Name a Tastier Trio. We’ll wait.
TABLE OF CONTENTS
NFA Editorial Board
Rachel Jackson
Editor-in-Chief rachelj@nfabk.org
Tyler Ryan Communications Editor tylerr@elevanta.com
Advertising Sales
NFA Advertising Team
advertising@nfabk.org 678-797-5160
NFA Officers
Dan Fitzpatrick
Chair
Jim Froio Vice Chair
Anthony Josephson
Secretary
Steve Keith
Treasurer
Kevin Newell
Second Vice President
Christy Williams
CEO
NFA Board of Directors
CANADIAN FRANCHISEE ASSOCIATION
Mike Kitchingman
FLORIDA/CARIBBEAN
Russ Lo Bello
GREAT MIDWEST
Rich Scanlan
Henry Delouvrier
Mark Peterson
GREAT WESTERN
Amir Allison
Nasser Aliabadi
Gary Geiger
INTERNATIONAL HISPANIC
FRANCHISEE ASSOCIATION
Adam Velarde
LARGE FRANCHISEE GROUP
Tom Garrett
METRO NEW YORK
Sanjay Patel
MID-ATLANTIC
Gary Andrzejewski
MID SOUTH
Kevin Newell
Mike Callahan
Kevin Fernandez
Larry Stokes II
MINORITY
FRANCHISEE ASSOCIATION
Camille Lee-Johnson
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 www.kt-graphicdesign.com
2024 Issue 4
ON THE COVER
2024 was another year of success for National Franchisee Association (NFA) and its members! Turn to page 20 to read a recap of the 2024 NFA Annual Meeting and key updates members received from NFA leadership. To see which NFA members were honored with BURGER KING Corp. Convention Awards in Las Vegas, turn to page 24. As we move into 2025, franchisees can build longevity and success upon strong relationships with their teams and customers. Learn how to build these relationships through consistency and quality on page 28, as well as by maintaining customer-franchisee trust and dependability on page 44.
Building Success Upon Strong Relationships by Dan Fitzpatrick, NFA chair
Celebrating the Accomplishments of Our Association by Christy Williams, CEO
HEADQUARTERS
Directories
Departments
FROM THE CHAIR
Iwrite this Chairman’s Column as we prepare to celebrate the Thanksgiving holiday and begin the Christmas season. This is a time of year most of us embrace with genuine gratitude as we take into account the blessings and good fortune that we enjoy personally and professionally. It is also a time when we begin to anticipate a new year and the promise that it holds for future success.
I want to briefly comment on the significant and consequential results of this year’s election. Although our businesses, society in general and the world at large face enormous challenges, it does appear that we will find our way back to a more traditional sense of values, a friendlier business climate and supportive economic policies that should bode well for consumers and our businesses.
We will attempt throughout the year to communicate effectively on how policy, regulatory and legislative initiatives will impact us. Stay tuned for updates.
As much as anything, our business is grounded in relationships. These include ones with our franchisor, teams, guests and communities. Often, I feel that we tend to forget the importance of a few of these relationships as we go about the daily hustle and bustle of operating our restaurants.
As I reflect on this, I hope to underscore the importance of these relationships and the critical element they play in our business success. First and foremost, we recognize our role as an employer. Building great teams at each of our restaurants is foundational to success. It should never be taken for granted the difficult challenge of bringing people together from various backgrounds, social and economic differences, age and family backgrounds and so on while molding them together to serve our guests. To do this successfully requires the leadership and commitment of a dedicated franchisee to establish, shape and grow a positive culture. Each of us approaches this in our own way, of course, but it will always remain one of our foremost responsibilities.
As I have observed successful franchisees, a successful culture is built on strong, respectful relationships from the
very top of the organization to the newest team member. These organizations seem to always welcome new team members at entry levels with the thought of providing a great environment which will lead to their long-term tenure. Along the way, these entry-level teammates take on added responsibilities, learn, grow and mature and become future leaders in the organization. Many of us can relate to this because we, ourselves, started out at entry levels in an organization and grew over time until we, ourselves, became franchisees.
The relationships within our team reflect the true American story whereby when given an opportunity, young people can become successful and pursue their dreams.
The next important relationship that comes to mind is that which we have with our guests. As a national brand, BURGER KING® is extremely well known. It is not a surprise that virtually everyone in the country is familiar with the BURGER KING brand. The key to success, evident in our most successful franchisees, is converting that national awareness to a local relationship.
Strong relationships with guests are always built upon the guest’s belief that our restaurants will consistently meet their needs consistently. Over time, presuming we are delivering for the guests, we will earn their loyalty and long-term support. I caution that our guests cannot be fooled – they know when they are genuinely appreciated and they see everything we do, whether it is the appearance of our facilities, the friendliness of our teams, the quality of the products we provide – you name it! The value of a deep, long-term relationship with guests in our local restaurants cannot be overstated. I often say that our restaurants are only as good as the last guest we served. It is that challenge that we need to embrace in order to achieve long-term success.
Finally, I would comment that if our relationships with our teams and guests are properly aligned, we then have a chance to fulfill our obligation to have strong relationships in our communities. Each of our restaurants represents a multi-million-dollar
Building Success Upon Strong Relationships
by DAN FITZPATRICK
investment in a community. This investment makes us a significant employer, a user of goods and services, a substantial taxpayer and someone who contributes to the common good.
Once again, our most successful franchisees take their community relationships as something critically important. These relationships often result in the franchisee being not just a respected businessperson, but a valuable partner in the community, a true friend. These franchisees are looked upon as pillars of their community, as good and contributing corporate citizens and as people who make a real difference in the life of a community. This relationship, of course, transfers benefits to our business as everyone enjoys doing business with people they know, respect and appreciate.
It is the relationships that I have with my teams, my guests and my communities that today I am grateful for. As we turn to 2025, I hope that we will all recommit ourselves to building the strongest of relationships with these cohorts and beyond. Here is to a successful 2025! n
Sincerely,
Dan Fitzpatrick
FEB. 22-25,
GREAT WESTERN FRANCHISEE ASSOCIATION WINTER REGIONAL MEETING 2025
PALM SPRINGS, CALIFORNIA
MARCH 4-5,
NFA BOARD MEETING 2025
ATLANTA, GEORGIA
MARCH 26,
SOUTHWEST FRANCHISEE ASSOCIATION MEETING 2025
PHOENIX, ARIZONA
MARCH 24-26,
OHIO RIVER COALITION, MID-ATLANTIC FRANCHISEE ASSOCIATION & GREAT MIDWEST COALITION REGIONAL MEETING
Celebrating the Accomplishments of Our Association
As we close out 2024 and look back on all of our accomplishments and successes of the past year, it becomes that much more exciting to look forward to 2025 and all the opportunities it can bring to the franchisee community. The National Franchisee Association (NFA) 2024 Annual Meeting brought us all a chance to come together and recognize one another for our greatest strengths. This year’s NFA Service Awards went to some members who have been a part of NFA for several decades, and we thank them for so many years of dedication to the association! I believe all of our Service Award winners set an example for us, showing everyone what it means to stay committed to the BURGER KING® brand and to contributing to the NFA community whenever and wherever possible.
The Annual Meeting has always served as an opportunity for NFA members to hear updates on the state of the association, directly from executive leadership team members, who have worked tirelessly to advocate for the BK® franchisee community. NFA’s many milestones and accomplishments over the years have been made possible by our leadership and our members working together toward a common goal: to ensure our collective growth and success. I hope everyone found this year’s Annual Meeting to be both informative and encouraging, as we have a lot to look forward to in the new year as an association and community.
The BURGER KING Corp. (BKC) Convention also provided us with further opportunities to lift up fellow business owners and acknowledge them for their excellence in certain areas. Orchestrating a grand opening, remodeling a location, organizing fundraising efforts for those
in need — these are all equally important aspects of what it means to be a franchisee who is committed to success. Ending 2024 means ending the 70th anniversary of the BURGER KING brand — and what better way to celebrate it than by recognizing the stars in the BK system? Franchisees are the heart of the brand, and it was wonderful to see every winner have their moment to shine. Congratulations to all of the recipients of the Franchisee Excellence Awards and Development Awards!
Looking to 2025, the upcoming sixth NFA Leadership, Exploration and Development (LEAD) Conference will exemplify the qualities of this association and the BK brand that make them so remarkable. Join us at Disney’s Coronado Springs, June 23-26, to learn exactly what it means to “Imagine. Inspire. Impact.” It has surely taken much imagination and inspiration to build the LEAD Conference into the event it is today, and its impact on franchisees is invaluable. Next year, franchisees will again have ample opportunity to collaborate with vendors and suppliers, build connections with other franchisees, hear from knowledgeable speakers and more, all while enjoying the most magical place on earth!
by CHRISTY WILLIAMS
Finally, as we enter 2025, we are excited to share new advancements to many of our member services. Our health program is launching new, state-of-the-art prescription drug benefits that include an opportunity for participants to source their medications internationally, cutting the cost by more than half in most cases. Additionally, the NFA/Elevanta health program is now able to offer biosimilars of many medications further reducing the costs significantly. These new additions and advancements will help to curb the ever-increasing costs of healthcare. As we step into a year with a record-high number of new drugs being approved by the FDA, it is crucial to find creative solutions to provide these medications at reasonable costs. We are excited to offer these new solutions to employers and employee participants of the NFA/Elevanta health program. 2025 is sure to be a year of creative, thoughtful solutions for our valued members. n
Welcome to the most magical conference on Earth!
MEMBER NEWS
GPSHospitality, the third-largest BURGER KING® franchisee with CEO/Founder Tom Garrett and President Michael Lippert at its helm, has been named “Franchisee of the Year” by QSR Magazine — the first to receive this prestigious accolade. With locations in about a dozen states, GPS Hospitality has consistently demonstrated what it means to strive for greatness. “It is an honor to be recognized as the first-ever Franchisee of the Year for QSR Magazine. GPS Hospitality has always sought to set the gold standard in franchising and this privilege affirms our hard work and consistent dedication,” said Tom Garrett. “This award is a testament to our team’s tenacious dedication to our vision and values. Their efforts not only propel us forward as a company but also exemplifies the
The GPS Hospitality leadership team, photographed for their feature in QSR Magazine.
GPS Hospitality Named “Franchisee of the Year” by QSR Magazine
unparalleled integrity and excellence we aim to embody each day.”
