Flame 2021, Issue 2

NFA Editorial Board

Matt Herridge

Executive Editor

mherridge@charton.biz

304-865-2222

Sean Ireland

Editor-in-Chief seani@nfabk.org

Rachel Jackson Managing Editor rachelj@nfabk.org

Savannah Daly Associate Editor savannahd@nfabk.org

Advertising Sales

Jeff Reynolds Director of Business Partner Relations jeffr@nfabk.org

678-797-5163

NFA Officers

Dan Fitzpatrick Chair

Jim Froio

Vice Chair

Matt Herridge Secretary

Steve Keith Treasurer

Anthony Josephson

Second Vice President

Russ Lo Bello

Second Vice President

Andrew Schory

Second Vice President

Christy Williams

CEO

NFA Board of Directors

CANADIAN FRANCHISEE ASSOCIATION

Mike Kitchingman

FLORIDA/CARIBBEAN

Glenn Levins

GREAT MIDWEST

Adam Velarde

Matt Carpenter

Henry Delouvrier

GREAT WESTERN

Nasser Aliabadi

Gary Geiger

INTERNATIONAL HISPANIC FRANCHISEE ASSOCIATION

Guillermo Perales

LARGE FRANCHISEE GROUP

Patrick Sidhu

METRO NEW YORK

Amir Syed

MID-ATLANTIC

Gary Andrzejewski

MID SOUTH

Kevin Newell

Mike Callahan

Brent Northrop

Larry Stokes II

MINORITY FRANCHISEE ASSOCIATION

Camille Lee-Johnson

MOUNTAIN

Amir Allison

NEW ENGLAND

Brek Kohler

SOUTHERN CALIFORNIA

Shirley Humerian

SOUTHWEST

Michael Laird

OHIO RIVER

C.J.

2021 Issue 2

Features

16 Spotlight on 117th Congress: Rep. Troy Nehls (R-TX-22)

Rod Martin was a franchisee and leader in the BURGER KING® system for nearly 50 years. In addition to running a top-flight business operation, he was involved with the NFA board

directors, regional associations, RSI and

his passing in March, friends and

celebrated the essence of his character as demonstrated on a walk to

17 In Memoriam: Joseph Sacca

19 Elevanta Earns Accreditation from Association Management Company Institute

22 Cooking Oil Tips When Every Drop Counts contributed by Restaurant Technologies

24 Pillar of BK System Remembered After Sudden Passing by Sean Ireland, NFA director of communications

29 BK & Hershey Desserts: Delivering on a Sweet Opportunity contributed by The Hershey Co.

30 A Burger ‘King’ Celebrated in Retirement by Sean Ireland

35 How Operators are Acing Their Restaurant Audits contributed by DTiQ

– bold, fearless, fun and full of life.

edge of the Macau Tower during a trip to

36 2021 NFA LEAD Conference Brings Franchisees and System Suppliers Together for the First Time in a Year

44 LEAD BREAKOUT: Establishing vs. Changing Culture by Savannah Daly, NFA communications coordinator

46 LEAD BREAKOUT: Communications Improve With Good Tools and Techniques by Sean Ireland

48 HR Professionals Joined Together During the 2021 NFA LEAD Conference by Rachel Jackson, NFA associate director of communications/event production

50 The Road Ahead: Franchisees Navigate Bumpy Path on Post-Pandemic Journey by Sean Ireland

53 Elevating the Beverage-Dispensing Experience contributed by Lancer Worldwide

54 Newly Elected Directors Share Perspective on Joining the RSI Board contributed by RSI

56 Scholarships & Success: Class of 2021 BK Scholars Awarded contributed by BURGER KINGSM Foundation

58 Employee Off-Duty Conduct: Are There No Consequences? by Douglas H. Duerr, Elarbee Thompson Sapp and Wilson LLP

60 Feed Your Mind by Dan Coughlin, The Coughlin Co.

61 Recruiting Challenges, Sources and Actions You Should Take Today contributed by TraitSet

62 Comparing LLCs to S-Corporations by Stacy Smith, Mize CPAs Inc.

64 Four Customer Services Lessons from Just One Store Visit by Dennis Snow, Snow & Associates Inc.

66 Three Steps to Greatness: Using Your Habits to Influence Your Goals by Laura Stack, The Productivity Pro®

FROM THE CHAIR

Meeting the Challenges Ahead

Greetings! I begin with a well-deserved shoutout to the entire team that produced our outstanding LEAD Conference in Las Vegas June 8-11. It was a spectacular event, professionally produced and hit the mark on our theme of Challenge. Change. Opportunity. It was a great opportunity for above-restaurant leaders and franchisees to focus on moving their businesses forward, reenergizing and reinventing their approach, and adding value to their businesses at home. Unlike the often-repeated phrase “What happens in Vegas stays in Vegas,” we hope what did indeed happen in Vegas makes its way back to our restaurants and is utilized across the brand!

A special word of thanks to NFA Second Vice President Andrew Schory, who led a team of passionate franchisees to create a great agenda filled with topical workshops, provocative dialogue and a plethora of best practices. To all the franchisees who served on this committee, on behalf of all attendees, thank you!

Of course, nothing of the magnitude of this event gets done without great work from our NFA staff. Christy Williams and her team continue to amaze and delight, ensuring that the venues and all the accompaniments, from the big things to the little touches, were just right. On behalf of all of us, I want the NFA staff to know we appreciate you more than you will ever know!

It seems over the last couple of years, the challenges to our businesses continue to grow. Supporting the theme of the 2021 LEAD Conference was a focus on improving culture and leadership. We will need every bit of this to confront both present and looming challenges.

As we return from Las Vegas, restaurants are experiencing a rapid and widespread increase in expenses. Most noticeable is the growing cost of raw products delivered to restaurants. These increases will result in significant increases in food costs and impose burden on P&L performance.

As if we needed another challenge, labor costs continue to rise for a variety of reasons. Clearly, government policy is rewarding and incenting potential team members to stay home and collect unprecedented government subsidies. It’s affecting businesses both large and small but takes dead aim on the restaurant industry. Fortunately, in select states, governors have ended the practice of distributing additional aid from the federal government to diminish the “reward” for being unemployed. Hopefully, this will encourage people to rejoin the workforce.

There are other factors too, and although it is unclear when we will be back to some level of regular order, the staffing problem and wage inflation will likely be with us through the end of this calendar year.

Many of us are responding to this challenge by increasing wages, further impacting financial performance, and some are addressing the service modalities of dining rooms being open and a host of other tactics.

It is obvious that increasing cost pressures bring burden and stress to our restaurant management teams. Now is the time to be

additionally sensitive and aware of our restaurant environments. Never more important is the culture within our organizations.

The obvious response to cost increases must be a significant improvement in overall sales. Growing sales is always a complicated formula that requires a balanced approach to be successful. Operational improvements, image enhancements, growing customer counts, increasing price and average check are all part of the solution, but must be viewed through a strategic lens, not just as tactics to be deployed in a less-than-thoughtful manner. Significant increases in sales will be required to keep up with the pace of cost pressures, but ultimately, we must find a way to outrun increasing costs. The only true way to succeed is to grow our top line. This will be our focus!

by DAN FITZPATRICK

You can be sure that your NFA leadership and our board of directors are doing everything we can, working through our committees with Burger King Corp. to provide as much relief to our restaurant operating teams as possible. There are active workstreams along innovation, simplification, promotions, pricing and more that are urgently needed. Be assured that our franchisee leadership is giving its best efforts to not only promote practical improvements and tools but also is doing so with an urgent cadence.

As regional associations conduct meetings this summer across the system, I will hopefully have an opportunity to share with you firsthand results of our franchisee survey, which was conducted in March. At a high level, I am pleased to report that many of the ratings that you gave to the system improved slightly, but clearly point to continued gaps for needed improvement. We are gratified that franchisees continue to give high ratings to the NFA, which includes our staff and all our committees. I can assure you the important work of your board is undertaken with seriousness and resolve to address the needs of our franchisees.

For all of us, it continues to be a busy time with never-ending challenges to face each day. What we learned at LEAD was to embrace the challenge, provide leadership and aspiration to our teams, and work together with enthusiasm, strength and pride.

Just a little over a year ago, we were facing perhaps the single greatest threat to our business health ever imagined. In contrast, today’s hurdles, although serious and significant, are ones that we would likely have embraced rather than the ones that were visited upon us then. So there is hope of a successful future as we work through our present challenges.

Enjoy your summer, and I hope to see you at a meeting soon! n

Martin Is Deeply Missed by the NFA Community

When I began with the National Franchisee Association (NFA) in August 2001, I was new to the franchise and association community. In fact, aside from having personal health insurance and knowing what a deductible and co-pay were, I didn’t really know much about insurance. My training and development were truly “learn as you go” by getting engaged, doing research and reading a ton of information from prior meetings of the board of directors.

To be honest, after the first few weeks, I wasn’t certain that the NFA was right for me. I was shy, confused and really didn’t understand what my role was. That all changed in October 2001.

I was asked to attend the board meeting for the NFA Management Corp. and Insurance and Member Services Committee. I met several franchisees at this meeting, but one board member stood out from all the others. That board member was Rod Martin.

I immediately realized how intelligent Rod was and understood his passion and dedication to growing the member services portfolio for NFA members. While Rod was clearly very smart and successful, he was equally down to earth and personable and made me feel welcome.

Over the next several years I learned more from Rod than any college professor or book ever taught me. Rod became a mentor both professionally and personally. Rod truly cared about his fellow franchisees and the NFA staff.

If you ever had the privilege of enjoying a meal with Rod, you know that was an experience you would never forget! Let’s just say that Rod loved food and would help those who couldn’t finish their meals!

I enjoyed walks after dinner with Rod. That’s when he became a personal counselor and encourager to me. From asking about my family to encouraging me in my career, those walks and talks with Rod are what I miss the most since

his passing in March.

I know that I am blessed to have known Rod and worked with him for so many years. Rod contributed to so many lives both personally and professionally. Without a doubt, Elevanta would not be what it is today without Rod’s dedication and commitment to the organization. The world isn’t the same without Rod, but we can keep his legacy alive. In memory of Rod’s contributions to the franchisee community, the Rod Martin Legacy Scholarship has been established with the BURGER KINGSM Foundation. If you are able, please donate. Most importantly, please continue to keep Rod’s wife, Patti, and his sons, Chris and Paul, in your thoughts and prayers. n

by CHRISTY WILLIAMS

How to Donate to the Rod Martin Legacy Scholarship

Via credit card:

• Go to bkmclamorefoundation.org/donate/

• Under the “Designation” drop box, choose Burger King Scholars Program.

• Click the box under Tribute Gift, then under “In Memory of,” enter Rod Martin.

Via wire:

• Provide your bank with donation amount requested and the following wire details: Bank name: JP Morgan Chase Bank account number: 496582151

ABA/routing number: 021000021

Swift: CHASUSUS33

• Your bank will provide a confirmation receipt of the transaction. BURGER KINGSM Foundation will provide acknowledgment receipt for tax purposes.

Via check:

• Complete check with donation amount payable to BURGER KINGSM Foundation and mail to: BURGER KING Foundation, Attn: Ana Gonzalez, 5707 Blue Lagoon Drive, Miami, FL 33126

• BURGER KINGSM Foundation will provide acknowledgment receipt for tax purposes.

Quality Dining Inc. Saves Historic Florida House

If you have ever remodeled a restaurant, you know each project presents a unique set of challenges. Sometimes those challenges come in the form of soil trouble, construction delays or zoning issues. Quality Dining Inc. (QDI) has experienced all that.

But the company never dreamed a house adjacent to one of its two BURGER KING® restaurants in Lake City, Florida, would become an obstacle. What’s more, no one on the Quality Dining development and construction team anticipated the resolution was also a unique challenge that would take half a decade to complete.

When QDI purchased BK® 9807 as part of a larger transaction in 2015, the longtime franchisee knew an eventual remodel was on tap. Almost every new build or remodel in the QDI fleet includes the addition of a double drive-thru. A second drive-thru lane at this location would help boost sales in an already high-volume restaurant. But in many cases, it’s an enormous challenge to develop double drive-thrus at existing restaurants, requiring extraordinary effort to accomplish.

To make the drive-thru plan a reality in Lake City, QDI needed approximately

2,400 square feet of additional property that was located on a neighbor’s property. The solution seemed simple: purchase the home on that adjacent property, demolish it and make way for the restaurant expansion.

“I found out who owned the house, which was being leased as office space at the time, and I reached out to him,” explained Quality Dining Chairman and CEO Dan Fitzpatrick. “After many attempts over a long period of time, I personally tracked down the owner and made a mutually beneficial offer to purchase his entire property, which included a large Victorian-style home.”

It took Fitzpatrick four years to negotiate that sale. In December 2019, Quality Dining closed on the property and officially owned the house.

GPS Hospitality Awards $270,000 in BURGER KING Foundation Scholarships

NFA member GPS Hospitality, which operates nearly 400 BURGER KING® restaurants across the United States, announced it is awarding BURGER KINGSM Foundation scholarships to 270 students in 10 states in the 2021 graduation season.

Since 2013, GPS Hospitality has supported 1,388 scholars, totaling nearly $1.4 million in giving. Scholarships are awarded to graduating high school seniors based on their grade point average and the impact the applicants have on their schools and communities through volunteerism and work experience. BURGER KING employees and their family members pursuing a traditional postsecondary education or enrichment programs are also eligible to apply.

This year’s 270 winners include 48 employees and 222 seniors in GPS Hospitality’s local communities. The BURGER KINGSM Foundation scholarships are a community effort as they are funded completely through guest donations at local restaurants.

“Setting and exceeding goals are core values at GPS Hospitality, and we have 270 scholars who are on their way to achieving their goals,” said Michael Lippert, president of GPS Hospitality. “Supporting their academic journey is an honor not only for me, but for the countless team members whose efforts with our generous guests converted $1 donations into $270,000 in scholarship funding. Kudos to our restaurant teams for their amazing work.” n

This project, like many others, had unique challenges that needed to be met. This started with the fact that the home located on the property was listed on the U.S. National Register of Historic Places and therefore highly protected from significant changes or demolition.

“This town has been here quite a long time and is even home to the Blanch Hotel, which had the first elevator in the state of Florida. We have two separate historic districts in Lake City, dating back to late 1800s,” said David Young, director of the Lake City Growth Management Department. “That BURGER KING happens to sit just outside one of the districts.”

The Queen Anne-style home, also known as the Horace Duncan House and the Pink Magnolia, was built in 1907 and is one of 183 structures in Lake City’s historic residential district. It was reportedly a mortuary in the early 1900s and moved from a different location to its current location in the 1990s.

“Petitioning to demolish the house was, of course, an option, but never on the table. We also had to have that double drive-thru,” Fitzpatrick explained. “This project was about doing the right thing for our restaurant, for the historic home and property as well as the Lake City community.”

In June, 71 days after knocking down BK 9807 in Lake City, Quality Dining reopened a brand-new restaurant with two drive-thru lanes. That location experienced a 60% lift in sales the entire first week after reopening.

What’s more, the Duncan House came out of the project even better than before the project began. Quality Dining engineers used the 2,400 square feet of pavement as planned, then added much-needed Americans with Disabilities Act ramps and refreshed landscaping around the historic structure.

“In the beginning, we were worried about the integrity of the house and its historical bones,” said Young. “Quality Dining did not change the character of the building, and we are really happy with what they did to it. The ramps blend in with the décor of the building, and it’s a very nice job.” n

Rackson Restaurants Awards Bob Rose With Ultimate RGM Award

Each year, Rackson Restaurants, operated by franchisee Christopher Johnson, selects one of its restaurant general managers (RGMs) as the Ultimate RGM. This year, Bob Rose, who manages BK® 549 in Trenton, New Jersey, was the recipient of the award.

Rose’s journey with the brand began in 2002 when he started working at the Trenton restaurant, and he has managed there ever since. He is known by his team members as being helpful and fair, and he always recognizes them for their hard work.

The process of selecting the RGM of the Year began in January when all Rackson Restaurants area coaches nominated one RGM within their market based on company values and vision.

Above-restaurant leaders then submitted their votes, and the winner was announced at the quarterly RGM meeting.

After being nominated three times in a row, Rose was very surprised to win the award. Rackson leadership surprised him at the restaurant with an engraved plaque, green jacket, balloons and food for the team to celebrate.

Even the customers dining in the restaurant were excited for Rose. “When we walked in to surprise him with the award, the customers joined us in clapping and celebrating,” said Surana Joseph, Rackson’s operations and support center specialist. “They said that he is a great manager, they love eating there and that he deserved this award.”

Through his tenure, Rose has trained countless shift leaders, general managers and area coaches. His team even received the highly coveted Royal League Award from Burger King Corp. in February. Rackson Restaurants is proud to have team members like Rose leading in its restaurants. n

Rackson Restaurants surprised Bob Rose with a green jacket and plaque to award him as the 2020 Ultimate RGM.

GPS Hospitality Celebrates 2020 Accomplishments With Virtual Ceremony

Social-distancing guidelines did not stop GPS Hospitality from rewarding its employees’ hard work after a challenging year. Normally the GPS team hosts in-person celebrations for each region, but the process was a bit different this year. On March 24, the team held a virtual celebration and awards ceremony that team members attended via their tablets, phones or computers.

