Flame 2024, Issue 1

2024 Issue 1

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

e u s s I n o i t c e l E e h T

Hostile work environment? Discrimination?

Quid pro quo? Wrongful termination?

Employment Practices Liability insurance helps

cover the costs associated with these and other employment-related claims.

See how coverage from co-brokers Elevanta and Lockton Affinity can help protect your business should a potential, current or former employee file a claim at Elevanta.LocktonAffinity.com

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.

NFA Editorial Board Rachel Jackson Editor-in-Chief rachelj@nfabk.org

Jared Johnsen Communications Specialist

TA B L E O F CO N T E N T S

2024 Issue 1

Departments

jaredj@nfabk.org

Tyler Ryan Communications Copywriter tylerr@elevanta.com

06 NFA Member News

Advertising Sales

08 Regional News

Jeff Reynolds Director of Business Partner Relations

09 Recognitions

jeffr@nfabk.org 678-797-5163

09 Calendar of Events

NFA Officers

10 Franchisee Spotlight: Robert Rodriguez

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

14 Look, Listen, Read 16 One Topic: 10 Facts 17 Congressional Spotlight: Don Davis (D-NC-1)

ON THE COVER

The 2024 election cycle has the potential to bring waves of change to our BURGER KING® business, and it’s up to small-business owners and franchisees across the U.S. to use their votes to achieve positive legislative outcomes for all. Turn to page 18 to learn more about top races in the coming election and the candidates.

Columns 02 Our Vote Is More Critical Than Ever

by Dan Fitzpatrick, NFA chair 04 The Effects of 2020 on the Health Care Industry Persist as We Prepare for 2024

by Christy Williams, CEO

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 KT Graphic Design Kristen Thomas

ktgraphicdesign@gmail.com

HEADQUARTERS 1701 Barrett Lakes Blvd. NW, Suite 180 Kennesaw, GA 30144 Phone: 678-797-5160 • Fax: 678-797-5170 www.nfabk.org The 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 ©2024 • Printed in the U.S.A.

Directories

12 Support the Vendors That Support Your Association 40 Editorial Calendar and Advertisers Guide

Features

18 Top Races of the 2024 Elections 22 Navigating the 2024 Election and Its Impacts on Quick-Service Franchises

by Jared Johnsen, NFA communications specialist 24 2024 at a Glance contributed by the BURGER KING FoundationSM 26 Essential Cyber Threat Intelligence: A Guide for Small and Medium Businesses (SMBs)

by Bruce Ahrendt, Restaurant Services Inc. 28 Corporate Transparency Act: What You Need To Know contributed by Mize CPAs 30 Sustaining a Customer Service Initiative: The Need for Long-Term Commitment

by Dennis Snow, Snow & Associates Inc. 34 The Anatomy of EPLI for Franchises contributed by Lockton Cos. 36 Elements of The Entrepreneurial Mindset Series Element No. 3: Empathy and Fulfilling Customers

by Dan Coughlin, The Coughlin Co. 38 Managing Expectations: Five Ways To Ensure Co-workers Follow Through

by Laura Stack, The Productivity Pro®

FROM THE CHAIR

Our Vote Is More Critical Than Ever G

reetings to all!

As I prepare this column, we have just concluded our bi-annual NFA Day on the Hill event which was attended by NFA Board members, members of the Government Relations Committee and several other franchisees. This event crystalizes the need for us to stay ever-alert on the role of government and its far-reaching impact on all of us.

I want to extend my personal thanks to Dominic Flis, members of the Government Relations Committee and the NFA staff for their ongoing efforts to represent us, their continuing efforts of advocacy on our behalf and most especially for the conduct of this extraordinary event.

If you are like me, the motivation for becoming a BURGER KING® franchisee was to operate a successful business, develop team members, provide opportunities for careers, provide for my family, among many other worthy pursuits. Not for one moment in those early days did I focus on the need to stay vigilant and engaged on the activities of government.

We can and should do

our part to ensure that this year’s elections

matter and positively impact our business.

The circumstances of our current environment require each of us to be aware and active in our understanding of the far-reaching impact that the government has on our businesses, on society and, of course, the economy.

2024 will be a consequential year as we choose new federal leadership but also in many state and local elections. Our visit to the Hill over these past few days reaffirms that our country’s politics have positioned 2

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the country at a crossroads. It is obvious that the two major political parties operate with near polar opposite philosophies. The electoral choice in 2024 will have both present and future ramifications. It is not, in my view, an exaggeration to say that the choice this fall will be critical to our businesses and families.

To the extent that anyone would doubt the impact that government policy can have on our business, one need look no further than legislation which will be effective on April 1, in California. This new law, among other things, set the minimum hourly wage at $20 per hour and include work rules which must be observed by our colleagues, the result of which is forecasted to cost nearly $150,000 for every single BURGER KING restaurant in the state. The impact can easily be characterized as the most serious existential threat which California franchisees have ever faced. You should know that our California franchisee colleagues are literally scrambling to mitigate the new law’s effect.

It must be clear that policies at federal, state and local levels have the potential to threaten our everyday way of doing business.

There are obvious broad issues such as rampant inflation, high interest rates, a defective energy policy, porous borders and general lawlessness without consequence which have brought challenge to the doorstep of our restaurants. The challenge we face must cause each of us to recognize the obvious: Elections matter and voting counts.

Now is not a time for us to be naive or apathetic. There is no substitute for our advocacy to governmental leaders and candidates for policies, laws and regulations necessary for us to be successful. Clearly, I am implying our financial success, but it cannot be ignored that we provide entry-level jobs as well as long-lasting careers which American families have come to rely upon. Our future success is without question under threat from misguided governmental policies and actions.

I encourage all of us to advocate in our best interests with our team members.

by DAN FITZPATRICK

I have and will continue to make it a point to communicate with young people what is in the best interests of our business and what is in their best interest – simply stated, a limited role for government, the rebuilding of our free enterprise economy, budgetary restraint – almost all of which have been absent in the U.S. Capitol and State Houses across America. I, like you, worry that young people in particular do not fully appreciate the long ranging and likely unintended consequences of governmental program and policies. We should all be confident in our ability to enlighten our young team members.

We have all seen firsthand that elections have consequences. We can and should do our part to ensure that this year’s elections matter and positively impact our business.

I encourage you to carefully review articles that are contained in this issue not only to educate yourself but to bring awareness to everyone you influence.

It has perhaps never been more important than for all of us to simply pray, “May God Bless America.” n

FROM THE CEO

The Effects of 2020 on the Health Care Industry Persist as We Prepare for 2024 H

ere we are again – another major election year. This time four years ago, we were all wondering if and how we would make it through the year. We were living in a state of uncertainty and confusion that has created lasting challenges.

Four years after the pandemic began, we continue to have labor shortages, record high inflation and one of the issues not often talked about: increased health issues among Americans.

This combination has led to an increase in health care costs that unfortunately are impacting both employers and employees. Let’s take a look at the staffing shortage. We see this every day. As franchisees and business owners, you have direct insight into the staffing challenges that have persisted since 2020. It is difficult to find employees, and the candidates seeking employment are demanding higher wages. This trend is industrywide and has impacted the medical profession.

According to the National Council of State Boards of Nursing, over 100,000 nurses left the profession during the first two years of the COVID-19 pandemic.

An additional 600,000 more are expected to leave the profession by 2027 due to continued stress and burnout. This has led to higher costs from the medical community (think travel nurses) which is passed directly to consumers and health insurance companies.

The labor challenges are just one of the issues contributing to medical inflation. Newer, more complex technologies are great for diagnosing and treating conditions, yet their higher costs are also passed directly to consumers and the health insurance industry. Moreover, the health care industry has experienced consolidation much like other businesses in recent years.

Many smaller, independent hospitals have been consolidated under larger hospital 4

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systems, decreasing competition and often leading to more profit-centered institutions.

No conversation about increasing health care costs can be complete without discussing the excessive increase in prescription drug costs. One only has to look to alternative programs – Mark Cuban’s Cost Plus Drugs company, Canada’s significantly lower drug costs, the effort of the State of Florida to purchase prescriptions from Canada – to know that the cost of prescription drugs is a problem, and we must do better! Why are drug companies spending millions and often billions of dollars to advertise medications on television?

Shouldn’t medical professionals advise their patients on the proper medications, as opposed to consumers hearing about them on television, social media, magazines, etc., and then demanding them from their physicians? The cost of prescriptions is out of control, and something must be done at the government level to effect change.

Finally, four years after the pandemic began, many Americans are finally utilizing important preventive care screenings and physicals to find that they have conditions that should have been treated months or years prior. The deferred medical care of Americans has led to a sicker population that is more costly to treat. Americans are sicker, drug costs have skyrocketed, care is inaccessible due to the shortage of medical professionals, hospital and technology costs have increased. This combination has led to explosive health care costs that have continued to rise each year since 2020.

The NFA/Elevanta Health program has been in place since 2003, with the current structure in place since 2011. For the 12 years following 2011, our average rate increase was 5%. We have had years of overall increases averaging 2, 3, 4 and 5%. Since 2022, our average rate increases

by CHRISTY WILLIAMS

have trickled up to 7, 9 and just over 10% this year. This is not a path we want to continue down. As a result, we have placed an increased focus on wellness initiatives while also working with our network provider at BCBS, CBA Blue, to initiate a Gaps in Care program to identify opportunities to improve healthier outcomes for those who participate in our program.

As we approach another important election, these issues need to be at the forefront of priorities. The pandemic has passed, yet the effects continue to linger.

Until we get these issues under control, all Americans will continue to see an increase cost in their health care expenses. This trajectory is unsustainable. Rest assured, your NFA/Elevanta team of professionals, along with the Elevanta Board of Directors, is laser focused on managing claims, understanding the data, researching options and doing everything we can to ensure the best costs and best coverage for our member participants. n

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2024 ISSUE 1

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MEMBER NEWS

Maplewood BURGER KING Serves 400 WHOPPERS To Thao Family Funeral O

“I ordered extra product and called n Jan. 7, a family in Minneapolis, an extra person into the store to help,” Minnesota, honored the life of Zong Berthiaume said about their preparation.

