Flame 2023, Issue 3 by National Franchisee Association (NFA)

2023 Issue 3

THE MAGAZINE OF THE NATIONAL FRANCHISEE ASSOCIATION, INC. www.nfabk.org

T:11 in

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TA B L E O F CO N T E N T S NFA Editorial Board Rachel Jackson Editor-in-Chief

2023 Issue 3

rachelj@nfabk.org

16 Support the Vendors That Support Your Association

Allison McCallum Communications Editor

allisonm@nfabk.org

56 Editorial Calendar and Advertisers Guide

Jared Johnsen Communications Specialist

Features

jaredj@nfabk.org

Advertising Sales Jeff Reynolds Director of Business Partner Relations

15 In Memoriam: Carlos De la Rosa

18 Franchisee Spotlight: Brian Irvin

jeffr@nfabk.org 678-797-5163

20 Spotlight on 118th Congress: Maria Salazar (R-FL-27)

NFA Officers

Dan Fitzpatrick Chair Jim Froio Vice Chair Anthony Josephson Secretary Steve Keith Treasurer Kevin Newell Second Vice President Christy Williams CEO

NFA Board of Directors CANADIAN FRANCHISEE ASSOCIATION

Mike Kitchingman

FLORIDA/CARIBBEAN

Glenn Levins

GREAT MIDWEST

Rich Scanlan Henry Delouvrier Mark Peterson

GREAT WESTERN

Nasser Aliabadi Gary Geiger

INTERNATIONAL HISPANIC FRANCHISEE ASSOCIATION

Adam Velarde

LARGE FRANCHISEE GROUP

Tom Garrett

METRO NEW YORK

Sanjay Patel

MID-ATLANTIC

Gary Andrzejewski

MID-SOUTH

Kevin Newell Mike Callahan Kevin Fernandez Larry Stokes II

MINORITY FRANCHISEE ASSOCIATION

Camille Lee-Johnson

MOUNTAIN

Amir Allison

NEW ENGLAND

Brek Kohler

OHIO RIVER

C.J. Timoney Josh Lephart

SOUTHERN CALIFORNIA

Shirley Humerian

SOUTHWEST

Michael Laird

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

Directories

22 2023 NFA Annual Meeting Gathers Members for Important Updates

ON THE COVER

With the first year of the Reclaim the Flame agreement in the books, NFA can be proud of how far the brand has come in just one year. While there is still progress to be made and work to be done, we can celebrate the small victories as we look ahead to what’s next!

Columns 02 Together, We Are Writing BURGER KING’s History by Dan Fitzpatrick, NFA chair 04 NFA’s 35th Anniversary: Reclaim the Flame – Brand Milestones by Christy Williams, CEO

Departments 06 12 13 14 19 21

24 Chairman Emeritus Spotlight: Joe Anghelone

26 BURGER KING’s Path to Reclaim the Flame: A Look at Year One by Allison McCallum, NFA communications editor

29 Delivering on a Sweet Opportunity contributed by The Hershey Co.

30 Thirty-Five NFA Services for 35 Years of NFA by Jared Johnsen, NFA communications specialist 35 Elevating Experiences and Operations With Cloud POS contributed by Comcast Business

36 Happening Soon: Round-Up Campaign contributed by the BURGER KINGSM Foundation

38 Two New RSI Board Members Keep the Flame Burning Bright contributed by Restaurant Services Inc.

40 New Form I-9 Required Beginning Nov. 3, 2023 by Eileen Momblanco, Laner Muchin

NFA Member News Calendar of Events Regional News Legislative News Look, Listen, Read One Topic: 10 Facts

42 Countdown To Year-End: A Payroll Checklist for QSR Restaurant Owners and Office Staff contributed by Mize CPAs

1701 Barrett Lakes Blvd. NW, Suite 180 Kennesaw, GA 30144 Phone: 678-797-5160 • Fax: 678-797-5170 www.nfabk.org

50 Sharpening Your Tools: Six Reasons Why Mental Fitness Matters in the Workplace by Laura Stack, The Productivity Pro®

HEADQUARTERS

National Franchisee Association Inc., comprising regional BURGER KING® franchisee associations, publishes the Flame. Any reproduction, in whole or in part, of the contents of this publication is prohibited without prior written consent of the National Franchisee Association Inc. All Rights Reserved. In keeping with our commitment to the environment, this publication is printed on certified, environmentally friendly recycled paper using eco-friendly inks. Copyright ©2023 • Printed in the U.S.A.

44 Storytelling As a Leadership Tool by Dennis and Danny Snow, Snow & Associates Inc.

48 Elements of The Entrepreneurial Mindset Series: Element No. 1: Freedom and Responsibility by Dan Coughlin, The Coughlin Co.

52 How to Improve Cyber Security in Just One Month contributed by Lockton Cos. 54 Four Advantages Multi-Unit Restaurants Gain From Cloud POS contributed by Xenial

FROM THE CHAIR

Together, We Are Writing BURGER KING’s History

or those of you who are history buffs, you know historians have a long-held axiom which implies that events measured in the present time will be better viewed and more clearly understood over a longer period of time. It is only with the benefit of time that clarity, impact and the elements of success and failure can be defined. Beginning in late 2021, rebounding off the effects of the global pandemic, economic pressures, displacement of a national workforce and more, many businesses suffered from existential challenges. These conditions impacted our BURGER KING® system in numerous ways. As we moved through the calendar year 2022, massive inflation attacked the cost side of our financial formula at a rate and scale not experienced in decades. Moreover, the confidence of the consumer was shaken, as they too lived through the scourge of hyperinflation brought on by reckless federal fiscal policies. During these moments, it was difficult to rely on traditional, strategical and tactical thinking to address business conditions. Comparable sales came to a crawl, tens of thousands of dollars of cash flow were wiped from the P&L, interest rates began to rise, investors and banking partners became nervous, and the pressure mounted on all of us. It was in this dark moment that the management team at BURGER KING Corp. (BKC) came together with franchisee leadership to construct useful resources necessary to elevate the brand out of its then-present state, set a trajectory and foundation for future success and to provide direct support to franchisees, along with funding to support the brand’s marketing efforts. These plans, in retrospect, were necessary, but by definition, not sufficient as our business, like all businesses, has limited capacities and resources. What is remarkable, though, is that today we can say the brand has reversed course and established strong positive momentum. Although the passage of time has clearly proven that these programs have been successful in turning our business 2

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fortunes in a positive direction, they can only be viewed “presently” as a good start to achieve the brand’s longer-term aspirations to benefit our businesses and families. The commitment by BKC to invest in the ad fund was historic in its nature. For nine quarters, beginning in the fourth quarter of calendar year 2021, our franchisor has and continues to make tangible investment into the ad fund in order to strengthen our marketing capabilities across a host of fronts and, most notably, in broadcast media. Moreover, a newer marketing approach focused on the iconic WHOPPER® brand, flame broiling, greattasting food and a snappy jingle all have seemed to pull the BURGER KING brand forward in the minds of guests. Equally historic, the franchisee community agreed, in overwhelming numbers, to include almost every single franchisee in the system in a future investment into the ad fund in the event that certain cash flow metrics are met. We are seemingly on course to surpass the metrics that were established. Accordingly, franchisees will lean in with additional investment to support the strength of future ad fund spending. Moreover, it is abundantly clear that several areas of the business need to be aligned for us to optimize our success. Our guests, of course, want great tasting, hot, well-prepared food, but the guest also wants a clean and comfortable environment, enthusiastic and hospitable engagement, as well as value which really should be defined as worth the money. In this vane, the brand has extended new and, in some regards, unique elements by co-investing necessary capital alongside the franchisee to remodel and rebuild restaurants as well as to spur investments in restaurant equipment and technology. These programs are meant to support further capabilities of delivering the brand to the guest at the restaurant level. These investments have not yet been fully implemented, nor have we felt the full impact of them. As historians like to say, the fullness and clarity of our understanding of what these investments will mean will take time.

If the momentum we have begun and experienced in the last 12 months continues to spring forward, then we will all know and experience the benefit of our wise actions by DAN FITZPATRICK over the next 12 months. Our industry and business have always tended to be a bit fickle. There are few players who are continuously building on success year-over-year. Unfortunately, our history has often been a few steps forward and one back. However, this is perhaps the dawn of a new era where our success will continue unabated, and we can join the ranks of those few competitors who seemingly are always moving forward. Clearly, the management of the brand must apply and direct its resources to those efforts which will truly be consequential in effecting positive success in the brand, whether it be operational programs, marketing approaches, equipment breakthroughs, support in capital projects, addressing the technology challenges we face and more. I am positive that the brand’s management understands their responsibility. Equally, though, at the end of the day, our biggest lever of success will occur with each and every guest, each and every day in each and every restaurant across our brand. It is our individual and collective responsibility to apply our best efforts and to resource our own restaurant teams to bring guests the best possible experience and to keep our guests as ones who love BURGER KING! I think history will record that our past 12 months have been exactly what we needed to jumpstart a successful trend. It is our opportunity now to write the next 12 months of history that all of us will collectively achieve. Best wishes to us all in this important endeavor! n

FROM THE CEO

NFA’s 35th Anniversary: Reclaim the Flame – Brand Milestones

e have been celebrating the 35th anniversary of National Franchisee Association throughout 2023. NFA is one of the most successful and longest servicing associations in the franchise industry. The brand has also been undergoing a major transformation with the Reclaim the Flame initiative in 2023. Is it ironic or iconic that this amazing brand — that has been around for 69 years — is undergoing a major brand initiative such as Reclaim the Flame during the milestone 35th anniversary of the franchisee association? I believe both these events demonstrate the staying power and success of the brand, franchisee community and NFA. Few brands have been able to maintain national and international brand awareness for almost 70 years like BURGER KING®. We can all think of several major brands we grew up with that are no longer operating today. The BK® brand is different. It has a strong consumer following, great products and most of all, franchisee owners who love the brand. NFA is one of the most successful franchisee associations in existence because of the franchisee members who volunteer to serve on the board, committees and those who engage and support the association day after day, year after year. I previously wrote a column about servant leadership and still believe that this principle is the reason NFA and Elevanta are the strong entities they are today. Without our franchisee leaders, this organization would not be the strong and influential association it is today. NFA has experienced many milestones over our 35 years, including the development of a strong government relations committee (GRC) and political action committee (PAC). NFA is one of the only associations in the restaurant and franchise industry with a strong and proactive voice on Capitol Hill. Most franchise brands rely on the franchisor to advocate and educate on legislative issues. While it is great for franchisors to do so, the BK franchisee community realized years ago that THEIR voices were needed on Capitol 4

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Hill. As franchisees, your investment and livelihood are in your business, and it is important for legislators to know the faces and small-business owners behind the brand. On March 5-7, 2024, NFA will hold our bi-annual NFA Day on the Hill, an event designed for franchisees and our system business partners to lobby in Washington, D.C., on the most pressing issues impacting quick-service restaurants, franchisees and small-business owners. This will mark the 16th event NFA has held in Washington, D.C., since our inaugural event in 2006. What a milestone this will be for NFA! When thinking about milestones and the success of NFA, the most successful part of NFA is without a doubt our board of directors and executive leadership team, led by NFA Chair Dan Fitzpatrick. The NFA Board of Directors has accomplished more for the BK franchisee community than we have pages to write on. The work of the board of directors, and in particular the officers, is true servant leadership as they put in hundreds of hours a year, spend time away from their families, communities and their own business to advocate on behalf of the BK franchisee community. The committee structure of NFA, working alongside the franchisor, is unique to the BK brand. While other franchisors may have committee structures in place, the process of both NFA and the franchisor working together to determine members of these important committees is unmatched among the franchisor community. This ensures the best franchisees to advocate on behalf of YOU and ensure successful decisions are made by these important committees. The work of our franchisee volunteers over the past 35 years is undoubtedly one of the most important milestones of NFA and the reason for its success. I typically spend a lot of time discussing member services in this quarterly column and certainly cannot let this opportunity pass by as I write about significant brand milestones. The development of

by CHRISTY WILLIAMS

Elevanta in 2016 and the vision to offer association management and member services solutions to other organizations has played a significant role in the success of NFA. This tremendous milestone has provided financial support to NFA while allowing the organization to grow the member services programs, making them more competitive for NFA members. Whether it is group health insurance, property & casualty insurance, paycards, tax credit services, payroll processing, etc., NFA has a suite of member services, through its wholly owned subsidiary, Elevanta, to provide members with quality services at competitive pricing. This is keeping in NFA’s mission to improve, preserve and ensure the economic well-being of all members. That’s what NFA is all about. While the brand is working on the Reclaim the Flame initiative, NFA has been carrying the flame for 35 years, advocating for and supporting franchisees. Without NFA, the franchisee community and brand would not be where it is today. NFA is poised to continue to support the franchisee community as the Reclaim the Flame initiatives continue and the brand continues to excel. We are excited to see the next 35 years of success for NFA and this iconic BURGER KING brand. n

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MEMBER NEWS

Shirley and Mike Humerian Celebrate 40 Years

023 marks the 40th anniversary of Shirley and Mike Humerian of S&M Restaurants joining the BURGER KING® system as franchisees. The two married on May 1, 1983, and only a few weeks later, on May 27, they bought their first license to open a BK® restaurant. They have operated their Grover Beach store, No. 3731, ever since. Shirley had an extensive history with the brand before becoming a franchisee. She explained, “I started working for BURGER KING when I was a student at UCLA, and it was my second job. As time went on, I moved up the restaurant management ladder and eventually went into company and franchise district-management.” She continued, “I spent 13 years working for BURGER KING Corp. before becoming a franchisee, and Mike spent a few years in the ranks as well.” Shirley and Mike both engaged with their local association before National Franchisee Association (NFA) took footing in 1988, and they have seen the association and brand go through many significant events. “We’ve always been association members; as soon as we had an association to join, we did,” Shirley said. “NFA gave us access to franchisees and vendors across the country. Being former corporate employees, it was eye-opening at the time to get the full franchisee perspective and see that the BURGER KING Corp. viewpoint wasn’t the only way to look at things.” Shirley recalled one of her favorite memories of being a BURGER KING franchisee, saying, “When we first opened the restaurant, we had a line around the block of people wanting jobs who were waiting to be interviewed. That was so encouraging to us.” She continued, “Employees coming back to visit us is always

Mike and Shirley have both been active in the BURGER KING® business for over 40 years, serving in different roles before becoming franchisees in 1983.

heartwarming, and we still have a lot of long-term employees on our team. It’s great to know that we are all still providing for each other, and it’s a win-win all around.” As far as what’s next for Shirley and Mike, they’re not planning to sell their store just yet. When asked about her future plans, Shirley said, “As always, we will see what God has, but there may be some mentoring and maybe even a city council run in the foreseeable future.” Congratulations on this milestone, Shirley and Mike! n

GPS Hospitality To Hire 2,000 Employees in Nationwide Job Fair G

PS Hospitality, a BURGER KING®, POPEYES® Louisiana Kitchen and Pizza Hut franchisee, hosted its annual job fair on Sept. 19, 2023, with a goal of securing 2,000 new hires in one day. The nationwide fair took place at nearly 500 GPS restaurants throughout 13 states with openings for managers, shift leaders, delivery drivers and team members. Hiring managers met with potential applicants on-site and conducted interviews from 9 a.m. to 9 p.m. No appointment was necessary, and qualified applicants had the opportunity to be hired on the spot. “We look forward to our annual job fair as a chance to welcome both experienced and new talent to meet our restaurant teams and learn more about the opportunities at GPS,” said Michael Lippert, president of GPS Hospitality. “Over the past decade, we’ve been able to identify leaders, nurture talent and provide our people with the support and training they need to 6

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achieve their goals.” GPS Hospitality takes pride in its industry-leading bonus plan, which paid out more than $3 million to its operations team in 2022. Since 2018, the company has also provided annual vacation bonuses for full-time team members and offered “Work Today, Get Paid Tomorrow” via a partnership with Instant Pay. The free program allows employees to receive up to 50% of their pay the next day. “We believe in investing in our team, who are the face of GPS Hospitality through their daily interactions with our guests. Beyond competitive wages and other conventional benefits, we look for new ways to reward and recognize our employees,” said Vickie Volan, vice president of human resources at GPS. “Our innovative Top Right Leader Partner Plan is tailored for restaurant general managers and district leaders. This year we recognized 60 partners who have added to the long-term value of the company with a bonus totaling $1.1 million.” n

MEMBER NEWS

Redberry Opens Landmark 150th BURGER KING Location in Canada

The inside of the newly constructed Redberry location in Toronto.