The company gives out many awards and recognitions to high performers, from financial awards to high scorecards and more. The highlight for team members each year is recognizing Top Right Leaders of the Year, an honor for restaurant assistant managers, restaurant general managers and district leaders in each division who excelled at achieving great financial results while modeling GPS’ top right leadership traits for their teams.

The Top Right Assistant Managers of the Year receive a $1,000 bonus. Top Right General Managers of the Year receive $5,000 and a week of time off to plan their dream vacation, while Top Right District Leaders of the Year receive $10,000 for a trip.

“Since this year we did not host in-person events to recognize the winners, we had a secret video project and had their team members and supervisors covertly record quick clips about the winner,” explained Lisa Grier, director of communications for GPS Hospitality. “We aired the video compilations during the ceremony, which was very inspiring for both the recipients and

their colleagues to see.”

GPS Hospitality leadership also discussed results from 2020 and future goals, as well as shared words of encouragement and inspiration for the 1,000 virtual attendees.

“We are proud of the way our team persevered in 2020,” said Grier. “It was a year that no one will soon forget for the many challenges we faced, but more than anything, we are #GPSproud of how our team adjusted, worked together and was able to win!” n

Burger King Manager Helps Customer Find Lost Wedding Band

Ona cold day in February, customer Danielle Ashley came to the BURGER KING® in Belding, Michigan, operated by Factorial Restaurant Holdings. While in the drive-thru, Ashley cleaned the snow and ice off her windshield, and her wedding band slipped off her finger into a snowbank.

The ring held a special sentiment for Ashley because it was given to her by her late husband, Dan, over 50 years ago, before he left to serve in the U.S. Army in Vietnam. “He took me ring shopping on a Wednesday, and we got married on that Saturday,” she told local news station FOX 17. “I put his ring on his finger, and he put my ring on my finger, and it’s been there pretty much since.”

After noticing the ring was gone, Ashley immediately went inside the restaurant and talked to Shift Manager Brian Baum. Baum has been working at this BK® for almost a decade and always has gone above and beyond for guests. He treated Ashley no differently. While they couldn’t find the ring that day, Baum continued to keep his eye out for it as the snow melted.

Almost a month later, Baum called and informed Ashley that he found the ring. She immediately came in to pick it up and thank Baum. She was thrilled that he took time out of his day every so often to help her look for it.

Dan Ashley died eight years ago from complications from exposure to Agent Orange while in the Army. The ring serves as a precious

reminder of him, and Ashley was extremely thankful to have it back.

Baum was recognized for his efforts by being named employee of the month at the restaurant and receiving a gift card and plaque. Factorial Restaurant Holdings is proud to have employees like Baum who always keep the guest a priority.

“Brian epitomizes our commitment to personalizing our guest experience and supporting our mission of going that ‘extra smile,’” said Michael Stanley, Factorial Restaurant Holdings franchisee. “As we continue to build our best-in-class culture, we are grateful that we have team members like Brian who will continue to lead us and inspire others.”

GPS Hospitality awards its team members who demonstrate each of its Top Right Leadership traits.

Brian Baum was recognized as employee of the month for helping Danielle Ashley find a beloved piece of jewelry. This ring was given to Ashley in 1965 by her late husband, Dan.

Valley King of Wisconsin Holds 20th Annual Jack Doyle Celebrity Golf Outing

On June 4, Valley King of Wisconsin, a 16-unit franchise group owned and operated by Jack Doyle, held its 20th Annual Jack Doyle Celebrity Golf Outing.

The outing was held at Deer Valley Golf Course in Barneveld, Wisconsin, where attendees were invited to play golf on a team of three or four members for 18 holes. With a $100 contribution, the 85 attendees were provided with 18 holes of golf, including a golf cart, a sandwich at the course, a gift, prizes, and unlimited fun and laughs.

Proceeds for the golf outing all go to the Forward Lymphoma organization. Last year’s outing raised $5,500 for the organization, which has a special place in Doyle’s heart. “I was diagnosed in 2001 with Mantle Cell Lymphoma. Best guess was a life expectancy of five to eight years. I was in a clinical research study with 36 people. I am a survivor,” said Doyle. “More than half have passed. Cancer is nasty and affects many people.” This year’s outing raised $12,000.

Over the past 20 years of the golf outing, the event has successfully raised over $200,000 for Forward Lymphoma. “Cancer does not discriminate. However, research has come a long way. Many of the treatments that were used on us are now commonplace,” said Doyle. “I have 288 hours of chemotherapy under my belt, and now you can take a pill. Progress.”

The mission of Forward Lymphoma is to improve the quality of life for people diagnosed with lymphoma and to move forward in finding cures by funding exceptional research at the University of Wisconsin Paul P. Carbone Comprehensive Cancer Center.

“Part of me still being here was because of the medicine. A huge part of why I am here is my family and friends. I cannot ever thank family and friends enough for all the time that they spent with me in the hospital playing cards and telling stories to help me focus on the good things and not the bad,” said Doyle. “Mental approach and faith are crucial when fighting against such a nasty disease.” n

Extraordinary Employees Recognized at 2021 NFA LEAD Conference

Anew tradition began this year at the 2021 NFA LEAD Conference in Las Vegas. The LEAD Conference Committee decided that after the rough year of 2020, BURGER KING® team members could use extra recognition for going above and beyond for the brand.

The Doing the Extraordinary Award was created, allowing franchisees to nominate their team members to receive recognition and a plaque on stage during the conference’s general session. The NFA hopes to keep this tradition going annually to motivate and encourage above-restaurant leaders.

This year, there were four award recipients. Franchisees took

the stage to say a few words about each employee. Winners were:

• Bonnie Najera, marketing manager for Ampler Burgers

• Julio Rendon, district manager for JS Foods

• Brian Saheed, senior above-restaurant leader for Syed Restaurants Enterprises

• John Martinez, director of operations for Syed Restaurants Enterprises

If you have an employee who goes the extra mile for your company, make sure to nominate them for the award during the 2022 NFA LEAD Conference. n

Keith Egyed, left, and Andrew Schory, right, pose with Ampler Burgers’ Matt Bars and Bonnie Najera, who received the Doing the Extraordinary award for her tenacity throughout 2020.

Andrew Schory, left, and Keith Egyed, right, accompany franchisee Anthony Josephson as he presents District Manager Julio Rendon with his award. Rendon obtained a No. 2 ranking for operations in the West despite the difficult environment for restaurants.

Keith Egyed, left, and Andrew Schory, right, stand alongside franchisee Amir Syed and Senior Above-Restaurant Leader Brian Saheed, who managed to keep all restaurants in his district open throughout the pandemic.

John Martinez accepts his award alongside franchisee and longtime colleague Amir Syed. Martinez has worked for Syed’s company for 23 years, starting at just 16 years old. They are with LEAD Committee members Andrew Schory, left, and Keith Egyed, right.

The Doyle family models their shirts commemorating the 20th annual golf outing.

NFA LEAD Committee members

NFA LEAD Committee members

NFA LEAD Committee members

Director of Operations

Support the Vendors

That Support Your Association

Mid South Franchisee Association Gathers at the Beach

The Mid South Franchisee Association (MSFA) regional meeting was held at the Hilton Sandestin in Destin, Florida, in early July.

The MSFA meeting occurred as planned, ducking the last-minute threat of Hurricane Elsa. With more than 150 attendees, including some members of the Florida/Caribbean Franchisee Association and Great Midwest Coalition, the meeting was well attended and successful. Many attendees brought their families to enjoy the Independence Day holiday week at the beach. The excitement of meeting face-to-face again for the first time since the coronavirus pandemic was felt throughout the meeting.

In addition to presentations from vendor partners including The Coca-Cola Co., Leasecake, DTiQ, Goodman-Gable-Gould, Keurig Dr Pepper, Green Dot Corp. and Workstream, the meeting featured important updates from National Franchisee Association (NFA) leaders. NFA Chair Dan Fitzpatrick led with a presentation about the NFA and was followed by Dominic Flis, who presented information about the work of the Government

Regional Events

Aug. 30-31

Ohio River Coalition Regional Meeting

Columbus, Ohio

Sept. 15

Southwest Franchisee Association

Regional Meeting

Phoenix, Arizona

Sept. 22

Mountain Franchisee Association

Regional Meeting

Denver, Colorado

Relations Committee on several legislative and regulatory issues.

Russ Lo Bello discussed the work of the IT Committee, and Todd Schuster gave information from the Image Committee. In addition, Christy Williams provided an Elevanta LLC update. Williams was later honored by the MSFA’s Kevin Newell for her 20th anniversary with the NFA. MSFA donated money to the new Rod Martin Scholarship in Williams’ honor.

Several officials from Burger King Corp., including new Chief Operating Officer Tom Curtis, Vice President of Franchise Operations Katerina Glyptis, Vice President of U.S. Technology Dave Burkhart and Vice President and Head of Franchising and Business Development Tim Brueggemann, also presented at the meeting. This was the first regional meeting for Curtis, who joined the brand earlier this year.

Among the other presentations was a ceremony in which Matt Carpenter, a franchisee with TOMS King LLC, presented several members of MSFA with awards for their support of the Veterans of Foreign Wars organization. Among those

receiving awards were Dan Drury and Dominic Flis.

The next MSFA meeting will be in New Orleans at the New Orleans Marriott on Jan. 10-12. n

National Events

Oct. 4-6

New England Franchisee Association Regional Meeting

Cape Cod, Massachusetts

Oct. 6-7

Metro New York Franchisee Association Regional Meeting

Ledyard, Connecticut

Oct. 12-13

Mid-Atlantic Franchisee Association

Regional Meeting

Towson, Maryland

Aug. 18-19

RSI Board Meeting

Miami, Florida

Aug. 24-26

Elevanta Board Meeting

Burlington, Vermont

Sept. 7-9

NFA Board Meeting

Atlanta, Georgia

Sept. 14

CFA Day Forum

Washington, D.C.

Members of the MSFA receive awards for their support of Veterans of Foreign Wars.

Attendees of the MSFA regional meeting enjoyed a beachfront dinner one night.

Great Western Franchisee Association Holds Virtual Conference

The Great Western Franchisee Association (GWFA) held its summer meeting virtually on July 13, with 32 people in attendance.

Leasecake, Owl Ops, Keurig Dr Pepper and The Coca-Cola Co. each made presentations to GWFA members during the meeting, providing their support and valuable information about their products and services.

NFA CEO Christy Williams led off the meeting presentations by discussing results of the annual NFA Franchisee Survey, which was conducted in February and March of this year. She also discussed recent developments involving Elevanta LLC.

Several Burger King Corp. (BKC) leaders, including Chief Operating Officer Tom Curtis, Vice President of Franchise Operations Katerina Glyptis,

Vice President of U.S. Technology Dave Burkhart and Vice President and Head of Franchising and Business Development Tim Brueggemann, followed Williams.

Curtis, who joined the brand earlier this year, introduced himself and discussed his background in the restaurant industry. The BKC leaders discussed other information, including the rest of the 2021 marketing calendar, the Franchise Success System, the brand’s developing loyalty program and updates regarding technology.

NFA Second Vice President Russ Lo Bello, who leads the association’s IT Committee, discussed the committee’s work on the biggest issues that franchisees are having with team-facing tech applications. Lo Bello also answered questions from attendees.

GWFA is planning a winter meeting to be held in person early in 2022. n

GWFA President Ayaz Virji led the regional association’s meeting on July 13.

Quality Dining Inc. Hosts Members of the House Education and Labor Committee at Restaurant

On Monday, April 26, Quality Dining Inc. hosted a visit with members of the U.S. House of Representatives in Davenport, Florida, near Orlando. The BURGER KING® restaurant there is owned by NFA Chair Dan Fitzpatrick.

Fitzpatrick was in attendance, along with five representatives who serve on the House Education and Labor Committee, which oversees matters related to higher and early education, workforce development and protections, and health, employment, labor and pensions. CJ Fitzpatrick, senior vice president and director of operations for the company, also attended and took part in discussions.

Reps. Virginia Foxx (NC-05), Burgess Owens (UT-04), Fred Keller (PA-12), Marianette Miller-Meeks (IA-02) and Lisa McClain (MI-10) enjoyed a visit with the team members at the restaurant and then sat with the Fitzpatricks and NFA Vice President of Legislative Affairs Misty Chally to discuss legislative priorities for the current and upcoming congressional sessions.

One topic discussed during the meeting was COVID-19 relief and the labor shortage franchisees across the country face. On behalf of the NFA, Dan Fitzpatrick expressed his support for legislation that encourages individuals to return to work. The group also discussed labor issues such as the Raise the Wage Act and the Protecting the Right to Organize Act, both opposed by the association.

Visits like this are important for restaurant owners to express their concerns and develop relationships with representatives. The NFA is thankful for its ongoing relationships with members of Congress and was glad to host them in one of its restaurants.

“It is so important that our legislators have opportunities to see firsthand how their policies affect business owners and employees,” said Chally. “Dan and CJ did a great job articulating the current challenges faced by the BURGER KING brand during these trying times.” n

BK team members pose for a photo with the members of the U.S. House Education and Labor Committee during a visit earlier this year.

Restaurant Industry Labor Challenges

One topic: 10 facts

1In the first quarter of 2021, restaurants added 442,000 jobs.

2Through March, employment at eating and drinking establishments remained 18.8 million jobs below pre-pandemic levels.

3In March, the median limited-service chain restaurant staffed each of its restaurants with about one less employee per location on average than it did in 2019.

4Through April, restaurant employment in 49 states remained below the February 2020 pre-coronavirus level.

5Sixty-six percent of restaurant owners report that they cannot fill their open positions.

6In March, the average workweek of eating and drinking place employees increased to 25.9 hours per week, the highest monthly reading since the data series began in 2006.

7Average hourly earnings rose for production and nonsupervisory positions at eating and drinking establishments from $13.89 per hour to $14.57.

8 Seventy-six percent of job seekers say that benefits were “important” or “very important” to them when considering a new position. Fifty-five percent said they would accept a lower-paying job if it came with better benefits.

9The top three reasons restaurant workers are leaving their jobs are low wages and tips (76%), COVID-19 safety concerns (55%) and concerns over hospitality and harassment from customers (39%).

10 Fifty-seven percent of restaurant operators believe a boost in federal unemployment benefits is exacerbating the labor shortage.

Sources: Alignable, Black Box Intelligence, Joblist, Restaurant Dive, U.S. Bureau of Labor Statistics

Spotlight on the 117th Congress: Rep. Troy Nehls (R-TX-22)

QAs a first-term member of Congress, what are you learning about the ways that government affects businesses?

A Regulation on businesses directly impacts their ability to grow and operate. Government’s intrusion into the free market can often harm businesses. A great example of government intrusion harming business is the federal government’s overstimulation of the economy in response to COVID-19. The overstimulation has led to rising inflation and decreased labor participation, both of which are straining businesses.

QYour first job was at a BURGER KING® restaurant. What qualities and perspectives did you develop that you use as a representative?

AIt showed me the value of working hard for your money. This is the perspective I maintain when evaluating a spending bill. The federal government is spending taxpayer money like it is nothing, the national debt continues to skyrocket and inflation is putting a strain on the little guy. These facts are not lost on the millions upon millions of Americans who work hard for their money.

QHow has your role on the House Committee on Transportation and Infrastructure influenced your opinions on the impact of legislation on small businesses? A

Going through the markup process of President Biden’s $1.9 trillion American Rescue Plan showed me just how

much the federal government’s decisions impact businesses. I saw how the increase in federal unemployment benefits has had an adverse effect on small business.

QWhat challenges have you helped small businesses in your district overcome?

AMy team and I have been diligent in aiding small businesses with understanding and accessing the Paycheck Protection Program and other COVID-19 relief programs to help them stay afloat and rebuild. In Congress, I work hard to voice their frustrations with having to compete against the federal government for employees. My own brother, who owns a small business in Wisconsin, told me business picked back up, and he wants to bring on new workers but the same guys he’d pay $17 per hour pre-COVID-19 are saying they want $25 per hour because, they ask, “Why work if you don’t have to?”

QIn what ways are you seeking feedback from small businesses in Texas and using that information in Washington, D.C.?

AI make trips around my district visiting with business owners and hearing their concerns. They’re telling me that they’re trying to rebuild in the aftermath of COVID-19 and the last thing they want or need is the federal government making that rebuilding more difficult through more regulation and higher taxes. I keep that in mind every time we vote. n

Joseph Sacca

Joseph Sacca, a longtime BURGER KING® employee who eventually became a franchisee with his family, died April 21. Sacca began his career with the brand working for a franchisee in Michigan before moving to California to open new corporate stores. Eventually he and his family owned and operated 12 BK® restaurants in northern California.

Sacca, his siblings and his parents owned and operated the business, Sacca Corp. It was a natural step with the family’s long history of involvement in the hospitality industry. “We all loved the restaurant business,” Benedict said. “It was in the mid-1970s, and there wasn’t much out there. My whole family owned restaurants. It was in our blood to keep it going – you like the business and the interaction with customers. It provided hope for a better life and being able to get back to our roots.”

The industry also matched well with Sacca’s personality. “Joe was a very intense, energetic individual who loved the competitive nature of our brand. He was a great competitor,” said his cousin, Tony Versaci, a BK franchisee in Michigan with Michigan MultiKing. Versaci coached Sacca’s high school football team. “He was friendly and had a kind demeanor, but he was also very intense in achieving his goals. He was a great high school football player who had several scholarship opportunities, but he chose BK as his greatest passion for his career.”

