The Value of CX and Cross-Functional Collaboration
Written by KERRY PIPES
Customer Experience (CX) is serious business.
A good customer experience is the bedrock of brand consistency and helps deliver the core promise throughout the system. It goes without saying that excellent CX also translates into thriving franchisees, who can attract and retain customers.
But great CX should go beyond the marketing department and be an all-hands-on-deck partnership with other internal departments. This issue of Franchise Update magazine includes a focus on CX, cross-functional collaboration, and the role it all plays in building trust, loyalty, repeat customers, and brand advocates.
As Helen Bond discovered in her feature on how tech, ops, and marketing departments can work together, a winning customer experience is no longer solely the responsibility of the marketing department but requires strong cross-functional collaboration among marketing, digital, operations, tech, and even legal departments. Her story offers insight into how Edible Brands, AlphaGraphics, Jeff’s Bagel Run, and Goldfish Swim School are finding CX success through cross-functional alignment.
In her feature on the strategic advantages of DEI, Colleen McMillar talked with MassageLuXe CEO Kristin Pechacek, who summed it up perfectly when she said, “Our commitment to diversity, equity, and inclusion drives innovation, enhances customer experience, and strengthens the communities we serve.”
We dug further into CX with our CMO Roundtable by asking marketing executives how their departments work together with other internal departments to enhance brand CX. They told us about working with franchise development and real estate on brand messaging and materials and partnering with store development on signage and building design, drive-thru boards, and messaging in the online pickup area. The experts shared their experiences of coordinating with
operations on in-store execution and promotions, collaborating with IT on digital strategies and platforms, working with finance on budget and ROI analysis, and partnering with the supply chain to ensure product availability for campaigns. All departments work together to create a consistent and impactful customer experience.
Elsewhere in this issue, you will find a CEO profile of Josh D’Agostino, who discusses his approach to leading Mighty Auto Parts and the importance he places on supporting franchisees and fostering a positive company culture. We also profile Sola Salons President & COO Daryl Hurst, a leader known for his people-first approach. He told us how he prioritizes collaboration, accountability, and service. He says true leadership is about helping others succeed.
There’s more great content in this issue that we hope you enjoy. I also want to encourage you to subscribe to some, or all, of our regular digital e-newsletters. You can find out more about them and their focuses at franchising.com.
While visiting franchising.com, click on the “conferences” tab to learn about the International Franchise Association and Franchise Update Media’s Franchise Customer Experience Conference, June 24–26, in Atlanta.
At the end of the day, delivering exceptional CX ensures brand integrity, fosters customer loyalty, drives franchisee profitability, and attracts new investors, making it indispensable for sustainable growth in franchising.
Kerry Pipes
KERRY PIPES Executive Editor
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FAST FUEL KITCHEN
Protein Bar & Kitchen aims to redefine better-for-you dining
Written by JARED COHEN
When Protein Bar & Kitchen opened in 2009, it was the first of its kind. It’s easy to grab a cheeseburger or fried chicken sandwich, and Founder Matt Matros wanted Protein Bar & Kitchen to deliver the same convenience but with the added benefit of offering nutritious and protein-packed food.
When I joined the brand in 2017, I recognized how unique this concept is. I hadn’t encountered anything like it during my time at McDonald’s or in my previous experience in management consulting. Our team has built something remarkable, and it’s exciting to see our rapid growth in airports, hospitals, universities, and traditional storefronts as we continue to redefine what quick, better-for-you dining can be.
STARTING A MOVEMENT
People on the go need dining options that match their active lifestyles. In 2009, Protein Bar & Kitchen created a solution: fast fuel. As pioneers of the protein-powered, better-for-you fast-casual concept, we created a movement on the belief that healthy eating should be easily accessible to all people. We saw how the world was shifting and how consumers were increasingly focused on what they were putting in their bodies. We used that opportunity to expand our menu and offer protein for every body.
Protein Bar & Kitchen started in a small Chicago storefront with protein shakes. It has grown to include an expansive menu that offers customizable smoothies, salads, wraps, and bowls. Offering options that accommodate dietary restrictions (e.g., vegan, gluten-free) was a relatively new idea, but our view was that every diet needs protein. We found a way to make healthy eating accessible for anyone. We pride ourselves on inclusivity and meeting the
diverse needs of our guests, which we see in our customer loyalty rates.
Our team monitors the latest food trends to continue to innovate our menu and stay ahead of the game. We don’t sacrifice taste for nutrition, so we are constantly testing new ingredients and recipes to keep the menu fresh. We’re at the forefront of the protein-powered movement, fueling our communities with healthy dining choices.
SHARING THE EXPERIENCE
While we aren’t a new brand in the better-for-you food industry, we are new to franchising. It was important to set up our franchisees for success from the start, and we’ve invested the time in ensuring we built the right systems and infrastructure to make our partners successful.
Protein Bar & Kitchen announced franchising in late 2023 when all the pieces of the puzzle fit together. We improved the menu and modernized the décor and developed a comprehensive set of digital tools to provide the best experience for franchisees and customers. Our strategic efforts in the franchising space started in Illinois and its neighboring states to make sure Protein Bar & Kitchen was primed for growth and well supported by our team. It was a big milestone for the brand to go beyond the Chicago market, but putting in the work and research before the relaunch has proved to be rewarding.
Since we prioritize customer experience and inclusivity, streamlining operations is critical to keep us accessible and allow us to innovate. Our franchise model offers dine-in, carry-out, delivery, mobile, online ordering, and catering and can even accommodate a drive-thru. Customers can engage
with our brand and get their healthy meals in the way that’s most convenient for them.
Simplifying operations has lowered customer wait times and improved order accuracy, making it easy for patrons and team members. We’ve seen dramatic growth of our business across our digital channels, and that’s been complemented by our newly upgraded loyalty program. We are excited to continue expansion through franchising and bring Protein Bar & Kitchen to more communities.
NEW HEIGHTS
We understand what it’s like to constantly be on the move. To increase brand awareness and expand into new markets, Protein Bar & Kitchen has leveraged its streamlined operations and a convenient menu to open in nontraditional locations.
Airports are a major focus of our growth, and locations have recently opened in Chicago O’Hare International Airport, LaGuardia Airport in New York, and Salt Lake City International Airport. Another unit is set to open in Boise Airport. As frequent travelers, our team has always found it challenging to get a healthy airport option. That’s why we decided to be a part of the solution and satisfy this need. We’ve proven that Protein Bar & Kitchen has the perfect offerings for the on-the-go traveler. Similarly, hospitals and university campuses are filled with people who are crunched for time and in need of a protein-packed option to power their day. Corporate-owned locations at Northwestern Memorial Hospital in Chicago and Northwestern University are thriving thanks to this strategic plan to target nontraditional locations where there is a need for a quick, better-for-you option.
Reimagining franchising through both traditional and nontraditional avenues has proven to be successful for the Protein Bar & Kitchen brand. It’s easy to lose yourself when you expand and grow the brand. We remember our roots and remain committed to the same mission that started from our humble beginnings in a small Chicago storefront: delivering delicious, nutritious, and protein-packed food and beverages for every body.
Jared Cohen is COO of Protein Bar & Kitchen.
“Mistakes are made, and taking risks means making mistakes.”
BEHIND THE WHEEL
Driving Mighty Auto Parts to greater heights
Written by KERRY PIPES
JPresident & CEO
Company: Mighty Distributing System of America dba Mighty Auto Parts
Units: 94 domestic, 2 company owned, 9 international
Age: 49
Years in franchising: 9
Years in current position: 4
osh D’Agostino has spent nearly two decades in the $400 billion automotive parts industry with the past nine years immersed in the franchise world. Since taking the helm of Mighty Distributing System of America (Mighty Auto Parts) four years ago, the president and CEO has seen the company grow to more than 100 domestic and international locations. D’Agostino keeps a clear and consistent vision to empower people, focus on customers and franchises, and lead with integrity. When it comes to his leadership style, think Ken Blanchard. “I strive to be, and hope that I am, a servant leader in the style described in Ken Blanchard’s book, Leading at a Higher Level ,” he says. He supports his team by providing resources, encouraging collaboration, and nurturing a culture that values performance, respect, and purpose. The “head cheerleader” approach has helped unify the
company around its mission while encouraging innovation and accountability.
During the Covid-19 pandemic, D’Agostino and his team kept the company resilient, avoiding major disruptions and doubling down on Mighty’s unique high-touch inventory management services. His leadership style is collaborative but decisive, balancing data-driven decisions with team consensus when possible, and he knows how to make tough calls when needed.
When asked about the future, D’Agostino doesn’t hesitate to aim high: “Grow system and company revenue by 50% in five years, boost international growth, and be the No. 1-rated automotive-related franchise opportunity with happy, successful franchisees.”
He says he’s working on building more than just a business; he’s cultivating a culture where profitable franchises are run by engaged franchisees and employees who are proud to be part of the Mighty family.
LEADERSHIP
What is your role as CEO? I’m a head cheerleader and a brand, franchisee, and customer ambassador. I help develop people and support them in achieving professional and company goals. I also manage the organization in a sound financial manner and provide strategy and direction for the Mighty system.
How has Covid-19 affected the way you have led your brand? We did not let Covid disrupt our business in any meaningful way. We certainly adhered to different state rules and regulations along with fulfilling employee and customer needs, but we mostly stayed the course of providing inventory management stocking services to our customers. Since Covid-19, supply chain remains a large challenge because of port delays, container shortages, volatile freight costs, and geopolitical conflicts. We’ve had to increase our inventory substantially to mitigate against supply chain delays and disruptions. We also do Zoom and Teams meetings regularly. Otherwise, we are focused on our differentiator of traditional, high-touch inventory management services.
Describe your leadership style. My job is to provide resources, motivation, and accountability to help my team achieve their goals. I want their input, I want differing opinions, and I want people who speak their minds and share their ideas. Collaboration and open discussion typically lead us to a better answer than a top-down approach. It’s in the name, “servant leader,” finding the balance between leading and serving.
Profile—Josh D’Agostino
Continued inflation and now tariffs are encouraging caution when it comes to spending. However, new cars are pricey, interest rates are higher than many are accustomed to, and the average age of vehicles on the road is 12.6 years. Further, there’s a record number of 292 million registered vehicles that are more than 15 years old. These factors alone will cause our customers to continue to invest in their existing cars and trucks.
Think and Grow Rich, Leading at a Higher Level, First, Break All the Rules, and Shackleton’s Way. I find that I go back to principles and concepts in these books regularly.
What makes you say, “Yes, now that’s why I do what I do!”? Every year, Mighty recognizes the best of the system during our annual awards banquet: Salesperson of the Year, Rookie of the Year, Operational Excellence, Franchise of the Year, and more. Every time, at least one winner gets on stage, fighting back tears. It’s absolutely amazing and humbling to see how much people love Mighty and being a part of our franchise system. I personally present Franchise of the Year, and it’s annually my favorite moment.
OPERATIONS
What trends are you seeing with consumer spending habits in your stores? Just about everything everywhere is more expensive, so consumers are trading down to save money. For example, people are choosing a 24-month battery instead of a 36-month battery, or they are looking for less expensive oil change options. Deferred vehicle maintenance is perpetual in our industry, but it gets worse in leaner economic times. Car counts are flat or down at many of our customers, and repair ticket averages are much the same. We experience these down periods from time to time, but usually, it is short-lived for our industry given that people need their cars and trucks to stay on the road. It’s critical to their lives.
How is the economy driving consumer behavior in your system? Our industry tends to grow in both good and bad economic times, but right now, we are seeing consumer malaise given the uncertainty. Continued inflation and now tariffs are encouraging caution when it comes to spending. However, new cars are pricey, interest rates are higher than many are accustomed to, and the average age of vehicles on the road is 12.6 years. Further, there’s a record number of 292 million registered vehicles that are more than 15 years old. These factors alone will cause our customers to continue to invest in their existing cars and trucks. What are you expecting from your market in the next 12 months? I’m optimistic. Macroeco -
nomics certainly influences our market, but vehicles are necessities and can only be ignored for so long. My outlook is a bit conservative for now. However, Mighty has so much to offer, and we have recently diversified into several other product categories and customer verticals. Mighty is nimbler than many of our competitors, so we really have no excuse. I always ask, “Are we doing business with everyone that buys auto parts, chemicals, and accessories?” Of course, not. So let’s get more customers! Are your franchisees bullish or bearish about growth and adding additional units? Our franchisees are entrepreneurs, so they are almost always bullish about growth. Their spirit, perseverance, and commitment are simply incredible. Our system is primarily single-unit operators due to how we go to market and the size of territories. We operate on a route delivery schedule across 100 miles or so per territory, so multi-unit operators are not necessarily what we pursue. We have plenty of penetration to achieve in existing markets.
Are commodity/supply costs any cause for concern in your system? Absolutely. We operate in a huge market, competing with large, publicly traded companies like O’Reilly and NAPA, retailers like Walmart, locally owned auto parts stores, and everything in between. Our industry globally sources products, so we are regularly evaluating our supply chain and competitive pricing activity. In addition, we’re managing significant existing tariffs and now new tariffs. We have to diligently manage these costs to stay competitive in a highly fragmented market.
In what ways are political/global issues impacting the market and your brand? The word of the year is “tariffs.” We must successfully manage these cost increases to help our franchises remain competitive in the market against numerous other distributors. The entire market will see these price increases, so parity will likely remain. In addition, armed conflict in certain regions hurts the predictability of supply chain lead times and costs. We have decided to build safety stock in our inventory to mitigate against these challenges. Ultimately, uncertainty often causes inaction by the consumer, but it is Mighty’s job to find opportunities in this environment and persevere.
TECHNOLOGY
How much influence does your IT department have on your brand? Quite a bit. Many of our technology tools are customer facing, and the experience consumers have with them is a direct reflection of Mighty. Ease of use, effectiveness of results, and speed are critical to complementing the high-touch nature of our service model.
How have your company’s tech tools changed over the past five years? The advancement of technology, like e-commerce and AI, and customer use of these tools have accelerated over the past five years. Further, customer expectations have increased. Like so many other companies, Mighty is investing more dollars in technology. We are focused on resources that our customers use. We want to complement our high-touch service, not replace it, while improving productivity and making it easier for our customers to do business with our franchises.
How does technology influence your decisions? It depends on what we’re considering. Does it improve productivity, save money, or enhance our service? If so and if we have the proper budget and resources allocated and available, we’ll seriously consider an investment. With technology costs having grown greatly these past few years, determining ROI is more important than it was a few years ago.
Are you using AI? How? We are in the beginning stages of AI at this time. Right now, we are using it for communications, summarizing meetings and calls, and gathering data. We have identified a project lead within Mighty to put together a road map identifying needs from basic to advanced levels. We’ll then start implementing these tools to provide an economic value to the Mighty system and to enhance customer experience.
How do you measure your ROI on technology investments? Tough question. We consider two things: Are there any direct cost savings and/ or revenue generation resulting from a tech investment, and/or does the technology make something easier for our customers and reduce friction? The former is easier to determine when comparing one cost to another, but the latter is more about making ourselves stickier to our customers by being easy to
Easy Accounting Software Import
Create Relevant Comparisons
Identify Opportunities & Trends
laughter, vulnerability, and recognition are part of our team’s DNA.
What has inspired your leadership style?
A few things:
• Seeing/feeling the impact of bad leadership and knowing I don’t want to leave that type of legacy.
• Being blessed with mentorship from some truly amazing leaders.
• Learning that leadership is not about power but serving others
I am at my best when focused on supporting other people.
What is your biggest leadership challenge?
Knowing when my team and I are taking on too much. But when you are a highly ambitious and results-driven team, this is bound to happen. When it does and you realize it, you and your team have to quickly reprioritize and reset expectations before frustration and mediocre results deflate morale.
How do you transmit your culture from your office to frontline employees? It starts with truly caring about people and helping them feel that they are truly on a team that cares about them and their future. My entire leadership team is always available to every member of our team. We listen and take action. We focus on creating a fun, inclusive, and accountability-driven culture that is generous with recognition and rewards.
