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flavor

T H E M AG A Z I N E O F T H E Q D O B A F R A N C H I S E E A S S O C I AT I O N | FA L L 2 0 2 2

Coast to Coast:

QDOBA’s Nationwide Takeover Turn to page 16 to read more.

Making Your Restaurant Cleaner. Safer. Healthier.

EPA Reg. No. 1677-238 Refer to product label for complete directions for use.

EPA Reg. No. 1677-251 Refer to product label for complete directions for use.

EPA Reg. No. 6836-305-1677 Refer to product label for complete directions for use.

The new and expanded SSDC Cleaning Program offers high quality products, programs and services designed with Qdoba Mexican Eats® in mind to help tackle every cleaning task in your restaurant. This reputation for excellence has made SSDC a trusted partner for specialty restaurant customers and franchisees all over the world. Our goal is to create a custom cleaning program tailored to your unique business and take a step toward making your restaurant Cleaner. Safer. Healthier.

SSDC Delivers: • Commercial quality & highly effective cleaners • Innovative packaging & dispensing solutions such as the Sink Rite & Mop Rite Dispensing Systems • Unparalleled support & service • Incredible value

table of contents

QFA Board of Directors

Columns

Ron Stokes Chairman

Randy Key Vice Chairman Tom Lewison Secretary/Treasurer

Chairman’s Column by Ron Stokes, QFA chairman

Departments 4

QFA Member News

Member Recognitions

Franchisee Spotlight

One Topic, 10 Facts

Leo Stathakis Director

Look, Listen, Read

Debra Finkler Association Director

Directories

John Ghirardelli Director Matt Herridge Director

Christy Williams Elevanta CEO

QFA Editorial Board

On the Cover 9

Associate Member Listing

Advertisers Guide and Editorial Calendar

Features

Rachel Jackson Editor-in-Chief rachelj@qdobafa.org

Allion McCallum Communications Editor allisonm@qdobafa.org

Company Culture and Your Business by Allison McCallum, QFA Communications Editor

Coast to Coast: QDOBA’s Nationwide Takeover by Allison McCallum

Jared Johnsen Communications Specialist jaredj@qdobafa.org

Advertising Sales Christy Rowan Sales & Development Manager christyr@qdobafa.org 678-439-2284

Build the Fellowship of the Quest by Dan Coughlin, The Coughlin Co.

True Performance: Five Ways to Avoid Fake Productivity by Laura Stack, The Productivity Pro®

Trying to be Funny? Watch Out! by Douglas H. Duerr, Elarbee Thompson Sapp and Wilson LLP

The Experience of Great Customer Service by Dennis Snow, Snow & Associates Inc.

Better Together: Top Five Dishes to Enjoy With Jarritos Mexican Soda contributed by Jarritos

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

Our Purpose and Goal: A Cleaner, Safer and Healthier Restaurant contributed by SSDC

QDOBA Mexican Eats is staking its claim in the Mexican fast-casual market. To learn more about the growth of the brand in 2022 and beyond, turn to page 16.

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

www.qdobafa.org

Qdoba Franchisee Association publishes Flavor. Any reproduction, in whole or in part, of the contents of this publication is prohibited without prior written consent of Qdoba Franchisee Association. All Rights Reserved.

chairman’s column

What an amazing year this has been! Many things are happening within the QDOBA Mexican Eats® brand, and I am pleased to be sharing them with the Qdoba Franchisee Association (QFA) community. As you all know, Butterfly Equity has acquired QDOBA, and while some may have hesitancy around change, we remain optimistic and will see what unfolds in the coming months.

As our brand continues to strengthen and grow, now is the time to strengthen and grow your relationships with not only our new leadership team but with your QFA community and fellow franchisees. In October, the QFA board of directors met with representatives from Butterfly Equity in Chicago. Butterfly has already proven to be active and present and has shown desire to invest in and grow the brand. Butterfly has indicated its plans for building new stores and investing in existing stores, and while there is still a lot unknown around the 2

brand’s new ownership, QFA is moving into this new chapter with optimism. Highlighted in this issue of Flavor are features on the brand’s growth and company culture. Our brand is growing! QDOBA has committed to a 300-store development agreement within the next six years, and I think I speak for all of us when I say what a great thing that is. There is much to look forward to surrounding the growth and resiliency of our brand. QDOBA has remained at the top of the food industry and has withstood a lot of bumps in the road, including ownership changes, a global pandemic, heated elections and general turmoil. Our customers clearly love our food! Our guests love our food and continue to come back for a variety of reasons. From a global perspective, QDOBA provides excellence in fresh food and flavor. Variety and flavor are a big part of our company’s culture, especially when it comes to food, procedures, our teams and so much more. While all these things are important to culture, it’s important to keep in mind that our culture isn’t just about food and how we attract customers. Culture is also one of the key pillars in recruiting and retaining our team members. Where would we be without our amazing team members who keep our stores up and running every day? An interesting thing about culture is that it is unique to every store. These differences in culture are influenced by the store’s leader which trickles down to the team. So, what kind of culture do you influence in your stores? How do flavor FALL 2022

you present your culture not only to the guests but to your existing and future team members? I encourage you all to read through this issue of Flavor to gain more insight into our brand’s growth and company culture. As our brand continues to strengthen and grow, now is the time to strengthen and grow your relationships with our new leadership team and your QFA community and fellow franchisees. The QFA continues to support franchisees in countless ways by providing a sense of togetherness among us, streamlined communications such as Flavor and News You Can Use and legal counsel to guide us whenever necessary. Take advantage of this time to learn more about one another and gain insight and knowledge on best practices that work for other franchisees that may also work for you. So, as we close out 2022 and step in to 2023 with new footing, I want to congratulate us all on a job well done. I wish you all success as we welcome this new year of the QDOBA brand. l

Ron Stokes Chairman

Not all heroes wear capes, some roll all the flavor up for you! Your employees are your heroes P R O V I D E T H E M W I T H G R E AT H E A LT H C A R E O P T I O N S

S I N G L E - D I G I T R AT E I N C R E A S E O V E R T H E PA S T 1 0 Y E A R S

U T I L I Z E S T H E BL U E C R O S S B L U E S H I E L D N E T W O R K ( N AT I O N’ S L A R G E S T P R O V I D E R )