After serving in the U.S. Army during the Vietnam War, Sacca began his BURGER KING career through his brother, Dominic, who was a regional director for the brand in Michigan. Joseph first worked for a franchisee and moved into management.

He later became a corporate employee, and his work ethic and management skills led to an opportunity to move to southern California to open two company-owned BK restaurants there. “He found that they were offering franchises in northern California, and he came back and talked to members of our family about it. They all got together and ended up moving out to California,” said Sacca’s nephew, John Benedict, a franchisee with Benedict Restaurants. “They opened two stores to begin, and they all owned 12 at one point.”

Benedict noted the care and attention to detail that his uncle had in the restaurants. “One of the things that Joe was big on was quality of food,” Benedict said. “His big thing was French fries. He made sure that every French fry was perfect, and he was meticulous about making sure that everything in the restaurants was clean, that good food was served and that the guests were happy when they left.”

In his downtime, Sacca enjoyed golf and being with his family. Sacca is survived by his wife of 54 years, Carol, and three sons and their families, including 10 grandchildren. He is also survived by two brothers and a sister and several nieces and nephews. Memorial contributions in Sacca’s name can be made to St. Mary’s Catholic Church in Vacaville, California, Disabled American Veterans or the Alzheimer’s Association. n

“He was friendly and had a kind demeanor, but he was also very intense in achieving his goals. He was a great high school football player who had several scholarship opportunities, but he chose BK as his greatest passion for his career.”

– Tony Versaci, Michigan Multi-King franchisee

Michael Stanley

Company Name: Factorial Restaurant Holdings

Partner(s): Evan Wray, Sean O’Brien, Kip Kernodle

Year You Became a BK® Franchisee: 2020

Number of Restaurants: 26

State(s) Your Restaurants Operate In: Michigan

How did you become a BK franchisee?

We had an opportunity to transition these stores from a very successful, legacy-minded operator, Quality Dining Inc.

Why was this right time to invest in this business?

Our partnership has successfully owned and operated quick-service restaurants before, and we were extremely excited to get back into this industry with such a reputable brand as BURGER KING® represents.

If you have business partners, how did you meet?

We met through a mix of our college alumni association and personal networks.

Tell us a little about yourself and the company’s background.

Our partnership operates and executes on a thesis that helps transition legacy-minded business owners with their succession plans. We are a growth-minded, operationally excellent and culturally focused group that creates long-term visions for our team members and operations. We all come from different business backgrounds, but these experiences and skill sets make for a very complementary partnership. While we approach problems in different ways, we all operate under the same set of core values, which ultimately helps us make the right decisions for our team and restaurants.

In your opinion, what stands out about the BURGER KING brand?

Its loyal following of customers, incredible product quality and dining experience, as well as the corporation’s leadership and support to make Factorial Restaurants as successful as possible.

Going forward, what are your top three business goals for your company?

• Delivering a best-in-class experience to our guests.

• Onboarding and training great talent.

• Investing in our operations, people and new site developments.

What is the best piece of business advice you have received?

People make the organization.

What do you feel is the biggest challenge currently facing franchisees?

Hiring great talent.

What is the biggest industry change since you started?

The labor market has been incredibly tight for us, as well as other businesses. We are not alone and have had to get creative on how we attract talent and how we are onboarding them for long-term success. n

We are a growth-minded, operationally excellent and culturally focused group that creates long-term visions for our team members and operations.

Elevanta Earns Accreditation from Association Management Company Institute

After a yearlong process, Elevanta LLC has earned accreditation from the Association Management Company Institute (AMCI).

Accreditation from the AMCI has been a long-term goal for Elevanta and signifies that the company offers a suite of the highest level of services to associations, covering areas including leadership, governance, finance, legislative, communications, event organization and production, and administrative functions.

“This achievement is reflective of the types of services that we are able to provide our association clients and their members,” said CEO Christy Williams. “We’ve built a team of talented and dedicated professionals able to guide our association clients from starting a new association to building budgets, generating non-dues revenue and organizing conventions to providing regular communications and business and educational content that helps them grow and accomplish their goals.”

Elevanta was spun off from the National Franchisee Association (NFA). It continues to manage the NFA and has grown to manage several other associations, including those for owners of Buffalo Wild Wings® and QDOBA Mexican Eats® restaurants and Supercuts® hair salons. Elevanta also manages the Salon Owners

Franchisee Association for owners of Cost Cutters, SmartStyle and other hair salon brands, and the Studio Salon Franchisee Association for owners of Sola Salon franchises. Further demonstrating its commitment to association management, Elevanta’s leadership team organized and now manages the Coalition of Franchisee Associations, an association comprising almost 20 independent franchisee associations.

“We help each of these associations achieve specific objectives and collective goals that benefit their members,” Williams said. “The services and insurance products we provide allow the small-business owners from across the country that make up each association to operate their businesses more efficiently and profitably.”

The AMCI is the nonprofit trade organization focused on advancing professionalism and high industry standards for association management companies (AMCs) like Elevanta. AMCI champions accreditation to promote industry best practices and creates educational networking opportunities for AMCs to engage and learn from each other. It represents over 180 association management companies that collectively provide full-service management to over 1,800 associations. n

You don’t need a mega bank to make

At Northern Bank, our goal isn’t to be the biggest bank, it’s to help make big things happen for your business. Our straightforward, innovative franchise lending solutions can help take your business goals to the next level.

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LOOK LISTEN READ

Look, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books, websites and other resources. NFA does not support or endorse the use of these tools, which merely serve as a guide to exploring a new level of knowledge and productivity for your business. 1

On “Breaking Down Your Business,” hosts Brad Farris and Jill Salzman take a chatty, friendly approach to business that acknowledges the problems on small-business owners’ minds, such as “How do I make more money without driving myself nuts?” Farris and Salzman know you’re busy, so each episode is short (about 20 minutes) and easy to digest, focusing on a list of five things (such as “Five Things to Look for in a Networking Group”). Most podcasts also feature useful tools for small-business owners.

2Connecteam is the employee app that connects everything a business needs from field to office, all in one place. In the click of a button, you can connect your staff, manage day-to-day operations, improve employee experience and engagement, and drive your business forward. Connecteam offers the full package.

3Small-business owners know better than anyone how hard it can be to find and maintain high levels of productivity. In “Getting Things Done: The Art of Stress-Free Productivity,” David Allen shares the secret to increasing productivity: being able to relax. And he outlines a system that will help you achieve it.

4

In “Delivering Happiness: A Path to Profits, Passion and Purpose,” Zappos CEO Tony Hsieh shares the different lessons he has learned in business and life, from starting a worm farm to running a pizza business, through LinkExchange, Zappos and more. It’s an interesting, relevant and inspiring book for all entrepreneurs.

5

SAP SuccessFactors makes it simple to engage your entire workforce and complete HR tasks. A main feature of SAP is to boost productivity – connect all your employees so they receive key information and processes no matter where they are. It includes self-service tools for managers, employees and HR. This way everyone stays on top of critical tasks.

6

Morning Brew is a daily email that comes with an overview of business news made for millennials.

“Business Casual” is the new podcast from Morning Brew brought to listeners by host Kinsey Grant. The episodes focus on a range of topics in the news like breaking up big tech and interviewing CEOs and other executives on hot business topics.

7

If humans were always logical, the conventional accounting formula would be perfect. The formula says when you take away expenses from sales, you get profit. But somehow, it’s not that simple. Mike Michalowicz considers that humans won’t always make logical decisions. So, he approached accounting from a behavioral angle. He flipped the formula to say, “You get expenses when you take away profit from sales.” It’s quite shrewd – every bit of waste or unnecessary spending eats into profit instead of expenses. Suddenly, every cent matters, and every cent hurts. His formula shows that you’ll succeed better when you think in terms of taking profit first, and then using what you have left. “Profit First” is a practical book with many case studies, advice and a unique sense of humor.

8Melio is a web-based accounts-payable platform that lets you conveniently pay bills via bank transfer and debit card for free, even for vendors who only accept check payments. n

Cooking Oil Tips When Every Drop Counts

It goes without saying your fryer oil plays a very important role in your restaurants. From deliciously crisp classic fries to a perfectly fried Ch’King sandwich, the life and quality of your fryer oil can often mean the difference between great-tasting and poor-quality food. But with the cost of cooking oil at multiyear highs due to rising commodity costs and a resurgence of demand, how do you balance quality and cost efficiencies in an unprecedented market? Well-managed, properly filtered oil, used in conjunction with regularly maintained equipment, helps reduce food costs and waste while increasing operational efficiencies and productivity. A trained staff and quality equipment put you at an advantage when it comes to frying foods and making sure every drop of oil counts. Here are some tips on how to extend the life and quality of your fryer oil while achieving optimal frying results.

How to Get the Most Out of Your Oil

Well-maintained, quality equipment can make all the difference when it comes to extending the life of your oil. But the reality is, no matter how well your fryer is working or how effective your employees are at properly filtering and managing fryer oil, manual oil maintenance can be a dirty, hazardous job. That’s why companies like Restaurant Technologies have created automated oil management systems to be used in conjunction with existing fryers.

Total Oil Management (TOM™) from Restaurant Technologies can take the hassle out of changing and filtering your oil – resulting in safer and more sustainable and efficient oil management. The system includes tech features – such as a dashboard for easy-to-understand performance indicators and monitoring systems – enabling you to track daily usage and disposal patterns and receive alerts.

With Total Oil Management, we handle the entire oil process for you – from ordering and receipt-processing to delivering fresh cooking oil all the way to storing, handling and recycling of used cooking oil. Our advanced kitchen equipment and technology even automate everything so your employees never have to worry about transporting hot oil ever again. How does it work? We install two tanks, one for bulk fresh cooking oil and one for waste oil in your kitchens. The tanks are connected to your fryers, as well as an exterior wall. We then install automatic controls on the inside of your fryers so employees can easily add, filter and dispose at the push of a button. We do system configurations for all fryer types – even those without built-in filtration. Once the equipment is installed, our service trucks deliver fresh cooking oil and remove used cooking oil via a lockable outdoor fill box. The entire process is done according to your schedule and cooking oil usage, creating a seamless experience thanks to the system’s closed-loop functionality. Using Total Oil Management can set up your restaurant for long-term success by properly monitoring, filtering, disposing of and maintaining your fryer oil.

Know the Quality of Your Restaurants’ Oil

With filtration monitoring from Restaurant Technologies, you have visibility to the oil management practices in your kitchens – no matter where you are or when you need to know. Through proprietary sensors placed inside your fryers, our system tracks when your staff uses, filters and disposes of oil and reports it instantly via the online and text-based system. Through Restaurant Technologies’ web-based Total Oil Management portal, raw data is transformed into valuable insight – alerts for excessive use, SOP compliance, oil efficiency ratios and financial impact. Custom configured to your restaurant’s standard operating procedures, you can use the portal to easily drill down and pinpoint exactly where and when fryer oil is being filtered and refilled. Easy-to-understand performance summaries tell you in a single glance whether your restaurants are on the right track or need improvement. With email and text alerts, you can know right away when something is wrong or a procedure isn’t being followed. When it comes to tracking successes and opportunities for one of the most important tools in your kitchen, Restaurant Technologies’ filtration monitoring is just like being there, in person, 24 hours a day, seven days a week.

Sustained Bottom-Line Impacts

Many factors can adversely affect the quality and life of your cooking oil, but when you couple proper oil management with the right technology and partner to help you manage one of your most important assets, it’s a game changer. When BURGER KING® franchisees partner with Restaurant Technologies, they experience many benefits, including:

• Food quality: By installing a closed-loop oil management system, your restaurant will be able to monitor and maintain more consistent food quality while reducing costs.

• Safety and satisfaction: With the flip of a switch, traditionally back-straining and burn-threatening oil changes became history, causing less employee hazards while improving morale.

• Response time: With the help of email notifications and a central web portal, oil use is closely tracked.

• Savings: Oil life can be extended and can deliver food-cost savings.

• Efficiencies: All the time normally spent filtering, removing and adding oil is now used for other crucial kitchen tasks and focusing on your customers.

• Sustainability: By eliminating jug-in-box packaging, your restaurant will contribute to over 11 K/lbs. of oil being recycled and less plastic/cardboard in landfills, along with no longer risking hazardous spills that can clog community drainage systems.

To find out more, visit www.rti-inc.com. n

Restaurant Technologies is a Sapphire partner member of the National Franchisee Association. The company may be reached at 651-233-3042 or www.rti-inc.com.

Franchisee to Franchisee Forum

We are still seeing our loyal customers continue to experience our restaurants often. Because most of the restrictions have lifted, we have seen our guests also experiment with other types of indoor dining establishments. We believe this will level set in the near term.

– Michael Stanley

We are seeing guests come back to the dining rooms for dine-in and takeout. Guests want to interact with people in-person and not just over a drive-thru speaker.

- Andrew Schory

As we emerge from the pandemic and reopen businesses and dining rooms, and lift all restrictions, we are naturally seeing double-digit percentage increases in comparative sales in our BURGER KING® restaurants when compared to last year in New York City. This was expected given the impact of COVID-19 in this market. That being said, I think the results are slightly disappointing considering we simultaneously launched a new product that came with extremely high hopes, and especially considering where we were in sales two years ago, which would make us relatively flat percentage wise. As positive as the trend seems, there is still a lot of work to be done.

-

Amir Syed

What sales trends are you seeing in your restaurants as we emerge from the pandemic?

Sales in June were up 3%. Thus far in July 7%. The problem is: where is the profit? The cost of goods sold is crushing us. Labor is crushing us, if you can actually get people to work. Drive-thru is still the major source of sales as people are conservative.

– Matt Herridge

Pillar of BK System After Sudden Passing Remembered

Rodney Martin, a nearly 50-year veteran franchisee of the BURGER KING® system, died March 14, 2021. His passing came after a short battle with cancer, leaving longtime friends and colleagues across a wide spectrum lamenting his loss as they recalled the many ways he touched their lives and contributed to the system.

together during a business trip to China for RSI. See Hoffman's remembrance of Martin on page 26.

Todd Schuster, from left, Rod Martin and George Hoffman are pictured

Martin, 72, was known for his friendship, mentorship and sharp business sense over his long career, successfully guiding an organization that once operated nearly three-dozen BURGER KING® locations. Beyond his own business, he was involved in many capacities with the National Franchisee Association (NFA) and the BK® system, offering valuable leadership across five decades to fellow franchisees and to RSI, the BK franchisee-owned supply chain organization. Martin was also an important player in the development of the insurance service solutions tailored for franchisees that are now offered by the NFA through Elevanta LLC.

Martin served in some way in virtually every area of the franchise system, and he provided wise guidance and leadership at critical times for both the NFA and RSI. But to the people who knew him and served with him, his most important contributions were on a more personal level. His legacy will live on in those who received his counsel and will follow his examples of capable management of business and people and dedication to the BK system.

“Rod was such a wonderful person. He gave so much of his time to others and imparted his wisdom and guidance to so many in the BURGER KING family over the years,” said NFA CEO Christy Williams. “Rod truly touched many lives both professionally and personally. He was a mentor to many of us and will be missed tremendously.”

A native of Miami, Florida, Martin graduated from Clemson University in South Carolina and then served in the U.S. Marine Corps as a nuclear, biological and chemical warfare specialist for three years. A second-generation franchisee, he began working in the BURGER KING system in 1973 as a manager trainee

in Anderson, South Carolina. He became a franchisee in 1978 and operated BK restaurants in the Southeast as president and principal of Atlantic Coast Foods Inc.

“Rod was one of the smartest men I’ve met over the years,” said Glenn Levins, a franchisee with the Phoenix Organization who worked with Martin while serving on the Insurance – now Elevanta – Committee. “He was very unassuming and laid back, but he had intuitive business savvy, and he had a wealth of knowledge about BURGER KING and real estate. Dinners with Rod were a learning experience in business and life.”

by SEAN IRELAND

“Rod operated his business with integrity and class,” Levins said. “He knew that good employees meant well-run stores, and he fostered a positive atmosphere with everyone around him. He sold his business at a high and bought it back when the new owner failed to run [the restaurants] well. He rebuilt it back to a high and was able to sell again.”

“He was gifted with a unique ability to know when to sell and buy businesses,” added RSI President and CEO Joel Neikirk, a former BK franchisee. “He is one of the few franchisees that bought and sold the same restaurants multiple times with a positive return with each transaction. It takes a gifted, confident leader to invest in the same business that they had sold previously and double down. This speaks volumes to his confidence as a leader and his visionary perspective.”

Martin’s business instinct was lauded by all who spoke of him in the days after his passing. Without fail, however, the relationships he built with the people he worked with were praised even more.

Continued on page 26

Rod Martin

Continued from page 25

Whether with his family, his employees or colleagues in the NFA and RSI, he was an intent listener with a calm, positive manner that influenced others for the better.

“He worked very closely with his wife, Patti. They worked well together, and they were a great team – he leaned on her for her thoughts and advice,” said friend and former BK franchisee Pete Cotter of KIN Restaurants and TGS Restaurants. “His boys, Paul and Chris, were extremely important to him. They stayed with him

during his last month.

“He always looked after his people. His managers and his crew were important aspects of the business. He knew it and acted that way,” Cotter said. “He was in his restaurant frequently talking to his crews and teams. He was heavily involved with his business. All those managers, all those assistant managers and all those hundreds of employees knew him. He was present.

“Whenever issues or problems came up, he never took the approach of ‘We can’t solve that,’” Cotter added. “He took an optimistic approach on the issues until they got solved. He never thought a problem was unsolvable.”