How can a COO help their CMO develop and grow? Aside from the obvious of taking time to learn their strengths and opportunities, it is creating a development plan together. I recommend being well aligned with business objectives and helping address challenges. They have a high-stress, demanding role. Trust them to do their job, don’t micromanage, and support them. Marketing often gets the blame when business is slow and rarely gets the credit when it’s not. Business performance accountability never lies with one leader/department.
Where is the best place to prepare for leadership: an MBA school or OTJ? This likely depends on the person and their learning style. Just because someone earns an MBA, it doesn’t mean they are ready to lead. The education will certainly be beneficial. However, nothing can truly replace the experience of leading a team through wins and challenges, developing an individual for promotion, making heat-of-the-moment decisions in tough situations, or knowing when you have started to confuse compassion with compromise and need to remove someone from the team.
Are tough decisions best taken by one person? How do you make tough decisions? I am not an autocrat, and I struggle to think of any tough decision that belongs with one person when it comes to operating a business. My team leads as a committee: We make decisions together, we share ideas and plan together, we win together, and we fail together. Making tough decisions as a leadership team, and sometimes as a larger team, means
While economic shifts present challenges, they also offer opportunities to adapt and innovate. Our core mission remains unchanged, but we’ve become more agile in our strategies, ensuring we support our franchisees effectively and meet the evolving needs of beauty professionals and their clients.
multiple perspectives and outcomes are heard. While we might not all agree to start, we always align on the result and how it will be communicated to the team. This creates trust and buy-in and helps everyone move on quickly.
Do you want to be liked or respected? Both. I believe you can achieve both but maybe not from everyone to whom I would choose to be respected. Caring about other people—their state of being, not what they think of me—has always been a core value of mine. I speak genuinely, approach with positivity and without judgment, act with integrity, listen with concern, and give respect. I have found this approach usually makes me likable and always earns me respect.
Advice to COO wannabes: I have never liked the word “wannabe” as it usually implies that you can’t be the thing you want to be. I believe you can if you are truly willing to do what it takes. My advice is to work hard, pay attention to the details, become a forever learner, set goals, learn from failures, be adaptable, and prepare yourself for the path because it is never going to be what you thought. Surround yourself with people who make you better and believe in you, and don’t ever give up.
MANAGEMENT
Describe your management style: Partnership, solution based, proactive, macromanagement. What does your management team look like? We are women and men who, first and foremost, truly care about other people and their success, are highly driven/competitive in nature, and have diverse experiences across multiple industries in both corporate and franchise environments.
If you mean who are my direct reports, they are SVP of marketing, VP of corp ops, VP of fran ops, and director of L&D.
How does your management team help you lead? While very independently motivated, they
are all highly collaborative and supportive of each other and their teams. They stay true to our core values, never stop developing their people, remain focused on our mutually decided upon objectives, and embrace our culture of accountability and recognition.
Favorite management gurus: Do you read management books? Good to Great by Jim Collins and Master Mentors by Scott Miller.
I also enjoy the Masterclass app. Here are a few that I have taken: Critical Leadership Training by Jocko Willink, The Art of Negotiation by Chris Voss (I have also read his book on this), and The Power of Mindset with leading experts.
OPERATIONS
What trends are you seeing with consumer spending habits in your stores? We’ve observed a significant shift toward personalized beauty experiences. Clients are increasingly seeking services tailored to their individual preferences, leading to a surge in demand for independent beauty professionals who can offer customized treatments.
How is the economy driving consumer behavior in your system? Economic fluctuations have heightened consumers’ focus on value and quality. Clients are more discerning with their spending, prioritizing services that offer personalized attention and superior results. Our franchise model, which empowers beauty professionals to operate independently, resonates with this shift as clients appreciate the tailored services provided by dedicated beauty professionals.
What are you expecting from your market in the next 12 months? We anticipate continued growth in the demand for independent beauty services. As the industry evolves, more professionals are seeking autonomy in their careers, and clients are gravitating toward personalized experiences. This positions us well to continue to expand our footprint and support more entrepreneurs in establishing their own spaces.
Profile—Daryl Hurst
Are your franchisees bullish or bearish about growth and adding additional units? Our franchisees are optimistic about growth. The consistent demand for salon suites and the success of our existing locations have instilled confidence in the scalability of our model. Many franchisees are exploring opportunities to open additional units to meet the growing demand.
Are commodity/supply costs any cause for concern in your system? While fluctuations in supply costs are an inherent aspect of any business, our franchise model mitigates these concerns. Since individual salon owners manage their own operations and supplies, they have the flexibility to adapt to cost changes, ensuring minimal impact on the overall system.
In what ways are political/global issues impacting the market and your brand? Global events and political climates inevitably influence consumer behavior and market dynamics. However, the beauty industry’s emphasis on personal care and well-being remains resilient. Our franchise model, empowering individual entrepreneurs, provides agility to navigate these challenges effectively.
TECHNOLOGY
How much influence does your IT department have on your brand? Our IT department plays a pivotal role in shaping the Sola Salons experience. By developing and implementing technological solutions, they enhance both franchisee and client interactions, ensuring seamless operations and superior service delivery.
How have your company’s tech tools changed over the past five years? Over the past five years, we’ve significantly upgraded our technological infrastructure. Notably, we’ve launched a new CRM platform to support franchisees, streamlining operations and enhancing client engagement.
How does technology influence your decisions? Technology is integral to our strategic decision-making. It provides us with data-driven insights into market trends, client preferences, and operational efficiencies, enabling us to make informed choices that drive growth and enhance the franchisee and client experience.
Are you using AI? How? Yes. We are exploring the integration of AI to enhance our services. For instance, AI-powered tools are being used to streamline appointment scheduling and client communications, providing a personalized and efficient experience.
How do you measure your ROI on technology investments? We assess the return on investment for our technology initiatives by evaluating improvements in operational efficiency, franchisee satisfaction, and client retention rates. Metrics, such as reduced administrative time, increased bookings, and positive feedback, provide tangible indicators of success.
How did/do you create a culture where use of technology advancements is welcome and used? Cultivating a tech-friendly culture involves continuous education and demonstrating the tangible benefits of new tools. We provide training sessions and resources to help franchisees integrate technology into their operations seamlessly, fostering an environment where innovation is embraced.
PERSONAL
What time do you like to be at your desk? This varies for me as I often work odd hours based on workload, time of the day, my energy levels, how focused I’m feeling, and how creative I am, which all vary by season and meeting load. I also think about the needs of my family. I might start any time between 7 to 9 a.m. This varies as I commonly work in the evening after everyone is in bed, and my end time will often influence my start time the next day. After 20 years in the restaurant industry, it still feels like my brain is most active in the evening (dinner rush time).
Exercise in the morning? Wine with lunch? I like to walk in the morning but not a full-on workout. I prefer to do those in the afternoon or evening. I only drink caffeinated drinks with lunch—lots to get done!
Do you socialize with your team after work/ outside the office? Somewhat. We are all mostly remote and only see each other when we are traveling to the same destination for work. The general extent of our socialization is meals together or texting each other fun family updates: sharing pet pics, our kids’ accomplishments, or just something funny that happened. I do hope there is some golf or other fun activities in our future.
Last two books read: I know you are only asking for two, but I am listing the three from this month as I really enjoyed each one, and they are all deserving of recognition:
• Atlas of the Heart by Brené Brown
• Unreasonable Hospitality by Will Guidara
• Every Conversation Counts by Riaz Meghji
What technology do you take on the road? I am pretty simple: laptop and cell phone.
How do you relax/balance life and work? First and foremost, I enjoy spending time with my family and our three dogs. I love to cook, spend time outside, hike, swim, listen to music, watch good shows, and read/listen to books.
Favorite vacation destination(s): Without a doubt, the beach, preferably a tropical one.
Favorite occasions to send employees notes: To be clear, I am usually one to call vs. write a note but either way: birthdays, anniversaries, holidays, times of emotional stress, and when they are just humming along doing a wonderful job and not looking for any recognition.
Favorite company product/service: I have to show Amazon some love here. First, I love the entrepreneurial founding story of Amazon. Next, I am so impressed with the continuous business evolution and growth of services. Lastly (and most importantly), I really enjoy the convenience of shopping from home. I rarely brave the daunting task of finding what I need in a store (if they even have it in stock) and much prefer to have it delivered hassle free the next day.
BOTTOM LINE
What are your long-term goals for the company? Our long-term vision is to continue empowering beauty professionals by expanding our network of salon suites, fostering a community of independent entrepreneurs, and maintaining our position as a leader in the salon suite industry.
How has the economy changed your goals for your company? While economic shifts present challenges, they also offer opportunities to adapt and innovate. Our core mission remains unchanged, but we’ve become more agile in our strategies, ensuring we support our franchisees effectively and meet the evolving needs of beauty professionals and their clients.
Where can capital be found these days? Capital can be sourced through traditional financial institutions, private investors, and franchise financing programs. We assist potential franchisees in exploring various financing options to facilitate their investment in a Sola Salons franchise.
How do you measure success? Success is measured by the satisfaction and achievements of our franchisees and the beauty professionals they support. High occupancy rates, positive feedback, and the growth of our community are key indicators of our impact and effectiveness.
What has been your greatest success? One of our most significant achievements is reaching more than 730 locations, providing spaces for more than 20,000 independent beauty professionals to thrive. This milestone reflects our commitment to empowering entrepreneurs in the beauty industry.
Any regrets? There are always lessons to be learned. We view each challenge as an opportunity for growth. Our focus remains on continuous improvement and supporting our community of franchisees and beauty professionals.
What can we expect from your company in the next 12 to 18 months? In the coming 12 to 18 months, we plan to accelerate our growth by opening new locations, enhancing our technological offerings, and further supporting our franchisees and beauty professionals.
Phone calls, emails, text messages, newsletters, podcasts, and social media posts (both text and video) provide necessary links between franchisors and franchisees, but there’s something to be said for old-fashioned faceto-face time. Michelle Bondietti, senior vice president of operations for Sport Clips Haircuts, says franchise conferences are vital to the brand’s mission.
“The effort that goes into the planning and execution is well worth it when we think about taking a company strategy and being able to disseminate it in a way that we can effectively execute across more than 1,800 locations across the country,” she says about the Sport Clips Haircuts National Huddle. “Everyone collaborates in a way that allows everyone to walk away with synergy around what needs to happen when they go back to their stores.”
Franchise conferences bring the team together for fun and fellowship. The meetings offer a chance to renew friendships and build new ones. Keynote speakers motivate while panelists in breakout sessions get into the details of running a profitable operation. If new deals get struck, that’s even better.
Ricky Richardson, CEO of Eggs Up Grill, started his brand’s annual conference in 2018. Each event has a detailed agenda geared to affect franchisees’ bottom lines. He says content focuses on four main areas: training, sales, technology, and profitability. Franchise partners also suggest what they’d like to see at the event.
“It is not easy, but it’s pretty simple,” Richardson says. “It’s about giving the franchisees the capabilities that they need to execute at a high level.”
Teams work throughout the year to plan each conference so that franchisees, who usually pay their way to attend, get maximum value for their time.
“Not that the work stops that much, but we effectively close the office for about three or four days so that we’re able to get this set up,” Richardson says. “It’s really important that we set that example. The experience we provide needs to meet the level of expectation in terms of professionalism, quality, fun,
Michelle Bondietti Senior Vice President of Operations
Sport Clips Haircuts
and energy that we would expect them to deliver to our guests in their restaurants.”
Strategy
Months before franchisees start thinking about plane tickets, car rental, and hotel rooms, the franchisor’s C-suite executives think about what messages the brand wants to impart. According to Lori Abou Habib, chief marketing officer at The Joint Chiropractic, proper planning for the Align Conference involves breaking down the silos to see what each department has to offer.
“We start with collecting ideas for a period of time and then we sharpen them,” Habib says. “I play a key role in kind of producing a straw man of what I think we should talk about, and then everyone has an opinion on their section.”
Some departments might have ideas they’re not ready to share, so planning can involve negotiating with subject matter experts about what can be released and when. It’s about having a sufficient amount of exciting news for franchisees.
“There is a little bit of how can we accelerate projects?” Habib says. “You want to deliver confidence builders, so there’s some negotiating going on about what we can use and when.”
C-level executives also get involved early at Sport Clips Haircuts. Bondietti says leadership works with the events team to shape the vision for the conference and pull content together.
“We have our overarching strategy, and beneath that strategy, all of the departments have initiatives that support that overarching strategy,” Bondietti says. “You will typically see all of those key department heads on our main stage of the huddle.”
As the agenda evolves, it includes topics that appeal to owners, team leaders, area developers, and stylists. Ideally, everyone who attends the event comes away with clear ideas about their part in achieving the brand’s goals. “It’s all about supporting the franchisees so that they’re able to operationally deliver,” Bondietti says.
The 2025 Papa Johns Franchisee Conference (PJFC) recently wrapped, and planning for the 2027 event started a few months ago, according to Joe Sieve, chief restaurant and global development officer for Papa Johns.
“The planning for PJFC is led by our communications and corporate affairs team,” Sieve says, “and they work closely with other departments, like operations, development, and technology, as well as our franchisee advisory council to learn about the topics franchisees are most interested in learning about, the best types of sessions to explore those topics, the ways we can inspire our franchisees, and how we can celebrate their success.”
A variety of perspectives helps ensure that the agenda and programming are both fun and meaningful for franchisees of different backgrounds and experience levels.
Ricky Richardson CEO
Eggs Up Grill
“Our executive leadership team also leverages PJFC as a time to share with our franchisees where we are as a company and rally them around a vision of where we are headed,” Sieve says. “This year, we put a big focus on returning to the roots of what drove Papa Johns’ growth over the last 40 years: an unwavering commitment to quality.”
Richardson says the Eggs Up Grill conference is a chance to steep franchisees in the company’s culture, so they can share with their guests. Richardson says the brand “promises everything that will make you smile.”
“We call it the DNA of our brand,” he says. “What’s that emotional experience we want to provide to our team members and our guests so that they remember us well and choose to come back again and again and tell their friends? No. 1 is understanding who you are and why guests care about you, right?”
The effort that goes into the planning and execution is well worth it when we think about taking a company strategy and being able to disseminate it in a way that we can effectively execute across more than 1,800 locations across the country. Everyone collaborates in a way that allows everyone to walk away with synergy around what needs to happen when they go back to their stores.
— Michelle Bondietti
Lori Abou Habib Chief Marketing Officer
The Joint Chiropractic
In that respect, conferences are a continuation of discovery days and everything else that happens from the time a franchisee raises a hand to become part of the brand.
“We’re always reminding ourselves, as well as our longest-tenured franchise partners, about who we are and what we are,” Richardson says. “It doesn’t matter how long you’ve been here. It’s always worth talking about and refreshing it. It’s always about our culture. It’s about activity. It’s about progress and moving forward.”
Planning
When Richardson joined Eggs Up Grill in 2018, t here were 24 restaurants in the system. The company is currently at 91. That growth has created a logistics issue. The January conference used to be in Spartanburg, South Carolina, where the brand is based.
“We relocated to Greenville, which is just about 30 miles from here, because there was a space constraint issue,” Richardson says. “Our system has grown, and participation has grown, so we had to make the change.”
It takes nearly a year to plan an Eggs Up Grill conference. Planning, including picking a location, usually begins at the end of the first quarter and the beginning of the second.
“And then we will kick off kind of formal planning in the July and August time period,” he says.
The team that puts together the Jiffy Lube Convention and Trade Show generally works 18 months out, says Suzanne Clerkin, chief marketing officer. An event manager with nearly 20 years of experience helps ensure that the details are handled.
“I would say the leadership team might work on what’s the key theme and flow of the agenda, and then the event planning team really helps to coordinate all the logistics of the event itself,” Clerkin says.
The event team lines up convention space and makes sure plenty of hotel rooms and entertainment options are available. The team also coordinates with speakers and panelists, works with vendors, and sets up registration.
Jiffy Lube’s conference rotates locations. It’s been in Miami, San Diego, and Las Vegas. Some 600 people attended the event in Denver last year, and the 2026 convention and trade show is slated for the Bahamas.
“A lot of the physical elements of the location matter, and the location itself is important because
we want to make sure it’s a desirable location that’s easy to get to,” Clerkin says. “It needs to be easy for a large group of folks to get in and out. We want to make sure it’s affordable and fun.”
