionally satisfied customers (those who had an emotional experience) who almost doubled their purchases in comparison to their rationally satisfied or unsatisfied customers. The study conclusion was quite clear: Simply doing your job will no longer deliver positive customer actions. Customer satisfaction alone no longer delivers sufficient value. Counting on customer satisfaction to measure your success will probably deliver an incorrect perception of success. At best, customer satisfaction will indicate that your process is not broken and that you have delivered without much reason for complaining. But do not confuse the absence of complaints with customer delight.

To achieve customer experience, you need to go beyond the traditional Six Sigma perception of process redesign. An experience needs to be redesigned to deliver the following elements: • Personalized service to meet the individual needs of the customers.

• Customized products to reduce the need for customers to make them fit their needs.

• Relevance that applies to the customer's lifestyle and unique issues.

• Complete solution that addresses the holistic problem customers face.

• Emotionally engaging experience that treats the customer as a human being with feelings and emotions and recognizes his fears, hopes and dreams.

Multiple customer experience management studies indicated that companies are still failing to deliver a complete solution to customer needs. In order of importance, complete solution- and value-added services came way before web-based services. The challenge of delivering customer experience is to identify the complete customer problem and deliver a solution to it that will have sufficient personalized value-add. In short, ask yourself: Did our total experience allow the customer to forget about the issue? Does he or she enjoy a complete peace of mind, or do we leave them with much work to do before and after they encounter our service?

The approach to customer experience is based on the following guidelines: Define the experience you are creating for your customers.

• Key question: Do your company and your customers agree that the experience you offer meets your customers’ complete needs?

LIOR ARUSSY (@LiorStrativity) is a global customer experience and transformation expert. His latest book is “Dare to Author!” (Greenleaf 2024). Arussy is one of the leading global authorities in the fields of Customer Experience, Employee Engagement and Strategy Execution. He is a Corporate Culture expert, a ‘success accelerator’ and a proven, passionate change agent. Called “a triple threat of transformation” by William Taylor, co-founder of Fast Company magazine, Arussy has helped many of the world’s top brands achieve unprecedented goals in customer satisfaction, growth and profitability.

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Delight your customers by delivering excellence every day and creating an emotional connection to your brand.

Customer satisfaction is a nice start. But, in the eyes of the customer, it is no longer the end game. Any organization that determines to differentiate itself based on customer delight needs to assume the same conviction. Operating based on predetermined processes and minimizing complaints is not the definition of “greatness.” It is, at best, the definition of “not bad.” To build customer loyalty and commitment, organizations need to raise the bar and operate based on customer experience principles of exceeding customer expectations and delivering emotionally engaging experiences. Customers dictate the new rule: Customer experience or nothing! Your choice is to resist and ignore or embrace and exceed. S

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Deliver the experience to your customers effectively, quickly and easily.

• Key Question: Is your company easy to do business with or do you create obstacles for the customer?

• Key Question: Has your company fulfilled your customers’ basic needs to lay the foundation for creating an emotional bond?

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n 1983, Dr. Theodore Levitt, professor of marketing at Harvard Business School, wrote a book, “The Marketing Imagination.”

One of the book’s themes was about the function of a business.

If one were to ask the average person, “What is the function of a business?” most would say, “To make money,” but according to Dr. Levitt, they would be wrong. Making money is a goal. The function is to get and keep customers. And if you confuse the function with the goal, you don’t always reach your goal.

With that in the back of my mind, I was intrigued when I received a copy of Richard Weylman’s latest book, “100 Proven Ways to Acquire and Keep Clients for Life.” A book like this is bound to have a keeper or takeaway that can be used to build the customer relationship. And, there has to be a focus on the customer experience (CX). Without that, it doesn’t matter how good your product is. If customers feel neglected or underappreciated, they will find someone who sells the same or similar products.

Rather than just read the book, I contacted Weylman to ask if he would be a guest on my Amazing Business Radio podcast.

Fortunately, he said yes, and below are some of my favorite insights from our interview and from the book.