A Personal Recollection:

In Remembrance of Rod Martin

Those of us that had the privilege of working with Rod Martin during his 10 years of service to RSI as a board member, chairman and committee chair remember him as an amazing leader and visionary who also had the common sense of a seasoned BURGER KING® franchisee that helped guide RSI’s business successfully through some of the most challenging years of its evolution. Most memorable of all was Rod’s personal approach to life and business with a unique and engaging sense of humor. He lit up the room whenever he came in. He was like a spark plug in the RSI engine room. His calm yet direct demeanor in meetings created an environment of collaboration and goodwill to successfully solve complex supply chain problems.

We were thrilled to have Rod join the RSI Board of Directors in 2008. His decades of experience as a multiunit restaurant operator, along with his prior leadership positions with the NFA, the New South Coalition regional association, the NAMG and the NFA Insurance Trust, were all outstanding credentials for a successful RSI board member. But most important was Rod’s great reputation among his franchisee colleagues as a leader and a person of character and trust. We knew we were lucky to have an RSI member with such qualities on our board. We knew that Rod’s subsequent leadership of the RSI Audit and Finance Committee while serving as chairman of the RSI board would support, and even extend, our members’ trust and confidence in RSI.

Rod joined the RSI board at a time when the supply chain business was changing rapidly. The BK® brand was aggressively developing and rolling out many new products and limited time offers (LTOs) with short lead times. Information technology and data management were determined to be huge opportunities to cost effectively manage the dynamic supply chain by providing information and electronic tools to our members to benchmark, track sales and use new data tools to improve restaurant profitability. The period when Rod served as chairman of the RSI board was pivotal for RSI to work with BKC to collaborate on POS daily sales and product mix data collection. As chairman, Rod was really engaged in developing annual RSI business plans to expand our work of LTO promotion management, profit and loss benchmarking, obsolete inventory management, collecting daily POS and product mix data, product line variance tools and developing the RSI Analytics app for our members. The entire foundation of what RSI currently offers our members in online restaurant profitability tools and the RSI Analytics app was formed during Rod’s tenure on the board and with his commitment and support

for the development of these tools while he was chairman.

During his time on the board, Rod was personally involved in two key projects – beef raw materials purchasing and premiums (toys) manufacturing contracts development and management.

The work done at that time to expand our international sources for beef raw materials was important to the benefit we have today for multiple options and a robust forward purchasing program for imported frozen beef, saving our members millions of dollars and ensuring supply as traditional import sources have declined in availability.

by GEORGE HOFFMAN

Also, during Rod’s term as chairman, RSI worked closely with BKC to completely reformulate our premiums manufacturing contracts with our agency partners. The complete implementation of that new premiums supply model continues to this day and has been successful in a continued supply of premiums to our restaurants, without interruption and without any forward purchasing requirements on the part of our restaurant operators at a cost almost unchanged from 10 years ago. That new premiums contracting process also enabled RSI to manage premium manufacturing for all BURGER KING restaurants worldwide.

There is no end to the number of interesting and amusing stories about Rod. Most of our board meetings began with the usual banter between Rod and Todd Schuster about the superiority of Clemson over Auburn. That rivalry was never resolved. Snack breaks during board meetings required a good stock of Haagen-Dazs Ice Cream Bars (preferably Chocolate-Almond Crunch). Typically, Rod would also have one of those for breakfast. Rod was also well-known for his amazing appetite for exotic foods, especially unusual menu items found in local restaurants in China, while on tour visiting premiums factories.

Perhaps my most vivid and enduring memory of Rod is captured in the photo (on the cover) that shows Rod walking on the outer rim of the Macau Tower in China, nearly 1,000 feet above the ground. Here you can see the essence of Rod – bold, fearless, fun and full of life.

We will surely miss him a lot! n

GEORGE HOFFMAN is the former president and CEO of BURGER KING supply chain organization RSI.

That attitude and acumen often led others to look to Martin for service and leadership beyond his own business, and he never failed to answer the call, whether it was for BURGER KING or outside organizations such as the North Carolina Community Foundation (NCCF). Martin was serving as chairman of the NCCF statewide board of directors at the time of his death. Prior to that, he served several terms as chairman of the NCCF’s grants committee, where he championed grant-making across the state and played a significant role in building support for the NCCF Disaster Relief Fund and robust disaster recovery grants after hurricanes Matthew and Florence.

He also played large roles in the NFA and other BK system organizations, always working for the betterment of franchisees and the brand. He was the founding president of the regional Carolina Franchisee Association and a member of the New South Coalition (NSC), regional associations of BURGER KING franchise owners across the Southeast. The NSC eventually merged with another organization to become today’s Mid South Franchisee Association.

“Rod was always incredibly generous with his time, advice and encouraging words. Because of him and at his request I became the president of the NSC,” said Bob Reid, a franchisee with Golden B Enterprises Ltd. “That position helped me meet so many people and helped me grow as a person. [Rod] told me that would happen and was proud to help me do that. That was what Rod was all about. He always wanted to help people learn and grow and treated me and everyone else he met as peers and best friends. His friendship and mentorship are two of the things that everyone loved about Rod. His zest for life and adventure were second to none.”

Aside from regional leadership, Martin served on the board

of directors of the NFA, Elevanta and the National Association Management Group (NAMG) LLC. He served on the group’s Insurance Committee and was a trustee of both the NCBK Insurance Trust and the NFA Group Insurance Trust. He was a guiding hand in the founding of Elevanta, the association management and insurance services organization that developed from the NFA’s insurance programs. His involvement with the NFA also included several management committees and the organization’s Continued on page 28

On an RSI business trip to China, Martin leaned off the side of the Macau Tower, nearly 1,000 feet off the ground.

Rod Martin

Continued from page 27

political action committee. Martin was also the founding chair of the North Carolina Burger King Franchisee Self Insurance Fund.

Cotter praised Martin’s attention to detail and his ability to keep moving forward toward a goal. “He dives into things and gets into the nitty-gritty details. He loved to uncover all the questions and get the answers to them,” Cotter said.

Martin was also a 10-year member of the board of directors of RSI, the supply chain organization for the BK system, including two terms as chairman when the system was transitioning to new ownership and dealing with issues relating to the sourcing of beef. His leadership during that tumultuous time was critical.

“Rod was instrumental in supporting the development of the raw material procurement strategy that has produced millions of dollars of savings for RSI members over the years,” Neikirk said. “It was during the transition years after the 3G Capital purchase [of Burger King Corp.] that Rod strategically guided the board to support the core of our mission and focus: Ensure supply at best cost.

“I met Rod for the first time in May 2013 when I joined the RSI board,” Neikirk added. “At the time, Rod was serving as board chair for the second year, and he facilitated my board member orientation. It was clear from the outset of that first encounter that he was a man of character and passion for the brand and the franchisees’ success. What also stood out to me from the outset was his perspective on the business and keen ability to engage collaboration among those he led.”

Even while praising Martin’s business acumen, once again, it was the personal connection that Martin built with Neikirk

and others that sticks with them as much or more. “Rod was a free spirt who loved life and adventure. I never saw Rod without a smile or kind words of encouragement when we connected,” Neikirk said. “During my first few years on the board, I observed how thoughtful he was to include various members of the board in discussions that were important to the success of RSI strategy development.”

In fact, his colleagues most often recall Martin as a good friend – someone who gave of himself to help others. “I can’t really focus much on RSI or the business side of Rod,” said Michael DiSeveria, a franchisee with Potomac Foods III of Gaithersburg, Maryland. “He worked hard as chairman, no doubt. But, moreover, he was a great friend with a kind-hearted laugh that was infectious.

“I served with Rod on the RSI board, and of course, saw him at BURGER KING Franchisee PAC meetings in [Washington,] D.C. I realize Rod served in all these capacities. However, I must say Rod minimized the consumption of our time with business. No doubt he got his work done. He was a hard worker. He worked hard so he could have the personal time.”

DiSeveria recalled walks, dinners and times when their families socialized. “It was friendship, not work, and that’s why everyone enjoyed working with Rod,” he said.

“I know what Rod did in business,” DiSeveria added. “I know better what he did in my life, the friendship he offered, and the time he freely gave to staying in touch and keeping the friendship at the top of the list. I will remember him for the walks, the talks, the laughter and the effort he put into being one hell of a friend.” n

SEAN IRELAND is the NFA director of communications. You may reach Ireland at 678-797-5165 or seani@nfabk.org.

2021

BK & Hershey Desserts: Delivering on a Sweet Opportunity

Desserts are becoming an increasingly important part of food-service menus. With innovations in flavor combinations and formats, consumers have more options to satisfy their sweet tooths. Hershey Foodservice helps operators make menu items irresistible with premium-quality ingredients.

With the rise of takeout and delivery over the last year, it’s important to leverage the power of impulse sales from desserts on your menu to ensure you’re not losing out on valuable dollars.

Some remarkable stats Hershey uncovered in its recent study of takeout and delivery are as follows:

Source: Hershey Proprietary Research on Dessert Delivery and Takeout, Technomic Inc., 2021

• Across 10 leading national quick-service restaurant (QSR) chains, the growth of digital orders that include dessert are outpacing total digital order growth by 47%.

• Desserts boost average digital check orders by $6.

• And, desserts add a 29% lift to digital orders! 1

– the heaviest food-service users – beverage offerings are more likely to be a destination driver3. And consumers increasingly include beverages in their snack definitions (59%)4. They are versatile, portable and can be positioned to fit a variety of snack or meal replacement needs. Milkshakes are the perfect menu item to capture opportunistic sales from those consumers looking for a snack that fulfills the desire to take a break or treat themselves.

Bottom line? Desserts help drive overall sales, impulse sales and repeat traffic and create loyal consumers. Realizing the full potential of desserts on your menu, especially with the renewed focus on to-go and delivery, equates to incremental sales and repeat purchases for you! n

Source: Hershey Proprietary Research on Dessert Delivery and Takeout, Edison Trends, 2021

Operators who market desserts as an add-on, along with the possibility of bundling items, can also gain a step on their competitors. In fact, 60% of all consumers are likely to order dessert as an add-on, and 75% of millennials are likely to order dessert as an add-on2

Portable desserts also lead to snacking occasions, and consumers enjoy desserts as a special treat. Take, for instance, this statistic from Technomic: Almost half of consumers order desserts for pickup or delivery because they want to treat themselves2.

It’s interesting to note that 61% of off-premise dessert orders are purchased for dinner, and 60% are ordered for lunch or an afternoon snack. Additionally, 56% of consumers order desserts for pickup or delivery because they have a craving for something sweet2. There are so many opportunities to deliver on all the different need states for consumers seeking desserts!

Beverages also play a large role. For today’s younger consumer

Source: Hershey Proprietary Research on Dessert Delivery and Takeout, Technomic Inc., 2021

Check out

http://hersheyfoodserviceinsights.com/deliveryandtakeout.html

for more insights.

Sources:

1 Hershey Proprietary Research on Dessert Delivery and Takeout, Edison Trends, 2021

2 Hershey Proprietary Research on Dessert Delivery and Takeout, Technomic Inc., 2021

3 Beverage Consumer Trend Report, Technomic Inc., 2020

4 Snacking Occasion Consumer Trend Report, Technomic Inc., 2020

The Hershey Co. is a Sapphire partner member of the National Franchisee Association. The company may be reached at 630-724-7124 or www.thehersheycompany.com/foodservice.

Source: Hershey Proprietary Research on Dessert Delivery and Takeout, Technomic Inc., 2021

A Burger ‘King’ Celebrated in Retirement

Jim Myers’ Work Applauded Across System

Jim Myers with his wife, Karen, niece, Eve, and sons, Jay and Danny.

Say the name “Jim Myers” to a BURGER KING® franchisee, and you’ll hear a stream of compliments about his work and dedication to the brand and its franchisees.

Say the name “Jim Myers” to Chris Finazzo, former BK President, Americas, and you’ll hear a stream of compliments about his work and dedication to the brand and its franchisees.

by SEAN IRELAND

Ask Jim Myers to sum up his career spent on both sides of the franchisor/franchisee relationship, and you’ll hear the words of a man who loved his work and dedicated himself to the success of the brand and its franchisees.

Rarely do so many voices on different sides of what can sometimes be a complicated business relationship agree with such unanimity on a topic. In this case it demonstrates the respect and appreciation that Myers built over the 40 years he devoted to the BK® brand and the success of the entrepreneurs who drive it forward.

Upon his retirement earlier this year from his dual roles as head of franchise business and operations North America and president of the BURGER KINGSM Foundation, Myers earned universal praise for the ways he brought the two sides together, always keeping the focus on mutual success. The key to the trick? Relationships.

It seems that whatever his role over the years, Myers has made relationship-building a foundational element to the work. Start there with trust, accessibility, guidance and encouragement, and the rest becomes easier.

“His most important contributions have to revolve around the

Continued on page 32

At the NFA’s Annual Franchisee Summit in 2017, former NFA Chair Steve Lewis presented Jim Myers with an award for his “enduring character, exemplified by an outstanding dedication to the BURGER KING brand and the franchisee community.”

Jim Myers

Continued from page 31

number and quality of ‘trust relationships’ he developed within the corporation and with his franchise partners,” said Matt Herridge, a BK franchisee based in West Virginia with Charton Management.

“There are few people who have had the impact on my career as Jim has had,” Finazzo said. “I learned everything I know about franchising from Jim. Working with franchisees is one of the most tricky things for anybody in this business to pick up, and I appreciated his guidance and leadership on this front. Jim taught me, and many others, to always be honest no matter how difficult the conversation, to always be respectful and to never forget how important the relationships with our franchisees are.”

Put simply, “Jim was always professional, thoughtful, a good listener and reliable. Jim could be counted on and always trusted,” said NFA Chair Dan Fitzpatrick, a franchisee with Quality Dining Inc.

Myers’ journey with the BK brand began in 1981 when he left his job as a food and beverage manager with a large hotel chain in Columbus, Ohio, to manage a BURGER KING restaurant that was part of the franchisee organization of his uncle, Bob Wyman, and Wyman’s partner, Chuck Parton. He ran the highest-volume location in the group until 1988. When the group was sold, Myers was hired on the corporate side of the business by current franchisee Bill Keller as a franchise district manager. Myers later connected with franchisee Bill Spence and managed his organization from 1990-95 before going back to work for the corporation.

Since then, he has held positions including director of franchise operations, division vice president south central desert and Midwest, head of development North America, head of franchising North America and, finally, head of franchise business and field operations North America and president of the BURGER KINGSM Foundation.

Spend that much of a career working with franchisees, and you’d better be able to build and sustain relationships. Myers did that from a perspective that made franchisee success the primary focus of his work. “Throughout my entire career, the most enjoyable part of my roles was establishing lifelong relationships with my franchisees, helping them in good times and tough times,” he said.

Franchisees recognized his commitment to their success. “Jim was always available,” Herridge said. “For someone responsible for as much as he, I was always amazed at how often he would answer a call immediately or, at least, return a call within minutes. It was also very clear that he grasped the importance of franchisee success as integral to brand success. Franchisees knew that a legitimate concern or need would be met with common sense if brought to Jim.”

Myers’ commitment reached beyond business. Emily Bennett, president of Bennett Management Corp., based in Toledo, Ohio, recalls the personal investment he made to ensure that she and the company transitioned through the difficult period that occurred after the death of her husband and company founder, Bob.

“Bob and Jim had a symbiotic relationship. They respected each other and had a relationship based on the success of the system, and they cared for each other personally,” Bennett said. “As I got to know him, he was very kind to me, and we developed a very nice personal relationship.

“When Bob died in 2013, I stepped in at Bennett Management Corp. At the same time, we had just hired Jimmy Harmon to help run the company. Jim made a trip out to Toledo

Myers survived a battle with a form of leukemia five years ago, thanks to a bone marrow donation from his son, Danny, and he had support from friends and teammates from Burger King Corp. and across the BK system.

to check on us and see how we were doing. He bent over backward to give us encouragement and guidance during the transition. Jim couldn’t have been any more helpful, supportive or encouraging. He’s always been in our court. I feel Jim really wanted us to be successful individually.”

Because of his experience on the franchisee side of the equation, Myers knew the challenges that operators face. His work with them as a corporate representative recognized and reflected it. “Jim has always been a great example of how to find balance and common ground in the rough and tumble world of restaurant franchise relationships,” Herridge said. “I learned from him that an understanding of operations is imperative for leaders in our industry. Our teams and our colleagues respect someone who knows how to ‘roll up their sleeves.’”

At BK’s parent company, Restaurant Brands International (RBI), Myers has worked to ensure that others recognize the importance of franchisee success. He counts among his most significant accomplishments the mentorship of younger executives

on the corporate side and emphasizing with them the importance of helping franchisees grow their businesses. “Many people I mentored became very successful executives within RBI at all levels. I helped mold them into effective leaders by educating them in the franchising business. There is a special art in dealing with entrepreneurs, and it’s rewarding to see the young people understand the importance of supporting our franchisees.”

That work represents only a part of the impact Myers has had on the franchisee system. “Over the last five years, Jim helped to completely reshape the franchise system in the BK U.S. business,” Finazzo said. “Back in 2015, we had a very disjointed system, and Jim has been instrumental in helping to facilitate succession plans and strengthen our franchisees. I don’t think there is any other single person that has had a bigger impact on our franchise system, and his impact will be felt for many years to come.” Those accomplishments ensure that even in retirement, Myers’ influence on the brand will continue.