The Redberry team on opening day.

edberry Restaurants, the fastest growing QSR franchisee in Canada, proudly marked Aug. 31, as the opening of their 150th BURGER KING® location in Canada. This landmark store is the 10th new BURGER KING location built this year by Redberry and is an example of the commitment to build more than 100 more BURGER KING restaurants across Canada in the years ahead. “We’re excited to show these communities the Redberry difference,” said Ken Otto, Redberry CEO. “Guests are going to love the flame-grilled flavor that BURGER KING is known for, and we are proud to serve the Stoney Creek community with Redberry style and hospitality.” With a contemporary look and state-of-the-art drive-thru technology beneath a unique, covered drive-thru lane, and coupled with a dedication to excellent service, Redberry continues to redefine the dining experience in Canada’s QSR sector. “This is a momentous chapter in our journey,” said Chris Racine, COO of Redberry. “Our passion to grow and share the BURGER KING experience has driven us to this incredible milestone. We invite the Stoney Creek and Hamilton communities to join us in celebrating at our newest restaurant.” Director of Marketing for Redberry, Sharron Fry, commented, “Redberry is proud to support the local community through job creation at this third Redberry-operated BURGER KING in the area and by offering opportunities to apply for educational scholarships through the BK FoundationSM. We truly are architects of a different kind of restaurant company.” Redberry plans to build more than 100 new Canadian BURGER KING restaurants in the next few years. The company aims to generate more than 4,000 new employment opportunities to support these significant build-out plans. n

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MEMBER NEWS

The Hershey Co. Learns the Ropes at BURGER KING

hen Steve Byrnes, a customer sales executive at The Hershey Co.®, visited Freedom Restaurant 2 BK® store No. 21961 in Fort Mill, South Carolina, he had a mission in mind: to understand how Hershey products fit into the everyday operations of a BURGER KING®. Byrnes spoke with Jeff Reynolds at National Franchisee Association, saying he wanted to visit a BURGER KING and get behind the counter. Reynolds connected Byrnes with franchisee Bob Reid to set up the visit. Reid and his team at the Fort Mill location welcomed Byrnes with open doors and were determined to show him the ropes. “They taught me how to make a milkshake, how to make a WHOPPER® from start to finish — basically, how it all works! It was very educational,” Byrnes said about the experience, “and I think it helped me overall in my relationship with BURGER KING.” Reid, his partner Purvis Anderson and Byrnes also dedicated some time to discussing the growing demand for Hershey products at the store, particularly in delivery and mobile app orders. Within a few hours, Byrnes had completed quite an eventful shift, having served a few Hershey shakes and about 10-12 BK sandwiches. “It’s one thing to ship a box or do a contract, but it’s another to get behind the counter, roll up your sleeves and truly understand the operational details,” Byrnes said. After leaving the store with a newfound understanding of the relationship between Hershey and BURGER KING, Byrnes left some gifts for the patient and helpful team members that made his learning experience even more worthwhile. n

Bob Reid, Purvis Anderson, Steve Byrnes and Wanda Chalk, general manager, at BURGER KING® No. 21961.

JSC Management Fights Hunger With Breakfast Burgers

BURGER KING can provide customers,” n June, BURGER KING® franchise Nicoletta Cammilleri, JSC Management JSC Management Group, owned by Group marketing manager, said. franchisee James Cammilleri, raised over JSC Management Group has raised $95,000 to fight child hunger, and all that over one million dollars to help fight was required was a burger before 10:30 a.m. child hunger locally and around the JSC Management Group wanted world through organizations such as to raise awareness that BURGER KING Elevating Christian Ministries, Rhode serves its full menu each morning. Island Community Food Bank, Greater With its fundraising season quickly Boston Food Bank, Foodlink, FeedMore approaching, the company decided to join Western New York, Connecticut Food the two ideas and created its Burgers for Breakfast campaign to implement in all its Bank/Foodshare and Worcester County Food Bank. restaurants. The BK® franchise will continue to Any customer that made a $1 donate time towards helping its local contribution to fight local hunger during JSC team members pose with the franchise’s grand total communities and hosting fundraisers for checkout would receive a coupon for a contribution to different local charities that fight hunger. philanthropic causes. free double cheeseburger that could only “We are an organization that puts be redeemed during breakfast. people first,” Cammilleri said. “We try to “It was great being able to combine show that in everything we do.” n a fundraiser like this while bringing awareness to what 8

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Mike Laird Honored at VFW National Convention

n July 26, NFA Board member and Southwest Franchisee Association President, Mike Laird, was recognized for his significant contributions to the Veterans of Foreign Wars (VFW) Foundation’s Unmet Needs Program at the VFW’s 124th National Convention in Phoenix, Arizona. Laird Management BURGER KING® restaurants across the region run the VFW Roundup campaign that takes place annually to support the Unmet Needs Program. Since the program’s inception in 2004, VFW has distributed over $12.9 million to military families in need. BURGER KING began their partnership with VFW in 2007, and over the last 16 years, BK® franchisees and their customers have contributed $7.59 million to the program, with $660,000 donated in this fiscal year alone. As a veteran himself, Laird recognizes the importance of this program, saying, “I was in the U.S. Army, and my brothers are also veterans, so it’s personal to me.” “I have an understanding of some of the difficulties that other veterans and active-duty service members go through when they are transitioning back into civilian life,” he said. “I know there’s a great need for support to our veterans,” Laird continued. “That’s why it’s important for businesses, organizations and communities to come together and fill in the gaps, and the VFW Unmet Needs Program does that very effectively.” “Our restaurant teams really get into the VFW campaign and enjoy supporting the cause,” he finished. “Additionally, our customers are enthusiastic about participating and supporting this important mission. It’s really special to see everyone excited about helping our veterans.” Laird and BURGER KING franchisees across the U.S. look forward to continuing their support for the VFW Unmet Needs Program for years to come! n

Laird honored at the VFW National Convention for his contributions to the Unmet Needs Program.

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MEMBER NEWS

QDI Hosts Leadership Meeting at Notre Dame

rom kickoff to a surprise “field” trip, Quality Dining Inc.’s (QDI) recent BURGER KING® Midwest Leadership Meeting at the University of Notre Dame Football Stadium was full of energy and positive momentum. QDI’s President, Chairman and CEO, Dan Fitzpatrick, welcomed QDI Midwest senior restaurant managers to the home of 11 National Championship titles with an inspirational speech about what it means to recognize potential in both ourselves and in the people we lead. CJ Fitzpatrick updated the group with a “state of the union” and a roadmap for what’s ahead. Leaders attending the meeting also heard from QDI’s internal training, development, maintenance and marketing support teams. The highlight was an end-of-day walk from the meeting space, which overlooked the football stadium, to actually walking through the same tunnel the players use and onto the history-filled turf. The QDI Midwest team left the venue with a renewed energy for the business! n

The QDI Midwest Leadership Team came together at the historic Notre Dame Stadium.

JSC Management Group Grows To 70 Stores

URGER KING® franchise JSC Management Group achieved a milestone for its rapid growth and continues to be a powerhouse in the hospitality industry. In August, JSC Management Group, owned by franchisee James Cammilleri, opened its 70th BK® restaurant in West Seneca, New York. The company celebrates its growth from owning 13 stores just three years prior. Forty-seven of those BURGER KING restaurants were gathered through an acquisition in 2020. “Our success comes from our dedication to putting our people first,” Nicoletta Cammilleri, JSC Management Group marketing director, said. “We value making guests and employees feel appreciated and welcome.” The BK franchise’s hope for the future is to not only grow its number of high-performing restaurants but to grow its number of satisfied customers and loyal employees. n

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MEMBER NEWS

Snake River Foods: A Family Legacy I

n 1978, brothers Tom and Jon Nunamaker signed their BURGER KING® franchise agreements and began a journey of developing and operating several restaurants in central California, as well as additional locations in Idaho and Oregon. Unbeknownst to the brothers, this journey with Snake River Foods would not end with their retirement. They were establishing what would become a legacy that Jon’s children, Mara and Elizabeth Nunamaker, as well as Tom’s children, Ted Nunamaker and Sarah Bailey, would eventually work to protect and uphold. Mara recalls being involved in the daily operations of her father Jon’s BK® stores while growing up, saying, “I was around nine, pouring drinks while my dad was in the restaurants doing his own maintenance work. By the time I was 12, I was working my summers there. I feel like it definitely taught me [about] work ethic, and I went on to have a career in the service industry.” Ted had similar experiences while visiting his father Tom’s stores as a child, and eventually worked 40 hours a week during the summers as a teenager. “It gave me a great sense of the business,” he said of his time as an employee, “and a great sense of what it means to do the hard work in the restaurant.” Five years ago, Ted, Sarah, Mara and Elizabeth came together in Nampa, Idaho, to discuss the future of their fathers’ restaurants, as the brothers were stepping back Mara dressed in a BURGER KING® from operating their remaining jumper in 1982. locations. The pairs of siblings all agreed that they wanted to see their fathers’ legacy maintained within the family rather than watch it be sold to other franchisees. The cousins all became part owners of the remaining locations. For Mara, the timing was just right; she sold her bar in Portland, Oregon, after the COVID-19 pandemic created new obstacles for many businesses like hers. It only made sense to Mara to then move to Idaho and dedicate her energy to operating the family’s BK locations. For Ted, the decision aligned with his search for a change in careers. Before becoming a franchisee, he was a career U.S. Naval officer on active duty for 26 years. “You’re leading small teams of people in an operationally demanding environment, and I really thrive off that,” Ted said about taking on the role of guiding a BK store to success and linking it to his previous naval career. As Ted and Mara continue their own journey as franchisees, they reflect on the ways in which National Franchisee Association (NFA) has supported their mission to preserve their legacies. “NFA and the regional franchisee associations are vigorous

Elizabeth, Mara, Ted and Sarah are continuing on in their fathers’ footsteps as BURGER KING® franchisees.

advocates in representing franchisees’ interests, and I think it makes the system as a whole much stronger,” Ted said. Having recently expanded into Montana with the purchase of three additional BURGER KING restaurants, Ted and Mara plan to continue their growth in both Idaho and Montana, crediting this exciting opportunity to being in a dynamic region “where the BURGER KING brand is very strong.” n

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calendar Regional Events Dec. 5 Southern California Burger King Franchisee Association Regional Meeting Hilton Los Angeles Airport Los Angeles, California Dec. 12 Mountain Franchisee Association Regional Meeting Perry Steakhouse & Grille Lone Tree, Colorado Dec. 13 Southwest Franchisee Association Regional Meeting Arizona Restaurant Association Phoenix, Colorado

Jan. 7-9 Mid South Franchisee Association Winter Regional Meeting Charleston Place Charleston, South Carolina Feb. 4-6 Great Western Franchisee Association Winter Regional Meeting Silverado Resort & Spa Napa, California

National Events Dec. 6-7 Elevanta Board Meeting Ritz-Carlton Atlanta, Georgia

Dec. 7 NFA Business Partner Forum Ritz-Carlton Atlanta, Georgia March 5-6 NFA Board Meeting The Royal Sonesta Washington, D.C. Washington, D.C. March 5-7 2024 NFA Day on the Hill The Royal Sonesta Washington, D.C. Washington, D.C. June 3-6 2024 NFA LEAD Conference Grand Hyatt Nashville Nasville, Tennessee

Dec. 7-8 NFA Board Meeting Ritz-Carlton Atlanta, Georgia

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REGIONAL NEWS

GWFA Hosts Joint Summer Meeting in Park City

URGER KING® franchisees from across the country came together in Park City, Utah, July 9-11, for the Great Western Franchisee Association (GWFA) Summer Regional Meeting hosted alongside Mid South Franchisee Association (MSFA), Mountain Franchisee Association (MFA), Florida Caribbean Franchisee Association (FCFA) and Southern California Burger King Franchisee Association (SCBKFA). The summer meeting featured updates and informational sessions from National Franchisee Association (NFA), BURGER KING Corp. (BKC) and key vendors. Franchisees and vendors had the opportunity to network and connect while exploring beautiful Park City. The summer meeting kicked off July 9, with the welcome reception and dinner in the trade show, followed by Casino Night. Both franchisees and vendors placed their bets and took part in traditional casino games. The first full day of the meeting opened with a vendor breakfast, followed by the welcome address and vendor recognitions presented by GWFA President Ayaz Virji and Vice President Andrew Geiger. Virji and Geiger then remembered and mourned the loss of fellow former BK® franchisee, Nick Shah. To close out the morning session, attendees were presented with a technology update from the NFA IT Committee. Following the technology update, platinum sponsor Xenial provided a special presentation, and the BKC Marketing Advisory Council and Image Committee hosted a roundtable led by Tom McDonald and Gary Geiger. After the Vendor Appreciation lunch, Geiger began the afternoon session by sharing the latest update for the BKC Ops Council. Following Geiger, NFA Government Relations Committee Chair, Dominic Flis, provided a government relations update where he covered the top federal legislative priorities for NFA, regulatory issues, legislative issues in California and the 2024 election and what impact it will have on franchisees. To close out the first day of sessions, attendees heard presentations from NFA vendor partners, diamond sponsor The Coca-Cola

Co. and gold sponsor Parapet Studios. RSI President and Chief Executive Officer, Joel Neikirk, finished out the day with a comprehensive RSI update. That evening, attendees were invited to a tasting, tour and dinner at the High West Distillery. Members did a walkthrough of the whiskey production process in High West’s state-of-the-art distillery, learned about Utah’s unique whisky heritage and even partook in a whisky pairing with dinner. The last day of the meeting opened with a presentation from diamond sponsor Keurig Dr Pepper (KDP). Following KDP, the BKC leadership team provided an update on the BURGER KING brand. Virji provided closing remarks, and franchisees were invited to a franchisee-only lunch and Town Hall with the President of BURGER KING U.S. & Canada, Tom Curtis, and the BKC leadership team. The GWFA Summer Regional Meeting is always a great time for franchisees to build their relationships with other BURGER KING operators from different regions, along with NFA’s vendor partners. With the success of the meeting, leadership is excited to see members at the upcoming 2024 GWFA Winter Regional Meeting in Napa, California! n

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2023 ISSUE 3

L E G I S L AT I V E N E W S California Franchise Owners Unite Against Proposed Legislation

f this bill is put into action as written, it will change our business and the franchising model itself,” Shirley Humerian, a California BURGER KING® franchisee, said of Assembly Bill (AB) 1228, which was signed into law by Gov. Gavin Newsome on Sept. 28. Weeks prior, many California franchisees from various brands and trade associations joined together to voice concerns to the California Mike and Shirley Humerian General Assembly on the impact the at the California capitol. joint employer bill would have on the future of their businesses during a "No on AB 1228" in-person fly-in, Sept. 9. The bill that repealed the FAST Act created a new version of the Fast Food Council in California that came to fruition due to assembly members suggesting that franchised fast-food restaurants aren’t being run well due to lack of oversight. Employees at other fast-food chains have brought to light labor violations that do need to be addressed, but no documented violations have come from BURGER KING restaurants. Humerian commented, “The violations at one chain shouldn’t reflect badly on all of us.”