Chue Thao, a hardworking farmer, dedicated “The whole process went pretty smoothly, and Shaman and loving father who immigrated it only took us about an hour and a half to to the United States from Thailand in 1994. make the 400 WHOPPERS.” By 1999, Zong Chue was settled in Vadnais Despite having to take care of the large Heights, Minnesota, with his family and became order, Berthiaume’s team was able to maintain known in the Hmong community as someone business as usual in the store and serve addiwho was devoted to helping people heal. tional customers arriving while the hundreds His three-day funeral service followed The Thao family ate WHOPPERs® to honor the life of sandwiches were being made.

Hmong tradition, including a lunch meant of Zong Chue Thao.

Berthiaume and one of her employees to serve as a final shared meal with the delivered the WHOPPERS to the funeral and deceased before they transition from the served them to the many guests gathered to mortal world. The Thao family incorporated honor Zong Chue.

Zong Chue’s experiences in America into his service by serving “There was a lot of meaning behind the meal beyond just eating over 400 WHOPPER JUNIORS® alongside the Hmong cuisine, the WHOPPERS,” said Berthiaume, “and everyone was very, very as the sandwich was one of his favorite meals after coming to the thankful and welcoming.”

United States. He’d often reward his children with portions of a The guests at the funeral service enjoyed a meal inspired by the WHOPPER JUNIOR after a day of working on their farm, so the fruitful life of Zong Chue Thao, while his family reminisced about food was sentimental to the family. all the precious moments they shared a WHOPPER with him.

The 400-sandwich order was a huge undertaking for Viking The family’s mission to pay homage to Zong Chue’s life journey, Restaurants’ BURGER KING® No. 13833, but General Manager combined with the efforts of the Maplewood BURGER KING Sue Berthiaume and her employees were ready for the job. team to fulfill such a meaningful order, resulted in a service that In her 37 years at BURGER KING, Berthiaume had handled celebrated both his dedication to his Hmong community and the large orders and learned how to best equip herself and her team, joys he experienced in America. n though the Thao family’s order was the biggest she’d seen in her career.

Franchise Group MJG Enterprises Set To Remodel New Locations Acquired in Chicago, Illinois

T

his year, the Franchise group MJG Enterprises LLC acquired ten BURGER KING® locations in Illinois, with plans to improve employee and guest experiences through an initiative to remodel the stores and introduce needed digital upgrades. Over the next two years, five locations are set to be remodeled. Four of them will be full interior and exterior remodels and one will be a scrape and rebuild, meaning the entire structure will be demolished and rebuilt over a 3–4-month period.

“We’ve already installed updated menu boards and POS systems for some locations, and we will be adding kiosks to the locations that don’t already have them,” said Michael Gould, MJG Enterprises franchise owner and operator.

After the implementation of these new systems and technologies to stores, guests have left positive feedback regarding the overall operations within the restaurants. Four of the five locations that are set to be remodeled will be receiving double drive-thrus, in addition to the other technological upgrades aimed at making 6

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operations more efficient and rewarding for both employees and guests. It is projected that the franchise group’s remodeling initiative will create about 75 new jobs, as the stores are expected to need more staffing to address anticipated increases in sales post-remodel.

Gould, an Illinois native who already operated two stores in the greater Chicago area, expressed his enthusiasm as his portfolio has expanded to include the additional ten stores.

“It’s nice to be able to do this in our local communities,” he said, “and it’s been exciting for me and for my family. My wife Jennifer is helping with a lot of administrative responsibilities, and my son Ryan is overseeing the operations of the restaurants we’ve acquired.”

For Gould, the acquisition marks a new milestone in a BK® career that spans almost 40 years. As MJG Enterprises continues to plan and initiate the remodels, the group stands to create countless enjoyable experiences for their guests and employees. n

MEMBER NEWS

BURGER KING Franchisee Ampler Burgers Renovates Units and Boosts Sales A

mpler Burgers, currently one of the largest franchisees of BURGER KING® restaurants, owns and operates over 174 BURGER KING locations across the United States. Since forming in 2017 with the acquisition of 41 BK® locations in Texas, Ampler has set out to bring new energy and new business to their locations through extensive renovation efforts.

Immediately following their first acquisition, Ampler “hit the ground running” and began remodeling units at a pace of about 10 locations per year with as many as 15 locations being remodeled in 2021, according to Nick Boyle, president of Ampler Development.

By the end of 2024, they aim to have completed about 70 remodels.

“Like most groups, we have a five-year capital plan the outlines the quantity of stores we want to renovate, the budget we want to stay within and the return we want to accomplish,” Boyle said about the process for determining which locations will be renovated in any given year. “The list can vary slightly year to year, depending on the scope of each project, the projected ROI, whether we’ve received property control, etc. Having strong sales/traffic years helps increase the quantity of locations on the list as well.”

This year, Ampler aims to remodel a total of eight locations, including a couple of “scrape and rebuilds,” BURGER KING® No. 4240 was remodeled in the meaning that the transformation at new Sizzle design. these locations will be more extensive than a remodel of the existing structure. The prominent design for the remodels, the Garden Grill, has elicited positive reactions from both guests and employees; online guest reviews and increases in sales/traffic have signaled to the franchisee that the new design continues to prove its value.

The quality standards for BK locations are determined through facility inspection reports (FIR) to ensure that all units, including those being remodeled, are up-to-par in terms of maintenance and overall safety.

“We typically do quite a bit more than what is required by the FIR,” said Boyle, “so that the guests take notice of the changes, and our employees get the much-needed improvements to the back of house that they deserve to be successful. This can include a kitchen re-organization, new equipment, I.T. improvements and more so that they can be happier and more efficient in their workplace.”

Other features that can be found in remodeled units include the double drive-thru, HVAC system improvements, and parking lot makeovers. Due to the overall competitiveness of the quick-service

restaurant industry, Ampler prioritizes initiatives like the group-wide remodels that make it easier for employees to choose to develop their careers with Ampler instead of with competitors.

“We recently scraped an older unit, The team from No. 4220 in their newly location No. 4240, remodeled restaurant. and rebuilt it using the Sizzle design. Guests really love the exterior lighting, the modern design and the interior décor items. We’re seeing significant post-remodel sales and traffic at the unit,” Boyle said, confirming that Ampler’s remodeling efforts have produced the kind of results the group has aimed for since their formation. “It’s all eye-popping and turning heads, for sure!” n

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REGIONAL NEWS

MSFA and FCFA See Historic Charleston

M

id South Franchisee Association (MSFA) began 2024 by hosting its winter meeting in conjunction with Florida Caribbean Franchisee Association (FCFA), Jan. 7-9, at The Charleston Place in Charleston, South Carolina. This three-day event served as a platform for comprehensive updates and informational sessions facilitated by leaders of the BURGER KING® franchise community with speakers representing National Franchisee Association (NFA), BURGER KING Corp. and Restaurant Services Inc. (RSI). MSFA and FCFA members had the opportunity to participate in a trade show among fellow franchisees and NFA vendor partners.

To kick off the meeting, Bob Reid delivered opening remarks.

The general session featured updates from Elevanta CEO Christy Williams, NFA Chair Dan Fitzpatrick, NFA Image Committee Chair Todd Schuster, NFA Government Relations Committee Chair Dominic Flis and RSI CEO Joel Neikirk. The first day concluded with a watch party for the 2024 NCAA College Football Playoff National Championship at the Bay Street Biergarten.

The subsequent day featured sessions led by BURGER KING Corp. members and ended with brunch at Rudy Royale.

MSFA and FCFA members watched the 2024 NCAA College Football Playoff National Championship at the Bay Street Biergarten.

MSFA will be hosting its next meeting at the Sonesta Hilton Head Island, July 28-31, in Hilton Head, South Carolina, so stay tuned for more information! Please watch FCFA communications for information about the next meeting. n

Great Western Franchisee Association Meets in Napa

G

reat Western Franchisee Association (GWFA) hosted its winter regional meeting Feb. 4-6, at the Silverado Resort in Napa, California. Despite a power outage at the start of the event, GWFA hosted a successful meeting! Members, vendor partners and corporate leaders all made the most of their time together at the Silverado Resort.

The regional meeting opened on Feb. 5, with a breakfast with vendors. Afterward, general session began with a franchisee-only session, followed by a welcome and introductions to vendors by GWFA President, Ayaz Virji. Russ Lo Bello, Florida Caribbean Franchisee Association president, also came to the meeting to discuss best practices with GWFA members. General session on day one concluded with presentations from Dan Fitzpatrick, National Franchisee Association chair, and Joel Neikirk, Restaurant Services Inc. CEO. This regional meeting took a special focus on the recent legislation taking affect in California. Franchisee Harsh Ghai and attorney Chris Turpin both led sessions on how the legislation can affect BURGER KING® owners and franchisees. Augustas Staknevicius and Peter Perdue provided a BURGER KING Corp. update, and Tom McDonald provided the BKC Image Update. Afterwards, Virji closed the meeting.

Special thanks to vendor partners DTiQ, Keurig Dr Pepper, Loop, The Coca-Cola Co. and Workstream! See you July 14-16, 8

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2024, as GWFA hosts Mountain Franchisee Association and Southern California Burger King Franchisee Association at the Hyatt Regency Lake Tahoe Incline Village, Nevada! n

Despite a power outage, the GWFA Board of Directors held their scheduled board meeting to address important updates.

RECOGNITIONS

Jenn Fryzel Celebrates 35 Years With BURGER KING® E arlier this year, GPS Hospitality gave BURGER KING® employee Jenn Fryzel special recognition for reaching a remarkable milestone in her career. Fryzel celebrated 35 years at BURGER KING, having spent the entirety of her journey with the brand at her store in Standish, Michigan. Throughout the years, Fryzel took on different roles in the store, becoming a manager about a year after she started and then working up to running the store. When she got married and started her family, she then moved into her current role as a shift supervisor.