His presence and accomplishments will also be felt far into the future at the BURGER KINGSM Foundation, the brand’s nonprofit charitable organization that assists employees and their families with unexpected financial challenges and with educational scholarships. For the last five years Myers served as the foundation president. “Under Jim’s tenure, it flourished, reaching new heights and truly becoming a global foundation,” Finazzo said.

After 40 years in the system, Myers said he is moving on to make room for the next generation of leaders, some of whom he helped train and prepare. He is a five-year survivor of a battle with a form of leukemia, thanks in part to bone marrow donation from his son, Dan. Myers and his wife of 39 years, Karen, have another son, Jay, and the father and sons have plans to start their own business.

Continued on page 34

Jim Myers

Continued from page 33

Those who worked with him during his career count themselves fortunate. “Jim has always carried himself with poise, integrity, respect for others and a sense of humor to boot,” Fitzpatrick said. “Jim’s good nature is something you always enjoyed and could not help but be influenced by.”

Finazzo counts Myers as one of his closest friends. “Jim is a legend in the BK system. There aren’t many people that have played at his level for as long as he has,” Finazzo said. “He has been through everything and seen it all. His impact will be long lasting: first, he has helped me tremendously – he helped me grow as a leader and helped me make some really important decisions for the business. Second, he has helped so many franchisees – there isn’t a franchisee that he hasn’t helped at some point in his career. Lastly, he transformed the foundation. Jim changed the lives of many.”

“Jim was always the guy on the BKC side who got it,” Fitzpatrick added. “Jim understood that a franchisee’s success was a system success. His work in this regard has been substantial and will be long lasting. From a franchisee perspective, I think many people look up to Jim as a hero.”

If he ever heard it, Myers would most likely deny any such characterization. To him, the job was always about building brand success through helping franchisees build their own success. “Not one individual at RBI or Burger King Corp. (BKC) would have a job if not for our franchisees who pay us royalty and advertising,” he said. “Our sole purpose or role is to make money for our franchisees and BKC. I credit my success over the years to the relationships I had with the franchisee community. My success was a direct result of our franchisees and their willingness to support me and my teams throughout the years. I consider them part of my family.” n

Now in retirement, Jim Myers will have more time for trips with his wife, Karen, like the one they took to Spain.

How Operators Are Acing Their Restaurant Audits

Doing more with less is not a new challenge for the restaurant industry. However, managing more locations with less available resources is a growing concern for owners/operators. And with the pandemic, store teams have been facing new challenges. Closed sites, reductions in workforce, workers hesitant to return to serving the public day-to-day and consumers who want assurance that their health and safety are business’ top priority bring new challenges to the restaurant industry.

Operators are now laser-focused on operating safe and efficient restaurants. From executing health and safety precautions and adapting to increased delivery and drive-thru business to ensuring teams are implementing new payment, dining and food pick-up procedures, every area counts when running an efficient and successful operation. Just about every significant brand is auditing its locations to ensure essential health, safety and brand standards are met. And it’s a smart move, considering many of today’s consumers say that safety is still most important when choosing where to eat. Ongoing survey data from McKinsey & Co. proves that general consumer sentiment will remain cautiously optimistic and more health conscious through 2021.

DTiQ customers have realized great success maximizing visibility into how their locations are operating while streamlining their workforce and creating course-corrective action plans to improve performance that ensures they’re always compliant with restaurant procedures and policies.

Here are seven sure-fire ways to not only ensure your restaurant audit is a success but also improve your bottom line and drive sales.

Increase Visibility Into Operations and Compliance

Going virtual is a fast and easy way to enable teams to “see” what’s happening across their regions. Ensure you have mobile apps for the district or regional managers, head office and other key personnel so they can log on and see what’s happening. Continue to use reporting. Metrics will be crystal clear when fewer employees are managed locally, as one DTiQ customer described: “Boom! Data I wasn’t able to see before delivered right to my inbox.”

DTiQ’s intelligent video management platform offers:

• Mobile app for every user

• Single sign-on to view all locations

• Transaction, traffic and video dashboards

• Analytics of productivity, loss and theft increase

Know When Potential Risks Arise

Get to the data that matters faster by leveraging smart tools that integrate multiple solutions into one place for a streamlined view of data. DTiQ’s POS integration feature enables alerting and reporting based on criteria like transaction type, amount, cashier number or even motion. And DTiQ’s system is intelligent, so it learns what is expected to alert when exceptions in typical transactional activity are found.

Eliminate Surprises

It’s unrealistic that you’ll get a clear and accurate picture of your location’s operations from one person’s observations. Ensure processes are running smoothly with random, objective reports

from a dedicated third-party auditing company. Human bias will always come into play when observing others and impact the accuracy of their reports. Features like DTiQ’s video favorites feature puts the same camera view, like drive-thrus, from every location into one at-a-glance dashboard so any team member can jump in and spot-check performance.

Dig Into Specifics

A third party can objectively observe, record and comment on every step of a process or routine that might otherwise be challenging for a manager to capture accurately during an observation. Team performance adjusts when employees know someone is watching. Most every DTiQ customer reports that once its team members know someone could be watching, they hold themselves more accountable to following policies and procedures, even when no one is looking.

Build a Coaching Culture

While today your teams may act or behave differently when no one is watching, it’s possible to develop a team that excels and takes pride in following policies and procedures. With an objective report of your team’s actual step-by-step actions from DTiQ’s team of expert auditors, you and your managers can have easy, constructive conversations about why things went the way they did and how to improve.

Get Back in Front of Your Business

Thanks to technology, the days of checklists and walkthroughs taking up chunks of your store and area manager’s valuable time are over. Get them back where they need to be – leading by example and managing your sales and guest experience. And let services like virtual video or mystery shop audits identify where they need to focus on improving performance.

Spend Time Training

If knowing is half the battle, consider how often you and your managers explain the why behind a critical policy, procedure or standard when training or coaching an employee. Are you telling teams what to do or teaching them why a policy and procedure are important and what may happen if not followed? It may seem common sense, and yes, it is their job to follow those procedures, but sharing the why educates and can even inspire your employees to perform better. Our team of experts in the field can offer dedicated coaching and training that will supplement your management team for a fraction of the cost of traditional field teams.

Setting your business up for success with an intelligent video management service and remote SmartAudits™ or in-person mystery shops won’t only help ensure your locations have successful restaurant audits, it will provide insights needed for your managers to continually create a consistent, elevated customer experience that will be sure to encourage loyalty and higher average tickets for the long run. n

DTiQ is a Sapphire partner member of the National Franchisee Association. The company may be reached at 800-933-8388 or www.dtiq.com.

21 NFA LEAD CONFERENCE : C nge. C nge. O t y.

2021 NFA LEAD Conference Brings Franchisees and System Suppliers Together for the First Time in a Year

For the first time since the novel coronavirus pandemic the National Franchisee Association (NFA) community, including over 500 franchisees, system suppliers and above-restaurant leaders (ARLs), came together face-to-face in Las Vegas June 8-11 for the 2021 NFA LEAD (Leadership Exploration and Development) Conference. The event provided the BURGER KING® system with access to a new level of training and education. Hosted at the lush Cosmopolitan, this conference opened the door to new challenges, changes and opportunities as we close the door on 2020.

The 2021 NFA LEAD Conference kicked off June 8 with a welcome dinner at Celebrity Cars Las Vegas. Here participants were treated to a three-course meal and specialty cocktails while they had the opportunity to catch up and network and tour the historical celebrity cars on display. The next day ramped up in the afternoon with an inspiring speech from NFA Chair Dan Fitzpatrick before select, exemplary ARLs were awarded for their hard work in 2020 during the Doing the Extraordinary Panel. Renegade Hospitality CEO Tim Kirkland wrapped up that day’s general session before attendees made their way to the opening night reception in the trade show, which featured more than 75 exhibitor booths. Before the opening night reception, HR leaders from different franchise groups and organizations were invited to a welcome reception where they were able to meet and greet and network with one another.

The following morning kicked off with a networking breakfast for HR leaders to continue their conversations from the night before as well as a breakfast for all attendees before ARLs and franchisees went their separate ways. Franchisees were invited to attend a franchisee-only session and hear Fitzpatrick review the results of the annual Franchise Business Review survey as well as updates from BKC Vice President of U.S. Technology Dave Burkhart, RSI CEO and President Joel Neikirk, Elevanta Chair Glenn Levins and an informational panel on minimum wage best practices led by Neikirk and franchisees Chris Johnson, Shane Hitzeman and Nicole Dreier. While franchisees were listening to these timely presentations, ARLs were able to choose from a variety of breakout sessions to attend, including Cultural Retention, RSI Tools & Cost Mitigation, Establishing vs. Changing Culture, Communications, Business Planning and BKC Training Programs and DM Routines.

All attendees then had several hours to grab lunch and visit exhibitors in the trade show before returning to afternoon sessions. For franchisees, this included presentations from Government Relations Committee Chair Matt Herridge; Restaurant Council Chair

Shane Jacobs; Image Council Chair

Todd Schuster along with BKC Head of Architecture, Design and Construction

Chris Mott; Marketing Council Chair

Jim Froio; and BURGER KINGSM

Foundation President Liz Greenberg and Executive Director Amanda Israel. Meanwhile, ARLs had the opportunity to attend several breakout sessions such as a CORE Refresher, Local Store Marketing: Utilizing Technology and Digital Tools to Increase Your Bottom Line, HR Hot-Button Legal Review and IT Best Practices.

To wrap up two days full of learning, all attendees came back together to hear president and founder of Incentivize Solutions

TJ Schier discuss how to build a team of top performers before heading to the closing event for a “Mask”-querade party featuring a ring dancer and contortionist, photo booth, mask-making, games and delicious food. Before the dazzling closing event, HR leaders were invited again to network during the HR Leaders Debrief: Next Steps. Here HR leaders discussed key takeaway points gathered from the conference and next steps for the continuation of the forum.

The next day saw an equipment and technology breakout session with presentations from Antunes, Middleby, ACP/Amana, Marmon Foodservice Technologies, Xenial, Stratacache and Welbilt.

The 2021 NFA LEAD Conference proved to many that there is a need for and value in having an event dedicated to education and training and an opportunity to network face-to-face with fellow franchisees and system suppliers. The NFA looks forward to hosting the LEAD Conference for many years to come. Please save the date for June 7-10 when we will be at the Cosmopolitan in Las Vegas again for the 2022 NFA LEAD Conference.

NFA Chair Dan Fitzpatrick opens the 2021 NFA LEAD Conference at the Welcome Dinner at Celebrity Cars Las Vegas.

Attendees were treated to a dinner at Celebrity Cars Las Vegas, a unique event space filled with millions of dollars in exotic and classic cars, motorcycles and more.

GENERAL SESSION

NFA LEAD Committee Chair Andrew Schory opens the 2021 NFA LEAD Conference with a moving speech.

Attendees listen attentively as Dan Fitzpatrick delivers his opening remarks.

Kimberly and Chris Hall with Hall Financial and Yorleny Lo Bello pose for a photo at the Welcome Dinner.

Attendees converse, network and enjoy themselves at the Welcome Dinner.

Franchisees CJ Fitzpatrick and Anthony Josephson network with BKC’s John Zurovchak at Celebrity Cars Las Vegas.

NFA staff members help attendees register for the 2021 NFA LEAD Conference.

Conference attendees make their way to the Nolita Ballroom for opening general session.

NFA Chair Dan Fitzpatrick is led to the stage by LED DrumBots for an exciting opening to the conference.

Franchisee with PEC Management Keith Egyed, far left, and Andrew Schory, far right, pose with Ampler Group’s Matt Bars and Bonnie Najera during the Doing the Extraordinary Panel.

Andrew Schory, far left, and Keith Egyed, far right, pose with JS Foods’ Anthony Josephson and Julio Rendon during the Doing the Extraordinary Panel.

Keith Egyed, far left, and Andrew Schory, far right, pose with Syed Restaurants Enterprises’ Amir Syed and Brian Saheed during the Doing the Extraordinary Panel.

Andrew Schory, far left, and Keith Egyed, far right, pose with Syed Restaurants Enterprises’ Amir Syed and John Martinez during the Doing the Extraordinary Panel.

Tim Kirkland, CEO of Renegade Hospitality Group, shares with attendees the difference between technical and adaptive leadership styles.

Conference attendees listen intently to Tim Kirkland’s keynote address.

Keynote Speaker TJ Schier presents “Building a Team of Top Performers.”

Attendees share laughs during TJ Schier’s lively keynote address.

Tim Kirkland provides conference attendees with a deeper dive into CORE during his CORE Refresher breakout.

Chris Daly with RSI provides insights during his RSI Tools & Cost Mitigation breakout with Lisa Bonet.

Attendees of the Establishing vs. Changing Culture breakout have some fun with speaker Keith Egyed.

There was plenty of time to share good ideas during the BKC DM Routines breakout session. BK Foundation President Liz Greenberg and Quality Dining Inc. franchisee CJ Fitzpatrick share best tips and practices during their Business Planning breakout.

Attendees of the Communications breakout enjoyed a game of Telephone with franchisees David Deise and Russ Lo Bello.

Megan Tidwell with PEC Management leads a breakout with Kim Ervin on Cultural Retention.

Doug Duerr with Elarbee Thompson Sapp and Wilson LLP shares legal advice during the HR Hot-Button Legal Review breakout.

Franchisee Matt Bars shares Ampler Group’s marketing tips through his Local Store Marketing breakout.

Dave Burkhart, vice president of U.S. technology with BKC, shares IT best practices with breakout attendees.

Attendees share thoughts and ideas during one of the many ARL breakout sessions available.

HR representatives from many different franchise groups come together for the first time to share HR ideas and issues during the HR Forum, led by Kim Ervin with TOMs King.

Lisa Bonet leads a discussion during the RSI Tools and Cost Mitigation breakout. Attendees network in between breakout sessions

Vice President of U.S. Technology with BKC Dave Burkhart joins in laughter with fellow attendees during a break.

LEAD Conference Chair Andrew Schory networks with Chris Horton and Eric Schenk with Workstream in between the franchisee-only and breakout sessions.

HR representatives Karen Weber, Rochele Davies, Rhonda Gordon and Kim Ervin network during the inaugural HR Forum welcome reception.

Breakout attendees share insights and best practices between sessions.

Attendees Shari Davis and John Kruchten converse between sessions at the conference.

NFA Chair Dan Fitzpatrick shares the results of the latest FBR Survey during the franchisee-only session.

RSI CEO and President Joel Neikirk presents his RSI Update during the franchisee-only session on day two.

Glenn Levins, Elevanta chair, gives an Elevanta update to franchisees.

BKC Vice President of U.S. Technology Dave Burkhart provides insight and updates on information technology within the brand.

L-R: Franchisees Shane Hitzeman, Nicole Dreier, RSI CEO and President Joel Neikirk and franchisee Chris Johnson share tips for handling minimum wage hikes during the Minimum Wage Best Practices Panel.

NFA Government Relations Chair Matt Herridge gives an NFA government relations update to franchisees on day two.

Restaurant Council Chair Shane Jacobs provides an update.

Chris Mott, head of architecture, design and construction with BKC, details developments on the look and feel of BURGER KING restaurants.

BK Foundation representatives Amanda Israel and Liz Greenberg provide updates on the foundation and BK scholarships to franchisees on day two.

Marketing Council Chair Jim Froio updates franchisees during the franchisee-only general session.

Attendees converse with vendor Joey Martinez with Atmosphere TV during the trade show.

Attendees network with representatives from Xenial during the trade show at the conference.

Franchisee Daniel Spears listens to Leasecake representative Taj Adhav at the trade show.

Attendees Brooke Kaplan, Rachel Levins, Amanda Israel and Allison Werner pose for a picture on the trade show floor. An attendee watches a demo of the Neico broiler by Guido Nava.

Franchisees Joe Clements and Bennie Arbour are all smiles at the trade show.

Attendees visit the SoLink booth during the trade show.

Attendees Annie Mays, Larry Everett, Scott Angier, Bennie Arbour and Becky Lane smile for the camera as they network over refreshments at the trade show.

Conference attendees enjoy themselves with food and drinks as they browse the many booths at the trade show.

Attendees arrive at the closing event in style by having fun under the LED arches.

Jamie Butler and Amy Sanders play one of the carnival-themed games during the closing event party.

Scott Angier with JPL Management shows off his muscles during the closing event.

Attendees pose for a photo during the “Mask”-querade-themed closing event.

Dan Fitzpatrick poses for a photo op with Kallie Fitzpatrick and Jen Tyler at the photo booth during the closing event.

Attendees show off their dance moves and hand-made masks as they enjoy their time at the closing event.

Phoenix Organization’s Melissa Neaves, Ana Shaw, Charles Arbour, Vicky Rivas and Jesus Vasquez pose for a group photo as they enter the closing event.

Lisa Beck, Marlene Perrott and Shane Hitzeman with Pride Restaurant Group show off their creative side at the closing event.

LEAD BREAKOUT: Establishing vs. Changing Culture

During the 2021 NFA LEAD Conference, restaurant and hospitality expert Tim Kirkland paired up with Keith Egyed, franchisee with PEC Management, to host a breakout session: Establishing vs. Changing Culture. The discussion revolved around what culture is. Culture, in today’s world, seems like a buzzword that many companies pride themselves on, but might not understand completely.