Attendees often plan vacation time before and after the conference. That’s an attractive option for the meeting in the Bahamas. If franchisees can’t make that gathering, Jiffy Lube conducts a variety of regional meetings that bring franchisees and their teams together with the leadership team.
“We have meetings scheduled in different locations this year, including a San Antonio meeting coming up,” Clerkin says. “So, it’s a wide variety of different locations that mix it up and make it fun when we get together as a business and talk about our priorities.”
According to Bondietti, the first Sport Clips Haircuts National Huddle was an intimate affair on a lake in Central Texas. A small number of franchisees got plenty of time with the brand’s leadership team. Now, there are more than 1,800 Sport Clips in operation, and more than 3,000 people attend the conference each year. About 20 team members work on the event.
“In addition to them, we employ about 25 other event team members who support us externally,” Bondietti says. “Yes, it is a lot of work, but there are so many benefits that come out of it. It’s an opportunity for us to bring the stylists and the owners together to support each other, learn from each other, and celebrate accomplishments.”
Sport Clips conferences rotate locations with Louisville and Las Vegas to serve as upcoming destinations. “We’re usually locking in a location two to three years out in order for us to be able to effectively plan and get the best dates,” Bondietti says.
It’s a team effort at The Joint Chiropractic, according to Habib. An internal creative team that usually works with franchisees shifts its focus to the Align Conference. They create signs and make recommendations about how the event should look and feel.
Joe Sieve
Chief Restaurant & Global Development Officer
Papa Johns
“About six months out, we focus on it as a major project in earnest, and then when we get to about six weeks out, it is a full-time job,” she says. “The whole process takes about 18 months, but once you’re about six months out, you’re really focused on the content and tying everything together in a way that your audience is going to benefit. The hardest part is bringing that storyline together in the moment and making it as relevant as possible.”
The big event
After all the preparation, it’s time to get down to the matter at hand, and for a franchising conference, that means mixing business and pleasure.
“At this year’s PJFC, we wanted to bring the energy, passion, and fun,” Sieve says. “For example, in our general sessions, each leader who spoke brought his or her personality to the stage in fun ways. One speaker created a mock late-night talk show that featured several franchisees as the program’s ‘guests,’ and others brought to life their personal stories and leadership styles through costumes, videos, and music.”
Along with the entertainment, conferences provide the opportunity for like-minded people to gather together and celebrate their accomplishments. Franchise conferences highlight the best and brightest.
“At PJFC, you’re among hundreds of owners, operators, general managers, and corporate team members who are deeply passionate about pizza,” Sieve says. “They understand that they aren’t just delivering food, but they are helping to create and share moments of joy. So, we tap into that passion with our programming. Our global pizza games, which is a competition among restaurant teams that starts at the local market level, culminate at PJFC. At PJFC, the top teams from around the world compete for cash prizes and recognition for the way they craft pizzas that meet our high brand standards with speed and accuracy.”
Papa Johns’ leadership team and third-party experts host sessions about strategic market planning, local marketing, and other enhancements. Sieve says there are also “live demonstrations on how we can ensure that every pizza that comes out of our ovens delivers on our brand’s promise.”
The conference creates opportunities for franchisors to engage with franchisees and for franchisees to share their energy and excitement with each other.
“As a former franchisee who, at the beginning of my career, felt like at times I was figuring things out on my own, I love seeing our younger, less tenured franchisees get the chance to connect live with more seasoned operators,” Sieve says. “And there are opportunities for attendees to learn in ways big and small: from being able to plan smartly for future growth down to helpful tips for managing a restaurant’s environment during very busy times, like Friday dinner rushes and game days.”
At PJFC, you’re among hundreds of owners, operators, general managers, and corporate team members who are deeply passionate about pizza. They understand that they aren’t just delivering food, but they are helping to create and share moments of joy. So, we tap into that passion with our programming. Our global pizza games, which is a competition among restaurant teams that starts at the local market level, culminate at PJFC. At PJFC, the top teams from around the world compete for cash prizes and recognition for the way they craft pizzas that meet our high brand standards with speed and accuracy.
— Joe Sieve
The Joint Chiropractic’s brand is well-being, so the conference includes workshops designed to educate chiropractors in new techniques. Meetings are also focused on helping staff members improve their performance. Habib says the brand’s leadership understands that franchisees are leaving behind their practices and their lives to attend the conference, so the event must be useful for them.
“There’s all of the networking and celebrating your top performers. That’s a huge part of that cultural connection,” Habib says, “and you want to keep going back to making it worth their while for being out of the clinic. That makes a big difference for sure.”
At Jiffy Lube’s conference, franchisees meet with vendors and learn about new technology. There are general sessions, where everyone gathers together, and then breakout sessions cover solutions to common problems operators face at their locations. Time is also built into the conference for franchisees to network, swap stories, and make deals.
“There might be special breakout sessions that dive into particular topics, like operations or marketing best practices,” Clerkin says. “We often bring in key speakers who might help to complement the topic at hand. The speakers can vary from celebrities, business professionals, and athletes.”
Quintessential Conference
Franchise conferences offer a powerful tool for building a strong, unified, and successful franchise system by combining essential business communication with the invaluable benefits of in-person connection and collaboration.
These coordinated events can bring together franchise brands and their franchisees for in-person educational opportunities, motivational speakers, and networking opportunities.
Here are the essential components when planning and executing a successful franchise conference:
• Strategic communication. Franchise conferences offer a platform for franchisors to disseminate company strategy, key initiatives, and future vision across the entire network, ensuring everyone is aligned on goals.
• Training and education. Breakout sessions and presentations focus on practical aspects of running a profitable franchise, including training, sales techniques, technology updates, and profitability strategies.
• Networking and relationship building. Opportunities are provided for franchisees, corporate staff, and vendors to connect, build new relationships, and renew existing friendships. It fosters a sense of community and shared experience.
• Motivation and inspiration. Keynote speakers and engaging presentations motivate franchisees and their teams, providing new perspectives and energy.
• Recognition and celebration. It’s a forum to highlight the achievements of top-performing franchisees, celebrating successes and building a culture of excellence.
• Feedback and two-way communication. Dedicated time is set aside for franchisors to listen to franchisee feedback, address concerns, and gather insights from those operating on the front lines.
• Vendor engagement and product demonstrations. Franchisees have opportunities to learn about new products, technologies, and services from vendors that can benefit their businesses.
• Cultural immersion. Gatherings reinforce the brand’s core values and culture, ensuring franchisees are deeply connected to the DNA of the brand.
• Logistical planning. It requires careful, often year-long planning involving location selection, securing venues and accommodations, coordinating speakers, and managing registration to ensure a professional, valuable, and enjoyable experience for attendees.
• Blending business and fun. Incorporate engaging and entertaining elements to create a memorable experience that encourages participation and strengthens the sense of community.
• Reenergizing and reconnecting. Provide a valuable in-person experience that counters the isolation of remote communication and reignites enthusiasm for the brand and the business.
“FRANCHISING KNOWS NO LIMITS”
IFA and Franchise Update Media merge to form a powerhouse organization
Written by MATT HALLER
With the changing of the season comes some exciting news for the franchise community. During March’s MultiUnit Franchising Conference in Las Vegas, the International Franchise Association (IFA) and Franchise Update Media (FUM) officially announced that we will join as one organization, effective July 1.
IFA and FUM have had a robust partnership for years, working together on the Franchise Customer Experience Conference and the Franchise Leadership Development Conference and providing the franchise community with trusted, informative, and reliable sources of information. This new development will allow IFA and FUM to serve the franchise community and strengthen the franchise business model for generations to come.
With its North Star of helping all stakeholders in franchising improve and grow their businesses, FUM has undoubtedly delivered on its mission. Over the years, FUM has provided an environment where the franchise community can learn, find new business opportunities, network, and be inspired by their peers. This expanded partnership will
preserve what FUM has built over nearly 40 years while enhancing IFA’s mission to protect, enhance, and promote franchising.
We look forward to future collaborations on events, publications, digital properties, databases, storytelling platforms, and so much more. With FUM as part of the IFA family, we have new tools to help the franchise community across all three legs of the franchise stool: franchisors, franchisees, and suppliers.
FUM has built a robust network of thousands of successful multi-unit franchisees. When coupled with IFA’s membership of more than 1,200 brands, tens of thousands of franchisees, and premier suppliers supporting franchising, our combined efforts offer major value across the entire franchise system. Staff members from both organizations will combine their talents to:
• Assist franchisors seeking multi-unit owners as part of their franchise development strategy
• Provide education and professional development platforms
• Work together through advocacy to protect the franchise business model
Together, we will continue to raise the public’s awareness of franchising and help franchise opportunity seekers grow their businesses and operate in an environment that will enable them to thrive.
Franchising is built on the principle of going into business for yourself but not by yourself. That’s what this partnership is all about. With our two communities operating together as one, the future of franchising knows no limits. It is up to all of us in franchising to realize that potential and make 2025 “The Year of Franchising.”
With FUM in the fold, I couldn’t be more optimistic about IFA’s ability to further advance our mission to protect, enhance, and promote franchising. Stay tuned for updates on this exciting and important journey.
Matt Haller is president and CEO of the International Franchise Association.
THINKING OF FRANCHISING A BUSINESS?
Here’s why not every brand will succeed
Written by ANDREW SEID
The franchise business model has stood the test of time. Properly structured, it can help create robust, successful, and productive businesses by leveraging a brand’s efficiencies and experience.
This does not mean that every business that franchises will be successful. Practically any business can be franchised, but the threshold question of whether that business should franchise is often overlooked, especially when a founder has early success.
Even as proud advocates of the franchise business model, we aim to make sure our potential clients keep in mind:
• Not every brand will succeed by franchising. Every year, we see more companies start and stop offering franchises than become sustainable franchise systems.
• Success as a franchisor depends chiefly on the business model and also on timing, capabilities, personality, culture, industry, and demographic trends and other factors that go into considering whether a company should franchise.
We talk to business owners who want to start a franchise system. Even during our first phone call, we can sometimes tell that they are not good candidates. For others, we may help them to initially use an alternative method for growth while working to help them make the changes necessary so that they can consider franchising later on. A threshold analysis provides the crucial initial evaluation that is often the difference between a franchise system that has legs and one that fails at launch.
SHORTCUTS DON’T WORK
Developing a proper franchise system takes time and a significant investment to develop the proper strategy, offering, support requirements, and legal requirements. Sustainability is the essential goal.
Companies that try to shortcut the process by using stock or template legal documents generally do not fare well. In those situations, the biggest losers are almost always the franchisees who agree to invest in the system but soon realize that either the business model is not suited for franchising or the support structures are deeply insufficient and underdeveloped. Franchisees should not be guinea pigs. A proper threshold analysis is not going to ensure success but can help identify areas that need to be addressed or might cause issues.
THRESHOLD ANALYSIS
There are a variety of ways to conduct a threshold analysis. For brands with multiple existing locations, available data can help in the process. It’s important to identify material differences in how the existing company-owned locations operate as opposed to what the proposed franchise model would be. Any change in footprint, product or service offering, or branding should be taken into account when modeling the potential franchise system.
Broadly, we begin our evaluation by looking at the following:
• Economics of the existing business. Will it provide the necessary ROI for the targeted franchisee? Is there a margin to allow for paying a royalty, an ad fee, and other franchise-related costs while still taking money home for the franchisee?
• The profile of potential franchisees. What classes of franchisees are best suited to the system? How should each class be recruited and supported? What is their availability?
• Legal, licensing, or regulatory barriers. Is there any impact or limitation on who can be a franchisee? How does that affect recruitment?
• Consumer demand. Is the product or service a fad? A regional trend? Are we innovators or followers? Does it matter?
• Systemization. Are the business model, operations, and support structures efficient and trainable? Have we leveraged technology?
• Management capabilities. What is the franchisor management’s culture and personality, and does it fit with franchising? What are management’s short and longterm goals?
• Available capital. Emerging franchisors need available capital to design and develop the franchise offering and support requirements as well as to recruit and support franchisees until the system is self-sustainable.
Answering these initial questions means taking a deep dive into your business. The short and long-term unit economics of your existing business need to make sense both for potential franchisees in each class and for you, the franchisor. Looking honestly into your existing management structure and its capabilities and determining what gaps exist is crucial when deciding whether and how to franchise.
Understanding the competitive landscape is important. However, simply copying what your competition does is the fastest way to create a failed franchise system. It’s important to analyze and take note of what others in your industry and investment range are doing, but your brand is unique. Whether it’s your operations, your culture, your goals, or something else, your brand is not fungible with other franchise offerings. Understanding those differentiators can be the difference between success and failure.
Doing a threshold analysis won’t ensure success as a franchisor. Likewise, there are endless examples of franchisors who have become wildly successful without doing this type of initial analysis. But for my money, process matters. An established process creates a system that can be easily replicated, adapted, and leveraged effectively over the entire life of the brand. Franchising is about the consistent and sustainable replication of a business model.
Success in franchising is not only about the success of your franchisor business, but also about the continued success of the franchisees who believed in you and invested in your business model. They deserve to be part of a franchise system built to last.
Andrew Seid is senior consultant at MSA Worldwide. Contact him at aseid@msaworldwide.com or 860-604-9189.
Creating the Customer Experience
When departments collaborate and embrace technology, brands win
Written by HELEN BOND
Customer Experience
When leaders at Edible Brands first proposed the idea of one-hour delivery, internal stakeholders were skeptical, saying there were too many logistical hurdles and ways it could fail.
“We heard 1,000 reasons why we couldn’t do it, but then we came up with 1,000 reasons why we could,” says Kevin Keith, Edible’s chief marketing officer. “It’s been one of our most successful launches to date.”
The effort required cross-functional collaboration. By bringing together operations, tech, marketing, e-commerce, and data analytics teams, Edible mapped out every potential breakdown, from inventory shortages to driver delays, and built layers of well-tested backups, transforming a risky idea into a reliable, competitive edge.
Modern franchisors like Edible are increasingly breaking down silos to embrace a next-generation approach that leverages data, AI, and collaborative thinking to deliver a seamless customer experience at every touchpoint.
Strong cross-functional alignment can create connected experiences that pay off. Research by Forrester shows that marketing, digital, and customer experience (CX) teams who are highly aligned report 1.6 times faster revenue growth and 1.4 times better customer retention than their peers.
All hands on deck
Brands are no longer built on buzzy advertising campaigns and traditional marketing. These days, the real magic happens within the CX, and it takes every department working together to get it right.
Marketing is the customer experience, says Keith, a seasoned pro at implementing transformational strategies. He served as chief brand officer of Orangetheory Fitness before joining Edible in 2023.
Kevin Keith Chief Marketing Officer Edible Brands
“We’ve talked about creating that ‘wow’ since we were first founded in 1999,” Keith says. “Today, that ‘wow’ for Edible is convenience, speed, and ease in gifting. Those three things have to be singing in concert from a brand standpoint.”
In this era where customers expect fast responses, friction-free experiences, and personalized service, falling short isn’t an option.
Five9’s 2025 Customer Experience Report found that 40% of consumers will stop doing business with a company after one bad experience, and 95% share negative experiences with others.
At Edible, Keith daily quarterbacks crossfunctional strategy to support franchisees and drive collective CX success through a tightly integrated approach. Decisions aren’t made in isolation.
Catriona Harris President of Marketing
Jeff’s Bagel
Run
Today, that ‘wow’ for Edible is convenience, speed, and ease in gifting. Those three things have to be singing in concert from a brand standpoint.”
— Kevin Keith
Instead, teams spanning departments, like marketing, operations, tech, user experience, and legal, are constantly testing, tweaking, and co-creating in real time.
Twice a week, leaders gather in a large conference room at Edible’s Atlanta headquarters to review sales, traffic, and CX metrics and make data-driven adjustments on the spot.
Meanwhile, centralized communication strategies, like the weekly digital Growth Gazette, keep franchisees in the loop with operations, ensuring consistency across the brand’s 700-plus global locations.
“There’s really no way to hide in a silo at Edible because there are no silos,” Keith says.
