FROM THE CHAIR Thankful for 35 Years

from Flame 2023, Issue 1

by National Franchisee Association (NFA)

Machine Work: Machine Work:

And we are off!

2023 is well underway. Depending upon where you are in our country, you have endured historical rains and heavy snows on the West Coast, frigid cold in the upper Midwest, even touching the likes of Florida, or a mild winter of chilly temperatures and below historical snow falls. Mother Nature, as usual, is acting on her own in the way that she sees fit!

By now, the Refuel the Flame Rallies are winding up across the system, and we are realizing improving trends in sales and cash flow. The current trends, though, are just the beginning of the beginning with a long way to go to achieve our objectives. We are all called to use our ability in every single restaurant, every single day, with every single guest, to deliver the BURGER KING® brand at the highest levels in order for us to recapture the guests’ love for our beloved brand.

More to come on this as our year unfolds!

It is also time for us to observe the 35th anniversary of the National Franchisee Association (NFA). Thirty-five years ago, franchisees banded together around their self-interests in a desire to be a wholesome contributor to the success of the brand with the creation of the NFA. Later in this issue, some of our history will be recounted, highlighted and chronicled.

Rather than replicate the historical record, I choose to instead focus upon our present role. Clearly, the NFA is alive, well and thriving. We are fully engaged in a host of activities across the BURGER KING brand and franchisees’ businesses. We have made and are making a meaningful difference.

There are numerous examples of what I am referring to but allow me to comment on the most recent. As a part of last year’s activities and the creation of the Refuel the Flame Agreement, the leadership of BURGER KING Corp. (BKC) and the NFA, as well as certain franchisees from across our system, met in earnest to design a way forward for the brand. Although there have historically been efforts between BKC leadership and the franchisees to coalesce around initiatives and plans, this collaboration was different – extremely different.

First, there was a recognition that the status quo was unacceptable and unsustainable for the long-term health of the brand and the franchisees’ individual businesses.

Second, there was a clear understanding that the franchisee’s responsibility is to deliver the brand. In this way, we were able to focus on not only the challenges before us but the opportunities that we could capture by rallying around a singular plan over the next several years to achieve our shared interests of a successful, vibrant, relevant and meaningful BURGER KING brand.

Most notably was the shared commitment to improving restaurant-level cash flow to a level, approaching our historical best and then pushing forward to the end of 2026 to a new record high for the brand. Though, in order for this to occur, it would take not only improved sales and expense management, but it would require that the brand travel to its core and address all of the issues that have held us back, take corrective action, create corrective plans and then to execute those plans in every market and every restaurant across the system.

It must also be noted that these plans will not all be articulated, identified and implemented in the present moment. Rather, there will be a series of plans and initiatives, both strategically and tactically, that will unfold over time, each with a sincere attempt to improve the brand. It should be clear that the brand did not stumble into an under-optimized position overnight, and it will not turn itself around on a dime either. Our success will be predicated on a long-term commitment and focus on this notion of “continuous improvement.” Although not everything that we will do will be 100% successful, I am confident that the working relationship between the franchisees and BKC leadership is as good as it has ever been and, by the way, absolutely necessary for us to achieve our shared interests of mutual success.

The NFA is a vibrant, strong organization with committed leadership by the NFA officers, our board, our committee chairs and all who serve as volunteers on our various committees. I thank each and every one of

by DAN FITZPATRICK

you for your participation in the process. I marvel at the selfless nature of so many franchisees taking away from their business, family and personal lives to engage in the work of the NFA on behalf of the brand.

Moreover, the NFA’s success can never be discussed without mentioning the great work of Elevanta, our wholly owned subsidiary which provides services to our BURGER KING franchisee family as well as our association management and clients across nearly a dozen organizations. I salute the leadership of Christy Williams and her entire team at the NFA and Elevanta for their professional successes and their personal commitment to each and every one of us. They are all simply the best!

I offer my congratulations and appreciation to all of our past chairmen, officers and directors for their past service! I also encourage franchisees across the system who have not yet decided to become engaged in the NFA to take that step – simply stated, we need you, we need everyone to help!

Remember that 35 years ago, a group of franchisees met on their own accord, on their own dime and formed what has now become this highly recognized and successful organization, the National Franchise Association. Thirty-five years later, we can look backward with pride and forward with enthusiasm – the best is yet to come! n