What exactly is culture? When some hear the word, they think of a certain group of people – maybe their family or hometown traditions. Egyed asked the breakout participants to provide examples of culture. “Pittsburgh Steelers,” someone called out. “Texas A&M!” Those football teams are known for their terrible towel-waving and the 12th man, respectively.

In a post-pandemic market where labor is a challenge, making your company a place where people want to work is more important than ever. So how do Kirkland and Egyed advise you to improve your culture?

CULTURE = LIGHT

In his presentation, Kirkland compared culture to light. Both do three things:

• Guide – Light illuminates a path to get to your destination. Whether it’s a nighttime drive or a path to your business’s success – you need a guiding light.

• Warm – Light and culture both serve as sources of comfort. Without an established culture, your company can feel cold. Make your workplace somewhere that your customers and team members feel welcome.

• Illuminate – Once a light shines, it infiltrates its location. It spreads and shines on everyone around. Think of culture the same way.

In your restaurants, you might be familiar with a few different types of leaders. You might have a manager who is motivated by rules and very results driven. They might tend to give more negative feedback than praise. Kirkland calls this type of leader a “cop.”

by SAVANNAH DALY

In a different location, you might know of a manager who is the exact opposite: they are erratic and spontaneous and are excited about new ideas and goals. These leaders are known as “campaigners.”

The last type of leader Kirkland introduced is the coach: A team builder who prioritizes teaching and training and creates a winning culture. The coach can help shape and mold culture in the workplace. None of these types of leaders are necessarily good or bad, but it is important to be aware of their traits to help guide them in the right direction for your culture.

“Know and measure your leader. Guide toward coaching, not patrolling, and keep your campaigners in check,” said Egyed. “It’s nice to have those enthusiastic ideas. Just ensure it does not overtake the culture you are trying to establish.”

ESTABLISHING CULTURE

The duo discussed the concept of “establishing” culture, which implies permanence, as opposed to “changing” culture, which implies something that can morph over time.

Established culture:

• Brings long-term sustained results.

• Is connected to the core value of the leader.

• Does not change during an initiative campaign and instead excels during it.

To establish your company culture, Egyed notes that it begins with identifying a root cause of concern and areas of improvement, then creating a plan to address that concern. It takes a true leader to implement these steps, not just someone who manages others.

“We need less management and more leadership. There are very distinct qualitative differences,” explained Egyed. “Management assumes controlling, directing, checking. There is a specificity to management: there is an assumption of authority and

control. Leadership is a very different quality – it involves creating direction through vision, inspiration and example, as opposed to direction through control.”

LEAD WITH A VISION

The better your guiding light, the better you can see. Set a path of standards and expectations for team members, and establish a “light” that is clear, bright and illuminates the way to success. n

OUTLINED TYPE

SAVANNAH DALY is the NFA communications coordinator. You can reach Daly at 678-439-2288 or savannahd@nfabk.org.

CEO of Renegade Hospitality Group Tim Kirkland compares culture to light during the breakout session.

PEC Management franchisee Keith Egyed interacts with attendees.

LEAD BREAKOUT: Communications Improve With Good

You can take a classroom full of fifth graders or a hotel meeting room full of adults, and the results will likely be the same. Start a game of “Telephone.” Whisper a short phrase to one person and have them whisper it to another until the message has been passed through a dozen or so people. Ask the last person what they were told, and it probably will sound far different from the original message.

It’s not only a simple game, but also an effective demonstration of the mistakes that can plague communications passed through multiple layers of a business organization. Far from harmless fun, however, those garbled messages can often lead to mistakes that are costly in time, money and effort, leading to frustration for both the sender and receiver.

Tools and Techniques

They include:

• Todoist: This tool helps managers organize and account for all the details they need to cover, assign and delegate tasks via email, and share documents. It integrates with email platforms to keep messages organized and relevant to ongoing projects.

by SEAN IRELAND

• WhatsApp: Whatsapp allows users to chat, message and share files with groups of people that they create and organize. All communications can be synced to a computer so that users can work on the device most convenient in the moment.

• Timepage: This smart calendar syncs all a user’s calendars in one place and integrates them with contacts, weather forecasts, maps and platforms like Uber in one easy app.

• Google Translate: This free service instantly translates words, phrases and web pages between English and 100 other languages. It works in apps and allows users to connect with people across language barriers.

Deise also noted that many people don’t fully use all the functions of their email platforms, such as setting meetings and appointments or scheduled send options that allow users to email reminders to their teams about certain tasks or reports that need to be accomplished.

These tools are important time-saving and clarifying devices. Used effectively, they have an important role to play in business communications. But no matter what the capabilities of the tools we use, Lo Bello noted that organizational communications will only be as good as the thought that’s being put into them.

He offered 10 techniques that both senders and receivers should use to understand and verify messages.

1. Listen, listen and listen: Make sure that you are listening to what the other person is saying rather than trying to formulate a response, and be sure to focus on one conversation at a time – don’t try to return a text or email while carrying on conversation.

At the 2021 NFA LEAD Conference, Russ Lo Bello, a BURGER KING® franchisee with the Phoenix Organization Inc., and David Deise, director of operations with franchisee organization Supreme Foods, led a breakout session that used Telephone to show the pitfalls of unclear interactions and then focused on tools and techniques that can lead to more effective communication by leaders – ways to avoid mistakes and make sure the team gets it right every time.

Deise detailed several different digital tools that he and his organization use to stay organized and keep communications sharp. These smartphone apps are free or inexpensive and easy to use.

2. Who you are talking to matters: It’s OK to use acronyms or informal language when talking to a friend, but if you are emailing or texting your boss, acronyms or informality may not be appreciated or understood. Target your message based on the person receiving it.

3. Body language matters: Whether face-to-face or over a video-conferencing system, make sure you appear accessible with open body language and eye contact.

4. Check your message before hitting send: Read what you have written again and make sure your words communicate what you mean. Check for spelling and grammar too.

5. Be brief, but specific: Keep your message short, clear and

Russ Lo Bello, left, and David Deise led the Communications breakout session at the 2021 NFA LEAD Conference.

to the point, but don’t omit details that provide understanding. If you are responding to an email, be sure to read the entire message before starting an answer.

6. Write things down: Take notes while talking with another person or when in a meeting. Don’t rely on your memory. A follow-up email is a good tool to make sure you understand what was said during the conversation and that everyone agrees on the next steps.

7. Know when to pick up the phone: If there is a lot of information to convey or a lengthy exchange of information needed, pick up the phone and call rather than trying to fit it into an email. It can save time and be more effective.

8. Think before you speak: Pay close attention to what you say and how you say it and who is hearing it.

9. Treat everyone equally: Don’t talk down to others. Treat them with respect. The Golden Rule applies here – speak to others as you would wish to have them speak to you.

10. Maintain a positive attitude and smile: Even when speaking on the phone, smile. Your positive attitude will shine through, and the other person will pick up on it. People respond positively to positive people. n

SEAN IRELAND is the NFA director of communications. You may reach Ireland at 678-797-5165 or seani@nfabk.org.

Session attendees played “Telephone” in a demonstration of just how difficult it can be to get a clear message through multiple layers of an organization.

The right tools and techniques can improve an organization’s communications and prevent mistakes costly in time, money and frustration.

HR Professionals Joined Together

During the 2021 NFA LEAD Conference

June 8-11, the National Franchisee Association (NFA) brought franchisees, NFA members, above-restaurant leaders (ARLs) and system suppliers together for the first time in over a year for the 2021 NFA LEAD Conference. Held at the luxurious Cosmopolitan in Las Vegas, attendees were able to enjoy a three-day agenda filled with general sessions, ARL breakouts, trade show time and a closing event. This year’s conference brought something new to the table – an HR Forum.

The theme for the 2021 NFA LEAD Conference was Challenge. Change. Opportunity., centralizing the need for a stronger culture in the workplace following such a tumultuous year. Now more than over, strong HR leaders are called upon to help create balance and build a stronger culture, creating a healthier work environment.

Following the novel coronavirus pandemic, restaurant industry leaders have found it increasingly difficult to rehire old staff, hire

and on-board new team members, and keep their cultures alive and thriving. An outlet was needed to help leaders brainstorm and collaborate on ideas.

With this year’s NFA LEAD Conference bringing restaurant industry leaders together for the first time in a year and a half, HR leaders were invited to attend their own forum and connect to do just that. HR leaders from different franchises were able to come together, network and face head-on the labor issues that are affecting the restaurant industry. The inaugural HR Forum consisted of three sessions: a welcome reception, networking breakfast and a debrief.

by RACHEL JACKSON

Led by TOMs Kings Chief People Officer Kimberly Ervin, the HR Forum kicked off after general session on June 9 with a welcome reception: Receptive to Change: A Gathering of HR

TOMs King Chief People Officer Kimberly Ervin, far right, leads an HR Forum during the 2021 NFA LEAD Conference in Las Vegas.

Leaders. HR leaders were invited to a meet-and-greet session to get to know one another. From there, Ervin discussed the purpose for the forum, shared the desired goals for the forum and notified fellow HR leaders of the many HR-related breakout sessions offered on the agenda during the ARL breakouts the following day. Refreshments were served during the welcome reception and attendees utilized the time to network with one another, build connections and plan out their schedule for the following day.

On June 10, the HR Forum resumed with the Human Resources Leadership Networking Breakfast, where industry leaders reconvened and prepared for the day. Many breakout sessions focusing on the top issues in HR were offered following the networking breakfast: Establishing vs. Changing Culture, Communications, Cultural Retention and HR Hot-Button Legal Review. These franchise leaders spent the day gathering information from these sessions and reviewing their notes.

“This event was the first of its kind, connecting HR leaders to help build alliances and discuss the challenges we face and the solutions that each of us have discovered to help improve our businesses individually. The opportunity to meet was informative as well as inspiring with an overabundance of ‘like-mindedness’ in the room,” said Ervin. “I have attended other hosted events, none ever focused solely on the needs of HR. Thank you Elevanta/NFA for the opportunity to create something great for HR professionals.”

Later that evening, the forum concluded with a debrief: HR Leaders Debrief: Next Steps. Ervin asked each attendee to come to the debrief with a few issues that are popping up in their restaurants as well as a few tricks they have implemented in their locations that are working to help boost morale and keep the culture growing.

“We shared great ideas and talked of creating a network where we meet frequently to discuss best practices and build a forum of ideas that benefit the brand,” said Ervin.

The HR Forum provided valuable information to the attendees and created a space for HR leaders to share ideas and best tips and practices they have implemented in their stores that have worked. “The time and information that we shared was valuable and the experience positive. I’m looking forward to next year’s event and how we can collaborate on making this event even more impactful,” said Ervin. n

RACHEL JACKSON is the NFA associate director of communications/event production. You can reach Jackson at 678-540-6209 or rachelj@nfabk.org.

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“This event was the first of its kind, connecting HR leaders to help build alliances and discuss the challenges we face and the solutions that each of us have discovered to help improve our businesses individually.”

– Kimberly Ervin, TOMs Kings Chief People Officer

The Road Ahead:

Franchisees Navigate Bumpy Path on Post-Pandemic Journey

Though the nation continues its emergence from the economic crisis caused by the coronavirus pandemic, businesses owners and managers – particularly those in the restaurant industry – are finding that recovery is bringing with it a whole new set of challenges in 2021. A labor shortage has taken center stage, quickly pushing past the lingering effects of the pandemic and vaccination policies as the biggest hurdles for franchise owners to face, even as sales climb back to or above pre-pandemic levels.

Of course, not all recoveries are alike. Many locations are experiencing a boom in receipts in states and cities where pandemic restrictions have been eased or removed, with sales far above anything seen over the last year. However, in places where capacity restrictions remain, sales have been slower to rebound.

Virtually everywhere, however, there is overwhelming concern over how to keep businesses staffed. A shortage of workers in the spring led some businesses to report that they were cutting hours of operation. Some restaurants were closing dining rooms for the same reason. The situation led employers to try new and creative measures to hire new team members, with varying results.

First, the good news: In places of the country where pandemic restrictions have been eased and locations are back open to dine-in service, sales are up. Whether spurred by stimulus money or by people eager to get their lives back to normal after spending months avoiding public places and crowds, operators of BURGER KING® locations are seeing sales recover and even eclipse pre-pandemic levels.

“Sales are increasing as guests realize that the actual risks associated with COVID-19 are lowering significantly,” said Charton Management’s Matt Herridge. “The direct stimulus and unemployment bonus payments have also increased expendable income that

is driving sales in the quick-service restaurant (QSR) industry.” Charton Management operates nine BK® restaurants in Ohio and West Virginia.

“The sales are there, and more and more people are getting vaccinated and are just tired of the limitations on travel and indoor dining. We’ve definitely seen a resurgence in guest traffic,” said Jordan Drury of Drury Restaurants, which owns 36 BK restaurants in Arkansas, Illinois, Kentucky and Missouri.

by SEAN IRELAND

Even in areas of the country where restrictions have been kept in place longer, improvements are being noted, with more anticipated. “We are seeing continued increases year over year,” said Mark Peterson, vice president of operations of Bennett Management Corp., with 25 locations in Michigan and Ohio. “With the relaxation of COVID-19 restrictions, we expect to see positive sales and are confident that hand-breaded chicken will drive additional traffic to our stores.”

“Being primarily in New York City, we have yet to fully reopen as dining rooms are still closed due to strict contact-tracing guidelines as well as most trade areas still not getting offices and businesses back up and running,” said Amir Syed of Syed Restaurants Enterprises Inc. and its 20 locations. “The plan is to get this done in early July. However, we are obviously seeing much better sales and profitability numbers as compared to where we were a few months back. Things are improving each and every day and hopefully as restrictions are lifted, dining rooms will fully reopen and we will eventually move closer to where we were.”

As the nation opened back up to normal activity and

Continued

Recovery

Continued from page 51

economic recovery ramped up, restaurant sales still leaned heavily toward the drive-thru, delivery and takeout channels with dine-in rebounding, but slowly. “I expect as schools let out and summer travel begins, we will see an even greater increase in the amount of traffic at the stores,” Drury said. “There does seem to be a hesitancy among people to fully return to dining inside. We immediately saw our regulars return in the mornings, but the overall dine-in guest pre-COVID-19 has not returned yet. It may take some time to get back to normal.

“We think that the drive-thru will remain very strong,” he added. “We think a lot of guests who may have been your typical dine-in consumers may have been reprogrammed over the last year to the drive-thru experience and have simply gotten used to it. The only thing holding us back from keeping all that increased drivethru traffic is staffing and subsequently speed.”

Therein appears to be the biggest challenge that franchisees and their managers face now. Finding enough job candidates to fill out teams was difficult even before the pandemic. For many reasons, it has become even harder now.

Blame for the tenuous labor situation has been placed on additional federal government unemployment relief approved in March, which is thought to be keeping some workers on the sidelines collecting benefits rather than seeking work. While that’s a factor, there may be more to it. Child care issues and lingering concerns about COVID-19 are also playing a role in the availability of workers.

A recent survey by employment platform Joblist suggests other forces at work too. According to the survey, 30% of restaurant workers are switching out of the industry, with interest in restaurant jobs falling 40% since last June. In a story for QSRweb in May, Joblist CEO Kevin Harrington said the survey found that some workers are seeking higher wages in other industries. “On a wide scale, the pandemic created an opportunity for workers –especially in restaurant, bar and other customer-facing roles – to find new jobs outside of the industry,” he said. “Even as those businesses and job opportunities have come back, many of the workers have already moved on. They have switched industries altogether, already found jobs with new companies, or transitioned to remote or freelance work.”

No matter the reason, BK restaurants are working harder than ever to build teams to meet the growing opportunity for sales. To use the word crisis is not an overstatement. “We’re paying more overtime and have more people falling into full time than we ever have in our company’s history,” Drury noted. “We have assistants traveling to cover other stores, and we’ve had to close early in some locations because we’ve had no one to close. It’s all-handson-deck, even pulling our corporate office staff to help in some local restaurants during lunch rush. To say it’s frightening doesn’t describe it. There’s no worse feeling in the world than to know that you have customers literally standing on your doorstep, and today might be the day you have to turn them away because you simply have no one that came to work.”

“We are unable to fully open due to the lack of staff and the candidate pool,” Herridge said in agreement. “We have raised the starting wage significantly and are bonusing employees who work an entire two-week payroll period with no call-offs.”

The labor crisis has led to an urgency to hire that means

companies are doing anything and everything they can think of to find and bring employees on board. “We are not in a position to be selective anymore. All applicants are being considered,” Herridge said.

“We are working very hard to differentiate ourselves from our competitors,” Peterson said. “We switched to Workstream for applicant sourcing, implemented a ride share program, competitive pay and employee rewards, just to name a few. We continue to hire friendly, hard-working people with an eye on growth.”

Drury Restaurants has raised starting wages far above minimum wage and implemented a summer bonus program. For team members hired starting June 1, anyone staying employed until Sept. 1 will be paid an extra $1 per hour for all hours worked during that period. Restaurant general managers will get an extra $75 per week during those summer months too. The company is focused on finding people with positive attitudes and a good work ethic and has noted that teens seeking their first job experiences most often show those qualities.

Still, given the atmosphere, there are no easy answers. Syed Restaurants Enterprises has worked with local agencies on job fairs, tried online services and in-store marketing. “We have had little success, but like everyone else, just enough to keep getting by and maintaining our core group and supplementing it with replacements and hoping we can get to September when [unemployment] benefits run out,” Syed said. “Before the pandemic, we would mostly only interview candidates with previous QSR or business management experience. Gone are those days. At this point, if you are available full time, are willing to work and get through an interview conducting yourself in a cordial and professional manner, chances are you will get a job.”