The catalyst Coordinating a unified vision across franchise networks is complex, but cloud-based platforms, AI analytics, project management tools, and other
modern technology solutions are bridging communication and information-sharing gaps.
AlphaGraphics continues to experience the power of cross-organizational collaboration with the 2024 launch of LeadFlow, says Stephanie Johnson, the brand’s vice president of marketing. The lead-management and CX platform leverages AI-powered call scoring to analyze customer sentiment, track conversions, and instantly identify coaching opportunities for franchisees.
Securing executive buy-in and building a cross-functional leadership team were key to the integration, where each department had clearly defined roles, Johnson says. Multiple departments played a part:
• Marketing mapped the customer journey and built an in-house digital services team to drive demand.
• Sales developed lead-handling scripts and processes.
• The technology team integrated tools, like Invoca and the brand’s CMS, for tracking and coaching.
• The learning and development team onboarded and trained franchisees to use LeadFlow.
• Operations embedded the program into franchise standards and support.
Johnson says the input of an advisory committee of franchise owners was crucial to shaping the platform, ensuring the program addressed real-world needs and secured franchisee support across the primarily B2B brand’s 270-plus locally owned and operated centers.
LeadFlow is central to AlphaGraphics’ rhythm, Johnson says. It’s reviewed in performance groups, discussed in franchise advisory meetings, and used for marketing benchmarks. She credits the power of centralized technology for scaling the impact of the Colorado-based brand.
Customer Experience
“Instead of simply coaching a new way to answer the phone, for example, we can now use AI to listen to calls, provide automated coaching, and deliver performance scores,” Johnson says. “This gives us the ability to measure and improve customer experience both nationally and at the individual center level, turning insights into consistent, actionable outcomes across the network.”
Beyond call analytics, the brand uses predictive analysis to flag underperforming centers and offer proactive support and AI-driven bidding tools to optimize Google Ads for franchise locations.
“More than anything, we invest in franchisee confidence,” Johnson says. “When they understand the why behind our CX standards, they’re more committed to executing them with excellence.”
Transparency
With 187 locations in the U.S. and Canada, Goldfish Swim School relies on transparency and teamwork to deliver a friction-free digital experience for families and franchisees.
“This is an ongoing project involving constant collaboration between our marketing, operations, and technology teams to ensure lead and conversion journeys are easy to follow through to completion and the data flows into the right systems for follow-up and registration,” says Shana Krisan, Goldfish Swim School’s chief marketing officer. “With the number of channels now flowing into the website, the information must be accurate and timely, and both our external and internal customers are getting what they want and need with the best experience possible.”
To continually optimize CX processes and maintain alignment, Goldfish employs:
• Regular cross-departmental meetings
• Shared goals and KPIs
Stephanie Johnson Vice President of Marketing AlphaGraphics
• Collaborative project management tools
• Quarterly and annual planning sessions
A unified vision and shared accountability are in place to address brand-specific challenges, such as seasonality, fluctuating enrollment rates, and sales conversion efforts.
“Our approach centers on the understanding that operational efficiency and customer experience are inseparable,” Krisan says. “They’ve become essential for delivering seamless experiences and satisfied customers, directly driving our bottom line.”
Delivering
There is no one-size-fits-all collaboration formula for a compelling CX. It starts with understanding customers’ needs and how they value a product, service, or brand and want to engage physically and digitally.
Managing customers’ evolving expectations while maintaining trust and speed through technology will continue to challenge those tracking the quality experience. A recent eMarketer report reveals that 24/7 availability and human-assisted customer service via phone calls or live chats will be the most important CX features in the next three to five years.
Mike Skitzki Chief Operating Officer
Swim School
Family-focused Goldfish Swim School prioritizes convenience, personal connections, and real-time communication to provide prompt and genuine support, says Mike Skitzki, chief operating officer.
“Texting enables us to meet parents where they are, on their phones, while maintaining the human touch that builds trust and drives meaningful relationships with our members,” Skitzki says. “Making that possible takes close collaboration between our operations, marketing, and technology teams to ensure the experience is seamless and consistent across every location.”
We can now use AI to listen to calls, provide automated coaching, and deliver performance scores. This gives us the ability to measure and improve customer experience both nationally and at the individual center level.”
— Stephanie Johnson
AlphaGraphics empowers its print and marketing clients with self-service tools designed to simplify the ordering process for print and branded materials. The proprietary web-to-print platform agOnline offers businesses a private, custom storefront, which is accessible anytime, to order and manage assets. The same technology drives the brand’s National Programs initiative that helps multi-unit location businesses streamline orders across networks with a centralized, efficient system.
“We lead with human and back it up with digital,” Johnson says. “That means making sure calls are answered live, questions are responded to promptly, and that there’s always someone local to talk to. But we also offer tools like agOnline, so customers who want to self-serve at midnight can still get what they need.”
Feedback and innovation
To truly understand the customer, brands need more than just data; they need the correct data tailored to different teams and goals. Paired with qualitative feedback, these insights help track performance, justify investments, measure the impact of CX improvements, set shared targets for the future, and identify problems before they spiral. While franchisors use numerous metrics to make decisions based on a shared objective, eMarketer
Goldfish
Tech Case Study: Jeff’s Bagel Run
While established brands can struggle with siloed departments and disjointed strategies, often leading to inconsistent customer experiences, Jeff’s Bagel Run baked collaboration into its franchise DNA.
“Our approach has always been to build with integration in mind not just between systems, but between teams,” says Aaron LeClair, Jeff’s Bagel Run’s vice president of technology. “Tech, ops, and marketing collaborate on everything we roll out from day one. That alignment lets us move fast, adapt quickly, and deliver a seamless customer experience that drives efficiency as we scale.”
HOMEGROWN TECH
Founded in 2019, Jeff’s Bagel Run launched its franchising program in 2024 to meet the demand for the brand’s authentic New York-style bagels, which are hand rolled, slow proofed overnight, boiled, and then baked fresh throughout the day.
Rather than relying on off-the-shelf solutions, leadership designed its own in-house tech stack to reduce waste and streamline operations without sacrificing the quality of the product or guest experience.
LeClair says that developing the framework to support day-to-day store operations and brand-wide consistency was a highly collaborative effort:
• Operations identified daily friction points (inventory, order flow, and scheduling) to prioritize tools that support frontline teams working in the stores.
• Marketing and loyalty weighed in on integrating guest engagement and personalization without relying on third-party systems.
• Input from finance and reporting shaped the look of real-time dashboards and automated data pulls for smart, fast decisions.
The system uses machine learning to predict daily bagel production needs, reducing waste and optimizing inventory management. It also integrates front-ofhouse and back-of-house operations for seamless communication.
“Because we built everything in-house, we were able to stay nimble, iterating quickly and making adjustments based on frontline feedback,” LeClair says. “Every department had a seat at the table, which meant we weren’t just designing tech for tech’s sake; we were solving real problems with intentional solutions that align with how we operate and grow.”
STAYING AGILE
With 12 stores open and 78 under development, Jeff’s Bagel Run’s alignment is proving its worth, creating what LeClair calls a huge advantage as the brand grows.
Whether launching a new promotion, updating the loyalty program, or implementing an in-store process change, the company can roll changes out rapidly and consistently across all locations.
Today, the only nonproprietary technology in the stores is payment processing integrations and third-party delivery partnerships. Everything else is custom-built, allowing the team to start with the guest experience and work backward, LeClair says. Customer and frontline team feedback drives continual improvement and innovation.
Franchise marketing tactics and the brand’s recently launched loyalty program were built with the same unified, guest-centric focus. Marketing, tech, and operations teams joined forces to
study customer habits and create a simple points system tied into the app and in-store purchases while leaving room for special promotions and rewards. Catriona Harris, vice president of marketing for Jeff’s Bagel Run, says the goal is to build genuine connections, not just track purchases.
“Early results have been really encouraging. We’re seeing strong sign-ups, high redemption rates, and increased frequency among our loyalty members,” Harris says. “One thing we’ve learned is how much people love being recognized even in small ways. We’ve also seen how the program gives us better data to personalize our marketing and deepen our relationship with each guest.”
Harris highlights several strategies that continue to prevent the brand from working in silos and help make sure that solutions actually work in practice and at scale:
• Weekly cross-functional meetings unite marketing, operations, customer service, and tech to align priorities, share feedback, and work through upcoming initiatives as a unified team.
• The brand’s tech team regularly spends time in stores, working side by side with the teams. That firsthand exposure helps them deeply understand the day-to-day challenges and opportunities, which leads to smart, relevant solutions.
• The brand leverages its network of corporate stores as a real-world testing ground. With tech, ops, and marketing teams having access to the same environments, they can iterate quickly and collaboratively, grounded in real insight, not assumptions.
Leading With Inclusion
Diversity can provide strategic advantages
Written by COLLEEN MCMILLAR & KERRY PIPES
This year, MassageLuXe will reach a milestone in the brand’s 18-year history. The membership-based massage and facial franchise will mark the opening of its 100th location. Only 16% of U.S. franchises can boast such an accomplishment.
Growing consumer demand pushed MassageLuXe to such rarefied heights as did exceptional customer service and a recession-resistant business model, says CEO Kristen Pechacek. But the company was also aided by its determination to create a welcoming environment that celebrates franchisees of all stripes.
Last year, the brand was recognized as one of the top franchises for Diversity, Equity, and Inclusion (DEI) by Entrepreneur Magazine and a top franchise for veterans and women by Franchise Business Review.
DEI is a tricky, ultra-politicized term these days, praised in some corners and vilified in others. Whatever you want to call it, MassageLuXe has created a big tent, welcoming franchise operators of all ages, races, backgrounds, and opinions.
“At MassageLuXe, diversity isn’t just a goal; it’s a strength,” Pechacek says. “With over 60% of our franchisees coming from diverse backgrounds, we are proud to foster an inclusive environment where entrepreneurs from all walks of life can thrive.”
MassageLuXe is excelling at something that, for years, the franchise world has been doing better than the business world as a whole. The numbers vary slightly from report to report, but according to the International Franchise Association (IFA), roughly 26% of franchise businesses are owned by minorities compared to 17% of nonfranchised small businesses.
Moral imperative aside, diversity can provide a strategic advantage to brands as they try to serve their customer bases. When franchisees and brand leaders come from various cultural and socioeco -
Kristen Pechacek CEO
MassageLuXe
nomic backgrounds, franchisors can hone products and marketing campaigns to pull in a wide array of customers.
Pechacek says fresh ideas and new opportunities emerge when people bring different experiences to the table. “Our commitment to diversity, equity, and inclusion drives innovation, enhances customer experience, and strengthens the communities we serve,” Pechacek says.
It also makes it more likely that people from historically underrepresented communities can see themselves as franchise owners.
“The best franchise prospect comes through a referral from a current franchisee,” she says. “So, the more diverse and collaborative you can make your franchise, the higher chance you have of growth.”
It’s no wonder that franchising is leading the way when it comes to opening up opportunities for business ownership to women and minorities.
“Franchising, by nature, allows people to become a business owner in a less scary and more supportive way than going out all by yourself and doing it on your own,” says Kristin Kidd, chief operations officer for Head to Toe Brands, which has a portfolio of more than 200 locations of The Lash Lounge, Bishops Cuts/Color, and Frenchies Modern Nail Care.
“And that’s attractive to any type of human,” Kidd continues. “It does not matter your age, your race, your identity, your gender, your religion, any of it. It’s attractive to be able to start your own business and take your future into your own hands and do something with the support system. That’s what franchising does.”
In addition, more diversity in ownership can increase customer loyalty, Kidd says.
“In the beauty industry, our clients are diverse,” she says. “If we only had one viewpoint and one kind of person owning our businesses or one kind of person on our corporate team, then we would be missing out on other perspectives.”
Different viewpoints are not just important in the ownership ranks. They’re important on the corporate level, says Kidd, who is also a franchisee with School of Rock.
“Honestly, what makes us great leaders and what we really work toward is empathy. On our leadership teams, many of us are franchisees or at least small business owners. I think that’s pretty uncommon in franchise leadership. Not everyone has the time or energy to also own their own business. But it’s really important that we are able to speak to our franchisees with that empathy and sympathy. The same thing happens when you have diverse backgrounds on your leadership team.”
Through the decades
The concept of diversity, equity, and inclusion isn’t new. Diversity training began cropping up in workplaces three decades ago.
Diversity isn’t just a goal; it’s a strength.
With over 60% of our franchisees coming from diverse backgrounds, we are proud to foster an inclusive environment where entrepreneurs from all walks of life can thrive.
— Kristen Pechacek
Stephen Covey is the author of The 7 Habits of Highly Effective People, a book first published in 1989 and named as one of the 25 most influential business management books by Time magazine in 2011. He promoted diversity as a goal, saying, “Strength lies in differences, not similarities.”
The notion that DEI needs to be a conscious, sustained effort has been widely embraced in the business world. Eight years ago, a coalition of executives from several big companies launched the CEO Action for Diversity & Inclusion initiative. It’s now led by the Society for Human Resource Management (SHRM).
The initiative’s stated goal is “advancing inclusion for all employees and making them feel supported in the workplace, regardless of race, ethnicity, national origin, gender or gender identity, sexual orientation, age, religion, disability status, veteran status, or other aspect of diversity.”
Some 2,500 business executives took the CEO Action’s pledge to support and promote more inclusive workplaces. Social movements, such as #MeToo and #BlackLivesMatter, pushed corporations to do even more to bring about inclusive workplaces.
Pushback
Not everyone is on board. Critics see many of the initiatives as discriminatory and suggest a perceived favoritism. Recently, the backlash has grown exponentially, and politicians are taking up the cause of those who argue that DEI initiatives have led to reverse discrimination.
In today’s polarized U.S., many companies are now shying away from talking as much about diversity and inclusion as they did in the past. Company and government web pages that once proudly announced commitments to DEI goals are disappearing.
Kristin Kidd Chief Operations Officer Head to Toe Brands
Those retreats haven’t gone unnoticed. DEI advocates have fired back, launching boycotts against several big companies, including Target, Best Buy, and McDonald’s. While the effectiveness of boycotts is being debated, market researchers say it’s too soon to say if there will be an impact on customer loyalty and brand perception.
Viewpoints
The controversy won’t be resolved soon. Still, some franchise executives say diversity makes good business sense.
“We want diverse ideas and backgrounds in order to make our business stronger across the franchise,” Pechacek says. “It’s incredibly important to me that we are providing anybody and everybody with the opportunity to not only own a spot, but also the opportunity to receive services at MassageLuXe and to improve their health and wellness.”
To appeal to a broad spectrum of people, franchisors must listen to a broad spectrum of voices from a variety of backgrounds, Kidd says.
“If you’re in your own echo chamber as a leader, you’re not going to really understand what needs to happen at the franchisee level to help them grow,” she says. “If everyone is always just telling you, ‘Wow, that’s a great idea,’ that’s just a recipe for failure.”
In its The Value of Franchising report, the IFA said that a third of its survey respondents stated they would not own a business without the support that the franchise model provides. Women and first-time owners, in particular, were likely to respond that way.
“By allowing people to go into business for themselves, but not by themselves, franchising opens the door to entrepreneurship at higher rates than other business models, especially to those from underrepresented communities,” says David Smith, IFA’s director of diversity programs. “We’re proud of franchising’s role in expanding economic opportunities and upward mobility to people from all walks of life and will continue educating the public
In the beauty industry, our clients are diverse.
If we only had one viewpoint and one kind of person owning our businesses or one kind of person on our corporate team, then we would be missing out on other perspectives.
— Kristin Kidd
about this proven model of achieving the American dream. IFA’s role of breaking down barriers and lifting more people up is a major component of our mission to strengthen the franchise model for generations to come.”
How to embed DEI into your franchise strategy
Diversity, equity, and inclusion (DEI) efforts at any franchise brand should begin at the top. Leadership should actively champion the DEI initiatives that are important to your brand. Set clear goals, allocate necessary resources, and hold the organization accountable for progress. When leaders demonstrate a commitment to DEI goals, it sets the tone for the entire organization. Consider the following steps:
1. Implement inclusive onboarding practices: widen the talent pool
• Review and improve hiring and onboarding processes for inclusivity and equity.