“I was offered opportunities at different stores a couple of times,” Fryzel said about her dedication to one store throughout her career, “but I liked staying in Standish.”

When she came into work on the day of her BK® anniversary, she was surprised with cupcakes and some gift cards from her colleagues.

“I’ve developed a lot of relationships here. I have one employee now who used to be my general manager; she retired and then

came back, and she’s the one who brought me into my first management role. I would say my favorite part of working at BURGER KING Fryzel at a BURGER is definitely all KING® re staurant in the relationships 1991.

I’ve had with people throughout the years.”

GPS congratulated Fryzel in a LinkedIn post featuring a photo of her in 1991, smiling as she worked behind the register at her Standish location. Others in the industry joined together in the comments to congratulate Fryzel and thank her for her dedication to the brand. n

calendar

Regional Events

National Events

June 12 Southwest Franchisee Association Meeting Arizona Restaurant Association Phoenix, Arizona

June 3-4 NFA Board Meeting Grand Hyatt Nashville Nashville, Tennessee

July 14-16 Great Western Franchisee Association Meeting Hyatt Regency Lake Tahoe, Nevada July 28-30 Mid-South Franchisee Association Meeting Sonesta Hilton Head Hilton Head, South Carolina

June 3-6 2024 NFA LEAD Conference Grand Hyatt Nashville Nashville, Tennessee Oct. 28 NFA Board Meeting Mandalay Bay Las Vegas, Nevada Oct. 28-30 BURGER KING Corp.

Convention Mandalay Bay Las Vegas, Nevada

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 Tyson Foods, Inc.

2024 ISSUE 1

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FRANCHISEE SPOTLIGHT

Robert Rodriguez Company Name: Tasty Restaurant Group Partner(s): Triton Pacific Capital Partners, Tom Scott (Triton Pacific Capital Partners managing partner) Year You Became a BK® Franchisee: 2018 Number of Restaurants: About 400 State(s) Your Restaurants Operate In: Around 400 units with six brands in 21 states How did you become a BK franchisee?

I was originally working for McDonald’s in Miami, and the franchisee that I was working with at the time owned about 20 locations and sold them. I worked at McDonald’s at the corporate level for about a year or so and traveled internationally, hoping to sell bilingual stores in the Latin American markets. That franchisee asked me to come join him in Orange County, California, after they bought all the BURGER KING®’s in the county. We had a go at it for about five years.

Do you have any partners?

Tasty Restaurant Group LLC is an affiliate of Triton Pacific Capital Partners. Tom Scott is managing partner of Triton Pacific Capital Partners, and I am the operating partner for him.

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

I had a vision of what I wanted to do, my partner had a vision, and our visions came together. We wanted to create a company in the QSR industry, and our goal is to grow to 1,000 locations over a 10-year period. We’re in year five, and by the end of this year, we’ll definitely have about 500 locations. Our goals have been, first and foremost, to take care of guests the best way we possibly can, to become the best at what we do and to make this a career for people, not just a job. We’re recreating our training internally so that our people have every tool they need to be successful. I’m extremely proud of where we are with BURGER KING. In your opinion, what stands out about the BURGER KING brand?

I think BURGER KING has the best burger in the industry.

The goal is to find ways to keep showing that to the consumer and to keep attracting new customers. We start with a great product, and it’s a matter of using it to continue to grow.

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

First and foremost, I’d like to improve guest satisfaction scores and bring the overall number of guest complaints down. We say we’re going to take care of the guest first, so we need to make sure that we are properly trained to handle any situations that arise in a restaurant and figure out how to make sure that a guest never walks away upset.

Secondly, we’ve launched a new program to develop multi-unit individuals so that we have the right people doing the right jobs, and that they’re properly trained. The intent is to create a very extensive program that covers all the ways we can improve how we execute all operations at the store level.

Thirdly, in terms of BURGER KING specifically, we’re trying to figure out how we can continue to grow our top performers.

We’re thinking about marketing, getting involved in the community, and events we can organize to turn more locations into top-performing locations.

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

If there’s anything that has resonated with me, it’s that this business is about relationships and people. It’s about how we create a bond with the consumer and the people that work with us. At Tasty, we have been working on bringing those relationships to life and creating a family environment, where the family will stick together through any ups and downs.

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

The industry has grown quite complex, and our competitors are sophisticated. I think the biggest challenge for franchisees right now is that we need to be better operators. Our facilities need to be better, our people need to be trained better, because the fact of the

matter is that the consumer doesn’t care who owns the restaurant.

They care about their food and their experience. That’s why we’re investing so much in turning around our consumer satisfaction, because that’s where better operation starts.

On a corporate level, I think it’s a challenge to deliver a consistent message to the consumer with our marketing. We’re always going to face standard challenges like competition and inflation — and every brand is going to face the same issues. The question is, what’s going to differentiate our brand from the others?

It is continuity and consistency and sticking to the brand strategies that we’re trying to execute better than anyone else.

What is the biggest industry change since you started?

I think the biggest change in the industry has been the advancement in the technology and the distribution channels through which customers want to be serviced. Customers are moving towards a totally mobile experience; they want to just come into the restaurant, pick up their food and go. I think brands that understand this evolution in the industry are able to get ahead of it and have some huge wins.

Tell us about your family.

I say I have two families: my personal family and my work family! My wife Sylvia is from Chicago, and her parents are immigrants from Germany, while my parents are immigrants

from Cuba. She has a professional background in marketing. My daughter from my first marriage is an attorney in Los Angeles, and then I married Sylvia, and we had four children. The first three were financial economics majors in college, and the fourth has a biochemistry degree. I’ve lived all over the country, but we’re now in beautiful San Diego. I visit Miami periodically to see friends and family. I’ve lived a blessed life, coming from a family of immigrants who came here with nothing and with parents who had to escape persecution in Cuba. To be where I am today is just beyond any expectation I’ve ever had in my life. This country is fantastic, and the opportunities that have been afforded to me have been unbelievable.

Complete this sentence. If I weren’t a franchisee, I would be …

Probably retired! I love this industry and the restaurant business, so, realistically, if I weren’t a franchisee, I’d likely start my own concept. I’ve thought about it before and what it would require, but it’s a huge endeavor to start from scratch. People take it for granted what brands have been able to accomplish.

If I could do my own thing, I would want to create three or four restaurant locations and have fun with making places for people to just come hang out. I enjoy being with people, and I enjoy seeing the look on their faces when they eat good food and seeing families walk away happy. n

CHEERS TO CONTINUED GROWTH BURGER KING® customers love Coke®!

TM & ©2024 Burger King Corporation. All rights reserved. ©2024 The Coca-Cola Company. “Coca-Cola” and “Coca-Cola Zero Sugar” are registered trademarks of The Coca-Cola Company.

2024 ISSUE 1

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11

Support the Vendors

That Support Your Association

Company Name

Level

Contact Name

Email

Phone

Elevanta Health

Partner

Caroline McShane

memberservices@elevanta.com

678-797-5160

Green Dot Corp./rapid!

Partner

Paul MacDonald

pmacdonald@rapidpaycard.com

626-765-2890

Hall Financial Advisors

Partner

Kevin Knab

kknab@hallfa.com

866-865-4442

Lockton Affinity

Partner

Reid Robson

elevanta@locktonaffinity.com

844-403-4947

Mize Restaurant Group, providing Elevanta Payroll & Accounting Services

Partner

Stacy Higgins

shiggins@mizecpas.com

785-233-0536 X: 3103

Keurig Dr Pepper

Diamond

Josh Hanley

josh.hanley@kdrp.com

770-789-8266

The Coca-Cola Co.

Ruby

Susan Miller

skmiller@coca-cola.com

404-852-5399

PARTech

Ruby

Chad Casel

chad_casel@partech.com

619-333-5060 X: 8273

Lancer Worldwide

Sapphire

Greg Edwards

greg.edwards@lancerworldwide.com

904-631-1031

Restaurant Technologies

Sapphire

Ileana Barbara

ibarbara@rti-inc.com

954-612-8086

The Hershey Co.

Sapphire

Steve Byrnes

scbyrnes@hersheys.com

704-604-8745

Xenial

Sapphire

Nina Monsour

events@xenial.com

313-550-2533

Allen Industries

Pearl

Betsy Swan

betsy.swan@allenindustries.com

336-615-8791

Bixolon

Pearl

Ann Klein

aklein@bixolonusa.com

651-270-0700

Comcast Business

Pearl

Dan Smith

daniel_smith2@comcast.com

215-439-2524

Ecolab

Pearl

Al Powell

al.powell@ecolab.com

816-206-2513

Gycor International

Pearl

David Rogers

drogers@gycorfilters.com

800-772-0660

Simplot

Pearl

Brad Glover

brad.glover@simplot.com

704-907-6522

Tyson Foods

Pearl

Kathy Black

kathy.black@tyson.com

410-340-3974

UPShow

Pearl

Laura Lieder

laura@upshow.tv

517-449-0876

Welbilt

Pearl

Scott Baillargeon

scott.baillargeon@welbilt.com

318-218-2775

Amazon

Assoc. Mbr. Isaac Helu

aisake@amazon.com

707-590-4158

Amerex

Assoc. Mbr. Susan Ray

susan.ray@amerex-fire.com

205-655-3271

Archmill House

Assoc. Mbr. Mike Donnelly

mike.donnelly@archmillhouse.com

905-648-7330

Avery Dennison

Assoc. Mbr. Darrin Briggs

Darrin.briggs@averydennison.com

435-421-2676

Bimbo Bakeries

Assoc. Mbr. Steven Poole

steven.poole@gruopbimbo.com

678-918-6035

Budderfly

Assoc. Mbr. Mike Leatherwood

mike.leatherwood@budderfly.com

786-442-5065

Casablanca Design Group

Assoc. Mbr. John Harrison

john.harrison@casablancadesign.com

770-337-0931

Current Lighting

Assoc. Mbr. Dawn Kack

dawn.kack@currentlighting.com

864-704-9987

DMI Manufacturing Inc.