Whether they are new or longtime employees, everyone employed in the QSR industry will be carrying forward operational changes and building on the lessons learned over the last year. Herridge said his company will make drive-thru efficiency and online expertise the focus of his teams. Syed noted that acrylic screens at front counters and temperature checks will probably be part of the industry for the foreseeable future.

Drury Restaurants is considering whether to make condiment packs available in the dining room – not for safety reasons, but cost. When dining rooms closed at the start of the pandemic, the company noticed an improvement in food costs, particularly in the reduced purchase of individually packaged items such as ketchup, sugar, salt and pepper. With the employment challenge pushing labor costs higher, any savings are welcomed.

Most operators thought 2020 would be their toughest year in business, but 2021 may give it a run for the money. Even with sales on the rise and the potential for sales growth above the horizon, capitalizing could remain just out of reach because employees are so difficult to find, keep and train on organizational standards.

“We have been preaching from the rooftops about not letting our culture die. We are a very culture-oriented and guest-facing organization,” Drury said. “This culture and reputation for us locally have taken decades to build. Now, we have 80% of our staff who have never worked in an open dining room or interacted one on one with a guest. This has to be retaught, and we’re starting now. The customers are here, we just have to keep them.” n

SEAN IRELAND is the NFA director of communications. You may reach Ireland at 678-797-5165 or seani@nfabk.org.

2021

Elevating the Beverage-Dispensing Experience

Many people enjoy the crisp, refreshing taste of a carbonated drink, and as more and more flavors and varieties are being released, soda aficionados are always on the lookout for the latest and greatest. As consumer tastes change and a stronger demand for an enhanced customer experience grows, operators need to have confidence that their beverage dispenser can keep up with the demand by ensuring it has the latest features and capabilities to deliver the speed, flexibility and experience the modern consumer demands.

Speed

Quick service and minimal wait times not only help your customers achieve a positive experience, but they also improve throughput. Dispensers like Lancer Worldwide’s IBD Bold 30i™ are focused on boosting customer throughput. The easy-to-use digital touchscreen and uniquely located twin dispense points help customers move through quickly. Also helpful are its fastpouring valves, which have an industry-leading flow rate as high as 4 oz/second. Make sure the fountain machines aren’t causing customers unnecessarily long wait times to get what they’re looking for. Getting customers through the fountain line quickly also sets the stage for impulse buys; another feature that sets the Bold 30i apart. With 32 inches of high-resolution display for programmable content, limited-time-offer promotions and brand enhancements, it’s never been easier to get your content in front of the customer. Being able to program when specific content is displayed is a key feature.

Versatility

Innovation is key when it comes to keeping up with consumer demand. The IBD Bold 30i™ accomplishes more than most machines on the market today, pouring up to 24 brands (16 chilled, eight ambient), from a small 30-inch footprint. In addition to the major carbonated soft drink brands, the Bold 30i is an effective merchandiser of trendy craft sodas and specialty beverages, like sparkling waters, organic drinks and cane sugar sodas. And the beverage flexibility doesn’t end there. It can also add consumer-favorite flavor shots in two formats – blending and dosing – for a completely customized beverage-dispensing experience.

Ice is also an element that matters to consumers. With the Bold 30i™, operators can choose whichever ice type their customers prefer most, as it can dispense all common ice types, including nugget or chewable ice, a common customer favorite.

Internet of Things (IoT)

Business owners and operators are increasingly reliant on data and analytics to help guide strategic business decisions. Beverage dispensing is no different. Lancer Worldwide’s Lancer Link IoT connectivity is a standard key feature that provides real-time beverage data on fountain performance, including what’s selling and peak performance times for each product, so that owners can make informed and profitable choices for stores across different markets and regions. Those performance insights can also give operators more leverage when they negotiate with beverage vendors.

A Bold Step Forward

When looking to enhance the dispensing experience while providing speed and versatility, the IBD Bold 30i™ is the solution. With its impactful merchandising, beverage variety and customization options, and IoT integration, the Bold 30i™ can help an operator stand out from the competition and build a loyal customer following – all in 30 inches of counter space. To learn more, visit lancerworldwide.com/IBDBold. n

Lancer Worldwide is a Sapphire partner member of the National Franchisee Association. The company may be reached at 904-631-1031 or www.lancerworldwide.com.

Getting customers through the fountain line quickly also sets the stage for impulse buys; another feature that sets the Bold 30i apart.

Newly Elected Directors Share Perspective on Joining the RSI Board

Earlier this year, RSI held its annual board of directors election and meeting at which two members – Keith Egyed and Luke Pisors – were elected by BURGER KING® operators across the country to serve on the board. The new directors began their two-year terms in May, during one of the most difficult times in recent history, the pandemic era.

Since joining, they have dedicated themselves to guiding RSI leaders through supply chain challenges, ensuring supply above all else; sharing the valuable franchisee perspective; and helping shape and strengthen the company’s plans and priorities for the future.

RSI recently interviewed its two new directors about their experiences to date.

How do you think your prior experiences (professional or personal) can help inform and drive your decision-making as a board member?

KE: I’ve always served in an “operations” role, or what I call the foundation of the business. As a result, I spend a significant amount of time focused on the daily operations of our restaurants. My belief is that this perspective will aid in understanding how products overall, including promotional items, are being moved, handled or even wasted. This feedback will hopefully benefit RSI when making significant purchasing decisions for the entire system.

LP: I’ve had the opportunity to work in a small-franchise group, a large group with more resources, and on the franchisor side before joining the BURGER KING brand about two-and-a-half years ago. Those experiences and perspectives help me make the most informed decisions when guiding RSI, since each party has slightly different priorities and resources.

What pre-conceived notion about the supply chain did you have? How has that changed or been reinforced?

KE: Given RSI’s access to robust data, it is easy to assume it has this same level of data from test markets for new products on which to base forecasting and, therefore, supply-purchasing decisions. The data is not as encompassing as it needs to be since the

testing time periods are currently shorter. In some instances, geography also plays a part in testing as well, which can make it challenging for RSI to forecast product-purchasing decisions. I am committed to inquiring more about test market results to be better informed and provide better feedback on purchasing decisions.

LP: I’ll admit that in much of my career as a quick-service restaurant leader, I’ve taken the supply chain function for granted – that certainly isn’t the case anymore! Two aspects of my sense of supply challenges over the past decade really stand out. First, the reality of 2.5 billion people in Asia moving into a more modern middle-class economy and the impact that has on global protein demands. And second, it’s hard to drive our interstate highways the past few years and not see the competition for truck drivers heating up.

What would you say is RSI’s greatest strength amid the residual supply chain pressures caused by the pandemic that is helping steady the course for the system?

KE: Having both Joel Neikirk and George Hoffman available at the present time has been a tremendous underlying benefit. I have come to know Joel very well over the last several years. In any role he has played, he has been a wonderful leader with a vision, especially a vision for the BURGER KING brand. That outlook has served him well during the pandemic, being able to see the business through the eyes of both the franchisees and restaurant-level management. He has done this all while transitioning to his new role, which is a credit to George and his mentorship in preparing Joel to take the reins. The franchise community and the brand are both very fortunate to have these great leaders available to us during the pandemic.

LP: Entering this role, I thought that the technology platforms that RSI developed and supports are its greatest strengths, providing really powerful context and analysis for franchisees. Now, given

the current environment, it’s clear that the caliber and experience of the RSI team members and leadership are also a huge strength. RSI handles the daily and weekly challenges that come its way due to the calm competence of its team behind the scenes.

What mark do you hope to make as a member of the RSI Board of Directors?

KE: With restaurant-level operations as my strength, my hope is to use this as a resource for providing overall feedback, when and where applicable, while continuing to learn about areas of RSI that I may not have that much prior experience or involvement with overall.

LP: It’s already a strong group of directors, but I hope to bring a long-term perspective that balances immediate needs with strategies that keep RSI an industry model for franchisee-owned supply chain management companies. Leveraging RSI’s organizational strengths to provide the right services for operators is important as well, and I think that the delivery reconciliation portal is a good example of RSI’s ability to provide a service that we couldn’t have imagined needing just a few years ago.

What advice would you share with an RSI member who is thinking about running for the board?

KE: Having been engaged in the National Franchisee Association, Burger King Corp. councils and now RSI, I would highly recommend operators be engaged in some area of the business. The networking alone is of great value in addition to helping the brand and our collective businesses overall. That said, measure your engagement. I have seen many operators engage in multiple areas often wondering how they will be able to manage their business all at the same time. LP: It’s definitely a commitment of time to be up to date on the various decisions that need to be made, but it’s also a rewarding investment in our brand. n

Keith Egyed

• PEC Management –Erie, PA

• 32 BK restaurants

• Represents RSI’s Northeast Region

Luke Pisors

• Ambrosia QSR

• 107 BK Restaurants

• Represents RSI’s Northwest Region

SCHOLARSHIPS & SUCCESS: Class of 2021 BK Scholars Awarded

The BURGER KINGSM Foundation awarded a recordbreaking $4.5 million to more than 4,000 students earlier this year, bringing education to the lives of college-bound high school seniors, BURGER KING® employees and their families.

This brings the foundation’s total impact to $50 million in scholarships awarded to students across North America since 2000. Achievement of this strategic target and continued growth despite all the difficulties faced in 2020 are huge accomplishments for the foundation.

But the foundation couldn’t do it alone. So much gratitude goes to our franchisees for their continued support over the past year, as well as the McLamore family, who funds the foundation’s three largest scholarships, the $50,000 James W. McLamore WHOPPER® Scholarship awards. Below are a few highlights of how the foundation’s scholarships are helping empower students in our communities and our team members.

SCHOLARS SPOTLIGHT

Angelica Mroczek

Staten Island, New York

Brown University – Biology/Pre-Med and Public Health

As a $50,000 WHOPPER® award recipient, Angelica was one of the top three applicants out of over 35,000 students across North America. She is a remarkable young woman who in only a few short years has already accomplished so much. She has completed a research internship at Cornell focused on gene therapy and blindness, worked to make her community more accessible for visually impaired children and is the valedictorian of her class. We are so excited for Angelica and are looking forward to seeing all the amazing things she’s going to accomplish at Brown University in the fall!

“When I got my acceptance to Brown University, my family was so excited, but quickly realized the financial aid wasn’t enough to allow me to go. Brown is my dream school, and without this scholarship, I wouldn’t be able to attend. Thank you to the McLamore family and the BURGER KINGSM Foundation for this award! You are changing my life and making my dreams come true!”

Markus Melvin

Statesboro, Georgia

Georgia Southern University – Class of 2021

Markus Melvin has been an employee of Hugh and Mary Bigham over the past six-and-a-half years. He began working in high school at Magnolia Mall and continued to work through college, coming back for summers and holidays. He has been a recipient of BURGER KINGSM Foundation scholarships and the Hugh and Mary Bigham award and has made the most of these awards and his football scholarship. He completed his studies this May and is attending graduate school in the fall. Markus is an extraordinary young man and a great example of how impactful scholarships can be in the lives of our recipients.

Isabella Nguyen

Arlington, Texas

University of Pennsylvania – Biology

As another one of our WHOPPER® award recipients, Isabella is an impressive student. She dreams big and wants to inspire change as a young woman and person of color. She embodies the spirit of this award and is passionate about service and giving back. She even has her own nonprofit, fullstop., created to address the needs of women in underserved areas around her. We are so excited for her to begin her research study at the University of Pennsylvania as a Vagelos Scholar and look forward to seeing all the amazing things she will continue to do!

“To me, this scholarship is more than just financial aid, but also a sense of hope and accomplishing my dreams in the future. This scholarship will allow me to attend UPenn and has changed the course of my life. I’m looking forward to using my platform as a BURGER KING Scholar to improve my community and inspire future young leaders like myself. We’re so grateful for this scholarship and the foundation for this opportunity and investing in me and my future.”

The foundation also thanks those franchisees and vendors who came up with innovative ways to lend their support to its scholarship and emergency relief programs over the past year to help the foundation meet the unprecedented need faced throughout 2020.

For more information on the foundation, or if you have any questions on how to get involved, please email the BURGER KINGSM Foundation team at bk_mclamorefoundation@whopper.com. n

Employee Off-Duty Conduct: Are There No Consequences?

There is likely no workplace that does not have some rules of conduct: no sexual harassment, no violence and do not steal are some common examples. Such rules govern not only the way employees interact with each other and their supervisors, but also their conduct toward customers, visitors and the like. Such conduct rules are necessary to the smooth operation of the workplace, and there is no question that those rules apply while at the workplace or working, even if that work takes the employee away from the premises. But what happens when employees are away from the premises and not working? Do the rules still apply? What about off-duty conduct that is not specifically prohibited by a workplace rule? Can off-duty conduct that occurs away from the workplace result in disciplinary action, including termination?

In May 2020, Amy Cooper, a resident of New York City, became known as “Central Park Karen” after a video surfaced showing her calling the police claiming that she was being assaulted by an African-American male. Her employer, Franklin Templeton, terminated her almost immediately from her $170,000-per-year job, releasing a statement that it did not tolerate racism of any kind. More recently, following the Jan. 6 insurrection, some participants lost their jobs as their actions

became known. Are such terminations legal? What about conduct that does not make national news? What are the rights (or obligations) of the employers and employees in these situations?

These questions are important, not only because employee off-duty conduct can have serious consequences in the workplace and for the business itself, but also because acting against an employee for off-duty conduct can also result in legal claims by the employees against their (sometimes former) employers. In fact, in May, Cooper filed a lawsuit against her former employer, stating that it lied in its public statements regarding its actions and defamed her (in addition to claims of alleged discrimination based on her sex and race), and some of those terminated following the insurrection are challenging their terminations in court.

by DOUGLAS H. DUERR

While there are federal laws that prohibit discrimination based on certain characteristics (e.g., race, religion, etc.) or on certain activities relating to the workplace (e.g., picketing for higher wages or for collective bargaining), unfortunately, what action an employer can (or must) take against an employee for

off-duty conduct will almost always depend upon what state you are in and, in some instances, what the conduct is.

A good example of how this works is the use of cannabis: As states liberalize the rules on cannabis use, we are seeing a rise in “cannabis tourism” in which individuals travel to a state allowing recreational use of marijuana (e.g., Colorado), lawfully smoke marijuana (posting about it on social media) and then return home (where smoking marijuana for recreational purposes is not legal) only to face potential termination for violation of their employer’s rules on drug use. If their workplace is not in one of the states that prohibit termination for engaging in legal conduct (e.g., California, Colorado, North Dakota) or for consuming a lawful product (e.g., Illinois, Minnesota, Montana, Nevada, New York, North Carolina, Wisconsin), then they can be lawfully terminated.

While there may be some limitations on the ability to discipline (or terminate) an employee for some types of lawful conduct, there is generally no prohibition against acting against an employee for unlawful conduct. In such instances, as the recent lawsuit by “Central Park Karen” demonstrates, when action is taken based on off-duty conduct, make sure the action is not discriminatory based on a protected characteristic and be careful in what is communicated regarding the action and the reason why. For example, Franklin Templeton allegedly characterized her as racist rather than simply stating that it determined her conduct and the resulting impact on the company’s reputation and the workplace were unacceptable.

Are there instances when an employer might be required to act based on off-duty conduct? The answer is: yes. Title VII

of the Civil Rights Act of 1964, and corresponding state laws on employment discrimination, require employers to provide a workplace that is free of unlawful harassment based on race, color, sex, religion and national origin, and there are other laws protecting against age discrimination and other characteristics. Unfortunately, off-duty conduct can have the effect of introducing prohibited harassment based on those characteristics into the workplace. For example, if an employee, while off-duty, begins sending a co-worker sexual emails or uses social media to spread rumors regarding the co-worker’s sexual conduct, even though the conduct is away from the workplace, it has the effect of creating a hostile workplace based on sex – something that the employer is thus obligated to remedy.

So, can the employer act against an employee for off-duty conduct? Maybe, depending upon the nature of the conduct and whether state or federal law protects the conduct. Is the employer required to act based on off-duty conduct? If that conduct implicates the rights of other employees, then probably yes. When considering what you can and should do in these circumstances, make sure you fully understand what conduct the employee engaged in, the impact on the workplace, and the legal rights and obligations you have in the state where the workplace is located.

DOUGLAS H. DUERR is a partner at Elarbee Thompson, a national labor and employment law firm with an industry practice area focused on franchisees. Learn more at www.elarbeethompson.com.

Mind Feed Your

Thirty-five years ago, I was just out of college, and I was the head soccer coach at a small college in Angola, Indiana, called Tri-State University. I bought an audiocassette program called “Masters of Motivation” that featured 12 head football coaches at major universities. I listened to those tapes over and over.

On one tape, Lou Holtz said something that has stayed with me all these years. He said, “Five years from now you will be the same person you are today except for the people you meet, the tapes you listen to and the books you read.”

There I was in my little dorm apartment making a total of $3,000 plus room and board for being the head soccer coach and a dorm director. That’s when I started seriously reading. And since then, I’ve kept reading and reading and reading.

Never Stop Feeding Your Mind

In many ways I think education starts when school stops. Education means to draw out the best from the student, the teacher and the subject. I encourage you, no, I urge you, no, I challenge you to never stop feeding your mind. Your mind has so many compartments: logic, fantasy, imagination, dreams, problem-solving, checklists, desires, attention, intention, will, volition, calmness, enthusiasm, excitement, subjects, and on and on.