• Expand recruitment efforts to reach underrepresented groups.
• Partner with organizations to broaden outreach or consult with experts to audit and enhance interview and onboarding practices.
2. Foster an inclusive culture: encourage open dialogue
• Create spaces for open, honest conversations about DEI.
• Encourage team members to share their experiences and perspectives.
• Proactively address any issues that arise.
• Provide training and workshops to build awareness and understanding across the organization.
3. Measure and report: track progress and celebrate wins
• Track progress against DEI goals and be transparent about results.
• Celebrate successes and acknowledge areas needing improvement.
• Be transparent to help build trust and reinforce the importance of DEI.
4. Diversity doesn’t have to be a bad word
• Embrace diversity as a valuable part of today’s franchise landscape.
• Engaging honestly, openly, and transparently about DEI can unlock innovation, build strong connections with customers, and create a more resilient and engaged franchise system.
Survey reveals desire for inclusive workspaces
Written by MICHELLE ROWAN
Diversity, equity, and inclusion (DEI) have become a major focus for many organizations in recent years. When a franchisor actively works to create a diverse and inclusive workspace, the whole franchise system benefits.
Franchisors who design and implement DEI strategies find that their employees are engaged in helping the organization reach its goals. In addition, they can hire and retain the top talent in the industry.
While there is overwhelming evidence that diverse teams and companies that promote inclusive cultures perform at high levels and have positive impacts on the bottom line, until now, there has never been research to benchmark DEI efforts specifically within the franchise sector.
Each year, Franchise Business Review conducts the annual Franchising@WORK study to benchmark employee engagement in the franchise sector and identify trends to help franchise employers better understand how they can recruit and retain top talent.
This year, the survey included seven new questions to measure DEI efforts across the franchise sector. All franchise employers, including franchisors, franchisees, and franchise suppliers, were invited to participate in the survey. More than 6,000 franchise employees responded, representing 40% corporate staff and 60% unit-level employees across nearly 180 franchise organizations.
Key findings include:
• 84% of employees surveyed said their company values diversity.
• 86% of employees felt their co-workers demonstrated a commitment to creating an inclusive work environment.
• 83% felt senior management understands that diversity is important to the company’s success.
• 80% said their company represents a diverse group of talent.
• 79% said their co-workers are comfortable talking about their social and cultural backgrounds at work.
• 71% of employees surveyed reported that their employee training promotes inclusivity.
Benefits
In today’s competitive economic climate, recruiting the most talented and motivated employees has become increasingly difficult. Through a commitment to DEI, you’ll find that it’s easier to find qualified individuals for your open positions.
But hiring the most qualified people isn’t enough. You will have to actively work to retain them, particularly during a labor shortage when workers have plenty of opportunities available.
While overall feedback from the survey related to DEI initiatives was positive, nearly one-third of employees thought company training programs could do more to promote inclusivity. With more employees than ever before looking for meaning, purpose, and a broad social connection from their careers, franchise brands that find creative ways to be transparent, open, and genuine about their mission and values will have greater success recruiting and retaining top talent than brands that don’t.
The easiest and best way to show your commitment to DEI and measure your recruitment and retention efforts is to implement an active listening strategy with your employees using regular surveys. Franchise Business Review has created a set of diversity and inclusion survey questions that will provide you with actionable data about the overall effectiveness of your DEI strategies. Survey questions set themselves apart from similar surveys because they are tailored to the franchise sector. The responses you receive will help you measure your own success and allow you to compare yourself with other franchise employers in your region or industry.
The costs associated with conducting a DEI survey are nominal, but it does require time, dedication, consistency, and, most importantly, acting on the feedback you receive to be successful.
Michelle Rowan is president of Franchise Business Review.
IFA initiatives serve the underserved
In 2024, the IFA created the Franchise Ascension Initiative to provide business ownership opportunities in underserved communities throughout the country.
The six-month Franchise Ascension Initiative accelerator program equips individuals from underrepresented and economically disadvantaged backgrounds with the education, mentorship, resources, and support needed to successfully become franchise owners. These ownership opportunities impact the franchisees, their employees, and the communities they serve.
Likewise, through its programs and events, IFA’s Diversity Institute fosters diversity and inclusion within the franchising community by raising awareness of the franchise business model and creating opportunities for individuals from underrepresented backgrounds. The programs and events are designed to:
• Offer franchise ownership training tailored for diverse populations
• Create an accessible platform for individuals to discover franchise opportunities with companies actively seeking multicultural franchisees
• Support IFA member companies in enhancing their multicultural marketing strategies across all organizational levels
Franchising can serve as a crucial gateway for economically disadvantaged groups who have historically encountered significant barriers in accessing essential resources, such as capital, fair and sustainable financing, property ownership, and insurance, thereby offering a pathway to economic empowerment.
The franchise model uniquely enables individuals from all backgrounds, regardless of prior experience or educational attainment, to realize the dream of business ownership while mitigating the substantial risks associated with launching a completely new venture. This accessibility can help enable wealth accumulation opportunities and foster the creation of jobs that provide not only employment, but also clear avenues for career advancement and long-term economic stability within communities.
Ongoing demographic shifts and substantial population growth present a distinct and timely opportunity for franchise brands to strategically engage with and cultivate previously untapped talent pools within communities that were once underrepresented.
You can learn more about these programs and activities at franchise.org.
June 23-26, 2025 | Atlanta, GA
Keynote Speakers
EK• Y NOTE SPE A REK
Steve Brown
AI Expert and Futurist, Former Executive for Google DeepMind, Entrepreneur
One of today’s leading voices in artificial intelligence, Steve Brown shares winning AI strategies that fuel innovation, boost productivity and drive growth.
With a 25-year career in AI and high-tech including roles as senior director and in-house futurist at Google DeepMind as well as chief evangelist and futurist at Intel, Steve is a leading expert on generative AI, autonomous agents and digital transformation. He leads crucial conversations about how AI will shape business, education and society. He is also co-founder of The Provenance Chain Network, which provides supply chain transparency and security services to the U.S. Space Force, advises two AI startups and is a BCG Luminary.
Steve works with global brands, Fortune 100 companies, startups and government agencies. Clients include Nike, JP Morgan, Samsung, Comcast, Audi, PepsiCo and Disney. He has been featured on the BBC, CNN, Bloomberg TV, ABC, CBS, NBC, Forbes, The Wall Street Journal and Wired Magazine. His book, The Innovation Ultimatum: How Six Strategic Technologies Will Reshape Every Business in the 2020s (Wiley) is a how-to guide on innovation and digital transformation.
Using beautiful visuals, stories, humor and videos, Steve brings technology to life in his keynotes, conveying complex topics so they are accessible to everyone. His mission is to help organizations build a better future with AI – by creating new customer experiences, streamlining operations and elevating work.
Y NOTE SPE A REK
EK•
Brittany Hodak
Award-winning Entrepreneur and Customer Experience Expert, Author of Creating Superfans
She is an award-winning entrepreneur, author and customer experience speaker who has delivered keynotes across the globe to organizations including American Express and the United Nations. Forbes wrote of her debut book, Creating Superfans, “If you have customers, you need this book. Period.”
Brittany is the former Chief Experience Officer of Experience.com. Prior to working in tech, she co-founded, scaled to eight figures, and then exited The Superfan Company, a fan engagement agency whose roster included Walmart, Disney, Amazon, Luke Bryan, Katy Perry and dozens more under her eight-year leadership. In 2015, she was offered deals from four of the five Sharks on ABC’s Shark
Tank for her company at one of the thenhighest valuations in the show’s History.
She has been named to Advertising Age’s 40 Under 40 list, Inc.’s 30 Under 30 list and Billboard’s 30 Under 30 list. She was named Most Disruptive Marketing Entrepreneur at the Empact Awards at the United Nations and is a Guinness World Records record holder.
Brittany has been studying, researching and writing about the phenomenon of fandom for nearly two decades, helping businesses and employees embrace customer centricity and used experience as a winning differentiator. Entrepreneur calls her “the expert at creating loyal fans for your brand.”
Sponsored by:
Sponsored by:
25
The Franchise Innovation Awards, produced by Franchise Update Media, recognize the franchise brands that are creating and implementing the most original and successful business innovations in the U.S. The annual awards recognize franchise organizations that demonstrate forward-thinking and smart execution of new approaches to building market share and engaging employees and customers for brand growth.
Recognition at the Franchise Customer Experience Conference (FCXC)
Winners in the Marketing & Branding and Operations & Technology categories will be honored at the Franchise Customer Experience Conference in Atlanta on June 23-26, 2025.
Finalists for the Franchise Marketing Leadership and the Operations & Technology Leadership Awards will be invited to share their innovation story on stage at the FCXC. This is a great opportunity to showcase your brand to your peers.
The winners of the Franchise Marketing Leadership and Operations & Technology Leadership Awards will be announced at the awards dinner on June 25, along with category winners.
Awards Reception Sponsored by
“This conference is so great! The CMO Summit was fantastic. This is a great place to be if you’re looking to connect with like-minded individuals with the same things that are on your mind every day.”
Kristen Pechacek CEO & President MassageLuXe
Who Should Attend?
Marketing, Operations and Technology Leaders
Driving growth and delighting customers – both internal and external – relies on breaking down silos, sharing data and leading teams focused on growth. With dedicated learning tracks for operations, marketing and technology topics, you’ll be able to get new ideas and build new relationships with other franchise leaders.
Brand Leaders
If you aspire to grow within your organization through excelling in experience management, you won’t want to miss this conference. Leading with a customer-focus is at the heart of the event, with programs, discussions and speakers to help you learn, grow and be inspired to reach the next level. Whether you are an up-and-coming franchise executive, middle management or C-suite executive, this is the conference for you!
Emerging Franchisors
The Franchise Customer Experience Conference will deliver key information that you can apply to your brand growth plan. With new strategies and ideas to delight all your customers, faster growth is your future. You’ll learn from your emerging franchisor peers along with leaders from mature brands who are experiencing many of the same challenges and successes.
You are the foundation of this great event. We continue to offer content targeted to your needs. With the functional lines in operations, technology and marketing disappearing in a rapidly changing world, leading cross functional teams focused on customer success is key to growth.
Thank You Sponsors
as of press time
Platinum Sponsors
Awards Reception Sponsors
Gold Sponsors
Silver Sponsors ActiveCampaign HQ
American Solutions for Business Consumer Fusion Designing Events
Agenda At A Glance Sponsor McKay Advertising + Activation
Lanyard Sponsor Bright Pink Agency
Hospitality Sponsors
Clayton Kendall Konnect Agency
Presentation Resource Sponsor Netsertive
Summit Sponsors
Careertopia Franchise Executive Search Ironside JBecca Leashed AI
Bronze Sponsors
AlignMix
Arkadas Group
Careertopia Franchise Executive Search ClickTecs
Eulerity Fish 919 Suttle-Straus Vya, Inc.
Registration
Early Bird Rates End 6/16!
Scan to Secure Your Spot Here!
Ticket Type Policies
Please visit the conference website at www.francxc.com for all registration policies.
Substitutions
We are happy to accommodate substitutions up until 2 business days prior to the event, June 20, 2025. Substitutions will NOT be allowed on-site. Please email fcxc@franchiseupdatemedia.com for assistance.
Refunds & Cancellations
The special rate of 3 registrations for the price of 2 registrations is a package rate. If any one of the 3 registered attendees cancels this package, there will be no refunds. Any of the 3 registrations can be swapped for another person, under the same brand, up to 2 business days prior to the event.
Please provide cancellations to Franchise Update Media by FRIDAY, MAY 16, 2025 to fcxc@franchiseupdatemedia.com. Your registration fee will be refunded, less a $100 PROCESSING FEE PER PERSON . After May 16, 2025, no refunds or credits will be issued.
We reserve the right to cancel any registrations that do not abide by our policies.
*Your FCXC registration includes a free subscription to Franchise Update Magazine , The Annual Franchise Marketing Report eNewsletter and other related information.
Sponsored by
2025 FCXC Full Agenda
June 23 – 26, 2025
Monday June 23
Pre-Conference CFE Workshops
9:00AM – 5:00PM Fran-Guard™: IFA’s Franchise Management and Compliance Program
Additional fees apply, lunch provided for this session
Step into the next era of franchise compliance with the newly enhanced IFA Fran-Guard® workshop. This must-attend session equips franchise professionals to lead with integrity, confidence, and clarity—transforming compliance from a regulatory requirement into a competitive edge. Learn how to protect your brand, reduce risk, and embed ethics into your franchise culture. Ideal for franchise executives, legal professionals, compliance managers, and CFE participants.
Credits: 8 Core CFE Credits for CFE Candidates / 8 IFA LIVE Credits for CFE Renewal
Participation in the CFE program is not a requirement to attend this workshop
1:00PM – 4:30PM CFE Workshop: The Power of You: Elevate Influence and Connection with DiSC
Full description: Led by Kevin Wayne Johnson, CEO of The Johnson Leadership Group, this workshop invites franchise leaders to explore their personal leadership style through the Maxwell DISC framework. Learn to communicate more effectively, foster team cohesion, and lead with intention in an interconnected operational environment. Perfect for franchise professionals leading across marketing, operations, technology, and brand development— especially those managing cross-functional teams and driving customer-centric strategies.
Pricing: $399 (IFA Member) / $599 (Non-Member)
Includes: Beverage Break and Workshop Materials
Credits: 3.5 IFA LIVE Credits
Participation in the CFE program is not a requirement to attend this workshop
Tuesday
June 24
8:30AM – 9:45AM Windsor Foyer
Main Conference
Welcome to FCXC - Enjoy Coffee & Conversation with FCXC Attendees
Kick off your FCXC experience with a warm and energizing networking session! Join fellow attendees for Coffee & Conversation in the Windsor Foyer. This relaxed gathering offers the perfect opportunity to meet franchise leaders, share insights and build connections with CEOs, Presidents and experts in marketing, operations and technology. Start your day with meaningful conversations that set the tone for collaboration and innovation throughout the conference.
9:45AM – 11:45AM Mind-Opening Workshops
CEO Summit
(Exclusive to Franchise CEOs, Presidents and Founders) Full description TBA
Mind-Opening Workshop:
Sponsored by
Building a Franchise Brand CX Plan — Integrating Marketing, Operations & Technology
(Open to All Attendees)
Delivering an exceptional customer experience (CX) is critical for franchise success, and this workshop will equip attendees with the tools to create a comprehensive CX plan that integrates marketing, operations and technology. Participants will learn how to map the ideal customer journey, develop actionable goals tied to KPIs and implement strategies to enhance brand visibility, streamline operations and leverage technology for personalization and efficiency. By the end of the session, attendees will leave with a tailored CX roadmap designed to drive growth, customer loyalty and operational excellence across their franchise network. Perfect for franchise owners, managers and teams shaping CX strategies!
Mind-Opening Workshop: Technology Summit on Mission-Critical Systems, AI and Strategic Tech Decisions (Open to All Attendees)
This Technology Summit workshop provides leaders and technical teams with actionable strategies to design and sustain mission-critical systems while navigating build vs. buy decisions, leveraging AI for data intelligence and developing robust support frameworks. Attendees will learn to evaluate the pros and cons of building in-house systems versus purchasing vendor solutions, implement AI-powered tools to transform data into actionable insights and create sustainable support models for scalability and reliability. By the end of the session, participants will have a strategic playbook to align technology investments with business goals, optimize operational efficiency and drive innovation. Perfect for CTOs, IT directors and operations leaders!
CMO & COO Leadership Summit: Driving Customer Experience Together
(Exclusive to Franchise CMOs, COOs & Executive Leaders in Marketing & Operations)
Join this dynamic workshop designed exclusively for CMO and COO leaders to explore the critical partnership between marketing and operations in delivering exceptional customer experiences. This session will delve into strategies for effective collaboration, addressing potential challenges such as aligning priorities, bridging communication gaps and integrating customer-focused initiatives. Gain strategic guidance and foster a shared vision to strengthen your leadership synergy and drive transformative results for your organization.