The feature story in QSR Magazine celebrates GPS Hospitality's journey and the remarkable achievements of its team. It is a tribute to the leaders, innovators and motivators who have made GPS Hospitality a standout in the industry. “Our commitment to excellence and our focus on creating a positive culture have been the cornerstones of our success," said Garrett. GPS Hospitality, beginning with the acquisition of 42 BURGER KING locations in Atlanta, Georgia, has grown into a fast-food giant where great culture, people and systems come together to encourage all employees to dream big and realize their full potential. n
GPS Hospitality Unveils “The Sizzle” Restaurant Design With Newest Location in Dunwoody, Georgia
GPSHospitality has opened its newest location in Dunwoody, Georgia. The restaurant marks GPS’s debut first location of BURGER KING®’s “Sizzle” design, a cutting-edge design by the brand and the first in the state of Georgia. The redesign features sleek digital ordering kiosks for quick and accurate order placement, double drive-thru lanes to cater to the high demand for off-premises dining and a warm, inviting dining room décor with a strong emphasis on WHOPPER® branding. The customer-centric transformation is aimed at enhancing the overall guest experience.
“We are thrilled to bring the “Sizzle” to Dunwoody, after receiving so much support from many members of the local community. It was an honor to work with the BURGER KING team to create this innovative concept to enhance customer experiences,” said Brian Arnold, chief development officer at GPS Hospitality. “GPS Hospitality is committed to providing the highest level of service to our guests. This new location offers a dedicated mobile and delivery walkup door and a covered order pick-up window to improve convenience and accessibility for our customers.” The new restaurant features seating for up to 68 guests in the royal dining room, boasting a modern and warm atmosphere with brand graphics throughout. The restaurant offers two freestanding kiosks in-store, allowing guests additional ordering options. For guests on the go, the “Sizzle” format provides a double drive-thru and dedicated mobile pickup window for an expedited ordering experience and faster service.
On Aug. 19, the company commemorated the “Sizzle”
GPS Hospitality commemorates the opening in Dunwoody with a ribbon-cutting in front of the new store.
The new Dunwoody location opening includes a cake with a celebratory message.
opening with a ribbon-cutting ceremony with top executives from GPS Hospitality and BK® in attendance including Eduardo Serafim, vice president of development for BURGER KING North America and Chris Padoan, vice president for BURGER KING Southeast; Lynn Deutsch, Mayor of Dunwoody, Georgia; and the GPS Hospitality executive team: Tom Garrett, chief executive officer & founder; Michael Lippert, president; and Carmen Gianguzzo, vice president of operations. The restaurant also hosted a drawing to win free WHOPPERS for a year, which was won by local resident Sophia Jackson. n
PJ Foods LLC Receives Family-Owned Business Award From Baltimore Business Journal
This September, BURGER KING® franchisee PJ Foods LLC was one of several honorees given a Family-Owned Business Award by the Baltimore Business Journal. The journal selects honorees every year, and for 2024 they included PJ Foods LLC on the list of businesses in Baltimore that have made their mark on the community. President Gary Andrzejewski’s first job was at BURGER KING when he was a 16-year-old crew member, making this his 53rd year with the brand. Gary was encouraged by his boss and mentor to become an owner, and he then bought his first three stores from his boss before going on to build seven more locations from buildings that had once been other restaurants. After 25 years, PJ Foods, owned by Gary and his sons Luke and Scott Andrzejewski, can say that all ten of its Baltimore stores are in the top 10 percent in sales volume in the U.S. With seven stores in Baltimore City, two in Baltimore County and one in Carroll County, PJ Foods remains connected with its community and supports the local youth by offering jobs that are sometimes the beginning of a long career within the BURGER KING system. The full profile on PJ Foods
PJ Foods LLC Supplies 1,000 Thanksgiving Dinners To Baltimore City Community
Nov. 23, the Saturday before Thanksgiving, Baltimore City residents lined up at the BURGER KING® on 4400 Reisterstown Road in hopes of receiving one of the 1,000 turkeys being given out, free of charge, along with coffee and breakfast food for those who were waiting. The GIVE Fest, an event orchestrated by nonprofit First Fruits Farm in partnership with Pastor Keisha Jones, Pastor Corliss Billips and EP International Ministries, gives volunteers the opportunity to supply community members with boxes of stuffing, canned goods coming fresh from the farm, cabbage, potatoes, bread, etc., throughout the day. The 1,000 turkeys given away during the GIVE Fest come from donations from BURGER KING, Leading by Feeding and Food Lion. The BURGER KING on Reisterstown Road, one of PJ Foods LLC’s ten BK restaurants, fed people waiting in line for the free Thanksgiving fixings with food and hot coffee. Over the past three years, PJ Foods LLC has also raised over $250,000 for local charities and continues to contribute to community-geared events like the GIVE Fest. Thanks to the efforts of volunteers and the BURGER KING staff in Baltimore, thousands of residents left with more food to give their families over the holiday weekend. n
sandwiches were
by
to community members waiting in line for their free Thanksgiving turkey and sides.
LEFT: The sign outside of BURGER KING let community members know the location would be dedicated to the GIVE Fest on Saturday, Nov. 23.
LLC is available to view in the Baltimore Business Journal amongst the rest of 2024’s Family-Owned Business Award winners. n
From left to right: Scott Andrzejewski, Gary Andrzejewski and Luke Andrzejewski, owners of PJ Foods LLC.
Baltimore community members flocked to BURGER KING for the GIVE Fest.
TOP: Breakfast
served
BURGER KING
NFA Government Relations Committee Meets With Over 15 Members of Congress in Washington, D.C.
On Sept. 24-26, National Franchisee Association’s (NFA) Government Relations Committee (GRC) headed to Washington, D.C., to discuss key legislative issues affecting your business. Braving an unending rainstorm, the GRC met with over 15 members of Congress and their staff during the last week of session in D.C. before Congress headed home — and will not return until after the election.
The group first met with Congresswoman Maria Salazar on Tuesday, Sept. 24, to discuss her comprehensive immigration bill, the DIGNITY Act. The next morning, NFA hosted a fundraiser for Congressman Lloyd Smucker (R-PA-11)* — a champion of small business who was appreciative of NFA’s efforts to support his campaign. They then met with Rep. Scott Peters (D-CA-50), one of eight democrats who voted to repeal the National Labor Relations Board’s broad interpretation of joint employer liability.
After a tax briefing with Palmer Shoening, chairman of the Family Business Coalition, the GRC headed to the hill for a long day of meeting with members of Congress. In the span of six hours, the GRC met one-on-one with the following members of Congress (or their chiefs of staff, if they were voting during the scheduled meeting time):
• Rep. Beth Van Duyne (R-TX-24)*
• Rep. Chavez-Deremer (R-OR-05)
• Rep. Darrell Issa (R-CA-48)
• Candidate Riley Moore (R-WV-02)
• Rep. Lisa McClain (R-MI-09)
• Education and Workforce Committee Chair Virginia Foxx (R-NC-05)
• Rep. David Schweikert (R-AZ-01)*
• Rep. John Duarte (R-CA-13)
• Rep. Mike Kelly (R-PA-16)*
• Oversight Committee Chair James Comer (R-KY-01)
• Rep. Darin LaHood (R-IL-16)*
The group then split up and headed to fundraisers for Reps. Nicole Malliotakis (R-NY-11),* Mario Diaz-Balart (R-FL-26) and John James (R-MI-10). The meeting concluded with a breakfast with Rep. Jodey Arrington (R-TX-19).*
The legislative priorities for this meeting focused on extending crucial tax provisions, which are set to expire at the end of next year. As such, the committee met primarily with members of the powerful House Ways and Means Committee (noted above by an asterisk) – the committee tasked with drafting a comprehensive tax package next session.
Thank you to NFA’s Government Relations Committee for taking time out of running their business and traveling to Washington, D.C., to advocate for the BURGER KING® brand and for small-business owners across the country. n
Congressman Darin LaHood (R-IL-16) Leads Roundtable on WOTC
On Oct. 21, Congressman Darin LaHood (R-IL-16) led a House Ways and Means Committee American Workforce Tax Team Roundtable on the Work Opportunity Tax Credit (WOTC) in Peoria, Illinois, with the Critical Labor Coalition.
The roundtable was part of an effort by House Ways and Means Committee Republicans to get outside of Washington, D.C., and study key provisions from the Tax Cuts and Jobs Act (TCJA) that are set to expire in 2025 and identify legislative solutions to support working families and small businesses.
The American Workforce Tax Team roundtable provided an opportunity for local small businesses in Peoria to discuss the positive impacts of the WOTC, which allows small businesses to invest in local job seekers who may face barriers to employment, such as veterans or individuals on social welfare programs.
"The Tax Cuts and Jobs Act generated the best economy in my lifetime, reducing and simplifying taxes for working families, creating jobs, bringing companies back to America and strengthening our competitive posture towards China," said Congressman LaHood. "With key provisions set to expire in 2025, Congress cannot allow Illinois families, workers and small businesses to get hit with a tax hike. As the American Workforce Tax Team lead and chairman of the Work and Welfare Subcommittee, our conversation today provided critical insight into the importance of protecting the Work Opportunity Tax Credit and strengthening the credit to bolster our local workforce and small businesses. I am grateful to the Critical Labor Coalition for their leadership on this issue, and I look forward to working with them and my colleagues on the House Ways and Means Committee to put forth a pro-growth tax policy that allows our communities in Illinois to thrive."
"The Work Opportunity Tax Credit has been a vital tool in helping small businesses and job seekers overcome barriers to employment," said Misty Chally, executive director of the Critical Labor Coalition. "As workforce shortages persist, the WOTC provides an essential pathway for small businesses to invest in local talent, strengthen communities and foster economic growth. We are committed to working with Congressman LaHood and the American Workforce Tax Team to ensure that this credit continues to benefit both workers and businesses across Illinois and beyond." n
KAY® Machine Warewash Program
MNYFA Holds 2024 Regional Meeting, Oct. 2-3, in Atlantic City, New Jersey
MetroNew York Franchisee Association’s (MNYFA) 2024 Regional Meeting took place in Atlantic City, New Jersey, Oct. 2-3, at the Borgata Resort & Casino. Registration, sponsored by Xenial, opened Wednesday, Oct. 2, and general session took place from 1-5 p.m. The session began with a warm welcome by
MNYFA President, Sanjay Patel, followed by a presentation of the association’s committee reports. Sponsor presentations from The Coca-Cola Co., Restaurant Technologies Inc., Xenial and PAR took place from 1:20-2:30 p.m. Jim Froio, National Franchisee Association (NFA) vice chair, shared an NFA update, followed by a marketing update from Bonnie Bakshi. General session concluded with an RSI presentation by Joel Neikirk.
The trade show and reception, sponsored by Entera Branding, took place from 5-7 p.m., giving franchisees ample opportunity to engage directly with vendors who are dedicated to supporting the MNYFA community. A networking dinner took place from 7-9 p.m., sponsored by The Coca-Cola Co.
Thursday, Oct. 3, began at 8 a.m., with a networking breakfast sponsored by Restaurant365. General session took place 9 a.m.-1 p.m., with vendor presentations by Restaurant365, Keurig Dr Pepper and Connecteam. At 10 a.m., representatives from BURGER KING® Corp. presented until 1 p.m., followed by a networking lunch sponsored by PAR.