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SHEP HYKEN is a customer service and experience expert, award-winning keynote speaker, researcher and New York Times and Wall Street Journal bestselling author. He has been quoted in hundreds of publications and is the author of eight books, including his latest, “I’ll Be Back: How to Get Customers to Come Back Again and Again.” Learn more at www.hyken.com.

Emotional Engagement: This seems to be a central theme for Weylman. He says, “Creating emotional connections and nurturing long-term relationships drive revenue by de-commoditizing products.” When customers are emotionally connected to you, they do more than come back to buy more.

They tell others about you. Word-of-mouth marketing, in which your customers sing your praises, is the best marketing.

Your Customer’s Lifetime Value (LTV): When you understand what your average customer is worth, you can make better customer-focused decisions overall. You’ll focus less on selling and more on building relationships. Selling is transactional, while relationship building is interactional, implying there is more business to come.

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Responding To “What Do You Do?”: If you ask most people what they do, they will tell you. But rather than label yourself, consider responding with the outcome you deliver for people. If you sell investments, you could answer the question by saying, “I’m a financial advisor.” Or you can make it about the outcome and say, “I help my clients prepare for a financially secure retirement.” While that’s an oversimplification of the tactic, the example is clear.

It is one thing to get a customer. It’s another to keep a customer. Weylman’s advice is simple and direct: Make it about your customers. When they know you’re out for their best interests, they reciprocate with more business. When they experience consistency in that relationship, you earn their trust. That not only leads to more business, but it also leads to loyalty. S

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The Four Things Customers Want: Weylman simplifies what customers want and hope for in their relationship with a company or brand. They want the people they do business with to be thoughtful, kind, caring and empathetic. In other words, they want the people they do business with to be nice to them. How hard is that? It shouldn’t be hard, and it is a very good place to start.

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There Is More To the Customer’s Decision To Do Business With You Than Your Product: Weylman’s book has a perfect example of this. A customer may stop going to a noisy restaurant regardless of how good the food is. If it’s too noisy to have a conversation, the quality of the food might not make a difference. In other words, it’s not just about the product.

It’s also about — maybe more so — the experience.

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You Can’t Define the Value You Deliver: While you may promise and claim to deliver value in the form of a quality product and great CX, the customers have the final word. They are the judge and jury when it comes to determining whether you delivered the value you promised.

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A Personalized Experience Is Expected: Our own customer experience research shows the importance of a personalized experience; however, Weylman places an even higher premium on its importance. He’s emphatic when he says, “People want personalization and humanization, with no exceptions.” It creates a better experience and gives the customer confidence that they are doing business in the right place.

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Contributed by Lockton Cos.

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hatever part of the country your business is in, whatever time of year it is, there’s usually a risk from some sort of natural phenomenon. Wind, hail and earthquake risks often don’t get as much attention as more common risks like fires and floods. Yet, they can be just as devastating for your business operations.

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Consider these statistics: • Wind: Property damage is common when winds exceed 50 miles per hour. The National Oceanic and Atmospheric Administration says about 10,000 severe storms, 1,200 tornadoes and three major hurricanes occur every year causing $140 billion in damage.

• Hail: An annual report from NOAA counted 6,962 hail events in 2023. According to Yale Climate Connections, the $8–14 billion per year cost of hail damage to property significantly outpaces the cost of damage from tornadoes.

• Earthquakes: There have been over 6,400 severe earthquakes in history since 2150 BC. The U.S. Geological Survey and Federal Emergency Management Agency say the damage from quakes today totals more than $14.7 billion per year.

Because these natural perils will impact areas almost everywhere at some point sooner or later, it’s important to take the threat seriously. Here’s how to create a plan for any extreme natural event that may come your way.

Making a Plan for Natural Perils

Preparing a business for wind, hail and earthquake perils takes a combination of planning, emergency equipment, team training and exercise drills. Here are some quick tips to help you get started: 1. Set up an emergency action plan. A plan can help you respond more quickly and effectively to natural emergencies and minimize harm to employees and customers.

The Occupation Safety and Health Administration (OSHA) recommends a plan with the following: • An evacuation policy for getting everyone to safety and away from danger.

• Emergency escape procedures and route assignments, such as workplace maps noting refuge areas.