Assoc. Mbr. Denise Bangasser

denise@dmiparts.com

440-975-8645 X: 138

Dynaxe Workforce

Assoc. Mbr. Matthew O’Brien

matt.obrien@dynaxecapital.com

813-842-6037

Duke Manufacturing

Assoc. Mbr. Toni McFeders

tmcfeders@dukemfg.com

314-231-1130

Eastern Bank

Assoc. Mbr. Sean Perkins

s.perkins@easternbank.com

203-350-9759

eb3.work

Assoc. Mbr. John Dorer

johnd@eb3.work

866-337-1403

Entera Branding

Assoc. Mbr. Matt Czajkowski

matt@enterabranding.com

850-691-9652

Franke Foodservice Systems

Assoc. Mbr. Wally Kisling

wally.kisling@franke.com

615-751-7594

HME

Assoc. Mbr. Stephen Lee

slee@hme.com

864-508-1105

Horne

Assoc. Mbr. Austin Hall

austin.hall@horne.com

251-405-2964

IndoorMedia Inc.

Assoc. Mbr. Kris Olson

kristine.olson@rtui.com

920-621-4082

Mahoney Environmental Services

Assoc. Mbr. James Fisher

info@mahoneyes.com

800-892-9392

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Company Name

Level

Middleby

Contact Name

Email

Phone

Assoc. Mbr. Rajiv Agarwala

rajiv.agarwala@taylor-company.com

303-815-9914

National Franchise Sales

Assoc. Mbr. Mike Deegan

md@nationalfranchisesales.com

949-428-0492

NCA Consultants

Assoc. Mbr. Chris Witts

cwitts@ncaconsultants.com

727-415-3372

One More Time Inc.

Assoc. Mbr. Alex Alvarez

aalvarez@onemoretimeinc.com

323-839-8541

Parts Town

Assoc. Mbr. Josh Artman

jartman@partstown.com

630-514-2029

Red Bull

Assoc. Mbr. Charles Dixon

charles.dixon@redbull.com

772-215-4518

Seating Concepts

Assoc. Mbr. Zach DePyssler

zdepyssler@scicustom.com

815-483-2244

Skechers

Assoc. Mbr. Harold Surabian

harold.su@skechers.com

805-512-7463

Spray Master Technologies

Assoc. Mbr. Barry Healey

bhealey@spraymastertech.com

479-366-4471

Tucker Safety

Assoc. Mbr. Jason Hayes

jhayes@tuckersafety.com

901-387-6139

TundraFMP

Assoc. Mbr. Thomas L. Martin

tmartin@tundrafmp.com

704-962-0751

Vericast

Assoc. Mbr. Amy Sanders

amy.sanders@vericast.com

954-805-3563

Veterans of Foreign Wars Foundation

Assoc. Mbr. Benjamin Vargas

bvargas@vfw.org

816-968-2720

Workstream

Assoc. Mbr. Sarah Barker

sarahbarker@workstream.is

801-831-4638

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13

LOOK LISTEN READ L

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

1

On “The Mind Your Business Podcast,” James Wedmore serves as the host, guiding CEOs in unlocking their inner potential for success. Beyond conventional business counsel covering finance, marketing and economic trends, this podcast delves into unconventional methods like harnessing the power of the mind to manifest one’s destiny and achieve success. These unique insights set it apart from more technically focused podcasts. With a conversational tone, Wedmore engages industry experts in weekly episodes, offering valuable lessons not typically found elsewhere.

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2

In “Pinnacle,” authors Steve Preda and Gregory Cleary present a five-part formula applicable to any business aiming to break free from stagnation and achieve significant growth without requiring an MBA. Through real-life anecdotes and practical strategies, readers will discover how to implement the Five Principles for business growth, quintuple the value of their business within five years, cultivate an energized leadership team and establish their business as a category of one in their industry.

3

HubSpot stands as a premier CRM platform dedicated to empowering businesses in their growth journey. Through its comprehensive suite of software and support services, HubSpot offers solutions across marketing, sales, service and website management. The platform begins with a free entry point and scales seamlessly to accommodate customers’ evolving needs at every stage of their growth trajectory.

4

Franchising presents itself as a “sure-fire” path to wealth that is much less risky than starting your own business. But is that actually true? “The Dark Side of Franchising” reveals how and why thousands of buyers succumb to coercive sellers every year and exactly how these manipulative tactics are employed.

5

When I Work leads the market in shift-based workforce management software, prioritizing an employee-centric approach to empower shift workers with fair scheduling and improved work-life management.

Its integrated solutions encompass employee scheduling, time tracking and communication, fostering collaboration and delivering consumer-level simplicity to organizations of all sizes.

8

Establishing and overseeing a business demands strong leadership capabilities, and the good news is that leadership and managerial skills are acquirable. Dr. Dave Stachowiak explores the realm of effective leadership and management practices in “Coaching for Leaders,” engaging in discussions with bestselling authors, expert researchers, distinguished scholars and business leaders.

9

In “Franchise Vision: Transform Your Future Through Franchise Ownership,” author David Busker offers a comprehensive guide for aspiring franchisees. Covering topics such as entrepreneurial mindset evaluation, franchise models, research, financing and overcoming obstacles, Busker provides practical advice based on his own experiences transitioning from employee to multi-unit franchisee and business owner.

10

Experience efficiency with ClickUp, the comprehensive productivity platform that seamlessly integrates teams, tasks and tools into one centralized hub. ClickUp transcends mere task management, offering a plethora of features including document management, reminders, goal setting, calendars and an inbox. With its fully customizable interface, ClickUp caters to all types of teams, enabling seamless planning, organization and collaboration within a single app. n

6

“The Franchisee Playbook” equips readers with everything necessary to thoroughly assess franchise systems and select the right one. It offers practical exercises to evaluate personal suitability for franchise ownership, target top-performing franchises, interview franchisees, assess financial viability, explore financing options, decode Franchise Disclosure Documents and ultimately make an informed decision.

7

Short-term wins are easy. Sustained achievement is another story. On “Business Accelerator,” join New York Times bestselling author Michael Hyatt and CEO Megan Hyatt Miller as they discover how current research combines with timeless wisdom for lasting success. From personal productivity to personal development, self-leadership to team leadership and intentionality to influence, get the insights and tools you need to win at work and succeed in life.

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One topic: 10 facts

The Ever-changing Consumer 1 2 3 4 5

The consumer is less predictive than ever, with 48% saying they make their plans less than a year into the future.

The consumer is also quite fickle, with 50% spending less money with an establishment after a bad experience.

Moreover, 61% of customers source products of better quality, supplemented by superb customer service.

Consumers are more health-conscious than ever, with 88% willing to pay more for healthier foods.

More and more, people are gravitating toward living in urban areas where they can travel within a small vicinity for necessities. After all, urban areas are growing 70% more compared to their rural counterparts.

6

The customer market has hit incredible milestones in 2024.

For the first time in U.S. history, the population will include more senior citizens than teens.

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7 8

The newest generation, Generation Alpha, will be the most diverse in U.S. history, with a 48% Caucasian population.

Consuming media is no longer just a pastime — it is the norm. Time spent on media has plateaued, growing only 3 minutes year over year in the U.S.

9

With technological innovation, artificial intelligence (AI) has taken consumer-facing companies by storm. Despite its immersion into the market, only 48% of people are comfortable using an organization’s AI.

10

Among this high-tech revolution, food delivery has skyrocketed in the restaurant space, with a 189% growth increase between 2016 and 2021.

Source: Aaron Allen & Associates, Accenture, Deloitte, Euronmeter Insider Intelligence, Nielson, Qualtrics

Spotlight on the 118th Congress:

Don Davis (R-NC-1) A

Q A

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

As a member of Congress, former state senator and mayor and a U.S. Air Force officer, these experiences deeply influence my approach to supporting and understanding small businesses. As a U.S. Air Force services officer, I helped oversee more than 50 business-based activities on the base. Small businesses are the backbone of our local economies, and my tenure as a mayor and state senator has provided me with invaluable insights into their challenges, needs and the crucial role they play in the community.

Q A

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

The current most significant threat to small-business owners is undoubtedly the complex economic landscape, which includes challenges such as supply chain disruptions, costs, inflation and workforce issues. I am committed to addressing these issues, seeking common sense and common-ground solutions that support small businesses and ensure their sustainability.

Q A

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

I often advocate for regulatory reforms that reduce burdens on small businesses, support access to capital and promote workforce development initiatives to address labor shortages.

By engaging with local-business owners and constituents and understanding their needs, I better represent them in Washington, D.C. For instance, after listening to veterans, I have championed legislation to spur entrepreneurial growth, H.R. 3084, the Veterans Jobs Opportunity Act. It will provide our veterans starting a small business in eastern North Carolina with a 15% tax credit on the first $50,000 of startup costs.

Q

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

I regularly host town hall meetings, roundtable discussions and outreach events where I actively seek feedback from entrepreneurs.

Listening is invaluable as it helps shape my legislative priorities and informs my advocacy for small-business owners at the national level. Also, it is essential to build meaningful relationships with stakeholders.

Q

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

A

Franchisees are an essential part of the small-business landscape, providing opportunities for individuals to become entrepreneurs while benefiting from established business models. Franchisees deserve a seat at the table, and I actively engage with them to understand their unique challenges and concerns. By fostering open lines of communication, we ensure the consideration of their perspectives in policy discussions related to business regulation and support. To show our commitment to franchisees, we joined a bipartisan coalition to vote for H.J.Res.98, legislation to overturn the proposed “joint employer rule,” a regulation to treat franchise owners as employers, subjecting them to unfair and disproportionate government action.

Q

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

A

Within my lifetime, I have witnessed the impact that litigation, regulations and destructive policies have had on the industry, which is why I ran for Congress. I am committed to working on policies that address these issues and create a business-friendly environment. Additionally, I encourage business owners to stay informed about available resources, such as government assistance programs and grants, to help navigate these challenging times. We can overcome these obstacles and build a stronger, more resilient small-business community. n 2024 ISSUE 1

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e h t f o s s e n c a o i t R c p e l o T 24 E 0 2

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T

he 2024 election cycle has proven to be one of the most divisive yet. The balance of power is narrowly divided, and the future of free enterprise across the U.S. is something that must be protected on the ballot. We’ve pulled together a list of top races scheduled for November that promise to turn the tides for years to come.