Every year, the MNYFA Regional Meeting helps franchisees stay ahead of the curve with the latest updates from vendors, BURGER KING Corp. and NFA leaders. Attendees were able to connect with fellow franchisees from their region by sharing ideas, swapping experiences and building relationships to fuel their business growth. Stay tuned for communications regarding regional meetings in 2025! n
Franchisees and vendors network during the trade show and reception on Oct. 2.
Keurig Dr Pepper’s booth at the trade show and reception.
The Benefits of Strong Brand Awareness
1Around 81 percent of consumers need to be able to trust the brand to buy from them, emphasizing the critical role trust plays in building brand awareness.
2 On average, 92 percent of consumers trust word-of-mouth recommendations from friends and family over any other form of advertising.
3 Consistency is key. Consistent branding across all channels can increase revenue by up to 23 percent
4 It pays to give back! Fifty-five percent of consumers are willing to pay extra for products and services from companies committed to positive social and environmental impact.
5 The inability to provide a consistent brand experience makes it harder to build trust and recognition. Establish brand guidelines! Seventy-seven percent of brands end up with off-brand content.
6 Transparency is the key to loyalty. An estimated 94 percent of customers will be loyal to a transparent brand.
7 Live your brand colors! Signature brand color can boost brand recognition by 80 percent
8 It only takes seven seconds to make a first impression on a customer. Make those seconds count by investing in quality visuals.
9 Bring back “the old days.” Nostalgia branding is one of the most popular strategies. Seventy-three percent of consumers respond positively to nostalgic branding.
10 Love for a brand translates to loyalty. Sixty-four percent of customers feel emotionally connected to their favorite brands.
Sources: Entrepreneur, Forbs, Data Axle, Fit Small Business
LOOK LISTEN READ
Look, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books, websites and other resources. NFA does not support or endorse the use of these tools, which merely serve as a guide to exploring a new level of knowledge and productivity for your business.
1
In a system where money talks, demystifying complex concepts is essential for business success. NPR’s “Planet Money” podcast uses expertise and humor to bring listeners financial stories that matter. Whether you are a finance novice or a seasoned expert, this podcast makes learning about the economy enjoyable and accessible. Discover how everything in life ties back to financial principles. “Planet Money” does not just help you understand the economy, it helps you understand the world.
2
”Company of One: Why Staying Small Is the Next Big Thing for Business” by Paul Jarvis explores an original business strategy that is focused on the commitment to being better instead of getting bigger. Jarvis argues that staying small allows for greater focus, creativity and a more fulfilling work-life balance. This book encourages entrepreneurs to prioritize sustainability and meaningful connections over rapid growth, redefining success in the modern business landscape.
3
Todoist is a task management app designed to help users organize and prioritize their tasks efficiently. It allows you to create to-do lists, set deadlines and categorize tasks with labels and projects. Users can collaborate on shared projects, making it ideal for team productivity. The app also features reminders and tracking to keep you focused and motivated.
4
No matter the industry, your team must function on an elevated level.
”We’re All In This Together” by Mike Robbins is a deep dive into the ways great businesses build trust, collaborate and operate at a peak level. Mike draws on more than 20 years of experience working with top companies like Google and Microsoft. While each team and organization has a unique set of challenges, goals and dynamics, some universal qualities allow teams to come together and thrive.
8
Learn how companies work from those who know them best. ”Business Breakdowns, ” a podcast from Colossus, interviews industry veterans, investment professionals and business leaders to explain the inner workings of public stocks and private businesses. Every business has lessons and “Business Breakdowns” is here to teach you.
9
”The 80/20 CEO: Take Command of Your Business in 100 Days” by Bill Canady is a detailed playbook for aspiring or accomplished executives who want to lead their organizations in profitable and strategic growth without surprise, but rather with strategy.
10
5
”Masters of Scale” podcast that invites today’s most iconic business leaders to share lessons and strategies that have helped them grow the world’s most fascinating and successful companies. Founders, CEOs and dynamic innovators join in candid conversations about their triumphs and challenges. Masters of Scale offers invaluable insights to aid anyone in building a thriving business.
6
Better Software Company designed to make franchise and small-business management streamlined with leading-edge technology. Better gives you a deeper understanding of what is happening out in the field with CRM tools, invoicing, scheduling, text messaging, reporting and customization.
7 The most challenging part of becoming great can be getting out of our own way. Whether it is our ego, pride or stubbornness that sets us back, sometimes we all need a reality check. Joshua Medcalf’s book, ”Chop Wood Carry Water: How To Fall in Love With the Process of Becoming Great” is a story that reminds us all that sometimes the process of achieving our goals can be more important than the goal itself.
Inventory management will make or break any
John Barto Jr. FRANCHISEE SPOTLIGHT
Company Name: Jade Management
Partner(s): Donna Barto
Year You Became a BK® Franchisee: 1974
Number of Restaurants: Five
State(s) Your Restaurants Operate In: Pennsylvania
How did you become a BK® franchisee?
In August 1974, I was working as a manager for PDM Co., which was owned by Edmund Davis and Ruth Davis. There was a gentleman with their company who was looking for a business partner, and we had an agreement to go to either Bowling Green, Kentucky, or Seattle, Washington. I had an interview with the BURGER KING system, and the franchise district manager at the time, Jim Walsh, offered me my own store with no partners in Walnutport, Pennsylvania.
If you have business partners, how did you meet?
Donna and I met in 1966, as sophomores in high school. We were engaged for a number of years, and I spent some time in the army. I came back, and we got married in 1970. Today, in 2024, we are still married and have been for 54 years.
Tell us a little about yourself and the company’s background.
The company was started in 1982, and I was a single-store operator. We had a BURGER KING convention where I won the award for the best single-store operator, and they awarded me with a $45,000 franchise fee. With that, I created my second store, and I worked my way up to about ten, and then back down to five.
Going forward, what is your top business goal for your company?
To run my stores successfully, in perpetuity.
John Barto Jr., a BURGER KING® franchisee of 50 years, accepts a 2024 Service Award at the NFA Annual Meeting in Las Vegas, Nevada.
What is the best piece of business advice you have received?
Edmund Davis, the man that started me out as a franchisee, told me: A corporation has no mother, father, brothers or sisters; all they have are stockholders.
What do you feel is the biggest challenge currently facing franchisees?
The government’s over-regulation.
What inspired you to lend several years of service to the NFA Government Relations Committee (GRC)?
I was involved with the GRC right from the beginning, and back then it was run by Tony Rowland and Larry Baker. I just wanted to deal with politics and the wellfare of franchisees, because government can sometimes be the biggest adversaries.
What is the biggest industry change since you started?
I think technology has enhanced the industry. You can have data at a moment’s notice if you want it.
Tell us about your family.
I have three children, a boy and two girls. My son is a franchisee of two stores. My youngest daughter runs all administrative tasks and my real estate businesses. My middle daughter works for a pharmaceutical company. My wife still runs administration with my younger daughter, and I run the BURGER KING locations with my son. He’s basically the operations guy at this point.
What is it like to have your family involved in the business?
Tell us about your personal interests.
I enjoy golfing, hunting and just spending time in silence around the pool or the ocean. I go to the Jersey Shore, and I also like to go to the Gulf of Mexico. I always try to vacation along the seashore.
Complete this sentence. If I weren’t a franchisee, I would be …
A pianist and/or a singer. n
My family has always been involved, from the time they were teenagers, they’ve worked in the BURGER KINGs. My older song and my younger daughter are committed to BURGER KING and my wife still goes to the office every day. The most rewarding part of still being active in the business today is knowing most people’s names being able to go store-to-store and recognize them.
One of the most rewarding aspects of the business, for Barto, is getting to know the people.
Barto greets team members at restaurant No. 4750 in Kutztown, Pennsylvania.
Barto is featured in a special segment filmed by BURGER KING Corp. for the 2024 BKC Convention, highlighting his career and the involvement of his family.
Support the Vendors
Company Name
Elevanta Health
Green Dot Corp./rapid!
Hall Financial Advisors
Lockton Affinity
Mize Restaurant Group, providing
Elevanta Payroll & Accounting Services
Keurig Dr Pepper
The Coca-Cola Co.
PAR
Lancer Worldwide
Restaurant Technologies Inc.
The Hershey Co.
Xenial
Allen Industries
Bixolon
BlueTriton Brands
Comcast Business
Ecolab
Gycor International
Restaurant365
Shift
Simplot
Tyson Foods
Upside
Welbilt
That Support Your Association
Partner Member Services memberservices@elevanta.com
678-797-5160
Partner Paul MacDonald pmacdonald@rapidpaycard.com 626-765-2890
Partner Kevin Knab kknab@hallfa.com 866-865-4442
Partner Reid Robson elevanta@locktonaffinity.com 844-403-4947
Partner Stacy Higgins shiggins@mizecpas.com 785-233-0536 X: 3103
Diamond Josh Hanley josh.hanley@kdrp.com 770-789-8266
Ruby Susan Miller skmiller@coca-cola.com 404-852-5399
Ruby Chad Casel chad_casel@partech.com 619-333-5060 X: 8273
Sapphire Greg Edwards greg.edwards@lancerworldwide.com 904-631-1031
Sapphire Ileana Barbara ibarbara@rti-inc.com 954-612-8086
Sapphire Steve Byrnes scbyrnes@hersheys.com 704-604-8745
Sapphire Nina Monsour events@xenial.com 313-550-2533
Pearl Betsy Swan betsy.swan@allenindustries.com 336-615-8791
Pearl Ann Klein aklein@bixolonusa.com 651-270-0700
Pearl Anitra Miller anitra.miller@bluetriton.com 321-863-0944
Pearl Dan Smith daniel_smith2@comcast.com 215-439-2524
Pearl Al Powell al.powell@ecolab.com 816-206-2513
Pearl David Rogers drogers@gycorfilters.com 800-772-0660
Pearl Lisa Rodkey lrodkey@restaurant365.com 717-269-0192
Pearl Laura Lieder laura@upshow.tv 517-449-0876
Pearl Brad Glover brad.glover@simplot.com 704-907-6522
Pearl Kathy Black kathy.black@tyson.com 410-340-3974
Pearl Ryan Gaylor ryan.gaylor@upside.com 303-995-0088
Pearl Scott Baillargeon scott.baillargeon@welbilt.com 318-218-2775
Amazon Assoc. Mbr. Isaac Helu aisake@amazon.com 707-590-4158
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
BILL Assoc. Mbr. Carli Smyth carli.smyth@hq.bill.com 801-922-0962
Bimbo QSR Assoc. Mbr. Steven Poole steven.poole@grupobimbo.com 678-918-6035
Budderfly Assoc. Mbr. Craig Norris craig.norris@budderfly.com 214-549-6936
Casablanca Design Group Assoc. Mbr. John Harrison john.harrison@casablancadesign.com 770-337-0931
Century Products LLC Assoc. Mbr. Alvis Alston aaa@centuryproductsllc.com 336-362-7393
Chatter by Stingray Assoc. Mbr. William Folsom wfolsom@stingray.com 386-208-9109
Cooper-Atkins Assoc. Mbr. James Kirk james.kirk@copeland.com 208-553-5425
C Squared Advisors LLC Assoc. Mbr. Peter DeFilippo pete@c2advisorygroup.com 401-525-6771
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
DTiQ Assoc. Mbr. Doug Smith dsmith@dtiq.com 305-988-1020
Duke Manufacturing Assoc. Mbr. Toni McFeders tmcfeders@dukemfg.com 314-231-1130
Dynaxe Workforce Assoc. Mbr. Matthew O’Brien matt.obrien@dynaxecapital.com 813-842-6037
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
Ecotrak Assoc. Mbr. Matt Singer msinger@ecotrak.com 888-219-0000 X: 2 Energybox Assoc. Mbr. Tony Carrella tony.carrella@energybox.com 973-500-2700
Entera Branding Assoc. Mbr. Matt Czajkowski matt@enterabranding.com 850-691-9652
Factura.ai Assoc. Mbr. Bradley Bloch bradley@factura.ai 647-231-3606
FCC Commercial Furniture Assoc. Mbr. Russ Cooley russ.cooley@fccfurn.com 541-580-3192
FranBizNetwork Assoc. Mbr. Carter Asefi carter@franbiznetwork.com 925-391-2724
Franke Foodservice Systems Assoc. Mbr. Wally Kisling wally.kisling@franke.com 615-751-7594
Frozen Beverage Dispensers (FBD) Assoc. Mbr. Joe Clements jclements@fbdfrozen.com 214-232-9555
Gabbit LLC Assoc. Mbr. Tanya Goughenour sales@gabbit.com 844-442-2248
Hermitage National Accounts Assoc. Mbr. Wyatt Culver wculver@gohermitage.com 615-714-6862
HME Assoc. Mbr. Stephen Lee slee@hme.com 864-508-1105
Horne Assoc. Mbr. Austin Hall austin.hall@horne.com 251-405-2964
Impossible Foods Assoc. Mbr. Carolina Magria caroline.magria@impossiblefoods.com 813-598-9488
IndoorMedia Inc.