678.797.5160 | memberservices@elevanta.com | elevantahealth.com/qfa | www.elevanta.com flavor FALL 2022

member news

TJH Holdings Stores Win Elevate Rapid City Inclusivity Awards I

n June of 2022, two TJH Holdings stores in Rapid City, South Dakota, were awarded the Diversity and Inclusion Award for 2022 at the annual Chamber of Commerce, now called Elevate Rapid City, awards banquet. The TJH Holdings team is passionate about the people they hire and work with, along with the diversity of each of their From left to right: Operating Partner customers. Stew Mehlhaff, Lila Mehlhaff, Amber Stew Mehlhaff, Christianson and District Manager operating partner at TJH Chris Christianson. Holdings, said, “We have always tried to be a place for anybody to work at. We don’t care who you are or where you come from as long as you [work hard]. Our goal is to do what we do best and serve a great product with great customer service.” l

Q’Loco Franchise Dines Out With the United Way

Story and photo courtesy of Elevate Rapid City. Local residents dine out to support the United Way.

he Q’Loco franchise in Farmington, Missouri, has led community service efforts in its area for years. Since Q’Loco franchisees Debbie and Chip Peterson opened their QDOBA Mexican Eats® 10 years ago, they have partnered with United Way every year to raise proceeds for local charities like the food pantry and homeless shelters. On Nov. 10, the annual United Way event was held at the Farmington store. The day of, 10% of restaurant sales were donated to United Way, which totaled over $300 for this event. The proceeds stay local, and the event is popular in the community. “Even though it can be a lot to give away that percentage, we feel like it’s important to give back to the community. It also encourages people who may not normally eat at our restaurant to try QDOBA,” Debbie Peterson said. “In the big picture, we typically come out ahead, even after donating that percentage of sales.” The franchise also hosts other charity events, like a Toys for Tots toy drive where it hosts local motorcycle and Corvette clubs as well as a Veteran’s Day event. “We’ve been in the restaurant business in Farmington for 30 years,” Peterson said. “Doing charity work through our businesses is a staple of our business model and a tradition we will continue for years to come.” l 4

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member news

Inaugural Burrito Race Brings Brand Awareness

he first annual QDOBA® Burrito Race in Vienna, West Virginia, is a wrap. On Oct. 15, the QDOBA team and the Humane Society of Parkersburg partnered up for the inaugural event. Brian Anderson, catering and brand ambassador at this QMG Venture LLC location, wanted to bring more exposure to the store while raising awareness for a cause. He coined the idea and with his store, brought it to life. “Matt Herridge and I are both avid runners, and that’s what inspired us to produce this event,” Anderson said. “The location isn’t visible from the street, so we had to get creative to bring in more traffic.” There are only a few rules for a burrito race: no running, pick up a breakfast burrito halfway through the race and finish the burrito before reaching the finish line. The Winner Jason Mader, Katie Vickers and Forrest Hawkins pose with their burritos winner of the race, (from left to right). Jason Mader, won a free burrito every week for a year. He walked the mile quickly with a time of 8 minutes, 56 seconds. In addition, 18 participants who placed in his/her age

Owners, Grant Wharton (left) and Matt Herridge (right), pose with Mr. Burrito.

category won a free entrée, and the event raised almost $600 for the charity. Mr. Burrito, a character created by Anderson, also made an appearance. He has become a staple at local charity events and is just another way Anderson is boosting awareness for the QDOBA brand. According to Anderson, “QDOBA of Vienna looks forward to many years of the QDOBA Burrito Race. From the response of our participants, we know this race will grow leaps and bounds.” l

(844) 395-8248 www.firstfranchisecapital.com

OUR SERVICES Franchise Acquisition Store Development

Debt Refinance Real Estate Jon McClure

Equipment

Director of Franchise Lending

Loans and lines of credit subject to approval. Potential borrowers are responsible for their own due diligence on acquisitions. CA residents: Loans made pursuant to a California Department of Financial Protection & Innovation, Finance Lenders License (#603C309). Copyright © 2022 First Franchise Capital

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member news

Integritty Group Expands Brand to Philadelphia and Southwest Florida T

he Integritty Group, a Pennsylvania-based QDOBA Mexican Eats® franchise, has expanded its efforts into southwest Florida and is planning to spread across the Philadelphia area. The company opened its 31st QDOBA location in Bensalem, Pennsylvania, on July 25. This opening will kick start Integritty Group’s plan to open 60 more restaurants over the next 10 years with 30 in greater Philadelphia. The company started in 2015 and operates in five states: Pennsylvania, New Jersey, Delaware, New York and Florida. “The market there is underserved and has a lot of potential to grow,” said Integritty Group Executive Officer, Jiger Patel. “We are really focusing our efforts on QDOBA.” The southwest Florida expansion began with store No. 1983 in Cape Coral. Pradeep Prashar, co-owner and head of the Florida expansion effort, plans to spread in a loop, placing restaurants in Fort Myers, Estero, Naples, Punta Gorda, Port Charlotte and eventually working back to Cape Coral. Prashar believes that Midwestern snowbirds will make the Florida expansion successful. With QDOBA’s large Midwestern presence, he believes the brand will adapt to the area quickly. Patel is in it for the long haul with plans to expand further in the areas that they are already operating in with potential to push new locations across more states. l

Cape Coral staff behind the line.

Fresh Made Food Starts the School Year With a Burrito Bar

Staff in front of QDOBA No. 1983 in Cape Coral, Florida. 6

he end of summer vacation can be a bummer for some teachers. That is why Tim Velleca, owner of Fresh Made Food, kicked off the first day back to school with a burrito bar. On Aug. 3, Velleca welcomed 120 faculty and staff members of St. Pius X Catholic High School in Atlanta, Georgia, with a spread courtesy of QDOBA Mexican Eats®. Blaise Wannemacher, director of operations for St. Pius X Catholic High School, said the staff was delighted and thrilled about the generous donation. This is not Velleca’s first collaboration with the school. He has donated and sponsored other events, such as a fundraiser for the soccer team. Velleca regularly makes an effort to help local schools. With Velleca’s son, Matthew, attending St. Pius X Catholic High School, partnering allows Velleca to give back to his community. “When parents get involved, it really makes a good connection,” said Wannemacher. Wannemacher loves the involvement of the Velleca family and will continue to collaborate with them for future events. l

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member recognitions

lavors West LLC recognizes key employees that have been instrumental in its business operations in Alaska for a number of years. They exhibit true passion, loyalty, fortitude and dedication. These highly motivated leaders served their community throughout the pandemic and continue to serve today. As a team and a family, they overcame many challenges together.