11:45AM – 1:00PM Lunch & Learn: Connect, Collaborate and Conquer (Open to All)
Join us for a dynamic lunch and open networking experience in the General Session room! Grab a seat, savor a delicious meal and dive into engaging peer-to-peer conversations. This is your chance to connect with fellow professionals, exchange ideas and discuss opportunities and challenges that matter most to you. Whether you're looking to spark new collaborations, gain fresh insights or simply expand your network, this informal yet impactful session is the perfect setting to make meaningful connections. Don't miss this opportunity to fuel both your body and your mind! The afternoon program begins at 1:00PM.
1:00PM – 1:15PM Opening General Session: Welcome & Opening Remarks
Therese Thilgen, Co-Founder & CEO, Franchise Update Media Jennifer Brandeen , COO, International Franchise Association
Sponsored by
1:15PM – 2:15PM
«Keynote Speaker - Steve Brown
AI Expert and Futurist, Fomer Executive for Google DeepMind, Entrepreneur
AI Insights: Today’s Capabilities and Tomorrow’s Potential AI’s capabilities continue to amaze, and the field is advancing at a breakneck pace. Companies are scrambling to build an informed AI strategy and individuals are figuring out how to remain relevant in the workplace of the future.
In this fast-paced, inspiring and informative keynote talk, AI futurist Steve Brown uses beautiful imagery, videos and great stories to explain AI in accessible terms, demonstrate its latest capabilities and explain how companies and individuals can prepare to surf the coming AI wave.
Sponsored by
2:15PM – 3:00PM Break
3:00PM – 4:45PM General Session
3:00PM – 3:45PM
Sponsored by
Business Implications of the Current Legislative & Economic Environment Navigating the Intersection of Legislative and Economic Forces in Franchising
Join us for an insightful discussion on how the evolving economic and political landscape impacts franchise operations, marketing and technology. This session will explore the implications of the recent election, including regulatory shifts, labor policies and economic trends and their direct effects on franchising strategies. Learn how these changes shape opportunities for growth, innovation and adaptation in a rapidly evolving marketplace. Gain implementable ideas to navigate challenges and leverage emerging trends to drive success in your franchise business.
3:45PM – 4:45PM General Session Panel: Delivering Next-Level Customer Experiences in Challenging Times for Franchise Brands
In today’s fast-paced world, franchise brands are redefining customer experience (CX) to meet evolving expectations. This panel brings together franchising leaders to share real-world examples of how top brands are creating exceptional CX across franchise operations. From leveraging human-centric AI to offering hyper-personalized services, discover how franchises like McDonald’s have streamlined operations with self-order kiosks or how Jollibee builds loyalty through community engagement. Attendees will gain practical recommendations into strategies such as tailoring services to local markets, fostering emotional connections and using data-driven personalization to enhance CX. Learn how franchise brands are turning challenges into opportunities, ensuring consistency across locations while maintaining a strong brand identity. This session is your chance to explore the latest CX innovations and their direct impact on franchise growth and customer retention.
4:45PM – 7:00PM Cocktail Reception in Sponsor Networking Area Exhibits Open
Unwind and connect at the Cocktail Reception in the Sponsor Networking Area! Enjoy light refreshments and beverages while mingling with industry peers and exploring sponsor exhibits. This gathering offers the perfect opportunity to build relationships, discuss ideas and discover innovative solutions in a relaxed and engaging atmosphere. Don't miss this chance to network and celebrate the day's insights!
Wednesday
June 25
Main Conference
8:00AM - 8:30AM Continental Breakfast
8:30AM – 11:45AM General Session
8:30AM – 8:45AM Welcome Back
Therese Thilgen, Co-Founder & CEO, Franchise Update Media Jennifer Brandeen , COO, International Franchise Association
Sponsored by
8:45AM – 9:45AM Franchise Case Study – Driving Success Through Cross-Functional Collaboration
Discover how a leading franchise brand achieved remarkable results by embracing a cross-functional, multi-disciplinary approach. This case study highlights how teams across operations, marketing, technology and CX worked together to solve complex challenges and unlock new opportunities. Learn how collaboration between departments enhanced efficiency, improved customer satisfaction and drove growth across the franchise system. Gain operational takeaways into fostering teamwork and aligning strategies to achieve shared goals in your own franchise organization.
Sponsored by
9:45AM –10:35AM Franchise Marketing Innovator of the Year Finalist Presentations – the three finalists present their Innovation program
Join us for an inspiring session as the three finalists for the Franchise Marketing Leadership Award present their groundbreaking innovation programs. Representing the best in franchise marketing, these brands have set new standards in creativity, execution and impact. Each finalist will share the strategies behind their success, from digital campaigns to loyalty programs and cause marketing initiatives. This session offers a unique opportunity to learn from industry leaders who are redefining franchise marketing. The winner will be announced during the awards ceremony this evening—don’t miss it!
10:35AM – 11:00AM Coffee Break
11:00AM – 11:45AM Operations & Technology Innovator of the Year Finalist Presentations – the three finalists present their Innovation program.
Sponsored by
Discover the cutting-edge programs driving innovation in franchise operations and technology as the three finalists for the Franchise Operations & Technology Leadership Award share their groundbreaking initiatives. The finalists have excelled in areas such as data utilization, technology integration, franchisee support and operational efficiency. Gain insights into how these forward-thinking franchises are leveraging technology and operational strategies to enhance unit economics and streamline processes. This session highlights the best practices shaping the future of franchising, with the winner to be announced during tonight’s awards ceremony. Don’t miss this showcase of industry leadership!
3:45PM – 4:45PM Concurrent Breakout Sessions
Track 1 – Supplier Speed Dating – Meet Your Match
Get ready for an exciting and fast-paced networking session designed to connect suppliers with franchise brands in an engaging and efficient format. During Supplier Speed Dating, each supplier will have 3 minutes to pitch their business services to franchisor executives, showcasing how they can support franchise growth, operations and success. Franchisor executives will rotate throughout the room, meeting with each supplier to gain a clear understanding of their offerings and explore potential partnerships. This high-energy event is the perfect opportunity to make meaningful connections, spark new collaborations and discover innovative solutions tailored to the franchise industry. Don’t miss this chance to make a memorable impression!
Track 2 – Humanizing CX: The Power of Personal Connection
Creating Personalized Experiences Through Multi-Channel Engagement in Franchise Brands
In today’s fast-paced, multi-channel world, franchise customers expect authentic, personalized experiences that reflect the unique value of your brand. This session dives into how franchise systems can humanize the customer experience (CX) by leveraging multi-channel engagement to create meaningful connections. Learn how leading franchises use data, technology and emotional intelligence to deliver tailored interactions—whether through connected media, localized digital & social campaigns, in-store experiences or post-purchase follow-ups. Discover strategies for ensuring consistency across franchise locations while crafting seamless, personalized experiences that build loyalty and strengthen your brand. Walk away with targeted advice to make personal connection a cornerstone of your franchise’s success!
Sponsored by
Track 3 – Unlocking Exceptional Customer Experiences with Data-Driven Insights
Harnessing Technology to Empower Franchise Teams and Delight Customers
Discover how franchise brands are revolutionizing customer experiences by harnessing data and technology. This session will explore how franchises can use data-driven insights to empower employees at every location, enabling them to make informed decisions, anticipate customer needs and deliver personalized, seamless interactions. Learn how innovative tools like AI-powered systems and mobile technology can transform both employee workflows and customer journeys, ensuring consistency across franchise locations while fostering stronger connections. Attendees will gain actionable strategies to optimize operations, enhance employee engagement and consistently delight customers—making technology a competitive advantage for franchise success.
Sponsored by
4:45PM – 6:00PM Cocktail Reception in Sponsor Networking Area Exhibits Open
Build Your Customer Experience Communications Plan – Employees, Franchisees & Customers
Effective communication is the backbone of delivering an exceptional customer experience (CX). In this interactive workshop, attendees will learn how to craft a comprehensive CX communications plan that aligns messaging across employees, franchisees and customers. Explore strategies for empowering employees with the tools and training to deliver consistent service, engaging franchisees to uphold brand standards and creating customer-focused messaging that drives loyalty and satisfaction. Through hands-on exercises and real-world examples, participants will develop actionable frameworks for streamlining communication channels, fostering collaboration and ensuring alignment across all stakeholders. Leave with a tailored CX communications plan designed to strengthen connections, enhance experiences and drive success across your franchise network!
10:30AM Conference Concludes
Welcome to the InterContinental Buckhead Hotel
The 2025 Franchise Customer Experience Conference will return to Atlanta at the InterContinental Buckhead Hotel to accommodate the growing interest in customer experience and its role in franchise system growth.
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How does your marketing department work with other internal departments to enhance your brand’s customer experience?
KELSEY MCMANEMIN Vice President of Marketing HTeaO
At HTeaO, cross-functional collaboration is central to creating a consistent and impactful customer experience. The marketing team works hand in hand with departments across the organization to ensure every campaign, product launch, and guest interaction is aligned with the brand’s values and vision.
Marketing plays a key role in franchise development and real estate by helping tell the story of the brand through thoughtfully crafted messaging, collateral, and digital assets. These materials are used to engage brokers and inspire potential franchisees. Social media, in particular, has become a powerful tool in this effort, generating qualified leads and serving as a window into the strength, culture, and momentum of the brand.
Marketing also partners closely with the store development team to shape the physical guest journey. From signage and building design to drive-thru boards and messaging in the online pickup area, every visual and verbal touchpoint is thoughtfully considered to reinforce the HTeaO experience.
Collaboration with operations is critical every day, especially during limited-time offers. Together, the teams ensure that the execution of in-store and drive-thru service aligns with the marketing calendar, brand standards, and evolving customer expectations. During promotions, operations and marketing align on team training, talking points, and rollout support to ensure the frontline team is prepared to deliver a consistent guest experience.
The IT team is an essential partner in maintaining and executing digital strategies. From uploading promotional assets to the app and website to managing loyalty program functionality and campaign performance dashboards, IT ensures that the backend infrastructure supports the brand’s growth and customer-engagement goals.
Finance supports campaign planning through performance analysis and budget alignment, helping identify the promotions that deliver strong ROI and guest value. Supply chain is equally vital to ensuring successful campaigns. Marketing and supply chain work in tandem to ensure readiness, from coordinating product availability for seasonal promotions, such as making sure gallon jugs are fully stocked for Easter, to sourcing special items, like pink straws for Breast Cancer Awareness Month (in partnership with the Ryan Palmer Foundation) or yellow straws in May for the brand’s Alex’s Lemonade Stand partnership.
Weekly leadership huddles, one-on-one checkins, and shared tools, like Power BI, SmartSheets, Sigma, and FranConnect, help keep all departments informed and aligned. This level of collaboration allows HTeaO to move quickly, respond to guest feedback, and ensure every aspect of the customer journey reflects the energy and intentionality behind the brand.
“Members of our department are assigned as liaisons to other departments and are expected to regularly discuss upcoming projects or marketing needs.
KENNY REINBOLD
Director of Advertising
Express
Employment Professionals
Collaboration across departments is vital to our ability to effectively communicate with our franchisees and ensure brand consistency to the public. Members of our department are assigned as liaisons to other departments and are expected to regularly discuss upcoming projects or marketing needs. This provides clarity to our team on what is happening across the business, meets needs in a timely manner, and helps prevent any brand issues before they reach our audiences. With domestic and international growth in the past five years, this proactive communication effort has allowed us to meet the needs of other departments and teams at Express Employment International.
Additionally, we regularly update and share our internal brand and style guide with other departments to keep them informed of any changes to our branding, messaging, or writing style. To support this collaboration, we’ve also created a reference document for liaisons to share with their counterparts. This outlines production timelines and processes for various project types. Through open
communication about the structure of how an idea goes from concept to completion, we can set clear expectations for the necessary time and resources needed for any given request.
As a leading staffing provider in a competitive industry that has become inundated with predatory and malicious job postings, brand consistency and communication about brand standards are vital. By ensuring uniformity in our brand usage, our message is clear and identifiable to our clients, associates, and franchisees. This protects the investments our franchisees have made in our brand and ensures we continue to be a trusted name in the industry.
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Weekly marketing meetings bring together teams from across our Buzz Franchise Brands portfolio, creating alignment across functions, like creative, digital, and direct mail.
At British Swim School, delivering an exceptional customer experience is truly a team effort, and marketing plays a central role in uniting the moving parts. Our brand is built on trust, safety, and results, and to deliver on that promise consistently, collaboration across departments is essential.
We maintain a strong cadence of cross-functional communication. Weekly marketing meetings bring together teams from across our Buzz Franchise Brands portfolio, creating alignment across functions, like creative, digital, and direct mail. Regular meetings with operations and full-brand team syncs keep everyone rowing in the same direction, ensuring that what we’re saying externally aligns with what’s happening on the ground at each location.
Franchisee support is a cornerstone of our model. Beyond the brand team, we have a shared services marketing team that provides hands-on support across core functions, whether that’s creating localized assets, refining direct mail strategies, or optimizing digital campaigns. We publish a monthly marketing newsletter to communicate new marketing initiatives clearly and proactively to franchisees, and our franchise business coaches act as a direct bridge to franchise owners to reiterate marketing strategies.
Data fuels nearly every decision we make. We closely track Net Promoter Scores, online reviews, and customer retention data and then collaborate with operations to identify trends and opportunities for improvement. We also leverage a robust business intelligence tool that provides daily performance insights, helping both corporate and franchise teams make smart, fast decisions.
A recent example of cross-department collaboration is our rollout of a new CRM and marketing automation platform. This effort brought together our marketing, digital, and analytics teams to ensure a thoughtful, integrated implementation. From mapping the customer journey to developing campaign triggers and integrating advertising campaigns, we coordinated closely across teams and maintained regular updates with our franchise business coaches and leadership to ensure clarity and alignment. Ultimately, this new platform will refine communications with our customers and provide personalized and timely information.
Enhancing the customer experience is not the responsibility of one team. It’s the result of every department working together. Marketing sits at the intersection of those efforts, helping to shape the customer journey at every touchpoint and keeping the brand experience strong from the first impression through ongoing loyalty.
Where Insight Meets Action
At Listen360, we team up with industry leaders to help businesses turn great customer experiences into business success.
Together, we make it easy for your locations to listen, act, and improve—every single day:
Improve online reviews
Protect your reputation Drive customer loyalty
Manage feedback across all your locations
Let’s Grow Together
With our trusted partners, Listen360 helps you boost satisfaction, grow reviews, and gain clear customer experience insights.
Family
PORTFOLIO
Leading the marketing charge at Unleashed Brands
Written by KERRY PIPES
Pat O’Toole is a seasoned marketing executive with experience across consumer products, QSR, and global markets. Earlier this year, he stepped into the top marketing office at Unleashed Brands. He’s been busy familiarizing himself with and leading the marketing efforts of the company’s eight brands, Urban Air Adventure Park, The Little Gym, Sylvan Learning, Snapology, XP League, Class 101, Water Wings, and Premier Martial Arts, and more than 2,000 franchise locations.
As he leads the marketing efforts of brands that serve families across the country, O’Toole says he’s focused on “creating memorable consumer experiences and driving long-term brand value.”
To do so, O’Toole says he draws upon his experience and a leadership style grounded in three key principles: be a lifelong learner, empower people to thrive, and build strong cross-functional partnerships. This results in a marketing culture that’s agile, collaborative, and committed to growth.
According to O’Toole, marketing should be measured and the results fulfill planned goals and objectives. “At the core, marketing should grow the brand and the business. If either isn’t happening, it’s not effective marketing,” he says.
A self-professed “tech geek,” O’Toole says it’s important for the departments at Unleashed Brands to be aligned in today’s fast-paced and competitive environment. That’s why he works closely with the COO and CIO. “As technology and guest experience become more intertwined,” he says, “we need to work as a unified team to deliver on our brand promise at every touchpoint.”
He’s also engaged with the brand’s franchise development team and process. That’s why he meets with both current and prospective franchisees to cover brand strategies and discuss the marketing support available as part of the Unleashed Brands family.
O’Toole blends strategic vision, team leadership, and passion for brand building, and all of it comes together as he leads his marketing team in today’s complex and evolving media landscape.