“

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This updated legislation has left franchisees, like Humerian, feeling thrown under the bus, especially since there are many organizations, like the Labor Board, that monitor these very issues to address problems at the restaurant-level, rather than escalating it to the state legislature. “Franchisees pay a fee every month to large franchisors to have their sign in front of our building, which means following the franchisor’s specs, serving their products and executing the operation by their guidelines and standards,” Humerian said. “The franchisee then has the freedom to hire the people they want and to operate the business as they see fit, as long as they stay within the franchisor guidelines. The majority of franchisees do follow the rules.” While the new version of the bill does not include legislation on the joint employer rule, it has other sections that are going to hurt many quick-service restaurants (QSR), franchisees and small-business owners in the state, primarily the $20 per hour wage hike that takes effect April 1, 2024. BURGER KING Corp. met with California franchisees multiple times following the ruling to help develop ways to address this unpredicted wage hike that only affects QSR brands with over 60 locations nationwide. Even though the legislation passed, Humerian and other small-business owners made their voices heard, which did impact the bill and lead to some changes in the legislation. Humerian emphasized the importance of remaining politically active and engaged by using your voice to make a change, from writing, emailing and calling your state officials or going to the Capitol to speak to your representatives directly. The Humerians joined with other franchisees from Humerian across California to lobby against AB 1228. added, "The squeaky wheel gets the attention." So, if you're passionate about an issue, don't be afraid to make some noise and support the causes you believe in. National Franchisee Association (NFA) members can utilize the Voter Voice tool to contact their state legislators at any time. To use Voter Voice, NFA members must login to the NFA website at www.nfabk.org. From there, click on the NFA Action Center, and this will pull up all the active alerts. You may click on the issue you want to reach out to your state representatives and senators about and fill out the editable form that will then be sent to YOUR legislators. Voter Voice also allows NFA members to view their legislators score cards on pressing issues and find information on their elected officials. n

IN MEMORIAM

Carlos De la Rosa

n Aug. 30, retired BURGER KING® franchisee Carlos De la Rosa passed away among the comfort of his family, ending his hard-fought battle with Parkinson’s Disease. He

was 79. Carlos was revered by friends, family and National Franchisee Association (NFA) members for his humility, intelligence and drive to succeed. “My dad was not someone that talked a lot but when he did, people listened,” Mike De la Rosa, Carlos’ son, said. Carlos was born to Esther and Donato De la Rosa on Jan. 7, 1944, in Los Angeles, California. He graduated from Montebello High School in 1961. While there, Carlos was renowned for his athletic ability, particularly in the long jump. He held the U.S. high school long jump record and was later elected to his school’s athletic hall of fame. He was rewarded with a full athletic scholarship to the University of Southern California and would go on to earn his bachelor’s degree from the same institution. He received his Master of Business Administration from UCLA and Juris Doctor degree from the University of Denver. Before he started his career as a franchisee, he was Mike and Carlos standing outside their a high school teacher and location in the Denver International coach and later a manageAirport. ment consultant. In 1980, Carlos founded his BURGER KING franchise, Jardel Enterprises, with his childhood best friend and partner, Larry Jaro. The pair split a few years after but remained lifelong friends. At the peak of Carlos’ success, he owned six restaurants, two of which were the highest grossing BURGER KING restaurants in Colorado. Mike joined the business in 2008 and now leads three high-performing stores in his father’s succession. In 1994, Carlos opened his top performing location at Denver International Airport (DIA). The location was the first food and

beverage location to open at DIA – opening months before flights began due to construction delays. It operated 24 hours/day through the summer of 2018. “Before the airport opened, the DIA location would serve airport and construction staff,” Mike said. “He was very proud of that location.” Carlos took immense pride in the brand and in operating topperforming locations. He continued his passion by remaining active in his NFA regional association, Mountain Franchisee Association, sitting on committees and attending conferences. He enjoyed the camaraderie with fellow franchisees, vendors and BURGER KING Corp. “I can say on my dad’s behalf how much he appreciated the many close friendships he built within the system over the years,” Mike said. Carlos also had caring relationships with employees and treated them like family. “He really valued treating employees with respect and retaining good help,” Mike commented. Along with his work as a franchisee, Carlos was also a philanthropist. He valued working within the community and would often host fundraisers for local schools. Outside of work, Carlos loved traveling, sports, laughing and enjoying good restaurants. His greatest pride was his family. Whether on family vacations or working with his wife and children in the family business, Carlos loved his family and inspired them immensely. “He was a true family man,” Mike said. He is survived by his loving wife of 48 years, Carlos and Mike inside their Aurora, Mary, their children, Mike Colorado, location. and Katherine, five grandchildren and his three siblings. “He was just a humble, kind man,” Mike said. “He always strived to do the right thing.” n 2023 ISSUE 3

Support the Vendors

That Support Your Association

Company Name

Level

Contact Name

Phone

Elevanta Health Green Dot Corp./rapid! Hall Financial Advisors Lockton Affinity Mize Restaurant Group, providing Elevanta Payroll & Accounting Services Keurig Dr Pepper Restaurant Technologies Inc. The Coca-Cola Co. Welbilt Atmosphere Budderfly Comcast Business Lancer Worldwide Strategic Tax Planning The Hershey Co. Xenial Allen Industries Ascentium Capital BlueTriton Brands Ecolab Envysion Gycor International PARTech Restaurant365 Simplot TruOI Tyson Foods Acrelec Amerex Analytix Solutions Archmill House Avery Dennison Bank Rhode Island Bimbo Bakeries BIXOLON America Inc. BM Roofing Brother International Corp. Casablanca Design Group CDE Services DAR PRO Delaget DMI Manufacturing Inc. DTiQ Duke Manufacturing Dynaxe Workforce Eleviant Elkay Interior Systems Entera Branding Florida Power and Light Filtercorp Franke Foodservice Systems Frozen Beverage Dispensers HME Impossible Foods IndoorMedia Inc. InSite Real Estate LLC

Partner Partner Partner Partner

Caroline McShane Paul MacDonald Kevin Knab Reid Robson

memberservices@elevanta.com pmacdonald@rapidpaycard.com kknab@hallfa.com elevanta@locktonaffinity.com

678-797-5160 626-765-2890 866-865-4442 844-403-4947

Partner

Stacy Higgins

shiggins@mizecpas.com

785-233-0536 x: 3103

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

Josh Hanley Ileana Barbara Susan Miller Scott Baillargeon Joey Martinez Mike Leatherwood Dan Smith Greg Edwards Christina Christiansen Steve Byrnes Nina Monsour Betsy Swan Paul Herrera Anitra Miller Al Powell Emily Tella David Rogers Chad Casel Lisa Rodkey Brad Glover Randy Burch Kathy Black Misty Berlin Susan Ray Shannon McNealy Mike Donnelly Darrin Briggs Craig McKenzie Steven Poole Liz Crouch Jerry Fisher Juan Isacura John Harrison Joseph Barna Jim Schmieder Nash Simet Denise Bangasser Doug Smith Toni McFeders Matthew O’Brien Hanna Tesfahiwer Scott Upton Matt Czajkowski Anuj Chokshi George Montecino Wally Kisling Joe Clements Stephen Lee Caroline Magria Kris Olson Tom Kostelny

josh.hanley@kdrp.com ibarbara@rti-inc.com skmiller@coca-cola.com scott.baillargeon@merrychef.com joey.martinez@atmosphere.tv mike.leatherwood@budderfly.com daniel_smith2@comcast.com greg.edwards@lancerworldwide.com christina.christiansen@smartertaxplanning.com scbyrnes@hersheys.com events@xenial.com betsy.swan@allenindustries.com paulherrera@ascentiumcapital.com anitra.miller@waters.nestle.com al.powell@ecolab.com emily.tella@motorolasolutions.com drogers@gycorfilters.com chad_casel@partech.com lrodkey@restaurant365.com brad.glover@simplot.com rburch@truoi.com kathy.black@tyson.com misty.berlin@acrelec.com susan.ray@amerex-fire.com shannon.mcnealy@analytix.com mike.donnelly@archmillhouse.com Darrin.briggs@averydennison.com cmckenzie@bankri.com steven.poole@gruopbimbo.com liz.crouch@bixolonusa.com jfisher@bmroofingcontractors.com juan.isacura@brother.com john.harrison@casablancadesign.com josephmbarna@cdeinc.com jschmieder@darpro.com nash.simet@delaget.com denise@dmiparts.com dsmith@dtiq.com tmcfeders@dukemfg.com matt.obrien@dynaxecapital.com hanna.tesfahiwer@eleviant.com scott.upton@elkayinteriorsystems.com matt@enterabranding.com anuj.chokshi@fpl.com gmontecino@filtercorp.com wally.kisling@franke.com jclements@fbdfrozen.com slee@hme.com caroline.magria@impossiblefoods.com kristine.olson@rtui.com tkostelny@insiterealestate.com

770-789-8266 954-612-8086 404-852-5399

2023 ISSUE 3

512-947-5789 786-442-5065 215-439-2524 904-631-1031 202-455-6010 704-604-8745 313-550-2533 336-615-8791 281-883-0154 321-863-0944 816-206-2513 720-688-1474 800-772-0660 619-333-5060 X: 8273 717-269-0192 704-907-6522 321-806-8224 410-340-3974 602-770-2109 205-655-3271 781-503-9040 905-648-7330 435-421-2676 401-574-1692 678-918-6035 858-355-9593 252-567-3154 786-265-7955 770-337-0931 770-499-5000 248-214-2699 218-230-3422 440-975-8645 X: 138 305-988-1020 314-231-1130 813-842-6037 972-526-5240 303-898-0296 850-691-9652 561-691-7130 770-296-4119 615-751-7594 214-732-9555 864-508-1105 813-598-9488 920-621-4082 630-617-9155

Company Name

Level

Contact Name

Phone

KNMarsh CPA Koala Kare, a division of Bobrick Washroom Equipment Mahoney Environmental Services Marmon Foodservice Middleby National Franchise Sales NCA Consultants Nieco LLC Onaroll One More Time Inc. Otter Pacific Premier Franchise Capital PandoLogic Paradox Parts Town Prospr R.F. Technologies Inc. Seating Concepts Spray Master Technologies Superior Recreational Products Tapcheck TundraFMP UPShow Vericast Veterans of Foreign Wars Foundation Wintrust Franchise Finance Workstream

Assoc. Mbr

Kelly Marsh

kelly@knmarshcpa.com

970-217-9467

Assoc. Mbr. Beth Gardner

bgardner@bobrick.com

904-310-8707

Assoc. Mbr. Assoc. Mbr Assoc. Mbr Assoc. Mbr Assoc. Mbr Assoc. Mbr. Assoc. Mbr Assoc. Mbr. Assoc. Mbr. Assoc. Mbr Assoc.Mbr Assoc. Mbr Assoc. Mbr. Assoc. Mbr Assoc. Mbr Assoc. Mbr Assoc. Mbr. Assoc. Mbr Assoc. Mbr Assoc. Mbr. Assoc. Mbr Assoc. Mbr Assoc. Mbr. Assoc. Mbr Assoc. Mbr

info@mahoneyes.com steve.campbell@marmonfoodservice.com rajiv.agarwala@taylor-company.com md@nationalfranchisesales.com cwitts@ncaconsultants.com sales@nieco.com lee@onaroll.co aalvarez@onemoretimeinc.com nicola.fahy@tryotter.com ssoltero@ppbifranchise.com cdconnell@pandologic.com tori.lasiter@paradox.ai jartman@partstown.com erika@prospr.work bobn@rftechno.com zdepyssler@scicustom.com bhealey@spraymastertech.com ashley.mccord@siibrands.com alex.gostomelsky@tapcheck.com tmartin@tundrafmp.com scott@upshow.tv melissa.mullaney@vericast.com bvargas@vfw.org esemik@wintrust.com sarahbarker@workstream.is

800-892-9392 612-219-8492 303-815-9914 949-428-0492 727-415-3372 707-284-7100 914-391-1555 323-839-8541 416-878-1489 402-562-1801 704-402-9034 404-368-6742 630-514-2029 914-656-5934 847-495-7405 815-483-2244 479-366-4471 678-390-1954 216-526-2520 704-962-0751 419-261-1802 973-557-8769 816-968-2720 847-939-5928 801-831-4638

James Fisher Steve Campbell Rajiv Agarwala Mike Deegan Chris Witts Guido Nava Lee Rozins Alex Alvarez Nicola Fahy Sharon Soltero Claire Davis Connell Tori Lasiter Josh Artman Erika Wasser Bob Noorian Zach DePyssler Barry Healey Ashley McCord Alex Gostomelsky Thomas L. Martin Scott Axonovitz Melissa Mullaney Benjamin Vargas Ed Semik Sarah Barker

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2023 ISSUE 3

FRANCHISEE SPOTLIGHT

Brian Irvin

Company Name: North Georgia Foods Inc./Southland Foods Inc. Partner(s): David Irvin & Johnny Irvin (Franchisees) Year You Became a BK® Franchisee: 1985 (David Irvin & Johnny Irvin) Number of Restaurants: 11 State(s) Your Restaurants Operate In: Georgia and North Carolina

How did you become a BK franchisee? My father, David Irvin, and his brother/business partner, Johnny Irvin, expressed interest in becoming franchisees to BURGER KING® Corp. (BKC) in the early-mid 1980s. After waiting some time to hear back, BKC contacted my father and asked if he would be willing to relocate in order to become a franchisee. My father told them that he would “absolutely” move if he needed to, to which BK responded that he wouldn’t need to move after all. They were already considering a potential new location in his home county and had only inquired about his willingness to relocate in order to gauge his level of commitment to become a franchisee! If you have business partners, how did you meet? My father, David, and his brother, Johnny, have been business partners for more than 35 years. Since early 2020, I have been managing the operations of the company that they both built jointly, and Johnny’s son Clint has been involved as well in a consulting/advisory role. Tell us a little about yourself and the company’s background. I am a licensed CPA and spent the first few years of my career in public accounting as an auditor. This gave me exposure to companies in several different industries. Over the years, I have been engaged in audits of manufacturers, private equity firms, bulk supply distributors, local & county governments and non-profit entities. From there, I spent five-plus years working as an accounting manager for a boutique hotel management company, which is based out of Charleston, South Carolina. This was when I developed a true passion for the hospitality industry. Our company was started in 1985 (four years before I was born) by my father, David, and his brother, Johnny. At one time, we had expanded to as many as 21 BURGER KING locations across the Southeast, as well as three Arby’s locations in Houston, Texas. We currently operate 11 BURGER KING locations, nine of which are in Georgia, with the other two located in North Carolina. Going forward, what are your top three business goals for your company? Continued growth, both in terms of our number of locations and the awesome leadership team that we’ve built over the years. Our ARL team is top-notch and capably handles whatever comes their way in a manner that upholds the principles of our company and ensures that employees and customers are always treated with respect and kindness. Our home office team is also incredible and is able to assist our restaurant-level managers whenever they are asked to do so. 18

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What is the best piece of business advice you have received? To learn the duties and responsibilities of all of those working alongside you and always be looking for ways to make others’ jobs easier for them. Over the past several years, I’ve assisted in implementing new procedures and programs, simplifying many of our regular business processes and increasing our team’s efficiency. The only way this can be achieved is by spending time to sit down and learn from team members at all levels of the organization. Once you have an in-depth understanding of how they go about completing their day-to-day tasks, you can then begin brainstorming ways to simplify/streamline their duties. This benefits both the individual team member, as well as the organization as a whole. What do you feel is the biggest challenge currently facing franchisees? The labor market has almost always been our biggest challenge, but it’s become especially difficult to manage since COVID-19. Employee retention is always key, and we’ve been especially diligent in taking good care of our employees in recent years, so that they’ll stay with us in the long-term. Steady encouragement and expressing gratitude for the hard work that they put in for our team always goes a long way. What is the biggest industry change since you started? The growth of third-party delivery services. Just a few years ago, the vast majority of restaurants with a delivery option served pizza. Now, basically every kind of cuisine under the sun is available for delivery through third-party services. The biggest advantage that QSRs previously had over traditional dining restaurants was the convenience aspect of the drive-thru. Now, customers don’t even have to get in their car to go pick up a quick meal – they can have someone else do it for them, and their meal will be dropped off at their front door. We’ve had to implement several new procedures for handling delivery orders at our restaurants and are continuously working to perfect our processes. Tell us about your family. My lovely wife, Laura Claire, and I met just over 10 years ago and have been married for almost six years. Our son, Wyatt, will be turning two in October, and he is a constant source of smiles and laughter for us both! One of his favorite activities is to chase the fourth member of our family, our French Bulldog Tallulah, around the house. Complete this sentence. If I weren’t a franchisee, I would be … Working in the hospitality industry in some respect. Whether it be in hotel management, short-term rentals or operating a restaurant/catering business, my passion has always been in providing the kinds of services that put a smile on customers’ faces and that make them feel at home, wherever they may be. n

LOOK LISTEN READ

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The FranConnect app is a platform that provides all your departments — including sales, operations, finance, support and marketing — a single, shared view of your franchise business. FranConnect has solutions for every stage of your franchise growth. n 2023 ISSUE 3

Spotlight on the 118th Congress:

Maria Salazar (R-FL-27) Q A

What skills or perspectives from your background do you apply as a public official?