Assoc. Mbr. Ilcia Ventura travel@indoormedia.com 281-206-2719
JLL Assoc. Mbr. Lynn Arno lynn.arno@jll.com 916-997-7798
KG4 Proficient Solutions Assoc. Mbr. Kelton Graham kelton.graham@gmail.com 561-236-8123
Mahoney Environmental Services Assoc. Mbr. James Fisher info@mahoneyes.com 800-892-9392
Marlite Assoc. Mbr. Anita Craig acraig@marlite.com 330-260-7621
Marmon Foodservice Assoc. Mbr. Mike Kraus mike.kraus@marmonfoodservice.com 720-745-2354
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
OSCAR Assoc. Mbr. Quratul-Ann Malik q@oscar.ai 301-742-0967
Otter Assoc. Mbr. Stefano Caccia stefano.caccia@tryotter.com 415-290-2525
OwlOps Assoc. Mbr. Doug Rixmann doug.rixmann@owlops.com 800-677-4860 X: 111
Panasonic Connect North America Assoc. Mbr. Theresa Murphy theresa.murphy@us.panasonic.com 201-492-0925
Parapet Studios Assoc. Mbr. Jeff North jeff@parapetstudios.com 503-560-2173
Parts Town Assoc. Mbr. Josh Artman jartman@partstown.com 630-514-2029
PGW Solutions Assoc. Mbr, Bobby LeMaire bobby@pgwsolutions.com 936-577-4780
Proliant Assoc. Mbr, Clay Larkin clarkin@proliant.com 210-240-6334
Red Bull North America Assoc. Mbr. Charles Dixon charles.dixon@redbull.com 772-215-4518
RR Donnelley Assoc. Mbr. Tatiana Castrillon tatiana.castrillonjabbar@rrd.com 732-829-1629
SCI Assoc. Mbr. Zach DePyssler zdepyssler@scicustom.com 815-483-2244
Skechers Direct Assoc. Mbr. Michael Borreli michael.borreli@skechers.com 347-622-1264
Spray Master Technologies Assoc. Mbr. Barry Healey bhealey@spraymastertech.com 479-366-4471
The Middleby Corp. Assoc. Mbr. Paul Prassa pprassa@middleby.com 630-303-0667
Tillster Inc. Assoc. Mbr, Ian Grant II igrant@tillster.com 305-803-8775
Tucker Safety Assoc. Mbr. Jason Hayes jhayes@tuckersafety.com 901-387-6139
TundraFMP Assoc. Mbr. Thomas L. Martin tmartin@tundrafmp.com 704-962-0751
Veterans of Foreign Wars Foundation Assoc. Mbr. Benjamin Vargas bvargas@vfw.org 816-968-2720
Workstream Assoc. Mbr. Sarah Barker sarahbarker@workstream.us 801-831-4638
Congresswoman Lisa McClain (R-MI-09)
Q What skills or perspectives from your background do you apply as a public official?
ABefore running for and being elected to Congress, I spent more than 30 years as a businesswoman in the financial services industry and built a top-tier busi ness from the ground up that helped tens of thousands of families save for their future. I have had to sign both sides of a check and make ends meet. As I work in Washington, I take a results-oriented approach to ensure we are improving the lives of Michigan families and business owners.
Q
What do you see as the current biggest threat to small-business owners?
AThe number and complex nature of Federal regulations have multiplied at an alarming rate, and these regulations affect small businesses much more than larger businesses. A recent regulation rushed through by the Treasury Department that impacts 32 million entities can result in fines and felony charges if not complied with. I led my colleagues to ask for a delay, which gives small businesses more time to adapt to this new regulation. Ultimately, we need to get the government out of the way and start putting a little more trust in business owners to operate their business.
Q What challenges have you helped small businesses in your district overcome?
A
Small businesses are innovators, trailblazers and even contribute to our national defense. I continually meet with, aid and encourage small businesses in my district to apply for government contracts. The U.S. government procures around $500 billion annually in products and services, and 23 percent of these dollars are required to be awarded to small businesses. Small businesses are the heartbeat of our economy, and I will continue to be a champion for our business community and fight for policy solutions and regulatory reform that fosters entrepreneurship.
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Inventory Management
2024 NFA Annual Meeting Recap: 2024 NFA Annual Meeting Recap:
Key Updates and Member Recognitions
On Oct. 28-30, BURGER KING® franchisees from the U.S. and Canada gathered at the Mandalay Bay Resort and Casino in Las Vegas for the 2024 BURGER KING Corp. (BKC) Convention.
During the convention, National Franchisee Association (NFA) hosted its Annual Meeting on the afternoon of Oct. 28. At the meeting, NFA officers shared the status of the association, gave invaluable updates and got members excited for what’s in store for 2025. Attendees heard updates from the Government Relations Committee, Marketing Council, Operations Council, Digital Committee, Finance Committee and 2025 NFA LEAD Conference Committee.
The meeting began with NFA Chair Dan Fitzpatrick welcoming members and discussing the health and growth of the association. He was followed by Dominic Flis, chair of the Government Relations Committee, who updated attendees on current legislation affecting franchisees.
BURGER KING Marketing
Advisory Council Chair, Jim Froio, continued the presentation by touching on updates from BKC.
Operations Council Chair, Michael Lippert, reported on the BURGER KING brand promise and the pain points that the Fuel the Flame Strategic Plan will address. Next, Digital Committee Chair, Shane Jacobs, shared an updated timeline for the PAR rollout and an overview of monthly digital sales.
The meeting continued with an update from NFA Treasurer Steve Keith regarding important updates on 2024 financials and membership dues updates. Following Keith, Elevanta Chairman, Glenn Levins, shared more on Elevanta’s growth and health as well as an Elevanta Health update.
To close the presentations, NFA LEAD Conference Committee Chair, Kevin Newell, gave quick remarks to encourage members to save the date for the 2025 NFA LEAD Conference, June 23-26, at Disney World’s Coronado Springs Resort in Lake Buena Vista, Florida.
Froio and NFA Secretary Anthony Josephson concluded the Annual Meeting by presenting the 2024 NFA Service Awards to members celebrating milestone anniversaries and their commitment to the BURGER KING brand. n
NFA staff welcome convention attendees while supporting BKC with registration assistance.
NFA members gather for insightful presentations at the 2024 NFA Annual Meeting.
NFA congratulates all of the 2024 NFA Service Award winners for their milestones, acheivements and service to BURGER KING.
NFA Chair Dan Fitzpatrick welcomes members to the 2024 NFA Annual Meeting.
Jacobs gives a digital sales monthly overview to NFA members. Digital sales are up and expected to continue to trend upward.
NFA members gather for an inspiring opening address from NFA chair, Dan Fitzpatrick.
Government Relations Committee Chair, Dominic Flis, delivers the GRC report.
Dominic Flis updates NFA members on the Immigration-Dignity Act.
Marketing Advisory Council Chair, Jim Froio, presents a marketing update.
Operations Council Chair, Michael Lippert, continues with his operations updates for 2025.
BURGER KING Digital Committee Chair, Shane Jacobs, updates the crowd on the PAR rollout timeline.
NFA Treasurer, Steve Keith, reports on the financial status of the association.
Levins discusses health care trends and plans to address them in 2025.
LEAD Conference Committee Chair, Kevin Newell, introduces the 2025 LEAD Conference at the NFA Annual Meeting.
Plans for the 2025 NFA LEAD Conference are underway!
Newell, excited for the 2025 LEAD Conference at Disney World.
Save the Date for the 2025 NFA LEAD Conference, June 23-26, at Disney World’s Coronado Springs Resort.
NFA/Elevanta staff don the iconic headware for the 2025 LEAD Conference.
Elevanta Chair, Glenn Levins, gives his address covering the status of Elevanta.
Jim Froio and NFA Secretary, Anthony Josephson, host the 2024 NFA Service Awards.
NFA members were recognized for their dedication and service to the BK brand.
Gary Andrzejewski of PJ Foods LLC accepts an award for 25 years of service to the BK® system.
Josephson recognizes John Barto Jr. for 50 years of service to the BK brand, as well as his service to NFA.
Jim Froio and Anthony Josephson congratulate Gary Andrzejewski for 25 years of service.
The NFA/Elevanta booth at the BKC trade show includes a spin-to-win wheel and insurance plan information.
John Barto Jr. of Jade Management Inc. celebrates a 50-year milestone as a BURGER KING franchisee.
Congratulations to Bill Eldred (L) and Kim Zeller (R) of Bilkin Inc. for 30 years of service.