Describe your role as CMO. I lead the marketing function for all eight brands within the Unleashed Brands portfolio. Our team’s mission is to build category-leading brands that serve families across the country, creating memorable consumer experiences and driving long-term brand value.
The Power of Presence Conferences offer face-to-face time
Written by JACK MONSON
We see many social media posts about items to bring to business conferences. Comfortable shoes, a backup charger, and lip balm usually make the list.
But here’s the most important thing to bring: your colleagues.
So many conference organizers in the franchising space, including the International Franchise Association and Franchise Update Media, have bounced back strongly with wildly successful conferences in the past few years. But one thing I’ve noticed is that while many organizations are back to full conference participation, the number of attendees per franchisor or supplier brand has leveled off or decreased. It’s time to bring a bigger crew and get them engaging in person.
A fundamental need
The digital age, the economy for the past few years, and the pandemic lockdowns changed the way we work and connect, but our fundamental need for human interaction has not changed.
Our newly merged marketing agency, Thunderly, had offices in both Dallas and Nashville before 2022. We’re now 100% virtual with full-time staff members in half a dozen states. Instead of commuting to a water cooler, we see each other at franchise conferences, client meetings, film shoots, and field visits. Engaging with my colleagues at industry
events, surrounded by other franchise pros instead of just in a conference room, has led to deeper and broader engagement for our team.
There’s something irreplaceable about a handshake, a shared laugh over coffee or a drink, or an impromptu conversation during a break at a franchise conference. These moments build trust and rapport in a way that Zoom calls cannot. The in-person encounters tend to be more memorable and impactful than virtual meetings. When was the last time you told a friend a funny or interesting story that happened on a recent Zoom call?
When you attend a business conference, you’re immersing yourself in a space full of like-minded professionals, thought leaders, and potential collaborators. You’re not just trading contact information; you’re creating real human connections. These personal interactions are the beginning of long-term relationships that can lead to mentorships, partnerships, business deals, and even lifelong friendships.
The next generation
We’re seeing young business leaders who haven’t yet met many of their clients face-to-face. And that needs to change as soon as possible.
Business conferences and in-person networking are more important than ever, especially for the next generation of business leaders. These events
are accelerators for growth, platforms for visibility, and kickoffs for lifelong relationships. These are the places for tomorrow’s VPs and CEOs to practice and prioritize face-to-face relationship building. Developing soft skills, like active listening, reading body language, and engaging in authentic conversations, is critical for leadership.
Real-life networking also teaches patience and persistence. Building a network takes time and effort. It requires showing up, following up, and nurturing connections over months or even years. These are important lessons for any leader who wants to build not just a business, but a legacy.
Personal branding
Visibility in franchising is important on LinkedIn and other social channels, but it is even more important at events. When you show up in person, people notice. Whether you’re speaking on a panel, asking a thoughtful question during a session, or simply chatting with others, you’re positioning yourself as an active participant in your area and a subject matter expert.
This kind of presence contributes significantly to your personal branding. It helps people associate your name with your ideas, your professionalism, and your position on trending topics. It also signals that you’re invested in our industry. For next-generation leaders looking to establish themselves, being seen at the right events can open doors that would remain closed behind a screen.
Unexpected opportunities
One of the best aspects of any business conference is the potential for serendipity. You never know whom you might sit next to during a session or whom you’ll run into at a reception. Some of the most career-changing opportunities come from these spontaneous, unplanned encounters.
Unlike online networking, which requires a clear purpose or introduction, in-person environments allow for organic conversation. This can lead to broader exploration and let you see where the chat takes you.
Whether you’re a seasoned franchising road warrior or an emerging business leader, don’t underestimate the value of showing up in person. The best way to move forward in your career is to take a step into a room full of opportunity and start shaking hands.
But don’t forget the comfortable shoes, backup charger, and lip balm.
Jack Monson is the chief growth officer of franchise development marketing agency Thunderly and has been working with franchise brands in marketing for more than 15 years. He is also the chair of the IFA’s Marketing & Innovation Committee and the host of Social Geek, the No. 1 podcast in franchising.
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SERVICE APTITUDE
Success involves Building and Honoring human connections
Written by JOHN DIJULIUS
As a society, we are now relationship disadvantaged. We no longer become curious about others or eager to engage in conversations. We spend less time with friends via in-person interactions. The younger generation primarily communicates electronically, and the explosion of e-commerce means we go out less and less. When we do, we now have the option of self-service checkout to avoid interacting with other human beings. A simple interaction can have profound effects on someone’s emotional well-being.
Today, people long for a sense of community, belonging, and purpose. They want a world in which people actually know their names, what they do, and what is important to them. Today, trust is an endangered value. Personally and professionally, success is increasingly about creating and building human connections.
In the past, soft skills had a reputation for being nice extras to have in business. However, studies have shown that strong soft skills boost employee productivity and retention by 12% and deliver a 250% return on investment. Another study reported that emotional intelligence skills make up nearly 90% of the attributes that set high-performing leaders apart.
Service training
Service aptitude skills do not apply to the technical or operational side of the experience. However, they are among the most critical parts of an organization’s customer experience. The quality of your customer service and your organization’s customer service level come down to one thing and one thing only: the average service aptitude of every employee you have.
Service aptitude is a person’s ability to recognize opportunities to meet and exceed customers’ expectations regardless of the circumstances. It represents the hospitality side only. This means how an employee makes another person feel. A company that consistently delivers outstanding customer service will screen for service aptitude skills in the interview process, make them a mandatory part of new employee training, and constantly revisit them with existing employees.
While these skills seem like basic expectations of individuals in the workforce, one study showed that nearly 60% of leaders in the U.S. believe it’s difficult to find candidates with soft skills. That is why it is the burden of companies and the training they provide to develop these constantly.
Here’s a breakdown of service aptitude skills needed by customer-facing employees:
1. Genuinely likes others. A person who truly enjoys the company of others and takes a sincere interest in their well-being and happiness has a willingness to engage with people.
2. Happy/optimistic. Someone who maintains a cheerful and hopeful outlook tends to see the good in situations, expect positive outcomes, and radiate joy and contentment. They are constantly smiling.
3. Friendly, kind, and caring. A friendly person is approachable and easy to talk to. They go out of their way to be considerate, generous, and helpful to others.
4. Charismatic. They are a people magnet. They give off a positive energy that people want to be around.
5. Empathetic. They can put themselves in someone else’s shoes and respond with compassion and understanding.
6. Good listener. Someone who actively engages in hearing what others are saying, understands their messages, and responds thoughtfully is paying full attention, not interrupting, and showing empathy and understanding.
7. Insatiable curiosity. These people display a relentless desire to learn and understand more about their situation. People with insatiable curiosity always seek new knowledge, ask questions, and explore various topics enthusiastically. They do not assume anything and are open to learning.
8. Strong at building rapport. Establishing meaningful and positive interactions with others quickly involves finding common ground, showing genuine interest, and creating a sense of trust and mutual respect.
9. Trusting/charitable assumption. People who give others the benefit of the doubt and assume the best intentions in their actions and words can provide excellent customer service.
The top 4
Not all nine service aptitude skills can be trained. The list is in the order of what you need to screen for in your interview process and what can be improved through training. The first four are the service aptitude skills that cannot be trained.
When interviewing, look for people who genuinely like other people, have a happy and optimistic outlook, are friendly and caring, and have charisma. These traits are crucial to repeatedly delivering an exceptional customer experience. When you find people with these qualities in this relationship-disadvantaged age, hire them, train them, and watch them deliver.
John DiJulius III, author of The Customer Service Revolution, is president of The DiJulius Group, a customer service consulting firm that works with companies, such as Starbucks, Chickfil-A, Ritz-Carlton, Nestle, PwC, Lexus, and many more. Contact him at 216-839-1430 or info@thedijuliusgroup.com.
Challenge the Pros
How did you develop your discovery day process, and what are its key elements?
At Marco’s Pizza, our discovery day process has been intentionally developed to reflect the values that drive our brand: transparency, collaboration, and a commitment to responsible franchising. We view this milestone as more than a final step in the sales process. It’s a critical moment of mutual evaluation that allows both parties to confirm alignment and build trust.
Our approach was shaped by years of refining best practices and listening closely to franchisees about what helped them feel informed and confident in their decisions. With that in mind, discovery day at Marco’s is designed to be immersive, educational, and personal. We’re not just showcasing our system; we’re inviting candidates into our culture.
We kick off the day with a video from franchisees explaining why they chose to invest in Marco’s Pizza and their growth journeys. Candidates then hear from key members of our experienced leadership team. From operations and marketing to development and training, each department shares insight into how we support our franchisees. This cross-functional exposure gives candidates a 360-degree view of the infrastructure that fuels their potential success.
We also dedicate time to reviewing our brand story, vision for growth, and commitment to operational excellence. It’s important that candidates understand what we do and why we do it. Culture is a core part of that conversation. We emphasize that Marco’s isn’t just a pizza business; it’s a people business built on quality, community, and “Hospitality Always.”
Perhaps most importantly, discovery day is designed to be a two-way street. We encourage candidates to ask the tough questions, voice concerns, and engage in meaningful dialogue. This ensures that by the time both sides are ready to move forward, there is a strong foundation of clarity and mutual respect. We’re not looking to sell a franchise; we’re looking to foster responsible growth with partners who share our vision.
By the end of discovery day, our goal is for candidates to walk away feeling informed, inspired, and confident in their potential future with Marco’s Pizza. And for us, it’s an opportunity to validate that this is the right fit for them and our brand. It’s how we ensure that each new franchisee enters our system not just with excitement, but with alignment and the support needed to thrive.
Chief Development Officer
Marco’s Pizza
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The purpose has remained unchanged. This time is intended to make sure Express Employment Professionals is the right path forward for both the franchisor and potential franchisee.
Managing Director of Franchising
Express
Employment Professionals
While there are many noteworthy checkpoints during a person’s investigation into a franchise brand, discovery day is arguably one of the most important. Discovery day allows potential franchise owners an opportunity to gain a comprehensive understanding of the franchise they are interested in while also enabling franchisors to evaluate the suitability of the candidates.
Express Employment Professionals’ discovery day tradition dates back more than 40 years. Hosted at Express Employment International in Oklahoma City, we consider discovery day a central milestone in a candidate’s discovery process. This is the chance for prospective owners to meet face-to-face with members of the Express leadership team while gaining valuable insight into the support and resources offered to franchise owners and their staff members by nearly 500 employees at Express International.
Our time together begins with dinner the night before discovery day. We believe there is true value and learning gained from both sides over a shared meal. This time allows our team to get to know candidates on a more personal level and get a sense of their ability to build relationships. That trait has proven to be a key indicator of a successful franchise owner over the past 40 years.
During discovery day, learning sessions are focused on sales and operational support, initial and ongoing training, and marketing and advertising guidance. We believe discovery day should give candidates a true sense of a company’s culture, core strategies, key strengths, and overall vision for the future. Discovery day also allows our team an opportunity to understand more about a candidate’s background and skill set and their personal and professional goals to determine if a partnership is a good fit.
While the logistics of discovery day have varied over the years (most recently during the Covid-19 pandemic), the purpose has remained unchanged. This time is intended to make sure Express Employment Professionals is the right path forward for both the franchisor and potential franchisee.
MELISSA DAVIS
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A virtual discovery day allows the Biggby team to connect with more people, more frequently, and in more locations than before the pandemic.
TONY DIPIETRO, CFE
Vice President of Emerging Market Development Biggby Coffee
The original discovery day hosted by Biggby Coffee was held at our home office in East Lansing, Michigan. These events ran from early morning to mid-afternoon twice a month and were designed to connect with individuals interested in owning their own Biggby Coffee shop. Throughout the day, home office team members guided prospects through a series of presentations and demonstrations where they learned about the company’s history, the training process, daily operations, marketing strategies, and our core values. In addition to structured learning, attendees had the opportunity to tour the coffee roasting facility, engage casually with team members, and ask questions.
In 2020, Biggby Coffee’s discovery day process evolved due to the unprecedented challenges brought on by Covid-19. With in-person events on hold for an unknown period, the Biggby team seized the opportunity to pivot and develop an alternative way to connect with prospective franchisees, which led to the creation of the Biggby Coffee franchising webinar. This monthly, onehour webinar incorporates all the key components of the original discovery day, offering a condensed yet comprehensive introduction to the brand. The webinars feature a panel of home office team members, existing franchisees, and occasional guest
appearances from the co-CEOs. Together, they provide insights into what franchise ownership entails and the types of support franchisees can expect. These webinars are low pressure and informative and have become a valuable first step in the brand’s franchise pipeline.
The transition to digital also brought added benefits in terms of expansion opportunities and geographic reach. A virtual discovery day allows the Biggby team to connect with more people, more frequently, and in more locations than before the pandemic. That being said, Biggby still believes there’s no true substitute for the value of face-to-face interaction. Alongside the franchising webinars, Biggby Coffee also offers in-person mini-discovery days or open houses at locations across the country. These events, hosted by both home office team members and area representatives in applicable selling territories, give potential franchisees the chance to tour a live store, meet the team, experience the culture and operations firsthand, and, of course, enjoy a delicious beverage from the Biggby menu.
By combining digital tools with in-person experiences, Biggby Coffee has created a discovery process that’s flexible and authentic and gives prospects a genuine look at how they can build a life they love with Biggby Coffee.
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Attendees hear directly from our CEO and crossfunctional leadership team representing key areas, like marketing, operations, training, supply chain, IT, and development.
LORI OSLEY
Vice President of Franchise Development Qdoba
At Qdoba, we know that today’s multi-unit operators value convenience and efficiency, especially during the early stages of exploring a new brand. That’s why we developed a discovery day process that’s as dynamic and flexible as the franchisees we aim to attract.
Instead of requiring a significant up-front investment of time or travel, we created a virtual discovery day experience that’s held every six weeks. This format allows prospective partners to evaluate the Qdoba opportunity on their own terms without disrupting their day-to-day operations.
Each two-hour session is carefully designed to give candidates a clear and compelling view of our brand. Attendees hear directly from our CEO and cross-functional leadership team representing key areas, like marketing, operations, training, supply chain, IT, and development. This access provides transparency, sets expectations, and allows candidates to quickly understand how we support their success.
The response has been overwhelmingly positive. We typically host between 12 and 25 attendees per session, and to date, we’ve maintained a 100% conversion rate from discovery day attendee to signed franchise agreement.
We also recognize that some groups prefer a more personalized approach. For those candidates, we’re happy to offer one-on-one sessions tailored to their unique needs and questions.
Bottom line: Our discovery day process is intentionally designed to be flexible, informative, and impactful, a true reflection of how we operate as a brand and a franchise partner.
Advice for Your Franchise 10 best practices for working with brokers
Written by EVAN HACKEL
Is your franchise eager to attract the right new franchisees? Are you contemplating expanding your brand presence in new parts of the country or the world?
If so, I would urge you to consider establishing a robust and effective relationship with franchise brokers. But what are they, what do they do, and is working with them right for you?
Here are some best practices to follow to cultivate successful partnerships with franchise brokers. Use them to build your enterprise. The goal of these practices is to ensure mutual benefit and sustained success.
1. Understand the role and value of franchise brokers
Franchise brokers act as intermediaries, connecting franchisors with potential franchisees. Their role can significantly influence the growth trajectory of a franchise system. Franchise brokers specialize in identifying and vetting potential franchisees, leveraging their networks and expertise to match candidates with appropriate franchise opportunities like yours. They provide valuable insights into market trends and candidate qualifications and can expedite the recruitment process.
2. Select brokers aligned with your brand values
Not all brokers will be suitable for every franchise system. It’s crucial to partner with those who understand and resonate with your brand’s mission, values, and culture. This alignment ensures that the candidates they introduce are more likely to be a good fit. During interviews, look for brokers who demonstrate not only experience but also curiosity—those who ask great questions and show genuine interest.
3. Establish clear communication channels
Open and transparent communication is the cornerstone of any successful partnership. Set clear expectations regarding roles, responsibilities, and processes from the outset. Encourage a two-way dialogue. Brokers in the field can offer powerful insights into candidate perceptions and market trends if you are open to hearing them.