Journalism prepared me for public service in several ways, but the stories I heard from my community and the attention to detail it required me to develop were the most important. The constituents I represent in Florida’s 27th District include many of the people I served in my 35 years as a journalist. As a war correspondent and Bureau Chief in Latin America, hearing the stories of those fleeing communism, socialism, persecution and violence helped me understand the importance of good and stable governments. Any good journalist is also trained to develop a keen attention to detail. Evaluating the rigor of any argument also prepared me for Capitol Hill – I like to know all angles of a story before making any major decision.

Q A

What do you see as the current biggest threat to small-business owners?

The biggest threat to small-business owners is the state of our economy. There is a partisan gap on the health of the U.S. economy, but the stories my constituents tell me paint a very clear picture. First, high inflation from reckless federal spending has caused an invisible tax raising business costs substantially. Second, credit has become harder to access as banks have had to tighten lending. And third, labor. We need hands to fill the jobs that are currently vacant. Lastly, from a regulatory standpoint, President Biden’s Small Business Administration (SBA) is supposed to consider economic costs on small businesses when it issues new regulations. However, these negative impacts have constantly been ignored. The nation needs an economic policy based on respect for small businesses and the taxpayer. We do not have that now. Over 90% of my district’s businesses employ less than 10 people – how are they going to grow when a large population of Americans are living paycheck to paycheck?

Q A

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

While small businesses suffered greatly during the pandemic, my office was ready to introduce legislation to help them on day one. As a member of the Small Business Committee, I worked closely with my colleagues to extend the Paycheck Protection Program, a critical lifeline to small businesses at the height of the closures. My first bill that was signed into law provided small businesses with relief on their COVID-19 Economic Impact Disaster Loans, another line of support when many Miami mom-and-pop shops needed it the most. I also led the charge to reopen the cruise industry in 2021, which, at the time, was the only industry in America being told by

2023 ISSUE 3

the federal government that it could not operate. Cruise ships are supplied by small businesses and directly connected to the restaurant, tourism and hospitality industries. Thousands of jobs returned to Miami when I was successfully able to convince the Center for Disease Control (CDC) to let cruise ships sail again, under new safety guidelines.

In what ways are you seeking feedback from small businesses in your state/district and using that information in Washington, D.C.?

My district office is one of the best in the country. My staff are constantly looking for feedback from my constituents on how I can better serve them in Congress. I love meeting with business owners in my district to hear what’s going on and how I can be helpful. My office also works with the SBA to hold events in Miami, including one to connect Miami small businesses with the SBA’s nonpartisan Office of Advocacy. I firmly believe that the federal government should be a client of the private sector – my office ensures we’re here for our constituents, not the other way around.

Q A

What seat do you believe franchisees have at the table and what do you do to support them?

Franchisees are a critical part of Miami’s economy, and my office’s doors are open to any franchisee who needs support. My colleagues on the Small Business Committee and I are always ready to listen to the issues and address the challenges they face. More specifically, I recently supported a letter with some of my House colleagues to Federal Trade Commission (FTC) Chair Lina Khan that provides a few suggestions on how the FTC can strengthen the Franchise Rule. These suggestions include greater transparency in franchise terms and conditions, modernizing franchise disclosures and encouraging dialogue through the promotion of independent franchisee associations and advisory councils.

Q A

What message do you have for small-business owners struggling with supply chain issues, inflation, staffing and other prevalent issues of today?

Help is on the way. I have the only bill in Congress that will address our nationwide labor shortage: HR 3599, the Dignity Act. This is a historic, bipartisan immigration reform bill. It secures our border, provides a practical solution for the undocumented and restores America’s economy. Although this is an immigration reform bill, it will solve our workforce shortage issues on day one and ensure we have a labor force for the future. This bill has strong support from business leaders, the agricultural sector, the faith community, economists and immigration reform groups. You can find more information about this bill here: https://salazar.house.gov/dignity-act. n

One topic: 10 facts

QSR Franchise Marketing and the Demand for Original Content 1

Today, the demand for effective marketing is as high as it has ever been. Eighty-five percent of marketers said there is more demand for brand content in the present day than the pre-pandemic era. With media channels as crowded as ever, standing out amongst your competition is crucial to a franchisee’s success. Forty-seven percent of foodservice operators agree that their competitors are more intense in 2023.

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Is the average customer consuming brand content? Yes! Eighty percent of them watch restaurant-related videos.

This content is fruitful as well, with 70% of consumers saying they are more likely to visit a restaurant that creates personalized promotions.

With every visit to your restaurant(s), your customers are building a relationship with your brand. Loyal customers are emotionally connected customers, as 64% of consumers felt an emotional connection to their favorite brands.

Your emotionally connected customers, staff and stakeholders are the people perpetuating the brands you manage. They are the ones that keep your customers coming back and generate new traffic. After all, 92% of customers trust recommendations from a loved one or notable public figure.

Believe it or not, your customers want to hear from your business. Forty-nine percent of patrons who subscribe to receive promotional alerts from their favorite restaurants prefer to get them weekly.

The key to effective marketing is transparency. A survey of 2,000 customers found that 94% will be loyal to a transparent brand. Meanwhile, 39% will even change brands in pursuit of brand transparency.

By returning to vintage colors, logos and menu items, BURGER KING Corp. has honed in on one concept – nostalgia. Around 75% of consumers enjoy marketing that allows them to recall the “good old days.”

If you want to earn a ‘follow’ on your brand’s social media, you will have to earn it. Fifty percent of customers only follow one to four brands on social media, with another 26% following fewer than 10 brands. *Note: This is a compilation of web articles strictly for engaging your thoughts. Sources: Business News Daily, BuzzStream, Bynder, Fit Small Business, Menu Tiger Salesforce, National Restaurant Association, New Epsilon Research and WARC

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2023 NFA ANNUAL MEETING

Gathers Members for Important Updates O

n Oct. 3-5, U.S. and Canada BURGER KING® franchisees joined together in BURGER KING’s hometown at the Miami Beach Convention Center for the 2023 BURGER KING Corp. (BKC) Convention. During the convention, National Franchisee Association (NFA) held its Annual Meeting the morning of Oct. 5. There, NFA officers shared the status of the association as well as what is in store for 2024. Attendees heard reports from the Government Relations Committee, Marketing Council, Restaurant Committee, Finance Committee and 2024 LEAD Conference Committee. NFA Chair Dan Fitzpatrick opened the meeting by welcoming members, and noted the association is healthy and growing. Following the chair’s address, Dominic Flis, Government Relations Committee chair, provided an update on current legislation affecting franchisees and the importance of attending the 2024 NFA Day on the Hill. Marketing Council Chair, Jim Froio, continued the presentation by touching on updates from BKC that were shared throughout the convention. From the Restaurant Operations Council, committee chair Michael Lippert reported

NFA Chair Dan Fitzpatrick welcomes NFA members to the 2023 NFA Annual Meeting.

on food safety standards, feedback from the BK® Roundtables and expanding BK’s delivery service. For the first time, LEAD Committee Chair, Kevin Newell, gave quick remarks to encourage members to save the date for the 2024 NFA LEAD Conference, June 3-6, and the 2024 Day on the Hill, March 5-7. Following Newell, NFA Treasurer Steve Keith forecasted the association’s revenue, expenses and net income for this year and shared that for the first time in five years, there was an increase in BURGER KING franchisees in 2023. To close the presentations, Elevanta Chair Glenn Levins discussed Elevanta’s financial highlights and initiatives from Elevanta Health and Lockton Affinity, Elevanta’s trusted partner in property and casualty insurance. He also discussed Elevanta’s two newest association clients: Brightstar Owners Association and Z Franchisee Association. Froio and NFA Secretary Anthony Josephson concluded the Annual Meeting by presenting the 2023 NFA Service Awards to members celebrating milestone anniversaries and their commitment to the BURGER KING brand. n

NFA Chair Dan Fitzpatrick encourages members to donate to the newly founded Marvin Schuster Scholarship fund in Schuster’s honor.

The Government Relations Committee report was given by Committee Chair Dominic Flis.

Jim Froio, chair of the NFA Marketing Council and vice chair of NFA, presents a marketing update. 22

2023 ISSUE 3

Chair of the Restaurant Council, Michael Lippert, presents an operations council report to the crowd.

Caribbean Restaurants LLC celebrates a whopping 60 years of BURGER KING® service.

NFA Treasurer Steve Keith reports on the financial status of the association.

Elevanta Chair Glenn Levins gives his address covering the status of Elevanta and Elevanta Health.

Shirley Humerian accepts an award on behalf of herself and her husband Mike for 40 years of service to the BK® system.

LEAD Conference Committee Chair, Kevin Newell, introduces the 2024 LEAD Conference at the NFA Annual Meeting.

Jim Froio and NFA Secretary Anthony Josephson host the 2023 NFA Service Awards.

NFA members gather for casual conversation and light breakfast before the NFA Annual Meeting. 2023 ISSUE 3

CHAIRMAN EMERITUS SPOTLIGHT:

Joe Anghelone by Joe Anghelone

BURGER KING®

s with most franchisees, my career with BURGER KING began in 1967 while in high school as a closer at BK® No. 114 in Edison, New Jersey. The WHOPPER® sandwich sold for 39 cents, fries and drinks were a dime, and the lines were out the door most weekends. The franchise owners, John Stroehle and Ed Kluth, employed me throughout college as an hourly manager until I graduated with a teaching degree in 1971. I worked in public education, thereafter, as a middle school teacher and administrator while supervising evening adult classes. At the same time, I was a training consultant for Consumer Food Services Inc. (CFS), a 50+ unit privately operated BURGER KING franchise owned by Morris Bailey in New York City. During those early years, I married and had two wonderful children while finishing an advanced degree from Rutgers University. Initially, leaving public education was a difficult decision after I was recruited as director of training for CFS. My previous BK background and experience in public education suited me well as I advanced in the organization to president in 1987. At the same time, Herman Cain, BURGER KING Corp. (BKC) vice president in the Philadelphia region and later presidential candidate, approved me as a franchisee along with my partner, John Poloski. In 1990, we formed the Georgetowne Group LP., which operated 14 restaurants for 26 years until we both retired in 2016. During my tenure in the BK system, I was fortunate to be involved with three BURGER KING franchisee driven organizations, Restaurant Services Inc. (RSI), National Franchisee Association (NFA) and Elevanta.

RESTAURANT SERVICES INC. Restaurant Services Inc. (RSI) was initially comprised of BK franchisees who were serving on the NFA Equipment Committee, chaired by Bill Spence. In 1991, BKC decided to transfer staff employees to aid in forming a new purchasing co-operative, RSI, comprised of NFA Equipment Committee members elected by the BK franchisee community. After serving as a founding member on the RSI Board of Directors, I was elected chairman in 1996 and was instrumental in hiring George Hoffman as CEO, who retired after more than 20 years of leading the organization. My 10 years with RSI was one of the most rewarding aspects of my BK career, because as a nationally recognized, premier purchasing co-operative, we were instrumental in reducing food, paper and equipment costs to every BK franchisee. This was a tangible and indisputable outcome of our efforts to improve profitability within the BK system. 24

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NATIONAL FRANCHISEE ASSOCIATION My initial entry as a member of NFA was as a participant in the inaugural general meeting of NFA in San Francisco in 1993. My intention was to support the newly elected leadership of NFA in advocating on behalf of the BK operators who were discontented with recent product developments dictated by BKC. Jim McLamore, co-founder of BURGER KING, was in attendance at the meeting and chastised BKC for tampering with our flagship product, the WHOPPER sandwich. Fortunately, also attending the meeting was Jim Adamson, BKC CEO, who rightfully embraced Jim's remarks to successfully lead the brand forward during this tumultuous period in our history. The relationship between BKC and the franchisee community during the mid-2000s were once again in a transitional period. With the support of the past NFA leadership, Steve Lewis, Dan Fitzpatrick and Julian Josephson, I was elected as chair of NFA in 2006. Based on my previous role at RSI, I felt confident that I could make a significant contribution on behalf of NFA membership. During the first week in my new role,

BKC CEO, Greg Brenneman, resigned and consequently, a new chapter began in our relationship with our franchisor. Sales were declining, and the brand had lost its focus on operational excellence. Naturally, we were engaged in continuous dialogue with CEO John Chidsey and his leadership team, especially regarding the promotional discounting being fostered by BKC marketing. The Value Menu and dollar cheeseburger promotion were significantly eroding our profitability in the restaurants. Without concessions from BKC, litigation was unavoidable since BKC controlled much of our menu board. With the continued support of the BK franchisee community, NFA brokered a resolution by improving our profit margins within the Value Menu. Without hesitation, advocating on behalf of NFA members was, and will always be, the mission statement of NFA. In retrospect, as the NFA chair, I learned to positively interact with the franchisee community in order to help them grow their business and support the brand. Without question, the creation of the BKC-NFA Government Relations Summit and the formation of Coalition of Franchisee Associations remain two of the highlights of my leadership career in NFA. As chair of both NFA and RSI, my fondest memories were in traveling, nationally and internationally, meeting BK franchisees, suppliers and political leaders advocating on behalf of our membership.

As chair of both NFA and RSI, my fondest memories were in traveling, nationally and internationally, meeting BK franchisees, suppliers and political leaders advocating on behalf of our membership.

Deluxe 401(k). Bite-Sized Budget. Very Satisfying.

Attract Top Talent. Nourish Employee Retention.

401(k) Aggregation Plan Cost-effective. Easy to Manage.

We’re redefining how employer-sponsored retirement plans are managed resulting in an absolute gamechanger for franchise owners and their employees.