2024 BKC Convention Annual Award WinnersCelebrates
On Oct. 28-30, 2024, BURGER KING® franchisees from the U.S. and Canada gathered at the Mandalay Bay Resort and Casino in Las Vegas for the 2024 BURGER KING Corp. (BKC) Convention to excite the BURGER KING community on “Fuel the Flame” and other strategic plans for the year to come.
The convention honored top-performing suppliers and franchisees with awards for excellence in various areas, including
overall performance, development and other key initiatives. Notable categories included Developer of the Year, Franchisee Excellence, Remodel of the Year, King of Giving, among others.
Many National Franchisee Association (NFA) members were recognized for their dedication, community contributions and various achievements. Read on for more information about these NFA members and recipients of BURGER KING Convention awards. n
Franchisee Excellence Awards
1-5 Restaurants
Thomas Cardarelli - Cardarelli
Bruce Pavlikowski - Sheehy Enterprises Inc.
Congratulations to Franchisees of Excellence for 1 to 5 Restaurants, Thomas Cardarelli of Cardarelli and Bruce Pavlikowski of Sheehy Enterprises Inc.
20-49 Restaurants
John Froccaro - Burger Brothers Restaurant Group
Michael Stamouli - Potomac Foods Group
John Froccaro of Burger Brothers Restaurant group and Michael Stamouli were awarded Franchisees of Excellence for 20 to 49 Restaurants.
6-19 Restaurants
Richard Conley - Trinity Corporations
Jim Backes & Gene Welsh - GDK Development Inc.
Awards continue with Franchisees of Excellence for 6 to 19 Restaurants, Richard Conley of Trinity Corporations and Jim Backes & Gene Welsh - GDK Development Inc.
50+ Restaurants
Todd Schuster - Schuster Enterprises
Dan and CJ Fitzpatrick - Quality Dining, Inc.
Congratulations to Todd Schuster of Schuster Enterprises and Dan and CJ Fitzpatrick of Quality Dining Inc. for being recognized as our Franchisees of Excellence for 50+ Restaurants.
Development Awards
Developer of the Year
Gary Moore - HR Boys
Gary Moore of HR Boys received the Developer of the Year award.
Remodel of the Year
Chris Johnson and Digna Ayala - Rackson Restaurants
Congratulations to Chris Johnson and Digna Ayala of Rackson Restaurants for winning the award for Remodel of the Year.
Turnaround Operator of the Year
Ayaz Virji - Are You Hungry Inc.
Congratulations to Ayaz Virji for winning the Turnaround Operator of the Year.
Opening of the Year
Kevin Fernandez and Nick Boyle – Ampler QSR
Opening of the Year award was awarded to Kevin Fernandez and Nick Boyle of Ampler QSR.
King of Giving Award
Kevin and Dawn Haas
This year’s King of Giving award went to Kevin and Dawn Haas.
of Innovation
Over the years, Tyson Foodservice and Burger King have collaborated on successful poultry launches that have become core menu staples and customer favorites. This includes finishing touches like bacon and tortillas. It is an honor to team with Burger King and partner in these crowning achievements.
CAMPAIGNS & EVENTS 2025 AT A GLANCE
MAR 3 - APR 11
APRIL 1
JUNE 16-18
JUL 14-AUG 22
SEPT 8 - OCT 17
Spring Round Up Campaign
SEPT 10-12
Royal Bash Jim McLamore Golf Invitational
Summer Round Up Campaign
Fall Fundraiser Coupon Campaign
BURGER KING® Convention
OCT 15-DEC 15 Scholarship Applications
NOV 10-DEC 5 Winter Round Up Campaign
ConsistenCy and Quality Are
Key
For small-business owners, finding the key to long-term success and customer satisfaction does not have to be a mystery. In the act of owning and maintaining a business, franchisees are exercising an array of skills: project management, leadership, organization, marketing, etc. Being an owner of one or several locations under a larger brand takes time, dedication and a desire to see one's business reach new heights, in addition to the ability to tap into all the aforementioned skills. Sustaining success is an ongoing effort that franchisees know well; it requires staying aware of the state of one's business while utilizing any resources available for improvement. The business begins with the franchisee and their team, and it can only be as strong as the people who are constantly working to keep it afloat.
it is important to praCtiCe being aware of your plaCe within the brand and how your stores funCtion relative to the whole system.
seek can be simplified through two simple ideals: consistency and quality. When consistency and quality are taken into consideration in one's business operations, it can make the difference between a business not doing as well as it could and that same business thriving beyond an owner's expectations.
by TYLER RYAN
While it may sometimes be overwhelming to wear so many hats and pay attention to all the moving cogs in the system that is a franchise, the process of keeping one's business running in tip-top shape and providing customers with the positive experiences they
To begin establishing overall consistency within a business, a franchisee must first understand why consistency is such an important piece of excellence in customer service. When a person walks into any business looking for a specific product or service, particularly when that business is operating under the umbrella of a larger brand, there are certain aspects of the experience that they might expect or hope to be consistent across several visits. As the owner of one or several BURGER KING® locations, part of the task at hand when creating positive customer experiences is not only showing people what stands out about your own store, but also showing people that your store is carrying on the values and standards of the BK® brand at large. This means it is important to practice being aware of your place within the brand and how your stores function relative to the whole system. For members of National Franchisee Association (NFA), there is ample opportunity throughout the year to share best practices, network and observe how other BURGER KING franchisees choose to approach their business operations for optimal success. Finding ways to both elevate your own business and remain in touch with
Continued on page 30
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Consistency
Continued from page 29
the values of the brand and the extensive network of franchisees within it is the key to balancing the identity of your business and the consistency that can help it thrive.
Prioritizing consistency does not mean sacrificing opportunities to be unique, either. Franchisees across the country may be unique in that they decide to connect with their communities in the ways that serve each community best; holding different kinds of events or fundraising for a variety of causes allows every BK® location to set itself apart as a place for connection. It is also nice to celebrate the uniqueness of one's staff in every location because there will always be a set of people within a business whom the customers may come to recognize. The people that make up every BK business make it special, and continuing to emphasize what makes your business special is certainly a pathway to sustained success in a competitive market. On the other hand, the simple fact that one's business is involved with its community may be something that customers expect to be consistent across other locations and even other franchisees' businesses. Keeping in mind the reputation the BK brand has developed as being involved in giving and helping others can ensure that, as a franchisee, you keep this brand characteristic consistent across your own locations.
For franchisees, maintaining high standards of product and service quality is more than just a business strategy — it’s a cornerstone of success. Providing subpar products or services can lead to negative feedback, potentially harming the franchise’s profitability and growth. In a crowded market, quality sets a business apart. Customers have options, and businesses that consistently
deliver exceptional experiences are more likely to capture and retain market share. High quality creates a competitive edge, particularly in industries where differentiation is challenging. Customer feedback is also invaluable for understanding what’s working and where improvements are needed. Encouraging your staff to find out directly from customers how the quality of their experience could have been improved, or what was already excellent, can be another step taken to gradually improve one's business. Acting swiftly on constructive criticism to address any gaps in service or product quality is imperative. Additionally, franchisees can try their best to be aware of how market trends and customer preferences evolve. Those who stay informed about industry changes and adapt accordingly are better positioned to maintain relevance and quality.
aCting
swiftly on ConstruCtive CritiCism to address any gaps in serviCe or produCt Quality is imperative.
As a business owner, you can't be the only one who's concerned with the quality of the products and services your company provides; your employees should be just as dedicated to delivering their best work, day in and day out. Comprehensive and ongoing training ensures that staff understands and executes
Back Of fice
brand standards effectively. Training should cover technical skills, customer service etiquette and problem-solving to equip employees with the tools to handle any situation professionally. Franchisees can also emphasize a culture where customer satisfaction is the priority. Empower employees to go above and beyond for customers and create a welcoming environment that makes people feel valued. A customer-first mindset often translates into higher satisfaction levels and stronger relationships.
For franchisees, the impact of quality can extend far beyond their immediate locations. By consistently delivering high-quality products and service, they strengthen the entire franchise network. This creates a positive feedback loop: satisfied customers build brand loyalty, which drives traffic, revenue and ultimately, the success of individual franchisees. Quality is not optional for franchisees; it is essential. By prioritizing adherence to brand standards, investing in training and fostering a culture of excellence, franchisees can ensure they meet and exceed customer expectations. In doing so, they not only safeguard their own business success but also contribute to the collective strength of the BK system.
As a franchisee, it is only natural that one would want to do all that they can to ensure that the success they've acquired up until now can be sustained well into the future. Though consistency and quality are values that have surely been put into practice day after day for small-business owners, revisiting something that seems so simple can actually be a means of revitalizing the business and returning to the foundation of successful operations. Providing stellar service is at the core of BK franchisees' motivations, and doing so is not nearly as effective without keeping both consistency and quality at the forefront of one's mind every single day.
From the smallest aspects of the everyday experience people
CHOCOLATE FIT FOR ROYALTY
have in your stores to the overall impression they build of the BURGER KING brand at large, there are countless ways that franchisees can make an effort to keep guests feeling as though they know what they've come to BURGER KING for – and not only did they receive what they expected, they also gained something extra. The effects of franchisees and their teams going above and beyond to improve their stores surely do not go unnoticed, and it is these effects that will keep loyal customers coming back for more. When they are able to find a consistent, high-quality product or service, they are much more likely to recommend it to others and help expand the reach of your business within its community. For franchisees looking to revitalize or renew the levels of success they're seeing in their stores, going back to the basics of consistency and quality may prove to be the key – one that was in their grasp all along. n
TYLER RYAN is the communications editor for NFA. You may reach Ryan at 678-439-2300 or tylerr@elevanta.com.
Driving Brand Standards Through Quality Assurance Reporting
Delivering a consistent and exceptional guest experience is critical to maintaining guest satisfaction and driving incremental traffic. Reporting quality assurance (QA) issues ensures product quality is upheld across all BURGER KING® restaurants, protecting operations and brand standards.
Why Quality Assurance Reporting Matters
Insights from QA reporting help ensure guest satisfaction while protecting brand integrity. By addressing quality issues swiftly and thoroughly, we ensure every guest experience is consistent and meets the same high standard, no matter the restaurant location.
Key benefits of reporting include:
• Consistency: Guests enjoy the same great quality at every visit.
• Safety: Helps prevent harm to guests and team members.
• System-Wide Insights: Tracks potential widespread issues across the system.
• Credit: Gives restaurants an opportunity to receive credit for unusable products.
• Supplier Improvements: Helps RSI work with suppliers to resolve recurring issues.
• Distribution Improvements: Provides feedback for DCs to refine processes.
• Equipment Maintenance: Identifies maintenance opportunities to support consistent operations.