Senate Republicans need to flip one or two seats – depending on who wins the White House – to control the chamber, and they’re already poised to pick up retiring Democrat Joe Manchin’s seat in deep-red West Virginia.

Sen. Joe Manchin (D-WV)

ARIZONA

• The seat is currently being held by Kyrsten Sinema, an independent who has not announced a re-election bid but has until April 1, to decide. The single-term Senator switched her party in 2022 but still caucuses with Democrats.

• In what will probably be a 3-way race, Ruben Gallego is the likely Democratic nominee – he is a former Marine who served in Arizona’s House prior to joining Congress.

Seat held by:

Sen. Kyrsten Sinema (I-AZ)

Democratic Challenger:

Republican Challenger:

Rep. Ruben Gallego (D-AZ)

Kari Lake (R-AZ)

• Kari Lake, the presumptive GOP nominee, ran an unsuccessful gubernatorial campaign against Katie Hobbs in 2022.

• Arizona’s primary is scheduled for July 30.

Gov. Katie Hobbs (D-AZ)

MONTANA

• Jon Tester is in his third term and has stood as a lone Democrat in a heavily GOP state.

• Republican Tim Sheehy, who launched his Senate bid in June 2023, is a former Navy SEAL officer who founded an aerial firefighting company.

Democratic Challenger:

• Montana’s primary is slated for June 4.

Tim Sheehy

OHIO

Sen. Jon Tester (D-MT)

Republican Challenger:

Seat held by:

Sen. Sherrod Brown (D-OH)

Republican Challengers: Frank LaRose

Sen. Matt Dolan (R-OH)

Bernie Moreno

• Sherrod Brown is in his third term and will run against the following three Republican hopefuls: – Ohio Secretary of State Frank LaRose.

– Matt Dolan (Dolan’s family owns the Cleveland Guardians baseball team).

– Bernie Moreno, a Cleveland businessman.

• Ohio’s primary is set for March 19.

Continued on page 20 2024 ISSUE 1

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2024 Elections

PENNSYLVANIA

Continued from page 19 • Bob Casey is looking to keep his post for a fourth term. Running against him is David McCormick, a former hedge fund CEO who lost in the 2022 primary to Mehmet Oz, who was ultimately defeated by John Fetterman.

Seat held by:

David McCormick

Sen. Bob Casey (D-PA)

Mehmet Oz

Sen. John Fetterman (D-PA)

NEW JERSEY

• Bob Menendez has not officially declared re-election, as many are asking for his resignation after being indicted on bribery charges.

• Andy Kim announced his plans to challenge Menendez in the primary, as has Tammy Murphy – New Jersey’s first lady.

Seat held by:

Sen. Bob Menendez (D-NJ)

Democratic Challenger:

Rep. Andy Kim (D-NJ)

Republican Challenger:

• New Jersey’s primary is set for June 4.

Tammy Murphy

Other notable races: • Utah: This solidly red state has a number of GOP hopefuls looking to replace Mitt Romney, who is retiring. They are: John Curtis, Trent Staggs (mayor of Riverton, Utah), Brad Wilson (former Utah House Speaker and a real estate developer) and Brent Orrin Hatch (son of the late Utah Sen. Orrin Hatch).

Sen. Mitt Romney (R-UT)

Rep. John Curtis (R-UT)

Trent Staggs

Brad Wilson

Brent Orrin Hatch

• California: Super Tuesday will pit Katie Porter and Adam Schiff against each other, as both are hoping to beat Steve Garvey, a Republican and former Dodgers MVP.

Rep. Katie Porter (D-CA)

Rep. Adam Schiff (D-CA)

Steve Garvey

• Maryland: David Trone is up against Prince George’s County Executive, Angela Alsobrooks, for the democratic nomination, as they seek to replace retiring Ben Cardin, with the primary slated for May 14.

Whoever wins will compete against former Maryland Gov. Larry Hogan, who recently announced his Senate bid on the Republican ticket.

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Rep. David Trone (D-MD)

Angela Alsobrooks

Sen. Ben Cardin (D-MD)

Larry Hogan

House

17 Republicans in districts won by President Joe Biden

Republicans in the U.S. House of Representatives will be defending a narrow 219-213 majority.

Rep. Don Bacon, Rep. Juan Ciscomani, Rep. Lori Rep. Anthony Rep. John Duarte, Rep. Brian Fitzpatrick, (R-NE-02) (R-AZ-06) Chavez-DeRemer, D’Esposito, (R-NY-04) (R-CA-13) (R-PA-01) (R-OR-05)

Rep. Mike Garcia, (R-CA-27)

Rep. Tom Kean Jr., (R-NJ-07)

Rep. Matt Cartwright, (D-PA-08)

Rep. David Schweikert, (R-AZ-01)

Rep. Young Kim, (R-CA-40)

Rep. Michelle Steel, (R-CA-45)

Rep. Marie Rep. Jared Golden, Gluesenkamp Perez, (D-ME-02) (D-WA-03)

Rep. Nick LaLota, (R-NY-01)

Rep. David Valadao, (R-CA-22)

Rep. Brandon Williams, (R-NY-22)

Rep. Marcy Kaptur, Rep. Mary Peltola, (D-OH-09) (D-AK-01)

Others

Five Democrats in districts won by former President Donald Trump

Rep. Mike Lawler, Rep. Marc Molinaro, (R-NY-17) (R-NY-19)

Rep. Jen Kiggans, (R-VA-02)

Rep. Elissa Slotkin, (D-MI-07)

Rep. Dan Kildee, (D-MI-08)

Rep. Ken Calvert, (R-CA-41)

Rep. Katie Porter, (D-CA-45)

Rep. Don Davis, (D-NC-01)

*NFA does not support or endorse any of the candidates listed above. This list is strictly for educational purposes.

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Navigating the 2024 Election and Its Impacts on Quick-Service Franchises

A

s BURGER KING® franchisees, you’re accustomed to navigating a dynamic business landscape, from changing consumer preferences to economic fluctuations. However, one factor that often looms large but can be unpredictable is the impact of political events, particularly presidential elections. As we approach the 2024 election, it’s crucial to examine how potential outcomes may affect your business operations and strategies.

Economic Policies and Consumer Spending One of the most significant ways the 2024 election could impact BURGER KING franchisees is through changes in economic policies. Different administrations may implement varying approaches to taxation, minimum wage laws and stimulus measures, all of which can influence consumer spending habits.

For instance, tax cuts could potentially leave consumers with more disposable income to spend on dining out, benefiting businesses like yours. Conversely, increased regulations or taxation might tighten consumer budgets, leading to reduced spending on nonessential items such as restaurant meals.

Labor and Employment Regulations Another critical aspect to consider is how the outcome of the election may shape labor and employment regulations. Policies related to minimum wage, overtime pay and health care mandates can directly impact your operational costs.

A shift towards a higher minimum wage, for example, could squeeze profit margins unless accompanied by increased consumer 22

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spending. Similarly, changes in health care policies may affect your obligations as an employer, necessitating adjustments to your budget and staffing strategies.

Consumer Sentiment and Market Confidence Beyond specific policies, the broader socio-political climate surrounding the election

by JARED JOHNSEN can influence consumer sentiment and market confidence. Political uncertainty or divisive rhetoric may lead to fluctuations in consumer confidence, affecting their willingness to dine out. Franchisees should closely monitor consumer sentiment indicators and be prepared to adjust marketing strategies accordingly. Engaging with your local community and emphasizing value propositions such as family-friendly environments can help maintain customer loyalty amidst uncertainty.

Regulatory Environment and Compliance Obligations Furthermore, the regulatory environment for the foodservice industry may undergo changes depending on the election outcome. Issues such as food safety standards, environmental regulations and alcohol licensing requirements could be subject to revisions or enforcement shifts. Staying informed about regulatory updates and ensuring compliance with all applicable laws is essential to safeguarding your business reputation and minimizing legal risks.

Supply Chain and Trade Policies The 2024 election may also have implications for global trade policies and supply chain dynamics. Changes in tariffs, trade agreements or geopolitical tensions could disrupt the flow of food and beverage supplies, affecting product availability and pricing.

Franchisees should maintain open communication with suppliers, diversify sourcing channels where possible and explore contingency plans to mitigate potential disruptions.

Technology and Innovation Moreover, the outcome of the election could influence technology and innovation policies, which in turn may impact your business operations. For instance, policies related to data privacy, cybersecurity and digital infrastructure investments could shape the digital landscape in which your business operates.

Embracing technological advancements such as online ordering platforms, mobile payment options and digital marketing tools can enhance customer experiences and drive business growth, regardless of political uncertainties.

Environmental and Sustainability Initiatives As environmental concerns continue to gain prominence on the political agenda, franchisees should be attuned to potential shifts in environmental policies and sustainability initiatives.

Increasing regulations on single-use plastics, energy consumption and waste management practices could necessitate adjustments to your operational practices and supply chain management.

Embracing eco-friendly practices, such as implementing energy-efficient appliances, reducing food waste and sourcing locally grown ingredients, not only demonstrates corporate responsibility but also resonates with environmentally conscious consumers.

Community Engagement and Advocacy In the midst of political uncertainty, maintaining strong ties with your local community and engaging in advocacy efforts can be instrumental in safeguarding your business interests. By participating in community events, supporting local charities and collaborating with other businesses, franchisees can foster goodwill and loyalty among customers. Additionally, participating in industry associations and advocacy groups enables franchisees to collectively advocate for policies that promote a favorable business environment for the restaurant industry.

In conclusion, while the precise impact of the 2024 election on BURGER KING franchisees remains uncertain, proactive preparation and strategic agility are key to navigating potential challenges and seizing opportunities. By staying informed about economic policies, labor regulations, consumer sentiment, regulatory developments, technology trends, environmental initiatives and community engagement opportunities, franchisees can adapt their business strategies to thrive in an evolving political landscape.