ELEVANTA Today, I am still engaged with the BURGER KING franchisee community as an active member on the Elevanta Board of Directors. This continuing relationship with the Elevanta Board and staff affords me the opportunity to grow our association management and services organization. I have repeatedly stated that Elevanta is the economic engine supporting NFA and its success on behalf of its members. I have always believed in the mission of NFA and wholeheartedly salute the successful leadership of Dan Fitzpatrick, NFA chair, and Christy Williams, NFA executive director and Elevanta CEO, on behalf of all our members. Lastly, I have been truly blessed to work alongside Glenn Levins, Elevanta chair, in providing financial stability and critical member services to our franchisee community. n

GET STARTED with our team.

In partnership with Hall Financial Advisors, Elevanta has developed a Multiple Employer Aggregation Program (MEAP), which provides customizable 401(k) solutions for employers and their employees.

www.HallFA.com ◆ 866.865.4442 1101 Rosemar Road, Parkersburg, WV 26105 ◆ 416 Hart Street, Marietta, OH 45750 Securities offered through Raymond James Financial Services, Inc., member FINRA/SIPC. Investment advisory services offered through Raymond James Financial Services Advisors, Inc. Hall Financial Advisors is not a registered broker/dealer and is independent of Raymond James Financial Services. #281875 Exp 09.24

2023 ISSUE 3 HFA2023_006_NFA_Flame Q3_Print Ad_vf.indd 1

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URGER KING® made headlines last year when President of BURGER KING U.S. and Canada, Tom Curtis, unveiled the Reclaim the Flame agreement — the largest investment made into the brand in its history — at the annual BURGER KING Corp. (BKC) Convention. With a total of $400 million to be invested into the brand through marketing, technology upgrades, remodels, operations and more, the brand and its franchisees are investing the capital and have taken back the reins on determining BURGER KING’s course. Now, one year since the announcement, we are beginning to see the effects of Reclaim the Flame, and so far, they look promising. BURGER KING Corp. has historically been at odds with their franchisees, leaving them out of important decision-making in their plans. Since the inception of the Reclaim the Flame agreement, franchisees have been an integral part of getting this massive undertaking off the ground, and BKC has embraced the franchisee perspective. Anthony Josephson of J.S. Foods and Redrock Foods Ltd., and National Franchisee Association (NFA) Secretary, commented, “The agreement was done in a collaborative fashion between BURGER KING and the franchisees. And it was really the first time in a long time where the franchisees had a meaningful contribution to the plan.” He continued, “BKC sat down with a group of franchisees, and we debated back and forth on the different components of the agreement, and ultimately, we agreed on the framework. That was the starting point, and our inclusion is very important.” Jonathan Maze, editor-in-chief of Restaurant Business who has had his eye on BURGER KING’s performance in recent years, echoed the importance of franchisee involvement saying, “You can’t turn a brand around without your franchisees. They play a massive

role in executing on the store-level.” “BURGER KING’s marketing might bring customers through the door, but franchisees are the ones who keep them coming back through good operations and customer service,” he said. The increased partnership between BKC and franchisees can be partially attributed to the new leaders at the helm by ALLISON MCCALLUM of the corporation who are willing to collaborate. Tom Curtis positioned himself as an ally to franchisees, emphasizing the importance of their financial health. Other top players like Patrick Doyle, executive chairman at Restaurant Brands International, have made it clear that the success of franchisees is the success of BURGER KING. Josephson said of the collaboration, “My only hope is that we continue along this path. It’s not a perfect program, and we didn't agree on everything, but it was incredibly collaborative. I think you can see that in the program in terms of BKC putting up capital, and franchisees putting up capital.” “The spirit of partnership was as high as I've ever seen,” he added. There are a few main components of the Reclaim the Flame agreement: Fuel the Flame, the investment in advertising and the brand’s digital footprint, and the Royal Reset, a focus on remodels and updated technology to enhance and improve operations at the restaurant-level. All the pieces work together to encompass Reclaim the Flame, and they all play an important role in reestablishing Continued on page 28

Refreshing Every Occasion C

CMY

TM & ©2023 Burger King Corporation. All rights reserved. ©2023 The Coca-Cola Company. “Coca-Cola Zero Sugar”, “Sprite”, “Fanta”, “Simply Orange”, “Honest Kids” and “Appley Ever After” are registered trademarks of The Coca-Cola Company.

2023 ISSUE 3

Reclaim the Flame Continued from page 27

BURGER KING’s presence in the quick-service space. However, Josephson and Maze both agree that one component has accelerated the brand forward this past year: Fuel the Flame. “Prior to the Reclaim the Flame agreement, most of the marketing and creative was centered around a very targeted approach to a targeted demographic and doing it in a way that was really kind of quirky,” Josephson commented, “and this was potentially alienating to specific guests and guest segments.” “The first part of Reclaim the Flame was to acknowledge and recognize that we needed a different kind of creative message, one that is centered around being positive, broadly appealing, food forward and focusing on food quality,” he continued. “It was a starting point for portraying a different type of messaging and image to our guests. I think that's really been the most impactful.” Maze echoed Josephson’s sentiments, “Right now, in my opinion, marketing is having the largest impact on the brand’s turnaround. Getting customers back into your stores and driving traffic is really the first step.” While the new approach to marketing is an early driver in the success of Reclaim the Flame, it’s clear to Josephson and Maze that the focus on operations and remodels will carry the weight in the long-term success of BURGER KING. “Switching our mindset to quality over quantity is the most important part of the capital improvement aspect of Reclaim the Flame. We can’t see the full impact of the technology upgrades and remodels that will affect operations yet, because the money is still being spent,” Josephson commented, “but it’s important to note that this is the most meaningful contribution BKC has ever

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Visit hersheyfoodservice.com or call 704-604-8745 Burger King logo is a trademark of Burger King Corporation. Used with permission.

2023 ISSUE 3

allocated to a remodel program.” He continued, “BKC has taken a targeted approach when working with our franchisees, pinpointing projects that would have the biggest return on invested capital, and I think they’re taking the right approach to this part of the agreement.” Maze said, “Improving speed of service, food quality metrics, etc., tend to take a bit longer to show an impact on the top line, but focusing on these operational standards now is important to accomplishing this goal down the road.” He added, “I think remodels have the most potential in the long-term. I feel like there is a need in the BURGER KING system to remodel some locations, and it helps the brand image overall.” With one year of Reclaim the Flame behind us, NFA and BKC are looking ahead at what’s next for the brand and its franchisees: continued collaboration and working together for the betterment of BURGER KING. “Your franchisee base is a really important part of your brand that should never be overlooked, and you can’t turn a brand around without working with them,” Maze said. “They are the people executing at restaurants every day, putting these operational changes into motion.” “I think the Reclaim the Flame agreement was the first time ever that BKC used their own balance sheet and their own capital for the benefit of franchisees directly,” Josephson added. “That was a huge step.” He continued, “You can see in each of these programs how they all have a partnership component to it — whether it's the ad spend, the equipment spend or the remodel piece of it. BKC is putting up capital, we're putting up capital, and we agreed to the basic dynamics of the program. That’s why I think this agreement is going to be so successful.”

“BKC is putting up capital, we’re putting up capital, and we agreed to the basic dynamics of the program. That’s why I think this agreement is going to be so successful.”

– Anthony Josephson, J.S. Foods and Redrock Foods Ltd.

With the tides turning, franchisees and BKC can recognize the success of the first year of Reclaim the Flame. “I hate using the term cautiously optimistic,” Josephson said, “but that’s how I would frame it. We’re out of critical condition, and we’re stable. Now, we must work towards a position where we thrive as a brand and in our own individual businesses.” “I’m optimistic about what’s ahead with this new dynamic with BKC,” he concluded. “The brand has been through a lot of trying times in its history, and I think we've got an incredible group of committed franchisees who own and operate these restaurants. We've got a partner in BURGER KING that's willing to work with us. Now, the trends are positive, but we still have a lot of work to do!” n ALLISON MCCALLUM is the communications editor for NFA. You may reach McCallum at allisonm@nfabk.org or call 678-797-5165.

2023

Delivering on a Sweet Opportunity D

esserts are becoming an increasingly important part of foodservice menus. With innovations in flavor combinations and formats, consumers have more options to satisfy their sweet tooth. The Hershey Co. helps operators make menu items irresistible with premium-quality ingredients. With the rise of takeout and delivery over the last few years, 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 their recent study of takeout and delivery are as follows: • Across 10 leading national quick-service restaurant chains, the growth of digital orders that include dessert are outpacing total digital orders growth by 47%. • Desserts boost average digital check orders by $6. • And, desserts add a 29% lift to digital orders! 2 Operators who market desserts as an add-on, along with the possibility of bundling items, can also gain a step up Source: 1 Hershey Proprietary on their competitors. In fact, 60% of all Research on Dessert Delivery consumers are likely to order dessert as and Takeout, Technomic Inc., an add-on, and 75% of millennials are 2021 likely to order dessert as an add-on1. 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 themselves1. It’s interesting to note that 61% of off-premises 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 sweet1. There are so many opportunities to deliver on all of the Source: 2 Hershey Proprietary different need states for consumers Research on Dessert Delivery and Takeout, Edison Trends, seeking desserts! 2021 Beverages also play a large role.

For today’s younger consumer — the heaviest foodservice 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 Source: 2 Hershey Proprietary Research on Dessert sales from those consumers looking for a Delivery and Takeout, snack that fulfills the desire to take a break Edison Trends, 2021 or treat themselves. Hershey drives sales in beverages! For example, the average purchase intent of a coffee beverage without HERSHEY’s Chocolate is 41%; however, when the coffee beverage is branded with HERSHEY’s the purchase intent increases to 66% (+25 points!). Similarly, when HERSHEY’s is branded on a milkshake the purchase intent is 58% vs just 43% if Source: 1 Hershey Proprietary Research on Dessert unbranded.5 Delivery and Takeout, Bottom line? Desserts help drive Technomic Inc., 2021 overall sales, impulse sales, repeat traffic and create loyal consumers. The power of HERSHEY’s on the brand only helps boost the appeal. 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! Check out https://www.hersheyfoodservice.com for more insights. n The Hershey Co. is a Sapphire partner member of National Franchisee Association. The company may be reached at hersheyfoodservice.com or 704-604-8745. Sources: 1 Hershey Proprietary Research on Dessert Delivery and Takeout, Technomic Inc., 2021 2 Hershey Proprietary Research on Dessert Delivery and Takeout, Edison Trends, 2021 3 Beverage Consumer Trend Report, Technomic Inc., 2020 4 Snacking Occasion Consumer Trend Report, Technomic Inc., 2020 5 Datassential, Power of Hershey’s Brand, 2022 2023 ISSUE 3

SERVICES FOR YEARS OF

by JARED JOHNSEN

2023 ISSUE 3

he mission statement of National Franchisee Association (NFA) is “to improve, preserve and ensure the economic well-being of all members.” Since 1988, NFA has served as a source of education, training and advocacy for the BURGER KING® franchisee community. Today, NFA continues to provide programs, unparalleled benefit options and networking opportunities to help our franchisee members grow and succeed. For each year since the NFA’s inception, NFA created a comprehensive list of 35 products and services the association offers to its members:

Health Insurance – Elevanta Health

Elevanta Health is an ACA-compliant, self-funded group health insurance that features 14 plans, including Major Medical, MEC and HSA/HDHP options. The affordable option for NFA members, Elevanta Health plans utilize the Blue Cross Blue Shield network, which covers 98% of all providers. Elevanta Health also handles COBRA administration at no additional cost for members of the program.

Elevanta Health Voluntary (dental, vision, supplemental life and AD&D) NFA members have the option to offer their employees a competitive benefits package with Elevanta Health’s voluntary à la carte benefits program. All employees who work an average of 20 hours per week are eligible for the voluntary benefit programs, and none of these programs require a premium contribution from you. They are 100% employee paid. Elevanta offers dental, vision, supplemental life and AD&D.

NFA Action Center/Voter Voice To use Voter Voice, NFA members must login to the NFA website at www.nfabk.org. From there, click on the NFA Action Center, and this will pull up all the active alerts. You may click on the issue you want to reach out to your state representatives and senators about and fill out the editable form that will then be sent to YOUR legislators. Voter Voice also allows NFA members to view their legislators score cards on pressing issues and find information on their elected officials.

Elevanta Property & Casualty

This nationally competitive program provided through co-broker partner Lockton Affinity features coverage lines such as property and casualty, general liability, workers’ compensation, umbrella and commercial auto. Infused with purchasing power generated by participants, our rates remain competitive with each yearly renewal, and you may join at any time. You can also add employment practices liability (EPLI) and cyber liability insurance.

Payroll & Accounting

Payroll is often one of the most expensive and complex aspects of running a business. Elevanta has teamed up with Mize Houser & Co. to create Elevanta Payroll & Accounting. The program, available to all NFA members, features data sharing, electronic document storage, leave tracking, automated alerts, flexible payment methods, scalability and industry experience. Users can choose to use resources to run

their accounting departments in house or outsource to Mize Houser completely. Mize also has a new tax credit program that specifically looks for any employer tax credits, like the WOTC, that franchisees may not be taking advantage of.

Electronic rapid! PayCard

rapid! PayCard offers a convenient, no-cost alternative to paper payroll checks. By eliminating cumbersome, paper-based payroll operations, companies automatically load employee pay directly onto rapid! PayCard VISA® debit cards every payday or on-demand through rapid! disbursements, saving both time and money. This provides an efficient and flexible solution for employees without bank accounts.

Retirement Trust & 401(k) Plans

In partnership with Hall Financial Advisors, Elevanta has developed a Multiple Employer Aggregation Program (MEAP), which provides customizable 401(k) solutions for employers and their employees. This unique structure leverages the buying power of multiple employers, which reduces administrative expenses while allowing employers to determine their own plan structure. In today’s difficult labor environment, a retirement program is crucial to attracting and retaining key employees.

Safety Equipment: Front Line Sales Front Line Sales, our preferred safety products partner, stocks and maintains safety products for a variety of industries, including the restaurant industry. When you choose Front Line Sales, you’ll get single-source ordering, customized programs that deliver the right products and services for your organization, best pricing strategies and a dedicated account representative. Manage your organization’s risk with the right equipment and keep employees working safely.

Energy Procurement Services: APPI Energy NFA works with APPI Energy, a firm specializing in utility-based benefit programs in competitive deregulated areas. NFA clients are eligible for a thorough analysis of most utility accounts, with monthly reporting of opportunities, savings and refunds. This is a contingency-based program with no upfront costs or fees.

Fixed Cost Reduction SIB Fixed Cost Reduction makes the process of fixed cost reduction effortless for your company, allowing you to rest easy knowing that industry experts are working hard to reduce your costs in virtually any fixed cost category without changing your current vendors. Continued on page 32 2023 ISSUE 3

35 Services

Continued from page 31 Lobbying and Advocacy Our advocacy efforts include developing a comprehensive government relations strategy for associations and business owners, monitoring and influencing legislative and regulatory activity, conducting lobbying and grassroots campaigns, participating in national coalitions, providing legislative summaries and action alerts and promoting positive relations with government officials. In order to influence outcomes that protect the best interests of your organization, we actively represent you before local, state and national bodies, including state legislatures and regulatory agencies, as well as Congress and federal agencies.

Membership Directories All NFA members are provided electronic copies of the association’s two, yearly membership directories: NFA Products & Services Directory and NFA Franchisee Directory. The NFA Products & Services Directory lists all NFA associate members to supply members with the contacts of businesses that support the association.

nfabk.org Updated recently to reflect BURGER KING’s new branding, NFA’s website (nfabk.org) allows members to view membership information and renew dues as well as take initiative toward political issues by visiting the NFA Action Center.