What to Report
Recognizing and promptly reporting quality issues is essential to ensure consistent standards. Effective reporting starts with understanding the types of product, delivery and safety issues to watch for. Restaurant operators should submit reports for:
Product Quality Issues:
• Meat tearing or breaking.
• Discolored or spoiled produce.
• Moldy or poorly cut buns.
• Off-color or off-flavor products.
• Broken products like fries or patties.
• Any other product quality concern.
Delivery Concerns:
• Temperature outside of the standard range.
• Shelf-life discrepancies.
• Improper product handling.
• Packaging concerns.
Safety Hazards:
• Any product issues that could pose harm to guests or team members.
Reporting QA Issues & Additional Resources
Submitting a QA report is now easier than ever. You can complete the process in just a few minutes, whether on a computer via BK Gateway or RSI Web, or by scanning the QR code to the right with a mobile device.
To help operators navigate the submission process, RSI hosted a webinar in late September to review key steps, important details to include in your report, and the actions to take after submission to ensure proper resolution.
If you missed the webinar or would like to watch it again, you can access the recording in the RSI Help Center, along with:
• A restaurant shelf-life guide.
• Frequently asked questions and answers.
• An updated webinar appendix with step-by-step instructions for submitting QA incident reports.
Maintaing Guest Satisfaction
Every QA report strengthens our brand standards and supports a consistent, high-quality Guest experience across the system. Access the resources above to help uphold the quality and consistency that define the BURGER KING brand.
For more information regarding QA reporting, please visit the RSI Help Center or contact:
Director, BKC
Tiago Brilhante tbrilhante@rbi.com 786.389.9131
Business Consultant Manager, RSI Loretta Bell lbell@rsilink.com 573.225.2112
Restaurant Services, Inc. (RSI), at www.rsiweb.com, is the supply chain manager for the BURGER KING® system and the exclusive purchasing agent for the vast majority of products and distribution services used by RSI’s members – BURGER KING restaurant owners in the United States.
Don’t Workplace Safety Overlook Don’t Workplace Safety Overlook
For any retail business, customer safety is an important concern, not only because of the potential cost of injury claims but also because of the reputational damage that can arise from customer complaints about unsafe conditions. This is heightened by the reality that many (hopefully) individuals will pass through the public spaces, perhaps even in an impaired condition due to physical/medical issues or perhaps intoxication. Consequently, there is often a direct incentive for managers to be proactive on safety in public areas by keeping floors dry, free of slip or trip hazards and the like.
by DOUGLAS H. DUERR
Unfortunately, a business owner/manager cannot stop there as workplace safety is also a significant concern and extends beyond public spaces but also to areas where housekeeping and other issues seem less important. In addition to the potential for employee injury claims, the federal government, and many states, have laws requiring employers to provide a workplace free of recognized and obvious hazards. Also, if the workplace has employees under the age of eighteen, there are job functions that are deemed so hazardous, depending upon the age of the worker, that those workers should not perform them or even be exposed to them. Nonetheless, workplace safety can become an afterthought because injuries can be few and far between as the workers are less likely (hopefully) to be impaired (and can be sent home upon signs of impairment) and are likely more familiar with the workplace and the presence of hazards as compared to the casual customer. As a result, because safety procedures can also be viewed as a cost item that interferes with productivity, complacency can easily set in.
Because workplace safety is required by law, retail establishments can be subjected to safety inspections by federal or state officials. These visits occur without notice, and the law generally allows inspectors to prompt entry onto the premises without a search warrant. Generally, if a safety inspector is denied reasonably prompt entry, the agency is generally authorized to get a search warrant and will be back with multiple inspectors and a mandate to do a “wall-to-wall” inspection. These are much broader than what normally occurs when the inspection is complaint-based and more likely to find safety violations that might have been missed in a more focused inspection. These inspections can be random, be the result of a complaint by an employee or someone else, or stem from a report received from an ambulance or other medical providers. In addition, if an employee suffers a workplace injury or illness and is hospitalized, dies, suffers an amputation (which is very broadly defined to include injuries such as fingertips without bone loss, ear loss, etc.), or the like, employers are required (i.e., can receive a fine for failure to do so) to provide prompt notification to federal and/or state agencies, usually within hours of becoming aware of the situation.
Do you really need to worry about a government inspection when you have taken advantage of the “safety review” offered by your insurance company? Absolutely! While not all carriers/brokerages offer such a service, and you should take advantage of it if you can, such reviews are generally too general and are normally focused more on things like fire hazards and other sources of property loss, customer safety, and the like. There may be some workplace safety items on the checklist (e.g., are employees required to wear nonslip shoes in environments that might have wet floors?), but that is not enough. A business owner should give serious consideration to having a review conducted by a workplace safety consultant to review potential hazards in the workplace as well as safety procedures, policies and training. In addition, such an inspection should also identify requirements for personal protective equipment (e.g., gloves, protective eyewear, etc.) that might be required. While such consultations are not cheap, they are not only less expensive than the potential fines in the event of a governmental inspection. They can also result in penalty reductions by demonstrating that the business takes seriously its obligation to provide a safe working environment. Such a review can also help prevent injuries (and the resulting workers’ compensation claims) and have a positive impact on employee morale by showing that the business cares about them.
As noted above, if the business employs workers under the age of eighteen, extra care needs to be taken to ensure that the workers do not perform certain tasks that are considered hazardous. While a manager may be familiar with the hours (and times) of work limitations, they may be less aware of duty restrictions (e.g., prohibitions of working with or around moving equipment, slicers, motor vehicles, etc.). Restrictions on the types of work minors can perform have been in existence since the Fair Labor Standards Act (FLSA) was enacted in 1938 as law, which deals primarily with minimum and overtime wages and also imposed child labor restrictions; at the time, children were working in mines, factories and other hazardous areas. Since then, the types of prohibited job duties have certainly expanded, although they are tied to the age of the worker, meaning that as individuals age, fewer job duties are prohibited.
What does this all mean? When thinking of safety, do not forget the safety of your workers. Not only will that help the mod rating for your workers’ compensation insurance, it is also required by law. Make sure your managers are trained on the job duty limitations of minors if any are employed (you have age certificates on file, right?) and bring in a workplace safety consultant to review potential safety hazards as well as the safety policies, procedures and training. As the saying goes, “Workplace safety is no accident.” n
DOUGLAS H. DUERR is a partner at Elarbee Thompson, a national labor and employment law firm with an industry practice area focused on franchisees. Learn more at www.elarbeethompson.com.
The Three Unbreakable Laws of Customer Loyalty for Franchises
In today's competitive business landscape, franchise owners face a unique challenge: Customers are more willing than ever to try new brands and providers. The good news? You have an unprecedented opportunity to win over your competitors' customers. The challenge? They can do the same to you. To thrive in this environment, you must focus on delivering what I call the “Coveted Customer Experience." This means exceeding customer expectations so consistently that price and perfection become less important.
When you achieve this level of customer experience, you gain the most valuable asset in business: the benefit of the doubt. Customers will forgive occasional mistakes and won't be as price-sensitive when they know they can count on you to deliver an exceptional experience. So, how do you create a Coveted Customer Experience? It comes down to three key elements, which I call the "Three Unbreakable Laws of Customer Loyalty:” being quick, clear and kind.
1 Quick: In today's fast-paced world, customers expect swift responses and efficient service. Set a goal to be 15 percent faster in your interactions and processes. Whether it's answering phone calls, responding to emails or fulfilling orders, find ways to streamline and accelerate your operations.
2
Clear: Confusion is the enemy of customer satisfaction. Aim to be 15 percent less confusing in your communications and procedures. Use simple, straightforward language in your marketing materials, product descriptions and customer support. Make sure your employees are well-trained and can provide clear, accurate information to customers.
3
Kind: Empathy and understanding are more important than ever. Strive to be 15 percent more empathetic in your customer interactions. Train your staff to listen actively, show genuine concern and go above and beyond to help customers feel valued and appreciated.
Customer expectations continue to escalate, but if franchises can focus on being quicker, clearer and kinder, they will be on their way to exceeding expectations and creating loyal customers. By focusing on these three unbreakable laws, you'll create the kind of customer experience that gets noticed and talked about. In fact, it will likely be reflected in your online reviews. Recent data shows that 70 percent of consumers say reviews are more important to them now than ever before, and a staggering 25 percent have read an online review in the last 24 hours. When you consistently exceed expectations, customers will share their positive experiences through reviews and word-of-mouth. This, in turn, attracts new customers who are seeking the same level of service and attention. It's a virtuous cycle that can help your franchise grow and thrive.
To get started, assess your current performance in terms of speed, clarity and empathy. Gather feedback from your customers and employees to identify areas for improvement. Set specific, measurable goals for enhancing your customer experience and involve your entire team in the effort.
Remember, every interaction is an opportunity to create a
memorable, positive experience that sets your franchise apart. By making quick, clear and kind service your top priority, you'll build a loyal customer base that will stick with you through thick and thin. The franchises that will succeed are those that embrace change, adapt quickly and relentlessly focus on delivering exceptional customer experiences by adhering to the Three Unbreakable Laws of Customer Loyalty.
by JAY BAER
So, don't wait for the perfect moment or the ideal circumstances. Start today by setting your sights on being quicker, clearer and kinder than ever before. Your customers will notice, and your franchise will reap the rewards. n
JAY BAER is a business growth and customer experience strategist and researcher. He was voted as the world’s No. 1 global guru in customer experience in 2024, and is a Hall of Fame keynote speaker. Jay is also the New York Times bestselling author of seven books, including his most recent work: “The Time to Win: How to Exceed Customers’ Need for Speed.” Find more about Jay at www.JayBaer.com, and find his useful email newsletter at www.TheBaerFacts.com.
The Essential Walks Series:
YourLife and Your Work ConnectYourEssence, The Introduction
Sometimes, in the midst of a busy day, people will go for a walk outside. It might be for a block or a mile or three miles. They just put their phone down and walk by themselves. Why do they do that? For three main reasons:
1. To clear their mind.
2. To see things with a fresh new perspective.
3. To enhance their health.
Essential Walks are about taking a break in the midst of a busy day and thinking about the non-physical and non-material essential aspects of your life. The same three reasons remain for taking an Essential Walk inside your mind as for taking a physical walk outside. Throughout my entire career, my focus starting in 1985 has been on helping other people to achieve whatever they want to achieve. I’ve rarely talked about these essentials in my articles, seminars or executive coaching sessions. However, these essential topics have always played a major role in every major decision I have made in any aspect of my life. So now I think it’s time to offer questions on these essential topics for others to use toward being what they want to be and achieving what they want to achieve.