Ultimately, by focusing on delivering exceptional customer experiences, maintaining operational excellence and embracing innovation and sustainability, BK® franchisees can weather political uncertainties and continue to delight diners across the nation. n

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

Remember to filter daily even during slow times !

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2024 AT A GLANCE

CAMPAIGNS & EVENTS

24

MAR 4 - APRIL I2

ROUND-UP CAMPAIGN

JUNE 17-19

JIM MCLAMORE GOLF INVITATIONAL

JULY 1-AUG 9

ROUND-UP CAMPAIGN

OCT 14-NOV 8

FALL FUNDRAISER COUPON CAMPAIGN

OCT-DEC

NOV 25-DEC 20

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SCHOLARSHIP APPLICATIONS ROUND-UP CAMPAIGN

RECORD-BREAKING $8.2 MILLION RAISED & BK SCHOLARS RANKED “TOP 10” PROGRAM IN 2023

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Essential Cyber Threat Intelligence:

I

A Guide for Small and Medium Businesses (SMBs)

n an era where digital threats are increasingly sophisticated, our franchisees may find themselves in a precarious position.

Understandably, focus is prioritized on restaurant operations and most operators do not staff dedicated cybersecurity teams. As such, our members face challenges in protecting their restaurant and enterprise digital assets.

Understanding the Landscape of Cyber Threats The first step towards effective cybersecurity is understanding the landscape of threats. Understanding the most common attack techniques help an organization determine the most effective security controls to mitigate these threats. Many resources exist to facilitate this research. IBM, Verizon, Mandiant and other vendors provide robust technical reports on breeches, attacker trends and techniques used over the prior year. Over the 2022-23 period we continue to see the most common threats facing organizations to be: 1. Social Engineering (Email Phishing, Phone Phishing) 2. Credential Security (Weak Passwords, Exposed Password, Credential Harvesting) 3. System Updates (Unpatched Systems, Out of Date/Unsupported Operating Systems)

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The consequences of ignoring these threats can result in: 1. Business Email Compromise 2. Payment Fraud 3. Malware Infection 4. Ransomware The impact to your organization can range from the temporary loss of systems in a restaurant, the misdirection of significant funds to a fraudulent payment destination

by BRUCE AHRENDT or the loss of sensitive company data.

For smaller organizations without a dedicated cybersecurity team, the CrowdStrike Small Business Cybersecurity Survival Guide can serve as an effective threat intelligence resource, offering limited but essential cybersecurity practices to mitigate the most common threats.

Debunking Cybersecurity Myths One aspect of CrowdStrike’s guide is debunking common cybersecurity myths. Many SMBs operate under the belief that they are too small to be targeted by cybercriminals. This complacency

can lead to inadequate security measures. Another myth is that cybersecurity requires significant financial investment, deterring some organizations from pursuing necessary protections. The guide emphasizes that with the right knowledge and strategic approach, effective cybersecurity is within reach for businesses of all sizes.

A Four-Step Approach to Enhanced Cybersecurity To combat these most common threats, CrowdStrike outlines a four-step approach designed to bolster cybersecurity defenses: 1. Risk Assessment and Education: Identifying the specific vulnerabilities and threats your business faces is crucial. Educating your team about these risks and training them on best practices for cybersecurity can significantly reduce the likelihood of successful attacks. Tools to mitigate: security awareness training programs.

2. Implementing Strong Cyber Hygiene Practices: Regular updates to software, secure password policies and the use of multi-factor authentication (MFA) can strengthen your defenses.

Simple steps like these form the backbone of a strong cybersecurity posture. Tools to mitigate: Patch management solutions, password auditing tools, email MFA. 3. Advanced Threat Detection and Response: Investing in more sophisticated endpoint protection solutions that offer real-time monitoring and threat detection capabilities can provide SMBs with the tools needed to respond to incidents swiftly and effectively. Tools to mitigate: Behavior-base endpoint protection, third-party monitoring.

4. Recovery and Continuity Planning: Preparing for the worst-case scenario with a comprehensive recovery plan ensures that your business can quickly bounce back from a cyber incident.

This includes regular backups and a clear response strategy to

minimize downtime and data loss. Tools to mitigate: Offsite backup solutions, rapid replacement process for restaurant systems.

Leveraging Resources and Partnerships Recognizing the often-limited dedicated resources, smaller organizations are encouraged to leverage external resources and partnerships. Collaborating with cybersecurity or managed services firms and utilizing cloud-based services can offer access to advanced security technologies without the need for significant investment in in-house capabilities.

Building a Resilient Cybersecurity Culture The journey towards effective cybersecurity for all organizations is ongoing. It requires a shift in mindset from viewing cybersecurity as a one-time investment to understanding it as an integral part of ongoing operations. By performing annual threat intelligence research and following recommendations such as those outlined in the CrowdStrike Small Business Cybersecurity Survival Guide, our operators can develop a resilient cybersecurity culture. With some basic strategic planning and applying the right resources, our members can protect themselves against the ever-evolving landscape of cyber threats. n

BRUCE AHRENDT is the senior manager, information security and risk management for Restaurant Services Inc. Promoting Cyber Security Awareness throughout our BK® supply-chain is essential to protecting our brand, members and stakeholders.

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contributed by Mize CPAs

Corporate Transparency Act: What You Need To Know

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he U.S. Department of the Treasury, through the Financial Crimes Enforcement Network (FinCEN), has implemented new reporting requirements for beneficial ownership information (BOI) as a result of the Corporate Transparency Act passed by Congress in 2021. This legislation aims to enhance the transparency of corporate structures, making it more challenging for individuals with illicit intentions to conceal or profit from their gains through entities like shell companies.

Commencing on Jan. 1, 2024, numerous companies operating in the United States will be obligated to disclose information about their beneficial owners — the individuals ultimately holding or controlling the company. This information must be reported to FinCEN, a bureau operating under the U.S. Department of the Treasury.

Entities subject to these reporting requirements are termed “reporting companies.” They include corporations, limited liability companies (LLCs) or those formed in the U.S. through filings with a state or tribal office. Additionally, foreign companies registered to conduct business in any U.S. state or Native American tribe through similar filings fall under the reporting obligations.

Certain entities, such as publicly traded companies, nonprofits and specific large operating companies, are exempt from the BOI reporting requirements. A comprehensive list of the 23 exempt entity types is available in FinCEN’s Small Entity Compliance Guide, providing checklists to determine eligibility for exemption.

Reporting companies must submit their beneficial ownership information electronically via FinCEN’s website (www.fincen.gov/boi).

The system will generate a confirmation of receipt once the report is successfully filed.

The reporting timeline varies based on the creation or registration date of the company: • Companies established or registered before Jan. 1, 2024, have until Jan. 1, 2025, to submit BOI. • Companies created or registered between Jan. 1, 2024, and Jan. 1, 2025, must report BOI within 90 calendar days of effective creation or registration.

• Companies created or registered on or after Jan. 1, 2025, must file BOI within 30 calendar days of receiving notice of effective creation or registration.

• Reporting companies that have changes to previously reported information or discover inaccuracies in previously filed reports — must file within 30 days.

It’s important to note that FinCEN cannot accept reports prior to Jan. 1, 2024. Penalties for willfully not complying with the BOI reporting requirement can result in criminal and civil penalties of $500 per day and up to $10,000 with up to two years of jail time.

Beware of Unsolicited Emails and Letters From FinCEN With this new process, fraudsters have found an opportunity to fool business owners and entities into handing over their financial information. They’re sending fake communications with titles like “Important Compliance Notice” and including a link or a QR code. Those e-mails or letters are phishing attempts.

FinCEN will not send unsolicited requests. Please do not respond to these fake messages or click on any links or scan any QR codes within them. n

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Sustaining a Customer Service Initiative: The Need for Long-Term Commitment

M

ost customer service improvement initiatives fail to produce sustained results. While such a statement may seem harsh, I think that most would agree with the statement based on their own experiences. After investing significant amounts of time, effort and money in service improvement initiatives, most organizations do not attain the sustained results they were hoping for. Failure is usually not due to a lack of creativity or resources. Failure is most often the result of a lack of long-term commitment to the hard work that sustainability requires. The “launch” phase of an improvement initiative can be challenging, but it is also energizing. Top management is involved in the launch, frontline employees join improvement teams and service communication abounds. There are skeptics, of course, but most are hopeful that, this time, things will actually get better. The launch phase may last several months, or even a year, depending on the organization. The service initiative launch usually includes such activities as: • Creating a service improvement team or committee.

• Developing service standards.

• Communicating the details of the service initiative to the organization.

• Developing and implementing training programs for all employees.

• Developing and implementing a service recognition program.

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Each of the above activities is important and must be carefully planned and executed. The launch, however, simply gets things going. Now comes the excruciating and disciplined work to keep things going. Most organizations simply aren’t that committed and stop short of doing the things that truly sustain the service initiative. Delving into the bowels of the

by DENNIS SNOW organization and messing with processes, procedures, structure, etc. is very difficult and usually not as glamorous as the initial launch. But that is where sustained improvement lies. The purpose of this article is to provide principles and processes for achieving long-term success.

Accountability The cause for the failure of most service improvement initiatives is the failure to change the organization’s formal accountability processes. Without proper accountability, service improvement remains a “nice to do.” It must become a “have to do.” This means reviewing and adjusting all of your accountability processes to include customer service elements. This is a painful and time-consuming task, but it is vital for long-term success.

Job Descriptions All job descriptions must evolve to significantly reflect the critical elements of the service improvement effort. Management job descriptions must reflect expectations regarding leading a service-driven organization. I’m not talking about a casual mention of service. It must be clear from reading your organization’s job descriptions that service excellence is a core expectation. Reviewing and changing job descriptions is mind-numbing work. Few organizations are willing to do it. Only those organizations willing to make a long-term commitment to service excellence will make such an effort.