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BURGER KING Franchisee PAC Contributing to the BURGER KING Franchisee Political Action Committee (PAC) is an investment toward the well-being of your business. The PAC raises and uses funds to elect pro-business/pro-industry congressional candidates. Since its inception in 1997, the PAC has raised nearly $2.5 million. Legal Services When facing specific legal challenges and concerns, members may look to NFA to provide referrals to attorneys who provide sound legal advice. Through our partnership with Dady & Gardner, NFA receives an annual FDD Review to ensure that franchisees’ interests and assets are protected. NFA also procures additional contract reviews as needed.

Government Relations Committee NFA created a Government Relations Committee to better represent the interests of small-business owners and franchisees to legislators. We understand that when lawmakers and business owners converge, a valuable stage is set for cooperation, education and understanding, which results in policies, laws and programs that best serve all constituents. As a way to involve all NFA members, NFA hosts a bi-annual NFA Day on the Hill to invite members to come together on Capitol Hill and voice their comments directly to members of Congress.

Legislative Updates/Alerts Keep up to date on the status of bills and laws that could affect your business by regularly reading the legislative alerts that the association provides. Alerts can pertain from small bill shifts to widespread federal mandates.

Internal Communications and Marketing Via email blast, NFA members are kept informed of all franchisor and brand updates. The NFA communications department ensures that members are given proper information that is both comprehensive and professional.

Flame Magazine Flame is the quarterly magazine for NFA. It is distributed digitally to NFA members and provides business insights as well as association and brand updates. Flame magazine allows BURGER KING franchisees to share community service efforts, accomplishments and milestones of individual employees and your teams to highlight in the member news section. 32

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Social Media The NFA communications department manages LinkedIn, Instagram, Facebook and Twitter, where members are engaged with event photos and other relevant association happenings. Members are often spotlighted in a popular segment called “Tip of the Crown.” Webinars/Virtual Events Apart from in-person events and development opportunities, NFA has hosted a wide range of virtual meetings, from quick board calls to grand-scale virtual conferences. Regional Meetings Regional associations within their area to discuss matters that affect franchisees of that region as well as meet local NFA members. These meetings also provide the chance to network with BURGER KING Corp. in a more personal setting.

NFA LEAD Conference The NFA LEAD Conference is an annual event for the employee-leaders of NFA members, meant to encourage their growth and develop them as leaders. Many members use this conference as a reward for employees’ hard work.

Association Sponsorship Revenue Each event NFA hosts provides opportunities for vendor partners to display their products and services to members and/or sponsor a portion of the event. This drives revenue to the association, so we can continue to provide exceptional member benefits and give members the chance to maintain relationships with valued vendors.

Industry Engagement NFA is always looking for ways to grow the association and Elevanta. Elevanta is the financial engine for NFA, and we are always looking to grow by onboarding new association and health clients. Attending industry trade shows is one of the ways Elevanta makes these connections to grow the business and keeps NFA staff up to date on industry trends so that they may better serve the NFA community.

Networking NFA hosts a slew of ways to allow members to network with fellow franchisees, corporate representatives, business partners and more. These opportunities provide insights that members bring back to their businesses.

Education and Development NFA strives to maintain a knowledgeable board and membership base by providing access to free education. Whether it be webinars from subject-matter experts or live classroom-style training sessions, NFA encourages membership engagement, association and personal growth and goal achievement through these offerings. NFA saw a need for an employee training program and created the CORE program in 2019 as a way to serve the franchisee community by offering a comprehensive training program for their employees.

Executive Leadership Through strategic direction and best-practice leadership, a team of dedicated professionals is standing behind the association, helping guide it to success in meeting the unique needs of the membership. NFA staff is proficient in executive leadership, strategic planning, board governance, convention and meeting planning, marketing and communications, membership development, financial management, membership growth, and IT and website development.

For instance, the Reclaim the Flame agreement was born out of cooperation and partnership between NFA franchisees and the franchisor.

Committee Structures NFA has a unique structure that has been cultivated through the years as our relationship with BURGER KING Corp. has changed. NFA is comprised of internal committees that work to keep NFA running strong and make sure the association best represents all franchisees, and these committees work in tandem with the external committees who partner with the franchisor. The NFA Board of Directors is comprised of franchisees from across U.S. that serve their respective regions.

Member Equity Fund NFA maintains a strong member equity fund to ensure that members are able to fund any PR and training needs that arise. These funds are used for the benefit of all NFA members. n

Financial Services NFA has a dedicated, in-house accounting department that serves the everyday needs of its members. The accounting department also works hand-in-hand with NFA’s leadership on the annual budgeting process and suggests new strategies for increased revenue and decreased expenses. On top of this, yearly dues payments are managed completely in-house.

Membership Management Through NFA’s membership management, the association can recruit, retain and engage its membership base via recruitment campaigns, communication programs and more. NFA maintains a detailed membership database through a top CRM software that makes it easy to ensure our records are up-to-date and accurate.

NFA System Survey In 2014, NFA began conducting its annual member survey through Franchise Business Review. The information gathered through the survey is used by the association to advocate on behalf of members and the BK® franchisee community and helps further develop and fine-tune the message made with BURGER KING Corp.

JARED JOHNSEN is the communications specialist for NFA. You may reach Johnsen at 678-439-2291 or jaredj@nfabk.org.

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Become a CFA Member! Want to extend your political voice? NFA is a member association of the Coalition of Franchisee Associations, and it brings together some of the largest and most reputable independent franchisee associations to form a organization with a mission “to leverage the collective strengths of franchisee associations for the benefit of the franchisee community.”

Advocacy Efforts with BURGER KING Corp. NFA works closely with BURGER KING Corp. through committees comprised of NFA franchisees, like the Marketing Advisory Council, the Digital and Restaurant Councils and more. Through these committees, NFA consistently collaborates with BURGER KING Corp. for the benefit of the brand.

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2023 ISSUE 3

2023

Elevating Experiences and Operations With Cloud POS

he restaurant industry is an intensely competitive space where success hinges on tight margins, rapid service and exceptional customer experiences. In the world of quick-service restaurants (QSR), the point-of-sale (POS) system functions as the digital heartbeat, helping drive the efficiency and growth of the business. Amid an industry-wide digital transformation, many restaurants are taking a cloud-based approach to their POS systems, which not only helps franchisees and brands achieve operational excellence but also takes the dining experience to new levels. Why QSRs Are migrating To Cloud-Based POS Systems The shift to cloud-based POS systems is driven by several key advantages these systems offer. As QSR operators continually seek to thin on-site hardware and servers, which promise an easily manageable hardware stack. There are other advantages to cloudbased POS systems, however: • Standardized operations across restaurants: Cloud-based POS systems help eliminate inconsistencies and inefficiencies while creating unified, cohesive brand experiences. They allow for fast and uniform promotion rollouts, which can be strategically tied to specific moments in time, thereby enhancing marketing effectiveness. • Mobile and kiosk integration: These systems easily integrate with devices such as employee tablets and customer self-ordering kiosks to improve help service speed and flexibility. In locations with high drive-thru volumes, employees can utilize tablets for line busting in order to minimize customer wait time. • Real-time data analytics: In the fast-paced QSR environment, lightning fast data transmission enables restaurant owners to make quicker, data-informed decisions regarding menu changes, inventory needs and labor allocation. • Third-party integration: QSR establishments don’t exist in a vacuum. Particularly amid growing use of food-delivery services, it’s imperative from an operations and experience standpoint to integrate with internal and external systems. These include, but aren’t limited to, third-party online ordering and food-delivery services, back-office applications, IoT networks and inventory management systems. • Scalability and flexibility: Unlike traditional POS systems, which may require additional hardware or software for expansion, cloud-based solutions can easily accommodate the growth of a restaurant, from a single outlet to a multi-chain enterprise, without a significant increase in operational cost. • Customer experience: By integrating with various platforms, cloud-based POS allows customers to order from their preferred channel, be it a mobile app, a delivery platform or an in-store kiosk. The result is a unified, frictionless and superior customer experience. The Technological Prerequisites Although the benefits of cloud-based POS are clear, QSR operators can’t realize their full potential without robust, reliable

and secure high-speed internet connectivity. The speed and reliability of the internet connection can significantly impact the efficiency of a cloud-based POS, influencing both operational excellence and customer service quality. That means that a connectivity architecture that can fully support cloud-based POS must consist of a few key elements: • Dedicated, robust connectivity: While a cloud POS by itself may not consume an outsized amount of bandwidth, it will likely run over the same circuits that power every other connected element of the restaurant. A dedicated high-speed fiber or broadband connection is essential. • Redundancy: Secondary or even tertiary connectivity methods that utilize 4G or 5G technology build backup options should dedicated lines unexpectedly fail. This safety net can be integral to preventing gaps in connectivity. • Connectivity access points: Having the right number of access points inside a restaurant is optimal, while an additional outside connectivity access point at locations with high drive-thru volumes can enable better line-busting methods and minimize customer wait times. • Fast WiFi: With an array of mobile-empowered applications both inside and outside restaurant locations, fast WiFi is imperative to cloud-based POS systems. Additionally, separate guest-facing WiFi networks are essential to the in-store customer experience. • Security: Effective security underpins all QSR operations. Given the sensitivity and volume of data handled by POS systems, integrated security offerings like DDoS mitigation, endpoint detection and response and unified threat management — along with managed security services — are vital to help protect against potential cyber threats. Embracing the Digital Revolution in QSR The digital transformation led by cloud-based POS systems is a game-changer for the QSR industry. It not only streamlines operations and enhances customer experiences but also fosters a flexible, scalable and more secure restaurant ecosystem. However, this transformation relies on robust and reliable connectivity. As QSRs increasingly move towards this digital future, investing in high-quality connectivity and security infrastructure will be just as critical as choosing the right POS system. The fusion of these elements will set the stage for an era of growth and customer satisfaction. Comcast Business is a Sapphire member partner of National Franchisee Association. They are a leading technology provider in the QSR space and the solutions provided help customers deliver an exceptional employee and customer experience, streamline operations and are easily scalable to meet demands now and in the future. Learn more at: https://enterprisesolutions.comcast.com/rbi 2023 ISSUE 3

HAPPENING SOON: ROUND-UP CAMPAIGN Nov. 27 - Dec. 22 Bring the mission of the BURGER KING℠ Foundation to customers at the register during the final campaign of the year! The Round-Up Campaign will allow guests to round up their total to the nearest dollar with proceeds benefiting local students in your community. Campaign marketing materials will be included in the December national kits. Visit BK® Gateway for weekly fundraising reports and announcements. For any questions, contact Britni Garcia at bgarcia2@whopper.com.

OVER $2.2 MILLION RAISED THROUGH THE FALL FUNDRAISER! Thank you to our dedicated franchisee partners for raising more than $2.2 million through the Fall Coupon Fundraiser! With over 5,000 participating restaurants across North America, all funds raised during the campaign helped benefit education initiatives in local communities. 36

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Empowering students to learn their way. Apply for a Burger King℠ Scholarship! Scan here or visit burgerkingscholars.com from Oct. 16-Dec. 15.

Scholarships range from $1,000 to $60,000.

For eligibility, selection process and awards please visit burgerking.scholarsapply.org/information.php TM & 2023 Burger King Company LLC

Ⓒ

BK EMERGENCY FUND ℠

In times of emergency or hardship, we're here to help. The BK℠ Emergency Fund was established to provide financial assistance to employees and to their immediate family members. Grant amounts vary up to $4,500 and are intended to cover employee's short-term, immediate needs including rebuilding after house fires, funeral expenses, natural disasters, and medical emergencies. To find out more about the resources available or to apply, visit emergencyfund.bk.com or scan the QR code.

2023 ISSUE 3

Two New RSI Board Members Keep the Flame Burning Bright Jordan Drury and DJ Fitzpatrick Continue Building a Legacy of Excellence

very year, members are nominated and elected to join the Restaurant Services Inc. (RSI) Board of Directors. This year, two new members joined the board as BURGER KING® works to “Reclaim the Flame,” Jordan Drury and Daniel (DJ) Fitzpatrick, franchisees with longstanding family roots within the BURGER KING system. Like many second-generation members, Fitzpatrick grew up immersed in the family business alongside his father, Dan Fitzpatrick. He attended Notre Dame’s Mendoza College of Business, played briefly in the NFL and worked eight years at Goldman Sachs before rejoining Quality Dining Inc. (QDI) as executive vice president and chief administrative officer. QDI operates 148 BK® restaurants across Indiana, Michigan and Florida. Outside work, Fitzpatrick keeps busy coaching his children’s sports teams and participating in local non-profits, including the LOGAN Center, which supports people with intellectual and developmental disabilities, where he is vice chair and finance chair. Jordan Drury is a third-generation franchisee and director of operations for Midamerica Hotels Corp, which owns and operates 35 BK restaurants, as well as IHG, Hilton and Marriott hotels across the Midwest. A veteran of the U.S. Navy, Drury obtained his MBA from Louisiana State University. His grandfather Jim Drury was a pioneer in the hospitality industry, and Drury, his father Dan and his siblings work tirelessly to keep Jim’s legacy alive. Drury is also active on the BK Operations Council, serves on the Elevanta Board and is an ardent advocate for franchisees. We asked Drury and Fitzpatrick a few questions about their board positions and the insights they have gained over the last several months. They kicked off the conversation by speaking about what sparked their interest in being an RSI Board member. 38

2023 ISSUE 3

The RSI Board’s two newest members, DJ Fitzpatrick and Jordan Drury.

“It’s an honor to be a part of such a critical part of the BK ecosystem. RSI’s mission encompasses not only ensuring supply at best cost, but profitability, data and innovation, as well. Since returning to the family business about five years ago, I’ve been able to leverage the skill set I developed at Goldman Sachs, and I want to further make an impact for the BK brand and our QDI family by being on the RSI Board,” Fitzpatrick said. “Being part of the RSI Board is an exciting prospect, not only as a way to serve the franchisee system, but to gain insight into the

role of the organization and better understand the important work Joel Neikirk and his team do on behalf of all of us,” said Drury. “This board has amazing leadership from which I hope to learn — from Todd Schuster to legendary BURGER KING veterans like Jim Froio and Wayne Burke. Through my first term, I’m hoping to add value and ask the right questions to help obtain the best results.” When asked about new perspectives he has gained as part of the board, Fitzpatrick shared that he has an increased appreciation for the fact that RSI is a living and breathing entity that requires constant care and attention. “Whether it’s a weather event, a fire at a production plant or a cybersecurity issue, the team is constantly adjusting strategic and contingency plans on behalf of franchisees. The leadership team is in constant communication with stakeholders, and the board plays a vital role in supporting the very capable and passionate RSI management team, which is second to none in the industry,” he said. “In the short time we have been a part of the board, I have developed a massive appreciation for all that goes into keeping our stores stocked and America fed. No one has any idea how many challenges RSI’s team overcomes daily to keep low-priced commodities flowing smoothly to our restaurants. They work with suppliers, farmers, distribution centers and truck drivers who do not get enough credit for what they do, not only for BURGER KING but for our country,” said Drury. Drury added that when he was younger, growing up in the system and working in the restaurants, it was always about the customer. “The customer is always right, solve every problem to the customer’s satisfaction, give them the pickle!” He said these statements still hold true, but his leadership on the RSI Board has helped to broaden his perspective. He believes guest satisfaction is a product of proper culture within an organization. “As leaders, we should focus our attention, praise and mentorship on our team members – in essence, serve those who serve your guests. If you do that well, you will have the best guest service scores, low turnover and team members who love to come to work and make your restaurant a success,” Drury said. In terms of contributing to franchisee success, Fitzpatrick says there are three things that combine to create what he calls the ‘magic’ of RSI. “First, Joel and his team are some of the most impressive professionals I’ve had the pleasure to work with. Second, the RSI Board is comprised of passionate operators who consistently make decisions through the lens of what’s best for the brand and its franchisees. Lastly, RSI maintains a solid strategic partnership with the franchisor. When these three parties work together in harmony, there is a multiplier effect that helps makes us best in class,” he said. Both new board members agree that technology is an area of significant opportunity which RSI is helping franchisees address. The RSI team is actively moving to secure the supply chain from external risks, including cyberthreats, while also capturing valuable data that can be turned into actionable information members can leverage to increase profitability. In wrapping up, they shared what they would say to someone contemplating running for election to the RSI Board. Fitzpatrick underscored that it is definitely a working board where members are fully engaged from the moment they begin orientation, saying,

“As leaders, we should focus our attention, praise and mentorship on our team members – in essence, serve those who serve your guests. If you do that well, you will have the best guest service scores, low turnover and team members who love to come to work and make your restaurant a success.”