As I will say many times, these are just my own thoughts and reflections. My ideas on these topics are no better or no more correct than anyone else’s. There is a great deal of mystery and unknown within the topic of Essential Walks, and no one’s ideas are any better or worse than anyone else’s. I offer mine in the hope that they will spur you to pause and reflect on the non-material and non-physical essential aspects of your life. Throughout this long series of articles on Essential Walks, I will often use definitions
from the Merriam-Webster Dictionary (MWD). In MWD, the word “essential” means relating to or constituting essence; of the utmost importance; and something necessary and indispensable. That is what this series will focus on: your essence, the part of you that is of the utmost importance, and the aspects of you that are indispensable.
Topics for Essential Walks
by DAN COUGHLIN
In any given Essential Walk, you can only reflect on a few key ideas at a time. Otherwise, you can become overloaded and burdened down. Each article in this series on Essential Walks will focus on a few key words or short phrases.
Here are ideas that we will dive into in this series: essence, virtue, egotism, integrity, discernment, peace, freedom, purpose, joy, gratitude, wisdom, introspection, hope, mercy, forgiveness, justice, fairness, kindness, patience, respectfulness, caring, compassion, calmness, unconditional love, empathy, immediate gratification, instant satisfaction, short-term pleasure, conscience, inner voice, quest, vocation, grace and many more.
As you can see, these are topics that you can’t hold in your hand or measure or carry around. They make up the essence of who you are as a person. Each of these Essential Walks will take you away from focusing on
Continued from page 39
your bills, house, cars, material items, title, bank account and responsibilities at work and home. And then after each Essential Walk, I hope you will take your insights back into those areas of your day-to-day life. An essential life is not separate from a physical, material, family, community or work life. The one flows into the others. However, without time for Essential Walks, you can easily lose sight of the connection between your busy personal and professional lives and the essential aspects of who you are as an individual. And that lost connection can keep you from fully being the person you want to be in the future both personally and professionally.
Essential Walk No. 1:
See the Importance of Strengthening Your Essence
(Author’s Note: As I share my thoughts with you on the essence of a person’s life, please keep in mind these are just my thoughts. It doesn’t mean they are right. I hope you will consider them, but more importantly, I hope you will reflect on each word and decide how you define these very important words in your life.)
What does “essence” mean?
I like the word “essence.” It captures the idea I’m trying to get across.
MWD defines essence as: “The most significant element, quality or aspect of a person.”
I define your essence as consisting of your thoughts, emotions and will.
In MWD, “will” is defined in many ways: a disposition, inclination, choice, volition, mental powers manifested as intending and choosing, a disposition to act according to principles or ends,
and the power of control over one’s own actions or emotions.
The simplest definition of “will” that I’ve ever read was in the book, “Power of Will,” that was written in 1907 by Frank Haddock. He wrote, “Will is the power of self-direction.” In my words, your will is the direction you send your thoughts and emotions toward.
Your essence consists of the non-physical and non-material aspects of who you are as a person. You can’t hold your essence in your hands or touch it, but it guides your life.
I think your essence manifests itself in your words and actions. It is what is behind those words and actions.
One way to understand your essence is to answer these three questions:
1. What am I thinking?
2. What am I feeling?
3. What direction am I willing my thoughts and emotions to head in?
What does an “Essential Walk” mean?
Just as you can make choices to develop your body, I believe you can make choices to develop your essence as well. Just as you can make your body healthier or less healthy, I think you can make your essence healthier or less healthy, which can then lead to healthier or less healthy words and actions.
An Essential Walk is when you take the time to really reflect on your thoughts, emotions and will, and decide on any adjustments you want to make to your essence. Another way of saying this is that an Essential Walk is how you develop your essence. Do you just go on autopilot and let your subconscious desires and the people around you guide your decisions, or do you consciously intervene and determine your desired thoughts, emotions and will?
Essential Walks are about your capacity to make choices.
Essential Walks
The quest of Essential Walks, the quest of this journey, is to have a healthy essence, which can then lead to healthier decisions, words and actions. It is the starting point of becoming the person you want to be in the future.
How does all of this connect to your personal life and your work?
Every person has thoughts, emotions and will. Therefore, every person has an essence.
Every person makes decisions that affect the health of their essence.
Their essence affects what they say and do.
What they say and do affects their personal relationships and activities as well as their work relationships and activities.
A person can reflect on their thoughts, emotions and will, and decide whether they want to continue on with them, subtract some of them, add to some of them or change some of them. In going on Essential Walks, the person affects how they channel their thoughts, emotions and will. In shifting how they channel those, they can strengthen their essence, which is the intangible part of themselves that guides what they say and do.
Your progress toward becoming the person you want to be begins with your essence, which consists of your non-physical and non-material thoughts, emotions and will. Again, the desired endgame of Essential Walks is to develop a healthier essence, which will then impact all of the other aspects of your life.
An important question then becomes, “Am I going to let my subconscious desires and the influences of other people run my life as they see fit, or am I going to channel my energies and desires as I see fit?”
Of course, that leads into the question of, “How will I decide what I see as healthy thoughts, emotions and will?”
That will be the basis for our next Essential Walk, but for now I think you have enough to chew on.
Essential Walk Questions to Consider
1. What does the word “essence” mean to you?
2. What do you see as the essence of who you are as a person in 50 words or less?
3. What are examples in your life where you have consciously channeled your thoughts, emotions and will in a new direction? n
Since 1998, DAN COUGHLIN has worked with seriousminded 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. Visit his free Business Performance Idea Center at www.thecoughlincompany.com.
What Does “Organized” Mean?
You are disorganized if you need something somewhere that you don’t have or have something somewhere that you don’t need. If you have a phone and discretionary time (and you want to be productive), you need to have easily viewable the complete list of every single phone call you need to make. Otherwise, you don’t have the information you need, in the format you need, to remind you of what you’ve agreed with yourself you need to be reminded of, when. If you are trying to prepare a lovely five-course dinner but the kitchen counters are still full of last night’s dishes, you’re not organized. There’s stuff in the way that you don’t need. In either case, you’re not organized — at least as much as you could be, from your own perspective.
An exercise I’ve done in my seminars is to have everyone reach into their purses or wallets and get something that doesn’t belong there permanently, and which has been there longer than a few hours (besides money). Almost all have at least one thing in that category — a receipt, a business card, a scrap of paper with scribbled notes, an old parking ticket. These are things whose location does not map to their meaning to the person who has them. If the item has no further usefulness, it is trash, but it’s not in the trash. Often it is something they need to store somewhere else — it is a reference, but it’s not appropriately accessible as such. Sometimes it’s something that they need to do something about, but it is not in a place that reminds them to do it. There is a lack of coherence between what the thing is and where it is.
Lots of folks contend that their “stacks” are what they want and that’s the best way to be organized. But most piles that people have around them have a blended mixture of stuff to read (actions when they have time to read), stuff to store away that they want access to (reference), stuff to throw away (trash), and stuff they still need to decide what to do about (in-tray). The background stress from those constipated stacks generates a psychic callous — we stop noticing the piles, at least enough to really do something about them.
But to be exact, with those stacks, you could conceivably be “organized.” It’s all relative — if you truly have decided that fifty pounds of miscellaneous paper material piled up all around your office is reflective of what it really means (these are all things that I just want to feel slightly pressured by but not actually do anything about, that I want to be able to find in a relatively short period of time, if I have to), then you’re organized. As a matter of fact, you’d be disorganized if you changed anything about those stacks.
So, how does the meaning of something translate into organization? Pick up anything around you that you’re wondering what to do with, and apply a simple set of formulae:
• “I don’t need or want it.” = Trash.
• “I still need to decide what this means to me.” = In-tray item.
• “I might need to know this information.” = Reference.
• “I use it.” = Equipment and supplies.
• “I like to see it.” = Decoration.
• “When I could possibly move on it, I want to see the action as an option.” = Next action reminder, reviewed when and where it could be done.
• “I need to be reminded of this short-term outcome I’ve committed to.” = “Project” list item, reviewed weekly.
• “I need to have this when I focus on a project.” = Support material.
• “I might want to commit to this at any time in the future.” = “Someday/Maybe” list item.
• “I might want to commit to this on or after a specific time in the future.” = Calendared or “tickled” item incubated for review on a specific future date.
by DAVID ALLEN
• “I want to achieve this ‘bigger’ outcome.” = Goals, objectives or visions that you review on some longer interval (a.k.a. your higher-level Horizons of Focus®).
• “It’s something someone else is doing that I care about.” = “Waiting-for” list item, reviewed at least weekly.
• “I need to consider it when I do certain recurring activities.” = Item on a checklist.
Test these against anything you find lying around you in work or life that you think you need to know how to organize. Organizing tools should not be so mysterious — they are merely to support these various functions.
This is simple common sense. So, why do so many people feel like they need to be more organized? It’s because most avoid deciding what so many things mean to them, which makes it impossible to know what to do with them. And what’s even thornier is that even if they “get organized” according to these simple criteria, it is highly likely that they can become disorganized rapidly. Over time (and often not that much time) things change in meaning. The magazine is no longer the current issue, the project is no longer something we’re committing to action and the good idea isn’t so good anymore. So, even if we get our ducks in a row, they wander off of their own accord. Being organized is a dynamic process, demanding consistent reevaluation, rethinking, and renegotiating the relevance of things in our physical and psychological environment.
We don’t tell people how to get organized. We only assist them to marry what things mean to where they are. Simple, tricky business.
“We must strive to reach that simplicity that lies beyond sophistication.”
— John Gardner n
DAVID ALLEN has been called one of the world’s most influential thinkers on productivity and has been a keynote speaker and facilitator for such organizations as New York Life, the World Bank, the Ford Foundation, L.L. Bean and the U.S. Navy and he conducts workshops for individuals and organizations across the country. He is the president of The David Allen Co. and has more than twenty years of experience as a management consultant and executive coach. His work has been featured in Fast Company, Fortune, the Los Angeles Times, The New York Times, The Wall Street Journal and many other publications. “Getting Things Done” has been published in twelve foreign countries. Learn more about David Allen at https://gettingthingsdone.com/.
Restaurant trust depenD ability &
The Role of Franchisees
One of the main motivations for many small-business owners is the desire for their business – whether it is a hair salon, auto repair shop, boutique or restaurant – to be a place within their community where people can come together for one reason or another. Guests at every business are there to receive a particular service or product, and it is their experience with that business and its services/products that will ultimately determine whether they decide to be a repeat customer, or if their first visit will be their last. At the core of every budding relationship between a customer and the business owner is a foundation of trust and dependability. The customer is asking themselves a series of questions before, throughout and after their time interacting with your business:
1. Do I feel confident that I've come to the right place to be serviced?
2. Is this experience meeting my standards?
3. Did I leave feeling that I got what I came for?
Similar additional questions may come to mind for every customer, but the answers they find within their experience will decide whether your business has become one that they feel they can trust or depend on whenever they are in need of the same service or have a craving for your product. As BURGER KING® franchisees, the question of how you are building trust and dependability between yourself, your staff and your customers is a question that cannot be ignored or overlooked. The state of your business and the relationships you build within every one of your BK® restaurants’ surrounding communities may depend on it.