Brian (middle) and other team members.

Brian Savage has been with Flavors West for eight years with three years as a general manager. His store sits directly outside Joint Base Elmendorf Richardson, and his team takes pride in serving their military family. Annually, his restaurant participates in what’s known as the Deployed Spouse’s Dinner where they provide a catered dinner for spouses whose loved ones are deployed during the holiday season. Yesi Nanez has been with Flavors West for 22 years with three years as a general manager. Her team partnered with the Food Bank of Alaska to help feed the homeless when shelters were closed.

Alley (left) and Austin (right).

Austin Riski has been with Flavors West for six years with four years as a general manager. Riski’s team shows their support by sponsoring a local foster home and providing dinner for the children and staff.

Jose Ruiz-Rodriguez has been with Flavors West for 12 years with seven years as a general manager. His team helps raise money for the Special Olympics every year with their Annual Polar Plunge event held in December.

Alley Rollins was a sophomore in high school when she started with Flavors West 12 years ago. Rollins rose through the ranks from line server to marketing director. She has played a vital role in making QDOBA® Alaska what it is today. Through her efforts and relationships with the community, she has helped make the aforementioned events possible for these stores. l

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franchisee spotlight

Leo Stathakis Company name: QNorth Development Corp. Number of restaurants: 5 States your restaurants operate in: Ontario (Canada)

How did you become a QDOBA® franchisee?

I live an hour away from Detroit, Michigan, and I would often cross the border for QDOBA. I fell in love with the food and the restaurant, and we did not have QDOBA in Canada at the time. How did you meet your business partners?

We’ve known each other for years on a personal level. We all share a passion for QDOBA. In your opinion, what stands out about the QDOBA brand?

The food and the flavors. The strong relationship between the franchisees and the brand team is also a big asset for QDOBA. What is the best piece of business advice you have ever received?

Never stop learning.

The increasing cost of operating stores and its impact on unit economics. What is the biggest industry change that you have seen since you started?

The move to digital in hiring, ordering, marketing and operations. We rely on technology, the cloud and IT for virtually every aspect of running the business. Tell us a little bit about your family.

Looking ahead, what are your top three business goals for the company?

Growing unit sales, growing unit profitability and becoming the No. 1 Mexican restaurant in the markets we operate.

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

I’ve been married for over 25 years. We have two great kids, one in high school and one studying in university. If I weren’t a franchisee, I would be …

A customer! l

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Support the Vendors

THAT SUPPORT YOUR ASSOCIATION

COMPANY NAME

LEVEL

CONTACT NAME

PHONE

Elevanta Health Green Dot Corp./rapid! Lockton Affinity Mize Restaurant Group, providing Elevanta Payroll & Accounting Services SSDC US Foods Jarritos Avanti Restaurant Solutions AmerCareRoyal Fourth Enterprises Keurig Dr Pepper Novolex/Hilex/Eco-Products/WNA Saratoga Food Specialties Smithfield Accutemp Products Inc. ADT Commercial AGI Allen Industries Inc. Bluetree Casework Bunge Commercial Millwork and Installation Crow Works CTI Foods First Franchise Capital Flybuy by Radius Networks Gordon Food Service Grubhub Inc. Harrison Poultry Inc. Hormel Foods Hughes Impossible Foods Kerry Leasecake Inc. Lingle Design Group Inc. LSI Industries Madison Brothers Consulting Group Inc. Markon Cooperative Masters Gallery Foods McIlhenny/TABASCO Netspend PrepWizard Roll-A-Shade Silk Screen Shirts SKECHERS Tapcheck The Coca-Cola Co. TundraFMP Two Rivers Tyson Foods Inc. Unified Brands Villa Lighting Supply Wasserstrom Workstream Xenial

Partner Partner Partner

Caroline McShane Edward Cole Reid Robson

memberservices@elevanta.com scole@greendotcorp.com elevanta@locktonaffinity.com

Partner

Stacy Smith

ssmith@mizecpas.com

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

Dean Flory Nicole Nix Roberto Navarro Shawna Snyder Brian Grant Tim Mixon Richard Amador Mark Reffel Jaz Mangubat Chuck Roark Michael Lee Corinne Snyder Jeff Christensen Eric Hillesland Marc Hausman Michael Middendorf Pat Hankins Carrie Messner Misty Ramos Bill Nicholson Erin McDowell Chase Groll Josh Reichardt Steve Schwartz Paul Czyz Neda Noorani Nathan Amaya Michael Carroll Kristi Tilton Carl Lingle Sandi Halo Nicole M. Durio Steve Pinto Vance Watson Chris Cascio Marene Harof Cole Harris Paris M. Waddill Brian Morton Shelley Vatzlavick Jason Field Travis McConnell Joel White Craig Letch Krystal Tyler Craig Cooper Nicole Smith Phil Parks Cade Twitty Nicole Hinson

dean.flory@ssdcsoap.com nicole.nix@usfoods.com roberto.navarro@novamex.com ssnyder@avanticorporate.com brian.grant@amercareroyal.com tim.mixon@fourth.com richard.amador@kdrp.com mark.reffel@novolex.com jmangubat@saratogafs.com croark@smithfield.com mlee@accutemp.net corinnesnyder@adt.com jchristensen@agi.net eric.hillesland@allenindustries.com mhausman@gobluetree.com michael.middendorf@bunge.com phankins@cmiproducts.com carrie.messner@crowworks.com mramos@ctifoods.com bill.nicholson@oakstreetfunding.com erin@radiusnetworks.com chase.groll@gfs.com jreichardt@grubub.com sschwartz@harrisonpoultry.com pmczyz@hormel.com neda.noorani@hughes.com nathan.amaya@impossiblefoods.com michael.carroll@kerry.com kristi@leasecake.com carllingle@lingledesign.com sandi.halo@lsi-industries.com nicole.durio@madisonbrothers.com stevep@markon.com vwatson@mastersgalleryfoods.com christopher.cascio@tabasco.com mharof@netspend.com cole@prep-wizard.com paris.waddill@rollashade.com bmorton@silkscreenshirtsinc.com shelley@skechers.com jason.field@tapcheck.com tmcconnell@coca-cola.com jwhite@etundrafmp.com cletch@tworiversct.com krystal.tyler@tyson.com ccooper@unifiedbrands.net nicole.smith@villalighting.com philparks@wasserstrom.com cade@workstream.us events@xenial.com