Promotions Who is moving ahead in your organization? There is probably no single decision that more clearly communicates what an organization values than deciding who gets promoted up the corporate ladder. It is one thing to say that those employees who live the values of the company are the ones who will move ahead.

It is something else to ensure that “living the values” is truly a part of the promotional decision. There are, of course, many factors that go into a promotion decision. If, however, being a customer service role model isn’t ingrained in the process, you are leaving to chance the most powerful factor in developing and sustaining a culture of service excellence.

Merit Increase/Bonus System For those employees who are bonus eligible and/or receive merit-based pay increases, what are the criteria for the various levels of compensation? Does customer service performance play a significant role in the decision? Are customer service criteria clearly

outlined so that everyone understands how service performance impacts their pay? The criteria, of course, must align with the values that are at the core of your service initiative. This process requires objective measurements of performance and thorough communication of expectations.

Training Most service initiatives include training for all frontline and management employees. Organizations mistakenly think that such “kickoff training” is all that is necessary. Organizations that are truly committed to creating a culture of service excellence know that kickoff training simply provides a common understanding of the service initiative and begins the education process. Such training must never stop. Most of the organization’s internal training mechanisms will have to evolve to include consistent messages about service excellence.

New Hire Orientation New hire orientation is usually a dumping ground for a variety of topics that have no business appearing in orientation. Since all new hires go through orientation, it seems easiest to simply add any new rule or policy to orientation. Such information will never be remembered by the new hire since there is usually no context for learning most of these subjects. The purpose of orientation parallels the word itself, orienting new employees to the organization and getting them headed in the right direction. Make sure that the content that was included in the service initiative’s kickoff training is included in new hire orientation. This will involve condensing, moving or even eliminating other content currently in the orientation program. That is probably a good thing.

Continued on page 32

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Customer Service Continued from page 31

On-The-Job Training Who conducts the on-the-job training in your organization?

Are those employees selected to train others simply the most available or are they truly role models of your service culture? Being selected as a trainer should be an honor. It should signify that not only is the employee an expert, he/she embodies the values of the organization. Organizations that sustain a culture of service excellence carefully select their trainers using specific criteria that include modeling excellent service. These trainers are, in fact, trained on training others. They are taught how to put together a training plan, how to adapt training to different learning styles and how to incorporate the organization’s values in the training.

This means that train-the-trainer sessions must occur to ensure that service is an integral part of on-the-job training.

Ongoing Training Formalized refresher training on customer service should occur yearly at a minimum. Such training can take place in a variety of formats such as best practice forums, e-learning or simply straightforward training that continues to build on the service initiative. Committing to ongoing formal training demonstrates that service is not a flavor of the month initiative, but an ongoing organizational strategy. If it has been a year or more since specific, formal customer service training occurred in your organization, it is time to bring the troops back together.

CEO/Executive Communication When CEOs and executives get behind a service initiative, they usually support the effort with plenty of energy and enthusiasm, for a while. Eventually, other business issues overwhelm the executive team. Again, this is natural and to be expected.

Mechanisms must be implemented, however, that keep customer service on the corporate radar screen. Each executive must select a regular meeting in which customer service issues will always be a part of the meeting agenda, forever. Attendees must be prepared to discuss service progress and challenges faced by their respective workgroups. The tendency will be to let the subject drop off the agenda as time goes on. Truly committed organizations will not allow that to happen.

Ongoing Communication Take a look at the posters, fliers, etc., that were produced and posted during the service initiative launch. Have they become worn, faded or have they disappeared completely? Refresh the visible communications mechanisms to let employees know that the initiative is alive and well. As time goes along, it is important to revise these materials so that they are in sustain mode instead of launch mode. This takes thought and creativity.

Remember those regular service improvement articles that appeared in your company newsletter at the beginning of the service initiative? Have such articles been nudged aside or replaced completely by other newsletter content? This may send a signal to employees that the customer service initiative is no longer a priority. Again, it’s important to keep such content fresh and innovative, but it is even more important to ensure that such content remains prominent.

Interview/Selection Process Visit your company’s employment office. What does the environment and process communicate? Look at the question outline that interviewers use (if one even exists) and see if the questions help zero in on the service orientation of applicants. If the process doesn’t help ensure the hiring of service-oriented individuals, it is like bailing out a leaking boat. You are trying to improve customer service but are likely hiring some of the wrong people. Don’t let that continue!

Communications There is typically a lot of communication during the launch phase of a service initiative. CEO forums, newsletter articles, videos, etc., all help in getting word of the initiative out to all employees. As time passes, however, communication regarding the service effort typically drops off. While this is natural, there are certain types of communications that must continue if customer service is to remain on the radar screen.

Customer Satisfaction Measurements Employees at all levels of the organization must know what customers are saying. Employees need to know what is working and what is not working in regard to service. Regularly measuring and communicating customer satisfaction requires a lot of thought, a lot of time, and sometimes significant amounts of money.

Organizations that have sustained a culture of service excellence, however, recognize that ongoing measurement is really the only way to know how to properly allocate resources to ongoing improvement.

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Sustaining a Culture of Service Excellence: A Checklist The following checklist is provided to assist you in assessing how well you are following through on creating a culture of service excellence – beyond the launch phase. The checklist summarizes the thoughts discussed in this article: • Have all performance appraisals been revised to significantly include customer service factors?

• Have all job descriptions been revised to ensure that customer service is reflected as a significant job expectation for everyone?

• Does your organization have a rigorous succession planning process to ensure that only those who truly live the organization’s values are promoted up the corporate ladder?

• Are merit increases and bonuses connected to customer service performance?

• Has new hire orientation been revised to include the key messages of the service initiative?

• Are on-the-job trainers carefully selected as service role models? Are they trained to be effective trainers? Have all training materials been updated with the latest service content?

• Have your employees attended formalized customer service refresher training in the last year?

• Has the interview/selection process been revised to ensure that the company is hiring service-oriented employees and modeling the company’s service values?

• Are ongoing customer satisfaction measurement systems in place? Are the results communicated to everyone in the organization?

• Does the executive team visibly and publicly demonstrate their commitment to the service improvement process on a regular basis?

• Is there ongoing communication regarding customer service that is up-to-date, fresh and creative?

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Any question to which your answer is “no” or “not really” is an area that should be addressed immediately if you are to keep a service improvement initiative alive. I admit that there is a lot there. But if you are truly committed to creating a culture of service excellence, these are the areas that will yield a long-term payoff.

Concluding Thoughts A service improvement initiative is similar to an exercise program. The beginning is exciting. You buy exercise equipment or join a health club, buy workout clothes and read about exercise routines and healthy living. The first few workouts are invigorating, and you feel pretty good about yourself. Then, other things begin to take priority. You skip going to the gym or taking your run.

Each time you skip a workout it becomes easier to skip the next one. Pretty soon your running shoes are gathering dust in the closet or your gym membership lapses. Most people repeat this cycle over and over. Only those individuals who are truly committed to sustaining a healthy lifestyle are willing to put in the hard work of running when it’s raining, working out when they are tired, or eating a healthy meal when a Big Mac is simply a five-minute drive away. The same is true with a customer service initiative. The real success lies in what you do after the big, exciting launch. Yes, it is hard work, but the payoff is sustained service excellence. n

PAR Data Central is currently equipping 150+ Burger King locations with the right tools to succeed in this evolving industry.

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” (DC Press), and “Unleashing Excellence: The Complete Guide to Ultimate Customer Service.” (Wiley).

Dennis can be reached at www.snowassociates.com or at (407) 294-1855.

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The An mployment practices E liability insurance protects your business

from common claims and lawsuits brought by your employees. The number of lawsuits in the industry is rising and the cost to defend yourself against a claim can be substantial.

A quick anatomy lesson on employment practices liability insurance (EPLI) can help business owners understand: • Why EPLI matters in the current franchise industry.

• How coverage protects your business.

• How to get the best price on coverage to protect your business.

The Heart of EPLI for Franchises The heart of EPLI is the benefit that it provides to your business. Laws around fair treatment of employees in the workplace are complex and include numerous statutes. Even with the best of intentions, it’s possible to make a mistake that results in a claim.

Workers in the industry have won six- and seven-figure settlements for claims of: • Discrimination based on gender, age and other protected characteristics.

• Being passed over for promotion and career advancement opportunities.

• Denial of accommodation for pregnancy and other health conditions.

• Hostile work environment due to nicknames, jokes and mistreatment.

A claim with drawn-out litigation, a big settlement or significant publicity could do major damage and threaten the future of your business. EPLI is coverage designed to protect this core vulnerability of your business.

The Brain of EPLI for Franchises The brain of EPLI is the method that it uses to protect you. A lot of thought goes into the design of coverage to help protect your

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s ise ch

of EPLI for F y ra m o n at

business from the most common claims and reduce the overall risks you face, including: • Discrimination – Such as claims of discrimination based on age, sex, family status, pregnancy, religion, national origin or disability status brought over hiring, firing or during the course of

employment.

• Wrongful termination – Such as claims resulting from an employee being terminated due to layoff, policy violation or performance alleging discrimination based on age, race, religion, disability, pregnancy, hostile work environment, harassment, FMLA violations, or retaliation for pay disputes, whistleblowing or worker’s compensation claims.

• Sexual harassment – Such as claims of sexual harassment and other hostile workplace behaviors alleging inappropriate comments, questions, requests or physical interactions by supervisors, employees or other third parties.

• Wage and hour law – Such as claims for back wages, bonuses, pay discrepancies, employee misclassifications and denied overtime that may be brought individually or as part of a class action lawsuit over work contracts, job roles, job duties, pay scales and time sheets.

EPLI is designed specifically to cover the costs associated with the claims made against your business, including the cost of defending against allegations in court.

The Guts of EPLI for Franchises The guts of EPLI are the factors considered when building your policy. Your insurer offers EPLI policies that take several factors into account to determine the cost of your premium and level of coverage. Factors often include: • Number of employees – Much of the risk of an EPLI policy depends on how many employees need to be covered. The more employees you have, the greater the risk of a claim and the higher your premium.