• Names and telephone numbers of key contacts within and outside your business.

• Procedures for employees to perform or shut down key operations.

• Rescue and medical duties for any workers.

2. Ensure all employee contact numbers are current. Communication is key in an emergency, so up-to-date contact numbers are especially important. This allows you to quickly ensure everyone is accounted for.

3. Designate a shelter area. Be sure to communicate the location of your facility’s shelter area to your staff and post signage for customers. If your business does not have a shelter, locate a shelter nearby or consider sending employees home when there is advanced warning a storm may be coming.

4. Implement a communication system. For emergencies, it’s important to be able to communicate with your employees. With a dedicated system in place, you’ll be able to notify employees of the need to evacuate, get to a shelter or take other important actions.

Protecting Your Property

The risks your property faces from natural perils will always be unique to your franchise. To prepare, be sure to: 1. Make a risk assessment. Your building and its contents are likely your biggest assets and can also be costly to replace. A risk assessment helps ensure you’re better prepared and protected. Start with an evaluation of your unique risks.

2. Minimize your exposure. There are always steps businesses can take to minimize natural risks. Hurricane sandbags, rooftop hail guards, parking awnings and window coverings can all play a role in reducing property damage.

3. Research insurance options. Proper insurance coverage helps you protect your business’s building and its contents. Once you understand the particular risks that your location faces, educate yourself on coverage options that make sense.

Property Insurance for Your Franchise

The risk of natural phenomena like wind, hail and earthquakes can be worrisome and costly. But with the right plan, you can protect your employees and customers. And with the right business insurance from co-brokers Lockton Affinity and Elevanta, your property can be protected, too.

Visit Elevanta.LocktonAffinity.com to learn more. S

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The Elevanta Insurance Program is administered by Lockton Affinity, LLC d/b/a Lockton Affinity Insurance Brokers LLC in California #0795478.

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

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6. Assemble an emergency kit. Emergencies often leave little time to do anything else but get to safety. Plus, hours could pass before you and your employees are able to exit the shelter safely. It’s a good idea to have a kit to be taken into the shelter with you that includes:

7. Hold training sessions. A plan on paper that no one knows isn’t much help in an emergency. Make sure to hold employee training sessions and practice emergency drills with staff to ensure everyone understands what to do for the natural perils your franchise faces.

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5. Keep important documents safe. Natural perils can destroy buildings along with everything in them. Make sure to store original or duplicate copies of accounting records, legal documents, your employee emergency contact lists and other essential records in a secure location.

• Flashlights and extra batteries.

• Emergency blankets.

• Water.

• Gloves.

• First aid kit.

• Battery-powered weather radio.

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29 www.everpass.com

Federal Heath 817-685-9075

19 www.federalheath.com

Global Payments 706-325-8428

27 businesspartnerships@globalpay.com

McLane Foodservice Inc. 972-364-2050

BC www.pepsico.com

Sazerac 415-302-0202

5 cbanti@sazerac.com

THE

SCORE THE

| 2025 Issue 1

31 lynn.modisette@mclanefs.com

PepsiCo 732-618-8578

Sierra Nevada Brewing Co. 520-405-1727

36

3

33 www.sierranevada.com

Stafford-Smith Inc. 405-772-1200 X: 3450

4 www.staffordsmith.com

The Wasserstrom Co. 800-888-9963

29 bww@wasserstrom.com

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

2025 EDITORIAL CALENDAR ISSUE

AD RESERVATION DEADLINE

PUBLICATION DATE

2

May 7

June

3

July 28

September

4

Sept. 29

November

CALL FOR FRANCHISEE NEWS We want to highlight any news or events associated with our members in The SCORE, Issue 2. If you have ideas for potential stories, please contact communications@myfbsonline.org or 678-797-5160 by May 7. Our editorial staff can assist in writing the story for you.

What does BOP Insurance cover?

A Business Owner’s Policy (BOP) is consistently one of the most popular insurance policies available for franchises.

It’s a quick and easy way to get coverage for: • Business Property • General Liability

• Business Interruption • Business Umbrella

Find tailored coverage for your franchise today with Elevanta at memberservices@elevanta.com

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.