678-797-5160 813-340-3276 844-403-4947 785-233-0536 x3103 832-435-1554 314-518-7240 915-309-8771 916-693-3047 949-929-9888 n/a 760-815-6943 206-501-0012 619-829-4406 414-331-7361 260-341-7590 561-523-8656 865-306-4632 779-713-3054 816-396-6509 623-810-7745 865-250-2666 330-521-4199 817-729-1936 317-428-3835 607-759-4200 616-717-7786 815-708-5412 678-975-3131 952-454-8161 858-452-4650 650-847-8255 608-718-2486 407-595-6056 815-369-9155 330-495-4692 832-264-8668 831-775-1425 303-884-9040 702-757-7324 678-642-8311 865-696-1761 951-946-5259 619-778-0297 244-450-7609 747-223-6931 562-355-4515 720-320-6509 605-217-8025 479-466-9305 303-678-0267 760-989-9702 614-737-8533 801-376-7620 800-253-8664

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One topic: 10 facts

The Supply Chain and the Obstacles in Its Way

The No. 1 cause of global supply chain disruptions is mergers and acquisitions at 66%. Other common causes of supply chain disruption include extreme weather (41%), factory fires (37%) and business sales

(33%).

Supply chain disruptions can cause a massive 62% loss in finances.

Ninety-five percent of restaurants have experienced

4 5

Twelve percent of supply chain managers

significant supply delays or shortages of key food items in recent months.

8 9

On average, U.S. retail operations have a supply chain accuracy of only 63%.

Forty-three percent of small businesses don’t track

their inventory.

Spending on food service accounts for 52% of all food and beverage spending. While improved compared to previous months, the current rate of inflation is 8.2%.

Eighty-five percent of customers want to see a reduction in the costs of goods in 2023.

experienced heavy disruption in 2022.

Fifty-six percent of consumers encountered

out-of-stock food items due to supply chain issues.

Sources: Zippia, National Restaurant Association, Seeking Alpha, Finance Online

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Our Purpose and Goal: A Cleaner, Safer and Healthier Restaurant.

The new and expanded SSDC Cleaning Program offers high quality products, programs and

services designed with QDOBA Mexican Eats® in mind to help tackle every cleaning task in your restaurant. This reputation for excellence has made SSDC a trusted partner for specialty restaurant customers and franchisees all over the world. Our goal is to create a custom cleaning program tailored to your unique business and take a step towards having cleaner restaurants, lower cleaning costs and customer/team safety.

SSDC Delivers:

• Commercial quality & highly effective cleaners packaging & dispensing solutions such • Innovative as the Sink Rite & Mop Rite Dispensing Systems • Unparalleled support & service • Incredible value

EPA Reg. No. 6836-305-1677

SSDC is a Diamond partner member of the Qdoba Franchisee Association. The company may be reached at 800-532-7732.

EPA Reg. No. 1677-238

EPA Reg. No. 1677-251

Distributed by: SSDC Division, Kay Chemical Company – 4050 Corporate Drive, #100 – Grapevine, Texas 76051, USA – 800.532.7732 59165/7300/1222

flavor FALL 2022 59165.7300 SSDC Flavor Magazine Full Page Ad.indd 1

11 12/1/22 3:10 PM

LOOK LISTEN READ L

ook, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books, websites and other resources. QFA 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.

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”The Franchise Founders” podcast is where you’ll hear right from the source how people like you have been able to buy and build their businesses across different industries all over the country. Dan Claps is the co-founder of Career Transition Leads, NurtureAssist and Find A Business Online. Christian Dadulak is a successful franchise consultant with Find A Business Online who heads up business development for Career Transition Leads and NurtureAssist as well as runs his independent franchise consulting business, The Franchise Guys.

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In ”Humble Leadership: The Power of Relationships, Openness and Trust,” bestselling authors and fathers of organizational culture studies, Edgar Schein and Peter Schein trail-blaze with a creative perspective on leadership that encourages vulnerability and empathy as a form of strength. l

Listen to Patrick Lencioni and his team having real conversations that offer real advice on how to improve your leadership and the health of your organization. ”At the Table With Patrick Lencioni” does not feel like a podcast but a conversation around the kitchen table between a leader and his team.

Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in ”First, Break All the Rules,” revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level.

Mailchimp is an all-in-one marketing platform built for small businesses. With tools like reporting and analytics, marketing CRM, email campaigns, newsletters and content management, you can put your customers at the center so that you can market smarter and grow your business faster.