– Jordan Drury

“This ain’t a hobby, for sure!” Drury echoed his sentiment, saying, “If you are passionate about what we do and love to serve, it is a great organization with hundreds of years of knowledge that would benefit any operator.” But if you want to run, he shared that he is enjoying his participation on the board, so he added “Don’t run for my seat – run for my friend DJ’s instead!” n

2023 ISSUE 3

New Form I-9 Required Beginning Nov. 3, 2023

Along With This Change Is a New Alternative Procedure for E-Verify Employers’ Forms I-9 Completed During COVID-19 Flexibilities

2023 ISSUE 3

he U.S. Citizenship and Immigration Services (USCIS) TEligibility recently published the newest version of the Employment Verification form, Form I-9. Employers are required by

law to complete Form I-9 to verify the identity and employment authorization of their employees within a certain period of time post-hire. This new version of Form I-9 is only one page, instead of two. Other changes include more detailed instructions and new guidance on acceptable receipts and auto-extensions of some documents on the Form I-9 List of Acceptable Documents. Employers may begin using the new edition beginning Aug. 1, 2023, but may continue to use the 2019 version of the form through Oct. 31, 2023. Beginning Nov. 1, 2023, only the new Form I-9 dated “08/01/2023” may be used. The version date can be found at the lower left corner of the form. In addition to the new Form I-9, USCIS also announced a new “Alternative Procedure” for the physical inspection requirement for Forms I-9 completed during COVID-19 flexibilities, specifically for employers who were enrolled in E-Verify during this time period. As we previously reported, employers had until Aug. 30, 2023, to complete physical inspection of I-9 documents for Forms I-9 completed using remote inspection under the USCIS’ COVID-19 flexibilities. Under this new “Alternative Procedure” rule, E-Verify employers who meet four requirements may choose an alternative procedure in lieu of physically examining Form I-9 documentation. To qualify for the alternative procedure, the employer must have: 1. performed remote examination of an employee’s documents between March 20, 2020, and July 31, 2023; 2. been enrolled in E-Verify at the time

they completed the Form I-9 for that employee; 3. created a case in E-Verify for that employee (except for reverification); and 4. be currently enrolled in and continue to participate in E-Verify. Employers who do not meet all four requirements above must have performed by EILEEN MOMBLANCO an in-person physical examination of documents by Aug. 30, 2023. Under the Alternative Procedure, employers must have remotely examined the employee’s Form I-9 documents by conducting a live video interaction for each employee whose documents were examined remotely under the temporary flexibilities but never in-person physically examined. The Form I-9 must then have been annotated with the wording “alternative procedure,” the date of the second remote document examination and employer representative initials in Section 2 or in Section 3, as appropriate. These steps under the Alternative Procedure should have been completed by Aug. 30, 2023. n

EILEEN MOMBLANCO is the Chair of Immigration Practice Group at Laner Muchin Ltd. Momblanco can be reached at emomblanco@lanermuchin.com or (312) 467-9800.

Remember to filter daily even during slow times ! 2023 ISSUE 3

Countdown to Year-End: A Payroll Checklist for QSR Restaurant Owners and Office Staff contributed by Mize CPAs

s the calendar inches closer to December, many of us are busy preparing for the holiday season. While that is all well and good, payroll processors find themselves immersed in a different kind of festivity: preparing for year-end financials. The objectives of this period extend far beyond the routine processing of paychecks. It encompasses a complex and critical set of responsibilities that require precision, attention to detail and an unwavering commitment to compliance with ever-evolving tax laws and regulations. To help you and your team prepare, we have assembled the easy-to-follow checklist below.

If You...

Have You?

Print your own W-2s

Ordered the forms and envelopes? Test print before January!

Submit your own W-2s

Updated your SSA BSO password? You can test your W-2 file using AccuWage with the SSA prior to submission.

Are an Applicable Large Employer (ALE)

Prepare your own Forms 1099

Let’s start with some housekeeping questions. Next, here are some items you should complete before Dec. 31. n Prepare and review your year-end holiday payroll processing schedule and prepare your 2024 payroll processing calendar for the processing dates (with holidays and direct deposit considered) and paycheck dates. n Identify potential taxable benefits to add to payroll before Dec. 31, 2023. • Personal use of company owned/leased auto • Year-end bonuses • Holiday bonuses or gifts • Group term life insurance policies • Third party sick pay • Gift cards/certificates

Ordered Forms 1095-C, Forms 1094-C and envelopes? Test print before January!

• Two percent S Corp. shareholder benefits

Registered with the IRS for electronic filing if you have more than 250 forms to be filed (electronic filing required)?

• Severance or settlement agreement payments

• Moving reimbursements (now taxable!) • Educational benefits • Manual checks not already entered to payroll • Void checks not already entered to payroll

Ordered the forms and envelopes? Review a current list of payments to verify how many 1099s you will need and add a cushion. Test print before January!

n Remind employees to complete a new Form W-4 if their address, withholding allowances, name or SSN needs to be updated. Watch the IRS website for the updated Form W-4 for 2024.

Updated your Accounts Payable system with current Forms W-9 information for vendors.

n Ask all employees to verify their SSN and mailing address.

2023 ISSUE 3

n Run a list of your W-4 exempt employees and remind them they must provide a new W-4 for 2024 prior to Feb. 17, 2024 (single standard deduction). n Run a preliminary Form W-2 prelist and determine if any employees are missing SSNs or address. Review for any that

have an SSN beginning with “9” or something that looks obviously wrong (for example 123-45-6789). n Review your vendor payment list to determine if there have been any payments in Accounts Payable that should have run through payroll and need to be reported on a Form W-2. n Verify whether you have foreign workers that need special treatment on Form W-2 (J-1 VISA or other types exempt from SS/Medicare). n Check the due date of any state reconciliation forms and/or W-2 filings. n Reconcile your bank accounts and deal with outstanding paychecks. • Unclaimed property reports are required in all 50 states. • “Negative reports” may be required when you do not have any property to report. • Never filed unclaimed property? Contact your Mize CPAs staff for assistance. n Review your Form 941 tax deposit requirements for 2024. If you have been paying monthly, check your “lookback period.” • If you pay semi-weekly, be sure to deposit NEXT DAY if a liability exceeds $100,000 in your normal deposit period. n Review IRS Notice 931 for specific rules.

Then, after Jan. 1, you will want to do the following. n Gather employee health insurance premium amounts paid during 2024 to be shown on Form W-2 (Box 12, Code DD) if you filed more than 250 Form W-2s in 2023. n Check to see if you have any third party sick pay to report on W-2s. n Plan for disaster recovery! Don’t wait until the last day to print your Forms W-2 in case you experience a disaster (water leaks, floods, inability to enter your office for various reasons, no electricity during storms, etc.). n Perform a year-end reconciliation. • Do 941s & 941-Xs tie to Forms W-2? • Check Federal Taxable wages, Social Security & Medicare taxable wages. n Identify all exempt items. In summary, year-end preparation for payroll professionals is essential to ensure legal compliance, provide accurate tax documentation to employees, meet reporting deadlines and maintain financial integrity within your organization. It also contributes to overall organizational efficiency and employee satisfaction. n Mize is a full-service accounting firm that has provided the Elevanta payroll and accounting solution since 2003.

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2023 ISSUE 3

Storytelling As a Leadership Tool

2023 ISSUE 3

f you have read some earlier articles of mine, you know that I am an advocate of using stories to perpetuate the culture of your organization. The advice to make use of storytelling has been buried in the previous articles, and I feel that the subject merits its own discussion. In communicating a point of view, a principle or a value, there are few techniques more powerful than a well-told story. A story by DENNIS & DANNY SNOW provides a "mind picture" for the listener and gives color to an otherwise abstract concept. As a leader, for example, I could advise new supervisors to "treat employees with respect." No one could argue with such a suggestion. The following story, however, gives meaning to the principle. I've used this story hundreds of times because it happened to me (in 1982), had an impact on my leadership style, and others have told me that the story has an impact on them. I had recently been promoted to my first management position at Walt Disney World: Supervisor of Fantasyland (my all-time favorite job title). I was preparing to give my first "verbal reprimand" to an employee, and I was actually excited about it. Finally, I was giving a reprimand instead of getting a reprimand. I was mentally rehearsing what I was going to say to this cast member regarding his poor attendance. It was going to be a verbal bombardment designed to get him to beg forgiveness and to be ashamed of his irresponsibility. Moments before the cast member was to arrive at my office, my boss, a wonderful leader named Bruce Fox, sat down in the chair across from me. He looked at me

and said something that I have never forgotten. He said, "Dennis, no matter what you have to do as a leader, whether you have to reprimand someone or even fire someone, when he walks out of the door, you make sure he walks out with his dignity." Bruce's words not only changed how I handled that situation, but how I've tried to conduct myself as a leader ever since.

Stories allow people to peak behind the curtain of things that have happened to you as a leader, to the company and to others in the organization. Admittedly, telling the above story takes longer than saying, "treat employees with respect," but I think the point is much more vivid. Stories allow people to peak behind the curtain of things that have happened to you as a leader, to the company and to others in the organization. Another example comes from Southwest Airlines. "Don't take yourself too seriously! Have some fun!" Hundreds of organizations say the same thing. Southwest Airlines, however, has a story that they share that demonstrates commitment to fun from the very top of the organization. The airline was in a legal battle with another Continued on page 46

Mike Laird, Army veteran and BK franchisee owner in Arizona, being recognized at the 2023 VFW National Convention in Phoenix, AZ.

THANK YOU

to the 51 BURGER KING® franchisee owners, their 2,113 restaurants, employees and customers who helped raise $745,000 this year in support of the Veterans of Foreign Wars Unmet Needs program, assisting veterans and military families. To learn how you can help change the lives of veterans, contact Ben Vargas at BVargas@vfw.org or call 816.968.2720.

www.vfw.org/UnmetNeeds

2023 ISSUE 3

Storytelling

Continued from page 45

company regarding the rights to a marketing slogan. Southwest CEO Herb Kelleher and the CEO of the other company decided to settle the matter by holding an arm-wrestling match dubbed, "Malice in Dallas." The event had all the trappings of a WWE wrestling match, complete with trash talking, cheating and hoopla. The winner would get the rights to the slogan, and the loser would donate $15,000 to charity. Everyone had a lot of fun, charities received $15,000, and it was agreed that both companies could use the marketing slogan. Kelleher was carried out of the event on a stretcher complaining that he had lost because he had earlier hurt his arm trying to save a little girl from being hit by a bus, had overexerted himself walking up a flight of stairs and had a case of athlete’s foot. This is a CEO that believes in not taking himself too seriously! Southwest loves to tell that story. As a leader, you can use stories in just about any situation. Here are three very appropriate opportunities for using stories: Celebration/Recognition – How many times have we heard a leader say, "The whole team came together on this one. Congratulations to everyone!"? Well, that's nice, but so what? I'd like to hear some stories about how the team came together and how they overcame the challenges thrown their way. And maybe some inside stories from team members. I'm much more likely to be engaged in the celebration when there is some real emotion involved. Let's hear the story!

Tyson Foodservice is proud to have partnered with Burger King® for over 40 years on menu breakthroughs like the Royal Crispy Sandwich, the Original Chicken Sandwich, Chicken Nuggets and Original Chicken Fries. We’ve also teamed up on LTO innovations including Ghost Pepper Nuggets, Jalapeño Chicken Fries and this year’s boldly-seasoned Spicy Chicken Fries. It’s an honor to join with Burger King® supplying high-quality products and collaborative innovation along the way.

2023 ISSUE 3

Change/Challenges – The business landscape changes faster than most of us can keep up with. All of these changes cause frustration and skepticism regarding the flood of new initiatives that keep coming down the pike. While stories don't eliminate frustrations, stories can help illuminate the reason the change is happening. Using a specific customer experience to illustrate the need for change can help employees picture what is happening and, more importantly, what needs to happen. Training – We have all sat through boring training classes in which an instructor or leader recites a bunch of policies and procedures. Our eyes glass over and while we’ve “been told,” we don’t really understand. Stories of employees doing an exceptional job and stories of the results of exceptional work bring the training to life.

Sometimes a story takes on a life of its own. Sometimes a story becomes part of the folklore of the organization. We all have thousands of experiences that can provide the foundation for stories that help perpetuate an idea, concept or culture. You simply have to think about those things that have had an impact on you, a customer or an employee. Am I saying that it is important for you to become a good storyteller? Yes. However, good storytellers were poor storytellers first. Good storytellers got to be good by telling stories. That’s really the only way to get good at it. I can tell you that a good story for business has three components: the setup, the story itself and the point. The setup tells the listener why you are telling the story. The setup doesn’t give away the ending, but it lets the listener know that the story is about having fun or the importance of providing good service, etc. The story itself is exactly that, and it will get better each time you tell it. The point tells the listener about the lesson the story illustrates. The reprimand story noted earlier, for example, provides the foundation for a discussion on methods for maintaining the dignity of an employee while taking corrective action. It is very satisfying to hear a story that you have told repeated by others. The re-telling may bear little resemblance to the original, but that’s okay. Sometimes a story takes on a life of its own. Sometimes a story becomes part of the folklore of the organization. That’s how cultures are perpetuated, and that is the point. n DENNIS SNOW is a business author, speaker and consultant who helps organizations develop world-class customer service. He is the author of two books, “Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life” (Snow & Associates), and “Unleashing Excellence: The Complete Guide to Ultimate Customer Service” (Wiley). Dennis can be reached at www.snowassociates.com, or at 407-294-1855.

AI Delivers Sizzling Savings for Franchisees TruOI Serves Burger King Franchisees Nationwide TruOI connects key data systems, automates workflows, provides checklists and forms, and sends real-time alerts. With an integrated Kingboard for location-based insights, TruOI monitors live location scorecards. It optimizes sales, kiosk, delivery, and labor, including SOS goals and guest satisfaction scores. All AI-assisted.