• Rate of turnover – Businesses with higher rates of turnover can present a greater risk for wrongful termination and other key claims. Therefore, the premium may be higher.

• Policies and procedures – Having HR policies and procedures designed to prevent, address and correct employment issues can lower your premium.

• Risk by industry – Franchise businesses face an elevated level of risk. Due to a higher level of claims, premiums are often higher too.

• History of claims – Companies with EPLI claims made in the last three years may face higher premiums due to an increased risk. Those with a clear history will likely pay less for coverage.

• Policy limits – Higher limits mean the safety of more insurance but can come at the cost of a higher premium.

With the cost of many claims reaching six figures, a higher limit is advisable.

• Policy deductible – A lower deductible transfers more risk to the insurer and results in a higher premium for the policyholder, but too high a deductible may leave you underinsured.

While not all the factors affecting the inner workings of your policy or your premium are within your control, some of them are. You can lower your premium by choosing policy terms, limits and deductibles that cover your exposures without going overboard.

EPLI for Franchises The anatomy of EPLI works together to help protect your business from risk and reduce the frequency and severity of claims.

With EPLI for franchises from co-brokers Elevanta and Lockton Affinity, your business is protected from the costs associated with employment practices claims should a potential, current or former employee file a claim against your business.

To see what Lockton Affinity’s EPLI coverage will look like for your business, visit Elevanta.LocktonAffinity.com. 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.

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Elements of the Entrepreneurial Mindset Series

Element No. 3:

Empathy and Fulfilling Customers

Y

our business is not at all about you.

That’s a bit of a shock to all of us who are entrepreneurs.

We sometimes tend to think it’s about our purpose, passions, talents, desires, dreams and efforts all coming together in one beautiful expression of our core selves. But it’s not.

A business, every business, is about understanding other people and providing them with something that enriches their lives and fulfills something that THEY need or want.

This paradigm is crucially important, and empathy is at the heart of it. Empathy is the most important word in business.

Empathy means working to understand what another person is thinking and feeling and then responding in an effective way.

There is a lot packed into that definition.

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Work To Understand What Another Person Is Thinking and Feeling Notice this section isn’t titled “work to understand yourself.” That is still very important to do so that you understand what you have to offer other people.

However, a successful business is not built on what you have to offer other people. It’s built on understanding and meeting the

by DAN COUGHLIN needs and wants of other people.

I encourage you to invest time and energy in really working to understand the people you want to serve. Meet with them in person. Ask them what challenges they

deal with, and what would make their life and their work easier, faster and more effective. Observe them in action whenever you get the chance. Ask them what they are thinking and what they are feeling as they work through certain situations.

The more you understand them — really understand them — the more likely you will be to meet their needs and wants in a meaningful way.

Empathy means working to understand what another person is thinking and feeling and then responding in an effective way.

Responding in an Effective Way The emphasis here is on fulfilling your customers, not fulfilling yourself.

Customers don’t care about your quarterly sales and profits.

They don’t care about your awards or new house or ranking in your industry. They care that you fulfill their needs and wants in a real and effective way.

Have the customers’ needs and wants been met and exceeded?

That’s the driving question.

Do they think and feel that they are better off as a result of buying from you?

Recently, my wife and I went to a local restaurant in St. Louis called Twisted Tree that averages 300 reservations a night Monday through Thursday and 500 reservations Friday and Saturday. At this same location, the previous three restaurants using the space lasted a few years each and then were gone. What is the difference?

The quality of the food is superb. The waiters are always friendly. The support staff is always full. They always have four managers on duty. There literally is no customer need or want that they are not prepared to meet in a timely way.

They understand what customers are thinking and feeling, and they meet the needs and wants of their customers supremely well, day after day.

It’s a great case study for every business to learn from. 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. And 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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Managing Expectations: Five Ways To Ensure Co-workers Follow Through “The price of greatness is responsibility.”

–Winston Churchill, Prime Minister of England, during World War II

N

ot so long ago, it seemed most Americans had dropped the word “accountability” from their vocabularies — or perhaps had never learned it. When things went awry, it was never the fault of those responsible, because they refused to be held responsible.

Even politicians would admit only that “mistakes were made”, hiding behind the passive voice instead of admitting their errors.

I feel we’ve mostly gotten beyond this style of double-think, as the Millennials and post-Millennials — those so vilified by the previous generations of workers before they took over the economy — have jettisoned old, failed ideals and taken responsibility for all aspects of their own fates. The establishment seemed taken aback by workers unwilling to sacrifice their own happiness for

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businesses prepared to abandon them for expediency’s sake, and many of the older generations of workers are, to some extent, still in denial. But despite their dire predictions, the economy was more vibrant than ever until recently, when we hit the painful, unexpected roadblock of the COVID-19 pandemic that, at the time of this writing,

by LAURA STACK we’ve yet to recover from.

While personal responsibility and accountability in the workforce seem on the rebound, you may still face some resistance from co-workers who, for whatever reason, have trouble meeting their commitments. Here are some suggestions for lighting a fire under them.

• Set clear expectations for what you need when.

Calmly discuss your needs with the person(s) in question. You’re always justified in doing so if you can’t proceed without input from other team members — especially when there’s no way around the person who could potentially slow you down. In some cases, you can shift to other tasks while you wait; but if you can’t, don’t be afraid to lay down the law … politely. This may prove difficult to enforce if you’re not in charge, but that’s no reason not to make your needs heard by your upstream teammates. If they still fail to meet them, the fault isn’t yours.

• Share schedules. Scheduling software exists for a reason, and most businesses of any size have enterprise servers where teams can easily access shared programs. Set mileposts for everyone on the team in black-and-white, so everyone knows their tasks and deadlines and who needs to hand off their piece of the project to the next person when, if you’re not able to work on all pieces simultaneously.

• Set hard deadlines. Get everyone on the team involved in the planning, and agree to hard-and-fast, drop-dead deadlines for each part of the project. These deadlines should clarify commitment dates; it’s up to each team member, as an experienced worker and adult, to determine how much work they must do daily, at minimum, to finish the task or project on time. This will make the commitments more real to the team members, making them more likely to hit deadlines.

• Offer help when needed. Projects sometimes develop bottlenecks for unexpected reasons. If a particular individual seems overwhelmed or is slowing everyone else on the team down, it may be to your advantage to step in and help them catch up. They may have hit some kind of procedural or software snag or may have experienced some personal event that has wrecked their productivity temporarily. They may reject your help, but at least you can say you tried, and you may be able to help them behind the scenes anyhow.

• Set clear consequences for the team members who fail to meet their commitments to you. Let the team member know what will happen to the project if they don’t come through. This works best if you’re the team lead, of course. If they do come through, you can reward them; if they don’t, explain that there will be negative

repercussions, up to and including termination (depending on the severity of the task and/or the failure). If you’re a simple co-worker, you can’t be so strict, but you can use a weaker version by making very clear how their failure will affect your work, and by extension, the whole team. If nothing else, maybe you can guilt them into complying.

In the End… In the business world, we’re nothing if we’re not good team members. You sometimes have to remind people of this, whether they like it or not. Work isn’t a popularity contest. So rather than curse the darkness, light the candle of awareness at work, letting the people you depend on know how much you depend on them — and why. n © 2024 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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DIRECTORY

Advertisers Guide 2024 NFA LEAD Conference

3

2024 NFA Meetings

IB

Allen Industries 800-976-2553

35 BK@allenindustries.com

Berry AI 656-450-2720

13 ericmarchant@berry-ai.com

Bixolon 858-764-4580

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BURGER KING Foundation 25 bgarcia2@whopper.com www.burgerkingfoundation.org Comcast Business 267-283-8261

29 RBI_Group@Comcast.com

Eastern Bank 781-910-7656

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Ecolab 800-529-5458

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Elevanta Health 678-797-5160

5 www.elevantahealth.com/nfa

Gycor International 800-772-0660

23 www.gycorfilters.com

Keurig Dr Pepper 770-789-8266

BC josh.hanley@kdrp.com

Lancer Worldwide 800-729-1500

37 www.lancerworldwide.com/flame

Lockton Affinity 844-403-4947

IF www.Elevanta.LocktonAffinity.com

National Franchise Sales 39 949-428-0492 md@nationalfranchisesales.com PARTech 800-382-6200

33 customer_care@partech.com

rapid!

888-828-2270

15 www.rapidpaycard.com

40

|

2024 ISSUE 1

Restaurant Technologies 954-612-8086

29 www.rti-inc.com/burger-king

Simplot 704-907-6522

31 www.simplotfoods.com

The Coca-Cola Co. 404-852-5399

11 skmiller@coca-cola.com

The Hershey Co. 704-604-8745

39 www.hersheyfoodservice.com

Tyson Foods 410-340-3974

9 www.tysonfoods.com

UPShow 855-787-7469

37 www.upshow.tv

Xenial 800-253-8664

27 www.xenial.com

Welbilt 318-218-2775

7 scott.baillargeon@welbilt.com

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

2024 Editorial Calendar ISSUE

AD ARTWORK DEADLINE

PUBLICATION DATE

2

May 17

July

3

Aug. 9

October

4

Oct. 14

December

Call for Franchisee News FLAME, Issue 2 will be published in July 2024. We want to highlight any news or events associated with our members. If you have ideas for potential stories, please contact communications@nfabk.org or 678-797-5165 by May 10. Our editorial staff can assist in writing the story for you.

Let's Pour On The Profit

Our team has the right solutions to help build your beverage business

LET’S GET GROWING TOM CHOUINARD

Vice President, Sales

651.279.2884

JOSH HANLEY

Director, Sales/Team Lead

770.789.8266

TRACY KEARNS

National Account Executive Field Operations - Western US

818.687.1876

LARRY FORESEE

National Account Executive Field Operations - Eastern US

214.206.5426

DR PEPPER is a registered trademark of Dr Pepper/Seven Up, Inc. ©2024 Dr Pepper/Seven Up, Inc.

LESLIE McCORMICK Marketing Manager

214.395.3539