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COMPANY CULTURE

YOUR BUSINESS by Allison McCallum

One huge way franeople are the heart of any organization. At chisees can do this is by QDOBA Mexican Eats®, many franchisees supporting and giving back are continuing to adhere to this approach, as to employees whether they are it is people who keep the restaurants running smoothly new or returning team members. and efficiently. Company culture is an important factor in Chad Thompson, franchisee with Dakota Kid LLC in North this equation because it demonstrates the shared Dakota, put it perfectly when he said, “Our internal guests (team values, goals and practices of an organization. Notice the emphasis members) are just as important as our external guests. If we start on the word shared — when the same ideals are shared at all levels, from within and take care of our people, our guests will be taken businesses reflect that. care of. We are in the business of people.” Stokes summed up this idea, saying, “We need that shared Ron Stokes, chairman of the Qdoba Franchisee Association connection to build and grow anything significant.” and president and COO of Roaring Fork Restaurant Group, With so much turnover in the industry, restaurants are added, “Good culture keeps people engaged, connected and undoubtedly gaining new employees that must be trained. Matt growing within the company. We all have to believe in something Herridge, a partner at QMG Venture LLC, based in Vienna, West … and that’s what culture is.” Virginia, knows that in order to get everyone in the groove of a The last few years have not been easy for the fast-food and quick-service restaurant industries. According to the PEW Research company’s culture, it must start at day one. Center, April of 2020 saw the highest unemployment rate in U.S. “Successful long-term companies in the industry need somehistory — 14.4%. That being said, the U.S. Department of Labor thing firm to hang on to; that often is company culture,” he said. reported that by July 2022, unemployment levels were back to preHerridge continued, “Employees must feel they know what pandemic numbers with the restaurant industry alone adding 15,000 to expect. Intermittent reinforcement or unpredictable feedback new jobs in August of 2022 and slowly adding thousands more in produces inconsistent efforts.” Clear and consistent messaging the months following. The pandemic provided a unique opportunity keeps employees in the loop and mindful of their actions at work, and it’s important to encourage them to ask questions and be to start fresh with new goals in mind and gave restaurant industry involved in the company. experts a push to better themselves and their businesses. 14 flavor FALL 2022

“All employees must be able to share their feedback and insights in a welcoming environment,” he said. An open line of communication between leadership and team members ensures that everyone is on the same page and keeping the company’s culture in mind with everything they do in the workplace while making them feel comfortable to ask for help when they need it. So long are the days of gate-keeping: employees are a crucial part of company culture and successful businesses. The culture of an organization is also a huge factor in employee retention. The pandemic shone a light on how tired workers really were because as a society we got caught up in the fast pace of unprecedented growth across all sectors. More than ever, it’s important to implement practices that reflect how societal values have shifted, and work/life balance has moved to the top of everyone’s priority list. “I think that Gen Z and young Millennials have a different orientation about their careers than [generations] before them, so there’s a generational change in terms of what’s important,” Stokes commented on why it’s been harder to retain employees in recent years. Thompson also pointed out, “The options out there for entry level are so vast and flexible. I can’t blame someone for wanting to work for a tech company that offers the ability to work when you want and not be tied to a schedule.” “We have to guide our teams and treat them noticeably better if we want to win,” he continued. Some practices Thompson uses to accomplish this are offering a competitive hourly pay rate and budgeting money for store leaders to surprise employees with random acts of kindness, including giving gift cards or showing up with donuts on a regular basis.

Herridge echoed this same mentality, saying, “It’s always important to recognize successes and share the burden of setbacks. Investment and assistance with personal challenges outside of work (as desired) result in loyalty and trust.” Without leadership and management teams, running our restaurants would be impossible. You can’t be everywhere at once, and having a good report with managers is crucial to nurturing a safe and friendly environment that also runs efficiently. To Thompson, it’s simple: treat others the way you want to be treated. “We have a culture of ‘sharing the win’ with our leadership teams, and I believe that trickles down to our hourly team members,” he said. Uplifting management should be an important part of your company’s culture because ultimately, they are extensions of above-restaurant-leadership, and, in turn, they will uplift the rest of the team. Thompson finished, “We all need to have a purpose in whatever we choose to do. Our goal is to give back in the communities we serve. We want our team members to feel that, so there is a greater purpose other than making money.” Now more than ever, franchisees are connected to their teams. As you grow your business, think about how your leadership reflects on your restaurant’s image and the morale of your staff. Utilizing these tips above can not only enhance the company culture you want to promote but also the performance of your store. l ALLISON MCCALLUM is the communications editor for QFA. You may reach McCallum at allisonm@qdobafa.org or 678-797-5165.

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Coast to Coast ’ s A B O QD

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2022

by Allison McCallum

was a big year for QDOBA Mexican Eats®, and 2023 will be even bigger. The pandemic has had far-reaching and ongoing effects on businesses across the U.S., and the restaurant industry is among those hit the hardest. Despite this, QDOBA will still come out ahead with a positive net-unit count of around 30 stores for fiscal year (FY) 2023. This total represents whether growth is positive or negative for the year. A positive net-unit count is a huge win for QDOBA and a sure sign that more growth is ahead. Jim Sullivan, the chief development officer for QDOBA, has big goals for the future of the brand. “Over the horizon, our goal is to get to 2,000 restaurants in the contiguous U.S.,” he said. “We are also looking to expand more into Puerto Rico. This year, we opened our first restaurant there, and we have two more in works to open in FY 2023.” As of today, there are 733 stores across the contiguous U.S. Although QDOBA has managed to get to a point of positive growth, it was not without challenges along the way. Sullivan commented on this, saying, “Over the last couple of years, the pressures of the supply chain, inflation and the availability of contractors and equipment have impacted our ability to efficiently build and open stores.” “Equipment orders being backed up has led to long lead times. In some cases, wait times have been as long as nine to 10 months when they used to be 10 to 12 weeks,” Sullivan said. “Luckily, we are seeing some softening in those supply chains, and some of the long lead times are shortening. We are actually receiving equipment now, so it is getting better. The last 12 months have been very challenging in that capacity.” He continued, “Another challenge has been properly staffing our new restaurants and keeping existing restaurants fully staffed.” Although restaurant-job numbers have slowly ticked upward throughout the year, it plateaued in October, only adding 6,000 jobs, according to the U.S. Department of Labor. The Nation’s Restaurant News reported that the rest of the year will most likely be slow for hiring, but there is still hope that these trends will turn around in 2023. To combat labor shortages, QDOBA has taken measures to staff their stores accordingly. “We’ve done a couple things to work around staffing shortages. First, we have our own field recruitment team,” Sullivan said. “We actually have people in the field solely to seek out managerial staff for our restaurants.” He continued, “We also have looked at wages to see where we are among our competitors and make sure that we have competitive wage rates.” In an effort to stay ahead, QDOBA has taken to other methods to adapt to today’s unpredictable climate. “We have really evolved our off-premises dining options,” Sullivan commented. “We are continuing to promote our digital channels to drive incremental revenue. We have also adjusted our footprint, so we’ve been able to develop restaurants specifically to sell and consume the product off-premises through a pick-up window or drive thru,” he said. This seems to be a popular response to the pandemic among restaurant brands, as many people have taken to dining out less and opted for take-out or drive-thru options, and this trend doesn’t seem to be going away any time soon.