Your mind obviously is the key to your future. Just like your body needs to be fed properly and exercised regularly, so does your mind.

Books, podcasts, movies, conversations, short videos, articles, life experiences, travel, music, observing and listening all provide you with valuable inputs. Those inputs can connect in ways that you could never have predicted.

However, if you don’t feed your mind a steady supply of thoughts, you won’t have the fuel necessary to make those connections.

Vary Your Inputs

As you feed your mind, mix up what is going in there. If a farmer plants the same type of plant every year, he or she will eventually wear out the nutrients in the soil. It is important for the farmer to rotate the crops to keep the soil healthy.

The same is true with you. Put a variety of ideas in your mind.

by DAN COUGHLIN

The genres I read usually include biographies, autobiographies, nonfiction business books, sports books, books on ideas to improve human performance, history books and spiritual books. I try to read a variety at any one time. Right now, I’m reading:

• “Jesus Calling” by Sarah Young

• “An Altar in the World” by Barbara Brown Taylor

• “The Ride of a Lifetime” by Bob Iger

• “The Year of the Pitcher” by Sridhar Pappu

• “William James” by Robert Richardson

I encourage you to write down a variety of topics you want to feed into your mind. Then search for books, articles, podcasts, movies, videos and so on that fit with the topics you want to learn.

It’s like you’re a freshman in college every day and you get to choose the topics you want to study and the courses you want to take. There is no diploma, and you never graduate. You just keep learning. And all that learning connects in unexpected ways that will help you in your work and in your life.

Be Consistent

Rather than taking a two-year sabbatical to read everything you’ve ever wanted to read, I suggest you feed your mind in bitesized chunks every day. If you read for 20 minutes a day, my hunch is that you can read 10 pages a day. If you read 10 pages a day five days a week, that’s 2,500 pages a year. If you vary the topics of what you read, you will naturally begin to make connections that other people simply don’t see. If you prefer podcasts or videos or articles, then invest 20 minutes a day into those and you will get the same incredible effect in your life.

Conclusion

By consistently feeding your mind every day and varying the topics you put into your mind, you will dramatically and exponentially expand the value you have to offer to the world. n

DAN COUGHLIN provides both individual and executive coaching and group coaching programs on management, leadership and teamwork.

To visit his free Business Performance Idea Center, go to www.thecoughlincompany.com.

Recruiting Challenges, Sources and Actions You Should Take Today

The past 12 months have brought a momentous shift in how we need to approach finding new employees. And when you do find them, you must act immediately.

There are three jobs posted for every applicant today. Over 800,000 are open hospitality jobs. There are 200% more jobs posted on Indeed now than just 12 months ago. More than 80% of applications are abandoned! Is anyone out there?

While state and federal benefits for unemployment – pay to stay home – are a disincentive, it’s not the only cause. Child care is now a year-round issue with virtual schools, and fear of COVID-19 continues.

Looking for Help in All the Wrong Places – Effectiveness

Crowded job boards are where 82% of applicants can be found, but they have low application completion rates. Applicants tend to be less serious and lower quality, possibly just checking the boxes to meet state unemployment job search requirements.

Of course, career central for a BURGER KING® operator is www.burgerking.com. It has a great informational career page and access to the nationwide network. If one wants to work at BURGER KING, that is the most likely place they will go to apply.

The highest probability of being hired at a BURGER KING is from an employee referral. Word of mouth. But today you need many mouths to amplify the call. Sharing on social media is key.

Targeted social media has become popular but there is an art to creating, placing and reaching the responsive audience. Does that skill set exist on your staff so your ads aren’t flagged?

Traditional local print media can still be effective if we are sending the right message and providing a simple, fast method to apply.

And last, but not least, is the walk-in. Are you prepared with more than a paper application? If so, how quickly can you respond?

Constantly evaluating your application sources and methods to find the right mix is critical to find that crew member in a haystack!

It’s Personal, Not Technical, Follow-Up That’s Needed

A tech company tries to let the applicant schedule their own interview. TraitSet® fell into that trap too, but we found that less than 50% actually scheduled and half of those did not show up. It’s more work for hiring managers to maintain their schedules when overrelying on technology to do the work for them.

Personal rapid contact is required today! Grab the applicant before your competitors do! How? Immediately call, text, email! Make the HIRE!

Notification of a TraitSet® applicant includes a button-to-one-click call! Surprise them before they get to turn the page on you. Make the hire!

Do you have a bonus program for employees or new hires? How do you communicate it? Word of mouth is too slow. Use social media to reach a larger targeted audience.

Have you updated your job descriptions to get more clicks? Clear, simple titles. Specify pay, job requirements. There are lots of job choices out there. Show how you stack up.

Adjust your Employee Application to the New Reality

Operators need to fill the queue with applicants. Make it short and sweet to get them in the door. An express or quick app that collects minimal information reduces abandonment and improves your chances to find staff more quickly.

The reality of today’s market is that we need to be able to reach a broader but targeted audience. In turn we must let them respond to us instantly 24 hours a day. What system or tools do you have in place to do that?

How Do TraitSet Recruiting Tools Boost Applicants?

To begin, the TraitSet HIRE page is placed under the Apply Button directly on the Burger King Corp. website for its BURGER KING franchise clients.

A keyword is also provided for each franchise location so applicants can directly “Text to Apply” to the specific location of their choice.

Additionally, QR codes (like at your grocery store) are linked to TraitSet HIRE Apply buttons. A quick scan puts your application in hand.

POP signage keeps your HIRE message visible. Vinyl stickers with both QR codes and keywords can be placed on tables/windows. Business cards and other materials can be tailored to your needs.

Job boards still are an important source of organic (free) and sponsored (paid) messages linked to TraitSet®.

Employee referral and bonus programs can now be broadcast through the employee social media networks of thousands with a direct link to TraitSet.

Targeted social media ads provide more efficient and effective results.

Recruiting Plus broadcasts to hundreds of job boards to expand reach.

Google Ad Words – ads by keywords and geography parameters. A new solution to target your hire message.

Find the right mix and get recruiting! n

TraitSet is a Sapphire partner member of the National Franchisee Association. The company may be reached at 240-470-9100 or www.traitset.com.

Comparing LLCs to S-Corporations

Your business is probably set up as a Limited Liability Company (LLC), an S-Corporation or both. But what’s the difference, and under what circumstances would it make sense to change your LLC into an S-Corporation?

An LLC is a type of business entity (as compared to a sole proprietorship or corporation), while an S-Corporation is a tax election. An LLC is set up at the state level, while an S-Corporation election is made with the IRS at the federal level (and filed with your state’s secretary of state). Owners in an LLC are called “members,” while S-Corporation owners are called “shareholders.”

Both LLCs and S-Corporations protect your personal assets from business creditors, unlike a sole proprietorship. That means business losses are limited to the amount of your investment in the business. It’s important to keep your personal and business financial affairs completely separate to maintain the corporate veil and not run the risk of losing that protection for your personal financial situation.

Taxation of Business Income

Business income in an LLC flows to the members to be taxed at their personal rate. Owners are responsible for paying their own self-employment taxes (both the employer and employee sides of FICA and Medicare, a total of 15.3% of income). Taxable business income is reported on Schedule C of each member’s personal tax return. The LLC members need to make quarterly estimated tax payments to keep up with anticipated tax liability throughout the year.

by STACY SMITH

In contrast, S-Corporation shareholders take a salary, and like other employees, pay 7.65% in payroll taxes with the business paying the other half. The business can then take a tax deduction for the payroll tax expense. Any additional business profits are distributed to S-Corporation shareholders as dividends, which are not subject to payroll taxes. These dividends are allocated in proportion to each shareholder’s interest in the S-Corporation. S-Corporations file a separate tax return for the business using Form 1120-S.

Setup and Maintenance

It’s easier and generally less expensive to set up and maintain an LLC, which makes it a good choice for a smaller business just starting out. It also makes sense for a company with one or just a few owners who want maximum flexibility and control over the business.

An S-Corporation is governed by a board of directors and is required to maintain corporate minutes and hold annual shareholder meetings. More structure and regulatory requirements make S-Corporations more expensive than LLCs to both set up and maintain. Additional costs can include articles of incorporation, attorney fees, additional accounting fees for financial statements and tax preparation for the S-Corporation, state annual reporting fees and potentially additional state taxes depending on state laws. When establishing your S-Corporation, you first register as either an LLC or a C-Corporation and then elect S-Corporation status. Some states allow S-Corporations to be taxed as a pass-through entity (where income is taxed at the personal rather than corporate rate), but other states tax S-Corporations the same as C-Corporations. All owners in an S-Corporation must be U.S. citizens, and the number of owners is limited to 100, with spouses being considered as separate shareholders.

Be aware – in many states when a member joins or leaves an LLC, the state may require the LLC to be dissolved and re-formed with new members. In contrast, if any owners leave an S-Corporation, the corporation can continue with remaining owners.

Which One is Better?

Whether your business should be an LLC or makes an S-Corporation election depends on several considerations. If you’re just starting and your business is smaller, an LLC makes

TraitSet Recruiting Tools

sense. As your LLC generates more income, your self-employment taxes will also increase, making an S-Corporation more attractive. As mentioned above, S-Corporation shareholders can share in company profits through dividends without having to pay selfemployment taxes.

However, S-Corporation shareholders must be paid “reasonable compensation” (compared to industry standards) for the services they perform for the business. It might be tempting to pay shareholders at a lower rate to compensate them through dividends and therefore avoid payroll taxes, but the IRS scrutinizes – and penalizes – such arrangements. Also, more-than-2% shareholders are not allowed to participate in tax-free employee benefits such as group health insurance or a cafeteria plan.

The additional oversight required of S-Corporations might also provide your business with more credibility, especially if you’re seeking outside investors or bank loans.

The Bottom Line

There’s not a one-size-fits-all answer to the appropriate entity for your organization. As your business grows and changes, today’s answer might not be the same in the future. It’s important to visit with your tax and/or legal advisers before making any changes to be sure you understand the ramifications and are in compliance with all applicable regulations. n

STACY SMITH, CPA, is a shareholder of Mize CPAs Inc. – a full-service accounting firm that has provided the Elevanta Accounting & Payroll solution since 2003.

Four Customer Service Lessons From Just ne Store Visit

As a customer experience speaker and consultant, I’m always analyzing the level of service I receive when I’m out in the world as a customer. I’m actually a very easy and forgiving customer, but I’m still watching and listening because there are often stories or examples I can use in a presentation or blog post. I try to balance the good with the bad.

I believe this is a good practice for anyone to apply. When you’re a customer, notice what’s happening in terms of the service you’re receiving. Whether the service is good, bad or indifferent, there are always opportunities to learn from what we’re experiencing. If it’s good or excellent service, take a moment to determine why it’s so good and think about how you can apply what you’re seeing or hearing to your own role. If it’s bad or indifferent service,

think about whether you’re ever guilty of those behaviors in your own role and vow to eliminate them from your approach.

I was recently in a store and found it was a gold mine of examples of what not to do. The service wasn’t bad, it was indifferent. I didn’t feel valued as a customer – I felt more like an interruption. Even though there were two employees toward the front of the store who saw me when I entered, neither offered a friendly greeting. They just continued their conversation. As I wandered the aisles looking for what I was shopping for, no one offered help even though it was clear I was searching. When I approached an employee for help finding the

by DENNIS SNOW

product, he replied, “I think that’s on aisle 10” and went back to stocking shelves (with his large cart right in the middle of the aisle). This indifferent service kept up throughout my entire store experience. Again, no one was outright rude. It’s just that I didn’t feel that anyone was happy I was there. I felt more like an interruption rather than welcomed. I will say that the cashier told me to have a nice day, but it was as he was turning away from me to the next customer, and it sounded more robotic than sincere.

3 When you can, take the extra step of guiding customers to the product or information they need. Customers truly appreciate that extra step.

4 A fond farewell at the end of the interaction instills the desire for me to come back. It can be something as simple as, “See you next time!” It creates a warm feeling.

So, there you have it – four customer experience lessons from a single store visit. If I was leading a team meeting, I could share this story, discuss the lessons learned and ask participants how those lessons apply to their own roles. Even better, I could ask attendees to share their own stories and lessons, which encourages them to keep their customer experience antennae up when they’re out in the world.

Here’s something to think about: What’s a recent customer service experience you’ve had and what can you or others learn from that experience? n

1 A warm sincere greeting is important if customers are to feel welcome. It takes almost no effort to make eye contact, smile and say hello. And yes, even while wearing a mask people can tell if you’re smiling.

2 Assist customers who obviously need help. And even if it’s not obvious, it’s nice to hear an employee say, “Just let me know if you need help with anything.”

DENNIS SNOW is the president of Snow & Associates Inc. Dennis worked with The Walt Disney Co. for 20 years and now consults with organizations around the world, helping them achieve their customer service goals. He is the author of “Unleashing Excellence: The Complete Guide to Ultimate Customer Service” and “Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life.” You can reach Snow at 407-294-1855 or visit his website at www.snowassociates.com.

As I mentioned earlier, my store experience was a master class in customer service. Turning each of the interactions to focus on what SHOULD have happened I concluded:

Three Steps to Greatness: Using Your Habits to Influence Your Goals

First, forget inspiration. Habit is more dependable. Habit will sustain you whether you’re inspired or not. Habit is persistence in practice.” – Octavia Butler, American author and MacArthur Fellow.

As complex as people are, when it comes down to it, you might consider us intelligent meat machines fueled by chemical reactions and guided, in large part, by programs we call habits. These boil down to repeated, automated actions – something like those of a robot on an auto assembly line, though not as stringent, and not always occurring in the same order. One of my colleagues almost always makes a large cup of coffee first thing each morning, eats a bagel and gets to work. After years of doing it daily, he doesn’t have to think about the process of coffee-making, nor does he have to remind himself to refill the water reservoir or add new pods to the holder when they run low. He does so without much thought. Some habits, like this one, we self-program over time. Others we have programmed into us by parents, teachers, mentors, employers or pastors. But humans are more than just habit-based

robots; we have free will. We can decide to change our programming to accomplish astonishing things.

Constructive habits are pure gold when they become routine, as they help us achieve our objectives more quickly, with less heavy thinking. This can make a huge difference. However, doing the same thing the same way every day without deviation from the status quo at the appropriate times, in the appropriate ways, won’t accomplish anything new.

by LAURA STACK

So, when the need drives you, you can program yourself with new habits to achieve new goals. Start with these steps:

1. Clear out the deadwood. Kill off any habit failing to lead you toward your goal. For example: even spending a few minutes on Facebook or taking excessive personal breaks at work steals valuable time. So put stakes in the hearts of slacker habits and remove the inappropriate ones. Just keep in mind: it’ll take a while. Mark

Twain once said, “Habit is habit and not to be flung out of the window by any man, but coaxed downstairs a step at a time.” He’s right. Take the time to coax down each bad or unnecessary habit and make sure it leaves nothing of itself behind.

2. Cut and paste. Change your habits whenever necessary, no matter how deeply ingrained. Experts say it takes about 66 days (not 21) to form a new habit. However, you can coax new habits upstairs faster if you piggyback them on existing habits, cross-pollinate habits and merge the best pieces of old habits when you can. To create new and specific “identity-based habits,” as James Clear calls them, you may need to change your assumptions, your self-image and even your worldview.

Here’s an example. An acquaintance used to work seven days a week and got upset when unexpected client calls disrupted his to-the-minute schedule. When he got sick of the stress, he decided to loosen up. He realized client calls didn’t disrupt his schedule much if he didn’t allow it; old software was slowing him down; and some of his best ideas occurred when he either headed off for a bio-break or to weed the flower beds and sidewalks of his home office. Now he works six days a week (except during crunch times), uses updated software and takes longer daily breaks. He’s more productive than ever. His new habits are part of his current identity and help him more easily complete his goals.

3. Exercise discipline and decisiveness. Habits can be boring. To avoid boredom, you can mix things up a little, but you also must exercise strict discipline to stay on track. You may be tempted to procrastinate on some tasks, but don’t. This requires a level of firm decisiveness forcing you to do whatever’s next – another positive aspect of habits, since you automatically know what’s next!

Decisiveness also involves selecting which processes to kill, per No. 1, so you can function more smoothly.

Reaching for the Gold Ring

We’ve all heard about the old-fashioned practice of reaching for the brass ring on the carousel for a free ride – now symbolic of stretching to achieve a goal. A goal you don’t stretch for isn’t worth the effort, right? So, ignore the brass ring and reach for the metaphorical gold ring just beyond.

To do so, harness your habits ruthlessly, channeling them in the directions you want to go, using the ways listed here to get started. n

LAURA STACK, MBA, CSP, CPAE, is an award-winning keynote speaker, bestselling author, and noted authority on employee and team productivity. She is the president of The Productivity Pro Inc., a company dedicated to helping leaders increase workplace performance in high-stress environments. Stack has authored eight books, including “FASTER TOGETHER: Accelerating Your Team’s Productivity” (Berrett-Koehler 2018). She is a past president of the National Speakers Association, and a member of its exclusive Speaker Hall of Fame (with fewer than 175 members worldwide). Stack’s clients include Cisco Systems, Walmart and Bank of America, and she has been featured on the CBS Early Show and CNN and in The New York Times. To have her speak at an upcoming meeting or event, visit www.TheProductivityPro.com.