When aiming to establish a relationship of trust between one's business and the customer, particularly within the quick-service restaurant (QSR) industry, appearances are
everything. The first impression a customer has upon visiting a BURGER KING location will surely impact their overall experience, as this restaurant is meant to function as a space where customers can enjoy their food and feel assured that it is being prepared for them in a well-maintained and organized preparation area. Keeping one's restaurant as orderly and presentable as possible is imperative to quality foodservice, and going the extra mile to ensure that your customers can see tangible evidence of a well-kept store is the first step to elevating their experience and their trust in you and your staff.
by TYLER RYAN
While BURGER KING franchisees are likely already taking steps to keep all their locations in the best state possible, it never hurts to continuously emphasize the importance of using cleanliness and organized, seamless operations to improve the reputation of each store in its community. A well-maintained and organized space creates a welcoming atmosphere, enhancing the overall dining experience. It also signals professionalism and attention to detail, which can boost customer trust and loyalty. In today’s digital age, a single negative review about hygiene can quickly damage a store’s image, while positive feedback about cleanliness can draw new customers.
The goal should be to own the restaurant that locals know will be a clean and safe space for them, whether they are stopping by momentarily to pick up lunch or sitting down for an evening meal with the entire family. Staying vigilant and in tune with the
Continued on page 46
state of one's stores is imperative to ensuring that it reaches both your standards as a franchisee and the standards of the customers. Owning a business in the foodservice industry may require higher-than-typical levels of vigilance compared to other kinds of businesses, and going the extra mile to maintain cleanliness and order in every restaurant will always be worth it. Maintaining a reputation for cleanliness isn’t just about aesthetics — it’s a critical component of customer satisfaction and long-term success. By prioritizing cleanliness, a restaurant can stand out in a competitive market and build lasting customer relationships.
Moreover, an organized operation ensures efficiency, allowing staff to serve customers faster and more accurately, leading to higher satisfaction. Employees benefit from a clean and organized workplace, as a tidy environment may reduce stress, improve morale and encourage better performance, resulting in smoother operations and better service. When considering the trust a community has in one's BURGER KING stores, franchisees' thoughts surely shouldn't stop at how customers feel. The staff and leadership team that a franchisee builds around them is just as reliant on a strong relationship of trust.
For so many franchisees, their success began in the early stages of their lives; for some, BURGER KING was their very first working experience as a teenager. When looking back on one's time within the BK system, considering how it felt to be working within the brand from such a young age can help inspire how franchisees approach staffing their locations. Mentors, fellow cashiers, encouraging general managers – these are all people
who likely played a huge role in the trajectory of countless franchisees' futures and expanding careers. This means that, in the very stores that BK franchisees own and operate today, it's likely that a new generation of franchisees are just now entering the brand as high school students with a fresh work permit and unlimited dreams. Creating a space within one's stores that not only encourages new people to seek employment there but also earns their trust and dependability can only serve to build strong, dedicated teams that are ready to serve customers and help the business grow.
Attracting and retaining talent is only half of the journey in building a team of people who trust their work environment and, in turn, provide service that customers can depend on. Ensuring that all staff training efforts meet your standards as an owner is key to creating teams in every restaurant that are functioning in alignment with not only your values as a franchisee but the values of the BURGER KING brand overall. When a franchisee walks into their store and interacts with their staff, it only makes sense that they'd want to feel a mutual sense of trust. Just as the franchisee has come to value the success and quality of their business over all else, the staff should be in an environment where the value of the business drives their actions every day.
The interactions between staff and customers are not to be overlooked in one's efforts to gain customers' trust. Receiving good food is likely not the end-all-be-all for any customer; being met with kindness, dedication and professionalism are bound to improve the experience every customer has within a store. When a team has been built upon a strong foundation, it is likely that repeat customers will come to know the staff at their local BURGER KING and may recognize them after several visits. A relationship is being built, visit after visit, and it is imperative that positive interactions be the basis of those relationships. The average customer should leave a store feeling as though they can not only place their trust in the quality of the food they've received, but also in the character of the staff. Staying as aware as possible of any new training techniques that could benefit BURGER KING staff is a measure any franchisee can take to keep improving hiring and training efforts in their locations. The investment one makes in building and maintaining a stellar staff will surely go far in strengthening a community's trust in their local stores.
Perhaps the biggest factor in creating a relationship of trust and dependability between one's business and their community is being active and aware when it comes to the needs of the community members. BURGER KING franchisees have historically spent a lot of time and effort getting their stores involved in charity efforts and other events that bring members of the community together in a place where they can find something extra they're
in need of, whether that's donated items like clothing/food or simply a place to hold a small event. Local BURGER KINGs have been the venue for family celebrations, visits from political figures, fundraisers and even more kinds of occasions that keep whole communities connected. Any given town or neighborhood goes through countless changes as time passes; shopping centers are developed, roads are repaved, families settle down and new apartment buildings seem to pop up on every corner. What keeps a community grounded are the businesses that have stayed throughout all these changes and have not only adapted to them but cemented themselves as a cornerstone of the community at large. Remaining an active participant in the community is vital to a business's survival within it.
Investing in your business and in your community are equally important to securing success. “All of my stores are in Baltimore City and half of them are in depressed neighborhoods,” said Gary Andrzejewski, president of PJ Foods LLC. “We fundraise through the restaurants every other month, and in the past few years we’ve generated a quarter of a million dollars for local charities.” Giving back to the people that visit BURGER KING is a testament to a franchisee's commitment to not only running a successful business, but achieving the kind of longevity every business strives toward. The trust that a community has in their local businesses is one of many irreplaceable ingredients in the recipe for longevity. If you've made an effort to have your business known by commu nity members for being there when people are in need, trust and dependability
in your business should naturally follow.
2024 is coming to a close, making this a time when most people tend to slow down and take stock of everything they’ve come to value in their everyday lives. Whether we consciously know it or not, the places we choose to visit for our daily meals have an everlasting impact on us that we carry into the future. Throughout the year, there was a new opportunity to amaze someone and gain their trust every time someone walked through the doors of a BURGER KING. Taking advantage of every one of those opportunities is an invaluable investment in the future of your business.
Focusing on customer experiences at the individual level is vital to success, but insufficient on its own; franchisees can only stand to benefit from also thinking about the bigger picture and how every customer experience contributes to the overall reputation of a business. The way one store comes to be known within its community paints a picture of a franchisee's staff, their other locations and their company as a whole. Just as franchisees value being able to place their trust in members of their team, as well as in themselves and their capabilities as a business owner, every customer values being able to put their trust in their local BURGER KING. As we move into the new year, consider the ways in which all BK franchisees can remain the kind of business owners that their communities not only value and trust, but come to depend on. n
is the communications editor for NFA. You may reach Ryan at 678-439-2300 or tylerr@elevanta.com.
FRESH SOLUTIONS FOR OLD DEEP-FRIED THINKING
GeneralLiability vs. Umbrella LiabilityInsurance
Some insurance policies are pretty self-explanatory. Property insurance protects your property. Auto insurance protects your autos. But not every policy is so simple.
General Liability and Umbrella Liability coverages are just as common — and important — as your franchise’s Property and Auto coverages. But please note, these policies are not intended to insure military commanders or your favorite parasol. Instead, they typically require a bit more of an explanation.
General Liability insurance and Umbrella Liability insurance are two common types of coverage for franchises. These two liability policies are very similar, however there are a few key differentiators.
In short, General Liability is your starting point for coverage against third-party claims for damages. Umbrella Liability serves an extension of General Liability and offers limits of insurance above your General Liability limits. Here’s how to tell them apart.
About General Liability
General Liability insurance is your first line of defense against a third-party claim alleging damages. Coverage protects your business against a broad range of liability claims, such as bodily and personal injury, property damage and other claims.
Claims that would fall under a General Liability policy can easily occur during your franchise’s normal business operations:
• A customer, client or visitor could injure themselves at your business and make a claim for medical expenses.
• An employee of your business could have an accident damaging a customer’s property that results in a claim for repair costs.
• A third party could take your business to court, resulting in claims for legal costs, a judgment or a settlement.
While the specifics of such claims will vary, every franchise business faces these and other risks. The purpose of General
Liability is to protect your business from such unexpected losses.
Like most insurance policies, a General Liability policy will have a limit on the maximum dollar amount the policy will pay out in the event of a single claim. There is also a policy aggregate limit which restricts the dollar amount the policy will pay out during each policy term (typically a one-year period), regardless of the number of claims or occurrences.
These limits are designed to protect you from the most common claims for your industry. But there are always outlier cases where the damages sought in a claim exceed your General Liability coverage limits. This is where an Umbrella Liability insurance policy comes into play.
About Umbrella Liability
An Umbrella Liability policy provides coverage beyond your General Liability policy. The two policies work together. Once you have exhausted the limits of your General Liability coverage under a covered claim, your Umbrella coverage can kick in, providing extra protection.
Consider what could happen if the hypothetical claims from above were to escalate:
• The injury that occurred at your business turns out to be far more serious than you thought, and the individual may require surgery, rehab or long-term care.
• The customer property damaged by your franchise employee turns out to be worth far more than you thought, and you’re told you may need to replace it completely.
• The lawsuit against your franchise seemed frivolous at first, but after months of litigation it’s starting to look serious. Legal fees are adding up and you want to reach a settlement.
The risk of these potential high-dollar claims for franchises like yours is small but real. Even if you have General Liability coverage, your business and its assets could be placed at risk if you’re faced with a major lawsuit and don’t carry Umbrella coverage.
Finding Affordable Coverage
There’s one other detail worth noting about the difference between Umbrella coverage and General Liability. Faced with the risks, many franchises wonder whether they will be able to afford the high-stakes, high-dollar coverage that an Umbrella policy can provide. The surprising answer is that an Umbrella policy usually costs less than a General Liability policy.
The reason an Umbrella Liability policy typically costs less comes down to math. While the impact of a high-dollar claim may be severe, they are also generally rare. Most claims fall within the recommended standard limits of a General Liability policy. So, while an Umbrella policy provides important peace of mind, most claims can be resolved before you’ll need it.
Insurance Protection from Elevanta and Lockton Affinity
While you hope a claim is never filed against your franchise, both these common coverages are important to have in place, because claims do happen. Whether a customer trips over an extension cord and sprains their wrist, or a tree limb falls on their supercar, General Liability and Umbrella Liability exist to help you prepare for the unexpected.
Ensure your franchise has the proper insurance coverage and limits in place to protect against the risks your business faces with co-brokers Elevanta and Lockton Affinity. Visit Elevanta.LocktonAffinity.com to get started. 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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FLAME, Issue 1 will be published in March 2025. 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 678-797-5160 by Jan. 31. Our editorial staff can assist in writing the story.
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