Along with increased off-premises flexibility, the brand has also taken to building restaurants in unconventional venues that might typically be looked over. Currently, there are 80-plus restaurants in airports, military bases and universities; these nontraditional restaurant spaces are ideal because of the high traffic and limited available options, and they are another way that QDOBA is facilitating store growth. Sullivan added, “We are a franchisor. People can own and manage a QDOBA wherever they want, whereas many of the other larger, fast-casual Mexican restaurants don’t operate that way. This gives us the ability to expand into markets in a much more efficient manner.” Taking these measures has certainly put QDOBA ahead, but above all, one thing makes the restaurant stand out among its competitors: the flavor. “We are constantly innovating new products and flavors. That’s what QDOBA is known for,” Sullivan said. With QDOBA food being more accessible than ever, it’s no wonder that the brand is continuing to grow its popularity and footprint across the U.S. l

ALLISON MCCALLUM is the communications editor for QFA. You may reach McCallum at allisonm@qdobafa.org or 678-797-5165.

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Build the

Fellowship of the Quest

by Dan Coughlin

eaders don’t achieve anything. Whenever I read that a NFL or NBA head coach won a championship, I just smile. No NFL or NBA coach could actually play in a game during the season. They would get run over out there on the field or on the court. The players won the championship game. The head coach influenced the other coaches and the players in order to produce a performance that won the championship. I think Martin Luther King Jr., Mohandas Gandhi and Mother Theresa are three of the all-time greatest leaders in history. None of them achieved anything. What they did was influence literally millions of people to sit-in, stand up, march, boycott, pour soup and wake up millions of other people to try to solve massive societal

problems. Those people who were influenced changed history. Leaders Build the Fellowship of the Quest

When I was 12 years old, I read the three-book series called The Lord of the Rings. Now 44 years later, I just finished re-reading The Fellowship of the Ring which is the first book in the series. This is the story of a group of people who worked together on a long and dangerous quest to destroy an all-powerful and dangerous ring in order to keep it out of the hands of the enemy. Frodo Baggins by himself could not travel across the country, deal with goblins and orcs and other such

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monsters and destroy the ring. He needed a fellowship. Mother Theresa needed other people to set up soup kitchens around the world to feed the poor. King and Ghandi needed other people to protest in a non-violent way in order to change the world. You need a fellowship in order to fulfill the meaningful purpose and achieve the important goals of your quest. You will not do it by yourself. Let me repeat that. You will not do it by yourself.

What I am encouraging you to do is to

nurture relationships. Nurture Relationships

I’m not saying you should go party with your employees. Actually, I’m encouraging you to not party with your employees. Those folks do need time to party together, but that’s separate from you. What I am encouraging you to do is to nurture relationships. Get to know each of them on an individual basis. Get to know them on a group basis. Understand what they are thinking and

feeling and then respond appropriately. Understand the nuances of the individuals and the nuances that are created by the group. That is empathy, and it is critically important. What’s the secret to nurturing relationships with the people in your fellowship?

Time. Time is the secret. Invest time with people. Listen to them. Turn off your cell phone and really listen to them. Work to know them and understand them. Talk about what is important to them. And then talk about the quest, the purpose of the group, the goals the group is trying to achieve and the journey it will take to get there. Conclusion

Relationships. Focus. Effort. Communication. Sacrifice. This is not new news. It is the age-old journey that all leaders go on. It is NOT you by yourself. It is you in fellowship with other committed people to fulfill a purpose. You don’t achieve anything. You influence people to work toward the fulfillment of that purpose and the realization of the fellowship’s goals. l

Since 1998, DAN COUGHLIN has worked with serious-minded leaders and executives to consistently deliver excellence. He provides executive coaching, leadership and executive development group coaching programs and seminars to improve leadership and management performance. His topics are personal effectiveness, interpersonal effectiveness, leadership, teamwork and management. Visit his free Business Performance Idea Center at www.thecoughlincompany.com.

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True Performance Five Ways to Avoid Fake Productivity B

by Laura Stack

etter productivity means less human sweat, not more,” said Henry Ford, 20th-century automobile manufacturer. We all know the classic definition of increased productivity: producing more goods or services per given amount of time; as the online Oxford Dictionary puts it, the effectiveness of productive effort, especially in industry, as measured in terms of the rate of output per unit of input. That’s foundational knowledge, right? The problem is, while these definitions may have applied when our economy was based almost entirely on agriculture and manufacturing, they don’t necessarily apply to our modern service-based economy or knowledge jobs. Here’s what I mean. Consider the editor who cuts 10,000

“

unnecessary words out of a novel. Using the old definitions (rate of output per unit of input), his productivity is negative, suggesting ineptitude. So, the definition obviously doesn’t apply in that case. But in truth, his reductive work has increased the novel’s clarity, making it easier to read and more likely to find a publisher. Some things simply require more time and input to refine; here’s where effectiveness outshines efficiency, though productivity typically requires both. On the other hand, just because someone finishes 15 tasks in one

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day doesn’t mean they were productive. They might have been procrastinating on an important task or performing low-value work only. Differentiating fake productivity from true productivity isn’t hard, but it does involve a sincere review of your daily activities. Most of the tips I’ll outline here are just as foundational as our standard definitions of productivity. But sometimes we need to return to these core principles to ensure our goals remain properly aligned with reality and corporate need.

Don’t confuse output (or quantity) with productivity.

So, what if you write 1,000 lines of code a day, but the code is inefficient or requires lots of revision? If you write 500 lines of code that does the same thing and isn’t buggy, it will ultimately prove more beneficial, even if it takes you longer. As I’ve pointed out, sometimes doing one or two high-value tasks is more profitable and productive than doing 15 low-value tasks.