4. Provide comprehensive training and resources
Equip your brokers with the necessary tools and knowledge to represent your brand effectively. This includes detailed information about your franchise system, value proposition, support structures, and ideal candidate profiles. Consider involving brokers in shaping these materials.
5. Foster mutual respect and collaboration
View your relationship with brokers as a partnership rather than a transactional arrangement. Acknowledge their expertise and the value they bring to your development efforts. Partnerships are rooted in shared goals and mutual respect. Invite brokers to collaborate on strategies, not just execute them.
6. Implement transparent compensation structures
Clearly define and communicate the commission structures, payment terms, and any performance incentives. Transparency prevents misunderstandings and builds trust.
7. Leverage technology for efficient collaboration
Utilize CRM systems to streamline interactions, track candidate progress, and maintain
organized records. Shared tools increase efficiency and support open information sharing.
8. Regularly evaluate and provide feedback
Establish metrics to assess the effectiveness of your broker relationships and provide constructive feedback. Similarly, invite brokers to share their thoughts on how your franchise can better support them.
9. Ensure legal and ethical compliance
Ensure that all interactions and agreements with brokers comply with relevant franchise laws and ethical standards. Accurate representation of your franchise opportunity is not only legal, but also an expression of respect and transparency.
10. Build long-term relationships
Aim to cultivate long-term relationships with brokers rather than seeking short-term gains. A stable, ongoing partnership allows brokers to develop a deep understanding of your brand and consistently identify strong candidates.
A well-structured and collaborative relationship with franchise brokers can significantly enhance your franchise development efforts. By combining best practices with the philosophy of Ingaged Leadership—authentic involvement, active listening, and shared purpose—you can build partnerships that drive real growth and mutual success.
Evan Hackel is CEO of Ingage Consulting and Delta Payment Systems and an advisor to Tortal Training. He is a thought leader in the fields of leadership and success and an author, speaker, and entrepreneur who has been instrumental in launching more than 20 businesses and has managed a portfolio of brands with systemwide sales topping $5 billion. He is the creator of Ingaged Leadership and author of Ingaging Leadership Meets the Younger Generation. Reach him at ehackel@ingage.net, 781-820-7609, or www.evanhackel.com.
Doing More with Less
New technology tools democratize marketing execution
Written by PAUL MOLINARI & PAUL WILBUR
Anew era of franchise marketing is emerging. New AI and technology tools are democratizing marketing execution. Franchise brands aren’t just saying they’re getting smarter; they’re putting real money behind it.
New data from the 2025 FRANdata/International Franchise Association Franchisor Survey shows that 73% of franchisors plan to increase their marketing spend this year, and 75% are ramping up investments in technology. That’s not just budget growth; it’s a signal. Franchisors of all sizes can do more with less. Franchisors are betting on tools and strategies that help them move faster, reach further, and make every dollar work harder than the tools and strategies of the past. This isn’t about doing more of the same; it’s about being smarter, faster, and more integrated than before.
Forget the obituaries for marketing. What AI killed isn’t marketing; it’s bad marketing, lazy positioning, and bloated content calendars as well as creative teams chasing volume instead of value. This technological shift is liberating in franchising, where budgets are tight and margins are scrutinized.
Even lean franchise marketing teams can deploy AI-augmented go-to-market strategies that drive clarity and conversions. New integrated software tools allow marketing teams to track and analyze responses better than ever before. Marketing has become a surgical discipline that’s measured not by how many people it reaches but by how well it resonates and converts.
Franchise brands are embracing speed as a competitive advantage, thanks to AI tools. Content
production, campaign launches, and testing cycles that once took weeks now happen in hours.
But speed without strategy is just noise.
Leaders of the most successful franchise systems understand that rapid execution must be guided by insight. Gone are the days of simple blast campaigns. Success requires market research and good data, allowing you to create targeted messaging to the correct prospects.
In a world of infinite content, brand narrative becomes leverage. Every franchise brand can post, promote, and publish, but only a few can tell a story that only their brand can tell.
The best strategies today start with “why.” Your why connects every messaging touchpoint, from social posts to expo signage, to a narrative that resonates with real prospective franchisees. Whether you’re a family-focused, fast-casual concept or an eco-conscious home services brand, your brand story is your edge.
Technology is bridging the gap between brand vision and execution. Franchise brands are investing in integrated POS systems, kiosks, mobile ordering, CRM platforms, and real-time guest feedback tools that enable continuous improvement. These systems support operations and turn every customer interaction into actionable data.
Franchisors are increasingly forming alliances with tech providers, digital media firms, and cross-industry platforms to expand their reach and amplify their impact. Whether it’s a loyalty integration with a fintech provider or a co-branded initiative with a delivery service, these partnerships don’t
just add value; they multiply it. For franchisees, this means gaining access to tools and audiences they could never reach on their own.
Integrated systems align everyone, from the franchisor marketing team to the franchisee, around metrics that actually move the business. Today’s performance dashboards track:
• Pipeline velocity. How fast are prospects moving through the funnel?
• CAC efficiency. What’s the true cost of acquiring a customer?
• Sales team enablement. Are tools and messaging improving close rates?
These metrics drive smart marketing spend, sharp operations, and improved experiences. When technology, operations, and marketing are aligned, the result scales effortlessly across the franchise system.
In this new era, franchise success isn’t based solely on a department. It’s the outcome of everything working together: smart marketing, tight operations, and a tech stack built for speed and scale. Going forward, the brands that thrive will be the ones that don’t just chase prospects and customers but speak to them with clarity, purpose, and precision.
Paul Molinari is the founder of Popcorn GTM and a seasoned marketing strategist with more than 20 years of experience driving growth for leading brands across tech, hospitality, and consumer industries. Formerly head of marketing at CrunchTime, he’s known for building high-impact go-to-market strategies that deliver measurable results. Visit popcorngtm.com to learn more.
As COO of FRANdata, Paul Wilbur is instrumental in building the research and consulting framework at FRANdata. He plays an integral role in the strategic development of FRANdata’s suite of franchise solutions. Nearly a 20-year veteran at the company, he is the franchise business model expert and plays a key role in fostering strategic advisory relationships with some of FRANdata’s biggest clients.
Navigating Tariffs
Resilience is the strategic edge in global franchising
Written by WILLIAM EDWARDS
If there’s one word that defines what it takes to succeed in global franchising today, it’s “resilience.”
Right now, the pace and complexity of change and the challenge in international markets are unlike anything we’ve seen. Tariffs are back and seem to be in a constant state of flux. Politics are volatile. Local regulations are tightening. And supply chains? Let’s just say they’re not what they used to be.
Yet despite it all, global franchising continues to be one of the most powerful growth levers for U.S. brands. But it’s only for those who are resilient and willing to adapt, rework the model, and stay focused when others pull back.
THE THREAT
Tariffs are making headlines more than ever, and they are eroding the margins of international franchise operations. We’ve had clients stunned by the sudden cost spikes on kitchen equipment, store fixtures, and packaging due to tariffs that didn’t exist just a year or two ago.
Resilient franchisors are meeting this challenge head-on. They’re localizing their supply chains, working with regional manufacturers, and adjusting their buildout specs to minimize exposure. It’s not always easy, but it’s necessary.
The imposition of major tariffs on other countries by the U.S. has resulted in a reluctance to do business with our franchises in some countries and by some local companies.
FRONTLINE CONCERN
Geopolitical risk is no longer a footnote in your market entry analysis; it’s an up-front consideration. Nationalist policies are shifting the rules on foreign ownership and market access. Local elections can upend economic policy. Sanctions and trade restrictions are forcing brands to exit highpotential countries almost overnight.
The lesson here? Resilience means planning for volatility and doing detailed up-front market research before committing resources. Franchisors can’t assume that what worked last year will still work next year or that what works for their brand in one country will work in others. The smartest franchises are building flexibility into their agreements and treating risk analysis as an ongoing process, not a one-time checklist.
MOVING TARGETS
Even mature, stable markets are getting tricky. The EU is pushing tight data privacy rules. Saudi Arabia and UAE have workforce nationalization policies that affect hiring. China continues to increase scrutiny of foreign businesses and intellectual property. New franchise regulations are accelerating with some clearly designed to be barriers to entry for foreign franchise brands.
This isn’t about being scared off; it’s about being prepared. Brands that succeed over the long term are those that embed regulatory intelligence into their expansion strategy. They’re working with local advisors. They’re not surprised when the rules change because they’ve built change into their model.
CURRENCY CONUNDRUM
Let’s talk about the normally strong U.S. dollar. It’s great when you’re vacationing in Europe and not so great when your international franchisees are paying royalties in dollars while their own currencies are dropping in value or when a new international franchisee is trying to pay your initial country franchise fee.
We’ve seen promising deals fall apart because the exchange rate made them financially unviable for the franchisee. That’s a real issue that resilient brands are actively managing. Smart franchisors are negotiating currency flexibility into agreements. They’re capping dollar-denominated fees, or they’re allowing payments in local currency to stabilize partner economics. It takes effort, but it makes your system durable. It requires constant monitoring of conditions in the countries where you do business.
BRIGHT SPOTS
Despite all these challenges, we’re not seeing brands give up on international growth. In fact, more franchisors of all types and sizes are expanding their proven business systems into new countries than ever before. They’re just getting more strategic about where and how they expand:
• Southeast Asia remains incredibly promising with youthful populations and increasing demand for Western brands.
• The Gulf states are pouring investment into retail, F&B, and entertainment, and they’re looking for serious franchise partners to match.
• Central Europe is showing steady growth and rising brand awareness, especially in lifestyle and service sectors.
• Latin America, while unpredictable in spots, offers strong long-term potential in Colombia, Chile, and Peru. Even in Brazil, where 95% of the franchises are local, there is good potential for foreign franchises that have clear differentiating factors and unique technology. The opportunity is still there. But grabbing it requires a long-term mindset and a willingness to customize your approach.
ADAPTING
So, what separates franchises that are thriving outside their home country from those that are stalling? Here’s what we’re seeing from resilient players in today’s international landscape:
• They regionalize their operations. They’re moving their supply chain sourcing closer to the markets they serve. It reduces costs, bypasses tariffs, and increases speed to market.
• They build flexibility into their deals. Development agreements are based on milestones. Royalties are structured to adapt to currency volatility. Supply chain clauses allow for local sourcing when needed and possible as long as the franchisee maintains the level of quality the franchisor requires.
• They prioritize cultural adaptation. This goes beyond menus and signage. Resilient brands are taking the time to understand
what local consumers want and adjusting accordingly.
• They invest in intelligence. Before entering a new country, they’re defining the market for their product or service, running political risk assessments, forecasting currency trends, and checking the regulatory temperature. No shortcuts. Yes, this means investment up front, but it will be cheaper than the legal fees to exit a country.
• They choose the right partners. Resilient franchisors aren’t just looking for international investors. They’re looking for operators who know the local landscape, have the right mindset, have the infrastructure and capital to start and grow the franchise in their country, and are in it for the long haul.
THE REAL SECRET
Resilience isn’t just about getting through tough times. It’s a competitive advantage. While some brands pause or pull out of markets due to uncertainty, resilient companies move forward, calculated, prepared, and positioned to win. They know that downturns and disruptions eventually pass, and when they do, the brands that stayed the course come out stronger.
If you’re looking to grow globally today, your product and systems aren’t enough. You need agility in your operations, detailed preentry market research, flexibility in your mindset, and the resilience to ride out what you can’t control. Because let’s be
honest: International franchising isn’t for the timid or for those seeking a quick sale and just up-front fees. But it’s still one of the best ways to build longterm brand value for your franchise if you’re ready for the challenge.
BOTTOM LINE
Going global with your franchise is still worth it but not for those stuck in the past. The new tariffs are raising costs. Political uncertainty is the norm, not the exception. Regulations are changing fast, and the strong dollar is pushing partners to their limits. But resilient franchisors, those who plan ahead, invest up front, build in flexibility, and stay close to their markets, are still growing, still signing deals, and still leading the way. If you want your brand to go the distance internationally, resilience isn’t optional. It’s your strategic edge.
William (Bill) Edwards, CFE, is the CEO of Edwards Global Services (EGS) and a global advisor to international businesses. With five decades of experience, Bill has helped more than 40 companies expand internationally. Contact Bill at +1 949 375 1896 or bedwards@edwardsglobal.com.
The 20-60-20 Rule and AI
Make sure candidates align with your franchise system
Written by ART COLEY
The 20-60-20 rule is a tried-and-true strategy that helps franchise recruiters determine where a candidate might fall on a performance spectrum. The rule encourages an individual to think about themselves and express their views honestly, revealing not only how they see themselves, but also how they might work in a franchise structure.
The smart use of artificial intelligence (AI) can now strengthen this technique. AI tools help recruiters learn more, be more consistent, and be better prepared for important conversations than in the past. The 20-60-20 rule and AI work together to improve the thoroughness, objectivity, and perspective of the discovery process.
The 20-60-20 rule
The rule divides individuals into three categories based on their performance:
• Top 20%. Franchisees who routinely exceed expectations
• Middle 60%. Reliable franchisees with space for growth—typically called the “heart of the network”
• Bottom 20%. Individuals who do not perform adequately or fulfill expectations
While the bottom 20% isn’t typically a focus in candidate conversations, it’s important for recruiters to recognize signs of underperformance. At the same time, nearly every new franchisee will technically start at the bottom 20% simply because they are launching something new. With the right mindset and support, most will grow into the middle 60% and beyond as they follow their brand’s model.
Recruiters should introduce the 20-60-20 rule early in the discovery process to prompt candidates to reflect on how they naturally operate as leaders
or business owners. The goal is to identify their mindset, self-discipline, and contribution to your brand rather than attempting to obtain a specific response. Be clear with the explanation of the 2060-20 rule, emphasizing how it applies to franchisee performance and mindset. Make sure the candidate understands what sets each category apart. Then ask, “Where do you see yourself within the 20-6020 framework?”
Interpreting responses
It’s a positive sign if a candidate states they’re in the middle 60%. If you ask them more questions, you’ll learn more about their consistency and track record. For instance:
• “Tell me why you say that.”
• “Could you provide some examples or proof?” Candidates should have a track record of meeting or exceeding goals, have prior experience in similar roles or industries, and be willing to follow rules and procedures. It can be a good sign if a candidate claims to see themselves in the top 20%. But it is critical to determine what this means for them. Ask:
• “What does ‘top 20%’ mean to you?”
• “And how would I know you’re that person if I contacted your former manager or colleague?”
This helps to determine whether their vision of greatness aligns with the franchise system’s goals and values.
The middle 60% is critical to the success of many franchise systems. Individuals who are consistent, willing to follow the model, open to coaching and personal development, and committed to long-term growth may not stand out at first. Recruiters should not pass over these candidates. Finding the “heart” of your network, those who will show up, follow
through, and do what they say, is as important as identifying the top 20% performers.
Using AI
AI can help the 20-60-20 framework work better. It should never be used in place of human reasoning, but it can assist the recruiter in making a more complete and equitable decision.
Here are several methods to apply AI with the 20-60-20 rule:
• Digital tools can analyze candidate information, like applications, assessments, and video responses, to highlight patterns of consistency and alignment with the brand’s values.
• AI-assisted summaries help recruiters capture key takeaways and identify language tendencies that, based on previous data, indicate top or middle performance.
• Scoring systems provide additional insights, particularly when it comes to identifying prospects in the middle 60% whom you might otherwise overlook.
Using the 20-60-20 rule framework alongside the right AI tools allows recruiters to bring more consistency to the discovery process, uncover deep insights, and ask the right questions at the right time. The 20-60-20 rule is more than simply a means to assess achievement; it helps to understand how a candidate thinks, how dependable they are, and how they might grow. When used correctly and in conjunction with AI, the rule leads to strong recruiting conversations and better alignment between candidates and franchise opportunities.
Let’s go to work!
Art Coley is CEO of CGI Franchise. Using the proven Recruitment Operating System (ROS), Art and the ROS team help franchise companies implement and execute a predictable, repeatable, and sustainable franchisee recruitment program. The company is based in Temple, Texas, and works with brands worldwide. Contact Art at 281-6589409 or acoley@cgifranchise.com.
Incorporate AI tools that support rather than replace human judgment