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2023 ISSUE 3

Elements of the Entrepreneurial Mindset Series: Element No. 1:

Freedom and Responsibility

he drive for almost every entrepreneur begins with a desire for freedom. This was the case for me. I’m the fourth of six kids. Growing up, I often felt I had five parents telling me what to do. My parents and siblings are all wonderful folks, but my position in my family drove me to want freedom in making decisions. I started out as a college soccer head coach and high school math teacher, which provided me with about as much freedom as you can imagine. Ultimately, I started my own business because I wanted to teach ideas on individual and group performance, and that isn’t what high schools and colleges were looking for me to do. I wanted the freedom to teach what I wanted to teach. Other entrepreneurs land on this desire for freedom in other ways. Perhaps they were the oldest child, used to being in charge, and being the head of their own business just made the most sense to them. Other people worked for an entrepreneur and liked the idea of running their own show. No matter how they got there, they found a deep desire to be in charge of their destiny and were willing to put up with the long, hard hours of entrepreneurship. Ironically, many non-entrepreneurs think that money is the driving force for an entrepreneur, but in my experience of being an entrepreneur and working with entrepreneurs, I have found that freedom is actually the most important factor. Many, many business ventures fail within five years. And yet, entrepreneurs try again and again. Why? Because they want the freedom to make their own decisions, even if it leads to another failure. How important is freedom to you? Do you prefer working for a manager or a business owner who provides you with clear parameters on what to do and what to achieve? For many people, 48

2023 ISSUE 3

total freedom to figure out what to sell and what customers to pursue would not be an enjoyable experience. It would feel like too much pressure. For other people, this type of pressure is what fuels them and keeps them energized. It's very important for you to decide how important freedom is for you in your work life. It’s not that one way or the other is by DAN COUGHLIN the better way. It’s just that the desire or lack of desire for freedom in your work is a very important first step for you to discern. If you choose freedom and entrepreneurship, then you will have to deal with the upside and the downside of that decision.

The Responsibilities of Entrepreneurship The freedom part is actually the easy part. The hard part is taking on the responsibilities of entrepreneurship.

Responsibility No. 1: You Are Your Brand.

Everything you do and say affects the way people think about your business. If you tell a dirty joke, scream at a kid during a youth baseball game, get drunk, use filthy language with employees in front of a customer or sell a faulty product, you affect the way people think about your business. If you treat employees and customers with respect, if you are a positive force in your community, if you avoid taking shortcuts

to impress people and if you back up your promises regarding your products and services, then you affect the way people think about your business in a positive way. Everything you do and say affects the way you and your business are perceived.

Responsibility No. 2: Every Employee Affects Your Brand. This is true of all your employees. If your employee is rude to customers, then the customers will assume that you are rude and that your company is not something they want to deal with. This is a major responsibility. You might be a great person to be around, but if you allow your employees to act in ways that reflect poorly on your business, then it’s just the same as if you did those things. Clarifying, attracting, selecting, placing and developing the type of employees you want representing your brand and removing employees that you don’t want to represent your brand are very important responsibilities of the entrepreneur.

Responsibility No. 3: You Strengthen or Weaken Your Culture Every Day. A company’s culture is how people across the organization act on a consistent basis. It doesn’t matter what is written on the walls. And the number one person who affects a culture is the owner of the organization. Think about that for a moment. Your attitude, words and actions have a tremendous and immediate impact on your culture. Before you move into action, really consider whether you are building the culture you want or one you don’t.

Responsibility No. 4: Every Day You Have to Clarify Important Items. When the business day gets rolling, it’s very easy to lose sight of the core pieces of your business. Here are a few questions that you are responsible for answering every day: a. What is the value we are selling? b. What types of customers are we trying to sell that value to? c. What products and services will deliver that value to those customers? d. How will we let those types of customers know that we have this value to offer them? It’s your responsibility to coordinate the efforts of other people to market, sell, deliver and charge for this value to those customers. It sounds so simple, but it’s very easy to fall into the trap of losing sight of these four questions. Freedom comes with responsibility. They are the two sides of the same coin. They are the starting point of entrepreneurialism. n Since 1998, DAN COUGHLIN has worked with serious-minded leaders and executives to consistently deliver excellence. He provides executive coaching, leadership and executive development group coaching programs and seminars to improve leadership and management performance. His topics are personal effectiveness, interpersonal effectiveness, leadership, teamwork and management. He also guides strategic decision-making meetings. Now, he is also focused on helping people to develop their entrepreneurial mindset. Visit his free Business Performance Idea Center at www.thecoughlincompany.com

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2023 ISSUE 3

Sharpening Your Tools: Six Reasons Why Mental Fitness Matters in the Workplace

“

o survive, a man needs food, water and a sharp mind.”

– Louis Zamperini, Olympic runner and World War II veteran and POW.

This isn’t just another article about honing your mental acuity, so you can boost your workplace productivity. There are plenty of those out there, and I’ve done by LAURA STACK one or two myself. No, this article is about the why, not the how. You may think the why is obvious, but is it? Most people only have a nebulous idea that mental fitness is a good thing — and, of course, they’re correct. But it’s important to know why it’s a good thing in detail, because this makes its value easier to pin down and focus on. There are always the basic arguments for keeping your mind sharp. It may help you live longer, avoid Alzheimer’s and other forms of dementia and often aids your memory. It also keeps you centered and protects you in several environmental senses, ranging from shielding you from physical harm to expanding your common sense. But it also offers more immediate benefits to your entire life, of which your work life is a significant part. These reasons include, but are not limited to:

It helps you plan. It’s easier to care about what’s next when your mind is sharp. Furthermore, you can easily consider all options, obstacles and milestones pertaining to a project and visualize your ultimate goals in all their glory. While you can’t account for all contingencies, it’s simpler to address them when you can think clearly.

It makes you more mindful. When your mind is dull, you float through life on automatic. You may get by, but your efficiency and effectiveness are minimal. You’re more likely to miss important things or make mistakes that require repair, thereby wasting time and energy. Mental acuity, when properly applied, makes you more alert to what’s happening right now. Such mindfulness helps you navigate the present with greater ease. Your attention focuses more fully on what you’re doing and taking part in, not only allowing you to boost your efficiency, but also to retain more of what you’re experiencing and learning.

It enhances creativity. Mental sharpness not only helps you plan the future and navigate the present, but it helps you leverage your past with greater facility. Now, you won’t experience many “eureka” moments just by increasing mental acuity unless you deliberately let it loose, free-associating and purposely shuffling

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through your experience, education, readings and other learning as you cogitate on a problem. Ideally, it can also bridge the way into the fertile fields of your subconscious mind, where potential ideas cross-fertilize and accumulate.

It contributes to mental flexibility. When your mind is unclouded, it’s more likely to let you see farther into your memories and experience; it may also help you see when other people’s ideas make good sense. When this happens, you become less reactionary, more willing to consider new ways of doing things as the world changes. It also allows you to deal better with daily stresses and to survive painful blows, allowing you to learn from them and move forward more easily.

It simplifies decision-making. In allowing you to “see” farther, mental acuity presents a wider variety of options when you’re trying to decide on a course of action. Clearly understanding your goals, as well as consciously putting to use well-established decisionmaking processes in combination. Recognizing the benefits of all the options makes decision-making easier in the long run.

It helps build an optimal mindset. Overall, higher mental acuity contributes to your general well-being, providing you with another tool that helps you become your best self. When your mind is sharp, it allows you the flexibility and mindfulness to make the best decisions possible. You’ll also be able to think more creatively, so you increase your chances of surviving anything life or work throws at you.

The Sharpest Tool in the Shed

While physical health is vital and contributes to your mental health, cerebral sharpness is what really matters in your workplace. How fast you can run or how much you can bench-press pales in comparison to your ability to assimilate data, perform rapidly, integrate well with your team and create new opportunities for the organization. Sharpening your mental tools will benefit your career – whether that means lots of reading, doing more Sudoku puzzles, untangling brainteasers or all the above. n

© 2023 LAURA STACK. 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, Wal-Mart, and Bank of America, and she has been featured on the CBS Early Show and CNN, and in the New York Times. To have Laura Stack speak at an upcoming meeting or event, call 303-471-7401 or contact us online.

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experience matters

www.nationalfranchisesales.com

Specializing in Franchise Acquisitions & Divestitures

mike deegan 949.428.0492 md@nationalfranchisesales.com 2023 ISSUE 3

How to Improve Cyber Security in Just One Month

contributed by Lockton Cos.

ver the last few years, franchises have become a favorite target of cyber criminals. Hackers have stolen password credentials, franchise business records and customer credit card data from thousands of well-known establishments. It is true that cyber-attacks target all sorts of businesses, and many recent high-profile hacks include big names outside the industry. However, some cybercriminals prefer franchises because they’re easier targets. • Franchises have less robust defenses than banks and other prime targets. • General awareness of cyber threats and hacking techniques is lower. • Employees tend to have less training on how to protect the business from cybercrime. • Franchises have a high sales volume. The consequences of a hack are serious. According to a recent report by IBM, the average data breach cost for businesses with fewer than 500 employees is $2.98 million, and the average cost per breached record is $164. Cyber security is important, but for a busy business like yours, it may be hard to focus on. You may worry it will take too much time or money, or perhaps you feel like cyber security is a topic best left to the experts. But as it turns out, taking control of your cyber security is easier, cheaper and quicker than you think. Improving cyber security at your business can be as simple as taking a few easy steps over a few weeks’ time, but the resulting improvements can last much longer. Here’s a simple plan you can implement at your business any time of the year to improve cyber security in just one month.

Improve Cyber Security Week 2: Housekeeping Good cyber security doesn’t have to be difficult. While the technology can be complex, it’s simple cyber housekeeping that helps keep your business and data safe and secure. Spend your second week focusing on some key housekeeping tasks to improve your protection. First and foremost, take care of any vulnerabilities you identified last week: • Perform recommended update and patch maintenance to your systems and software. • Update any passwords that are weak, old or otherwise compromise your security. • Turn on beneficial security protections you already have, like spam filtering, firewall protection and multifactor authentication. If you’re not sure about whether and how to do an update, or how to use your software’s security features, get help from your local IT expert or contact the product’s customer support.

Improve Cyber Security Week 1: Inventory At your business, you understand the importance of taking an inventory. It gives important information that helps you make better decisions. The same is true for cyber security. You need to know what you have in order to protect it.

Improve Cyber Security Week 3: Planning At your business, you are probably well aware of the importance of advanced planning and development of emergency procedures. They can be crucial for responding quickly and appropriately if there is a fire, an injury or a robbery. With cyber

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In your first week, focus on taking an inventory of all your digital systems. Answer questions like: • How many computers and devices do you have? • What apps and software does your business use? • Are systems and software lacking any updates? • Are all your passwords secure and up to date? • What access privileges do staff members have? • What protections do you already have in place? Taking an inventory will tell you where you are already doing well and where you have vulnerabilities that could benefit from improvement.

security, having a plan is also key for making sure you stay a few steps ahead of cyber criminals. For your third week, focus on creating a cyber response plan. Some key steps are to: • Conduct a risk assessment. • Identify cyber vulnerabilities. • Define conditions for action. • Develop a detection plan. • Plan an incident response. • Draft communication templates. • Create an event log template. A formal plan can make an important difference in a cyber incident. It helps you identify and respond to problems quickly while taking the right steps in situations where the wrong steps can often magnify the problem and its cost. Improve Cyber Security Week 4: Training Just as they are crucial for managing risks in other areas of your business, your team will play a big role in the cyber security of your business. It’s important to include everyone in making your business safer online. Spend your last week of the month focused on employee training. • Train employees on the dangers of cyber-attacks and the importance of cyber security. • Teach team members how to use newly acquired or activated security features. • Provide your staff with information on common scams like email phishing and malware. • Organize drills to teach the team how to follow your new cyber response procedures.

It can’t be overstated how important your team is when it comes to cyber security. Managers can’t be everywhere at once, and frontline staff are often the first to notice something usual. More Ways to Protect Your Business from Cyber Security Risks It’s true that cyber security can be intimidating and often isn’t given the attention it deserves. But protecting your business from cyber risks is probably easier than you think. It is possible to improve cyber security in just one month with these few simple steps. It’s also possible to do more to protect your business from the risk of cybercrime. Contact co-brokers Lockton Affinity and Elevanta to learn more about Cyber Liability insurance and cyber security resources that can help protect your business. Visit Elevanta.LocktonAffinity.com to learn more. n The Elevanta Insurance Program is administered by Lockton Affinity, LLC d/b/a Lockton Affinity Insurance Brokers LLC in California #0795478. Coverage is subject to actual policy terms and conditions. Policy benefits are the sole responsibility of the issuing insurance company. Coverage may be provided by an excess/surplus lines insurer which is not licensed by or subject to the supervision of the insurance department of your state of residence. Policy coverage forms and rates may not be subject to regulation by the insurance department of your state of residence. Excess/Surplus lines insurers do not generally participate in state guaranty funds and therefore insureds are not protected by such funds in the event of the insurer’s insolvency. Elevanta will receive a royalty fee for the licensing of its name and trademarks as part of the insurance program offered to the extent permitted by applicable law.

2023 ISSUE 3

2023

Four Advantages Multi-Unit Restaurants Gain From Cloud POS Point-of-sale (POS) systems have been around for a long time, but the rise of today’s cloud-based systems have catapulted the standard POS into a robust engine filled with capabilities. The past POS was the center of your operation, but today’s cloud POS platforms, what we like to call a restaurant management platform, have capabilities that are far beyond legacy restaurant POS solutions. Cloud POS restaurant management platforms help manage virtually every aspect of your enterprise: front of house to kitchen, inventory, recipes, schedules, staff timekeeping, waitlists, reservations, employee communications, manager coordination, customer interaction, digital everything, customer loyalty, marketing and more.

Why Switch to Cloud POS?

Let’s take a step back. With traditional client-server POS systems, restaurants have devices for taking orders and processing payments, typically the monolithic terminals you see at the counter, host stand or bar top. These operations talked to a POS server, essentially a big computer sitting in a back room. Then there was some kind of network — wires and networking gear such as routers and switches — that carried and man-aged the traffic flow between the POS terminals and the POS server. Cloud-based POS for restaurants provides tangible advantages in cost, simplicity, flexibility and function. They completely change the acquisition and maintenance model and so much more. 54

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1. Avoid or Reduce Data Center Costs

CIOs/CTOs and others who budget for and manage IT resources are all too familiar with the cost of acquiring and maintaining infrastructure to support both corporate and store operations. In-store, client-server POS and other systems require hands on to update and troubleshoot. Some of these systems are mission-critical, so you may have redundant data centers in case one goes down. Cloud POS and other cloud restaurant systems avoid many of these costs because they are borne by the cloud technology provider.

2. Avoid Up-front Capex and Per Terminal Fees

Cloud POS eliminates the need for a server and moves traffic flow to someone else’s data center. What we end up with is something much simpler, like this: Devices running apps that are connected to cloud computing. Simplicity lowers cost but unlike other alternatives, with cloud there are few compromises. You get performance, scaling and security.

3. Gain Visibility Beyond the Four Walls

As you know, data is the currency of success. By design, cloud technology makes it easy to access important metrics even when you’re not onsite. This also gives a multi-unit restaurant operator and/or corporate visibility into important metrics across multiple locations, seamlessly, from a centralized reporting portal.

4. Benefit From More (and Better) Integrations

Cloud Restaurant POS are developed using modern programming languages, so systems can natively and more easily integrate with other systems used to serve guests (such as third party ordering) and manage the restaurant such as staff scheduling. Having more and simpler native connections and integrations makes it easier to serve today’s guests in the way they want to be served. It also tends to lower overhead IT costs and reduce finger-pointing.

Ready To Consider Cloud POS?

A modern Cloud POS restaurant management platform can launch a restaurant to new heights of success, saving you tons of money and turning trends and customer insights into sales and competitive advantage. When searching for a POS provider, look no further than Xenial. There’s a lot of noise in the POS space, so parsing out the best system for your restaurant also requires choosing the best partner for your business. With over 35 years of experience in the QSR space and a digital ecosystem of tech-nology, Xenial, a Global Payments company, is the one-hand-to-shake solution trusted by BURGER KING® since 1989 and 10+ years with RBI. Xenial is a sapphire partner member of National Franchisee Association. To find out more about Xenial Cloud POS or the full stack ecosytsem trusted by 135,000 stores, visit www.xenial.com.

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2023 ISSUE 3