Realize that low-value tasks aren’t always non-productive.

You’ll always have lower-value housekeeping tasks to take care of. Meeting daily requirements, maintaining a database, editing and even clearing your email inbox are all essential tasks because they save you time later. However, they may seem like net performance losses in the short term and probably won’t directly profit your organization. However, they will likely pay for themselves in the long run. Necessary, boring, hidden work can still be meaningful if it doesn’t keep you from other high-value work.

Fear perfectionism. The devil may be in the details, but when you’re trying to produce, you can only go so far in correcting yourself before you kill your productivity. Fix things on the fly. Personally, I tend to write overly long sentences per my train of thought and then go back and edit. This keeps me from being painfully slow by trying to type a sentence correctly the first time. That’s what editing is for. If you try to get everything exactly right before you start, you may never start.

the swamp, no matter your obstacles. Here’s the thing: Even if they attack you, once the swamp is drained, most (or all) of the gators will go away. This is usually the case with whatever allegorical swamp and symbolic gators you’re working with. Go around people if they are in your way and figure out how to get it done.

Making Life Better You can spend years fighting alligators, putting out brush fires, stalling, revising and letting the petty bury you if you don’t look at the list above and take these tips to heart. Don’t fake productivity! Most people know exactly what they should be doing. l

© 2022 LAURA STACK. LAURA STACK, MBA, CSP, CPAE, is an award-winning keynote speaker, bestselling author and noted authority on employee and team productivity. She is the president of The Productivity Pro Inc., a company dedicated to helping leaders increase workplace performance in highstress environments. Stack has authored eight books, including “FASTER TOGETHER: Accelerating Your Team’s Productivity” (Berrett-Koehler 2018). She is a past president of the National Speakers Association and a member of its exclusive Speaker Hall of Fame (with fewer than 175 members worldwide). Stack’s clients include Cisco Systems, Walmart and Bank of America, and she has been featured on the CBS “Early Show” and CNN and in The New York Times. To have Laura Stack speak at an upcoming meeting or event, call 303-471-7401.

Proactive always trumps reactive.

Don’t just play it by ear. Proactive always trumps reactive.

Guesstimating or only bothering to learn something when needed is a sure way to hobble yourself. Practice lifelong learning instead. While on-the-job learning remains crucial, start with self-training. Read about and learn your field the best you can before you step into a role, from the technology you use to how to hit deadlines and on through to human psychology. You’ll hit more home runs that way.

Keep sight of your goals. As an old saying goes, “When you’re up to your neck in alligators, it’s hard to remember that your original goal was to drain the swamp.” Your best bet? Find a way to bypass the gators and get busy with draining flavor FALL 2022

? y n n u F e B o T g n i Try h out!

Watc

by Douglas H. Duerr

hat is the harm in a little joke? Doesn’t a little teasing help lighten the mood and improve the workplace? While jokes and a little teasing can be a good thing when done properly, unfortunately, it can have serious consequences. Very early in my career as an employment attorney, I investigated a complaint of alleged harassment by an assistant manager at a restaurant. Both male and female staff agreed that he did his job well overall, jumping in to help when needed, helping with customer issues, etc. There was also universal agreement he was a constant jokester. Male employees claimed that they could not really remember his jokes, only that they were funny. Female employees? While there was no evidence he ever solicited any of them for sex, the female employees could provide numerous, specific examples of sexual jokes and comments and expressed their displeasure at being the targets of the jokes and teasing. Can you guess the outcome of the investigation?

In 2018, the Harvard Business Review, in an article written by Stefanie K. Johnson and Juan Madera, reported that more sexual harassment claims are filed in the restaurant industry than in any other. Other studies and news reports confirm that pervasive sexual harassment is not limited to one type of restaurant but crosses all types from fast food and quick service through white tablecloth. Both males and females report experiencing sexual harassment by supervisors, co-workers and customers. While the #MeToo movement over the last few years has put a spotlight on sexual harassment in the workplace with lurid examples of powerful individuals (almost exclusively men) using their positions to obtain sexual “favors” from women, the most common forms of sexual harassment are verbal. Certainly, instances

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of sexual harassment in the form of inappropriate touching (including hugs) and demands for sex occur in restaurants. But in Ms. Johnson’s and Mr. Madera’s study, the most frequent conduct was “told suggestive, sexual stories,” “made offensive remarks,” “made crude sexual remarks,” “made sexist comments” and “attempted to discuss sex.” This study result is consistent with other studies showing that sexual harassment was often in the form of jokes, teasing, comments and other verbal conduct. Why does the restaurant industry have the highest number of incidents of sexual harassment? Several factors may be at play here, but that does not mean that sexual harassment needs to occur in your restaurant(s). Overall, more managers tend to be males with females more typically in subordinate roles. Furthermore, particularly with the recent increase in the employment of teenagers due to the labor shortage coming out of the COVID-19 pandemic, many employees are younger and early in their career in the labor market. That is, managers and their subordinates are less likely to recognize when conduct that might be acceptable in other contexts crosses into workplace harassment that can result in significant financial liability. This lack of knowledge and experience is amplified by the unfortunate reality that a major source of harassment is customers. Ms. Johnson’s and Mr. Madera’s study concluded that managers were less likely to disapprove of sexually harassing conduct by customers than similar conduct by co-workers. What does this mean for you? Because the industry generally suffers from workplace harassment, you will need to be extra vigilant if you want to keep it out of your restaurants. You cannot assume that your newly hired manager with years of “industry experience” is likewise experienced with recognizing and preventing sexual harassment.

workers, such training is particularly important as they are even less likely to know what is permitted and what the boundaries are. Consider whether to provide them with harassment training tailored to younger persons. If you follow these suggestions, you are likely to get pushback similar to: “This means we can’t tell jokes anymore!” It would be a sad day if the only jokes were sexual (or racial or agist, etc.). There are plenty of other topics to joke about. If your employees (particularly your supervisors) do not know how to make a workplace a pleasant place without telling jokes of a sexual nature, then you know you need to reevaluate the environment. Unfortunately, the restaurant industry has a history of subjecting its employees to an environment of harassment, particularly sexual harassment. While that not only means potential legal liability in enforcement actions and lawsuits, it also results in “soft costs” arising from employees who are not as productive as they could be due to their work environment. Make sure you have policies and procedures in place to prevent such harassment with clear directions on how to bring forward complaints and provide training on what is, and is not, permitted and model that conduct. While this may not eliminate all potential harassment, it will go a long way toward doing so and making your restaurant(s) stand out as a great place to work. l

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.

Because the industry generally suffers from workplace harassment, you will need to be extra vigilant if you want to keep it out of your restaurants. Indeed, like the assistant manager I investigated decades (yes, decades) ago, s/he may likewise think that telling jokes with sexual overtones or content is an appropriate way to lighten the mood or bring positive energy into the environment. Thus, as a first step, you need to make sure you have an updated, written policy on harassment that covers all forms of harassment and provides examples of the conduct that is prohibited. Then, you need to have meaningful and effective training of managers and supervisors regarding how to recognize and prevent harassment and what their responsibilities are. They (and you) need to model the conduct that is expected. In addition to training managers and supervisors, you need to train employees about what conduct is and is not permitted. Remember, co-workers are a potential source of harassment and need to know what conduct is not permitted. For your teen flavor FALL 2022

Choice. Innovation. Sustainability.

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The Experience of Great Customer Service

he term “customer service” evokes different images in people’s minds. One image could be that of friendly, smiling, helpful employees who go out of their way to serve you. Or it could be the opposite — indifferent, unfriendly employees who can’t wait for you to leave or hang up the phone. Most people can recall many examples of poor customer service. Whether it’s the help desk employee that puts you on hold for 20 minutes or the store cashier who engages in a personal conversation with a co-worker instead of ringing up your purchase, poor customer service can make people feel frustrated and vow never to do business with that company again. You can probably think of several examples of poor or mediocre service you’ve received in just the last few days. In this article, I focus on some key elements of excellent customer service and more importantly, how to provide excellent customer service. I should first make very clear that customer service isn’t about a department that deals with customer issues or complaints. What I’m talking about is the entire experience a customer has when dealing with your organization.

Defining Great Customer Service Because it’s relatively rare, great service feels like a gift. You feel welcomed and that the organization cares about you as a customer. 24

You feel valued rather than merely tolerated. The company’s processes are designed for the customer’s convenience, not the organization’s convenience, and the processes feel seamless. If there’s a problem, the company takes ownership and goes out of its way to correct the issue.

Why Is Excellent Customer Service Important?

by DENNIS SNOW

Receiving great customer service makes us want to continue to do business with an organization over the long haul. And that alone is the secret to business success — retaining customers by providing great customer service. With so much competition out there, customer loyalty is the single most important attribute your business can have. You achieve loyalty by doing the “little things” that make customers want to deal with you again and again and recommend you to their friends. The real difference is how a business makes their customers feel. If customers feel valued, most will remain loyal. If they feel undervalued, sooner or later they will defect to a competitor. Many studies from organizations such as TARP, American Express and others have shown that one of the top reasons

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customers leave is poor customer service. Other studies have noted how customers define poor service: “An attitude of indifference on the part of employees.” So, while poor customer service certainly causes customers to leave, indifferent service can be almost as detrimental. With customers citing poor customer service as a reason for leaving, what can your company do to achieve customer loyalty? Assuming your products and prices are competitive, you need to focus on providing excellent customer service to gain loyalty. To do that, here are four simple principles to help you make sure your customers remain loyal to your organization.

How to Deliver Great Customer Service and Create Loyal Customers 1. Look At Everything Through The “Lens of The Customer” Because customers have their choice of where to obtain goods or services, the business must convince the customer that it truly cares. Engaged, caring employees or customer service professionals raise the customer’s confidence that the business is looking out for the customer’s interests. When that employee suggests a new product or service, the customer trusts that his or her best interest is at heart. On the flip side, if the customer senses a lack of caring, he/she will question the motives behind any recommendations. A good example of seeing through the lens of the customer relates to the use of industry jargon. Every business has its jargon, acronyms, etc. It allows employees to communicate with each other in a kind of shorthand. But it’s important to remember that customers typically don’t understand that jargon and find it confusing and intimidating when it’s used in communication. Successful businesses speak the language of the customer, not the language of their own industry. In other words, they look through the lens of the customer when choosing their words. Take, for example, the banking industry. Would a young couple buying their first house be looking through the same lens as a customer who buys and sells real estate for a living? Of course not. That young couple purchasing their first house is excited and nervous — that’s the lens through which they are experiencing this purchase. Therefore, they need a loan officer who is excited for them, who explains the terms in everyday language and who provides information that will make their buying experience easier. A bank that shows that level of care is likely to earn that young couple’s ongoing business. One of the reasons we tend to look through our own lens rather than the customer’s is that the longer we do what we do, we start to think that customers know what we know. But they don’t always know what we know. Those processes and procedures that you and your team might deal with every day, your customers don’t. That’s why so many times when there’s a customer problem, and we analyze it later, we’ll say it was a communication issue. And the issue is that we assumed that the customer knew how this process or procedure works, and the customer did NOT know how it works, and our relationship with that customer suffered because of that assumption. When designing customer processes or delivering service through those processes, it’s important to keep this question in mind: “Am I seeing this experience through the customer’s lens?”

2. Pay Attention to the Details Because “Everything Speaks” Imagine visiting a fine dining restaurant for a special occasion. You’ve been looking forward to the meal, and you’ve heard good things about the restaurant. Then imagine noticing something crusty dried on your silverware and old lipstick marks on your water glass. Wouldn’t you begin worrying about the cleanliness and quality of everything else in the restaurant? Everything speaks! Now imagine a customer entering your place of business. She notices trash in the parking lot. When she enters the reception area, she sees delivery boxes stacked by the receptionist’s desk. She sees employees standing around eating and having personal conversations. All of this detracts from your business’s image. Consciously or unconsciously, the customer’s antennae go up and makes them question, “Do I really want to spend my money here?” When it comes to delivering great customer service, the “everything speaks” philosophy means that all employees understand that even the little things count. Pay attention to everything, including whether the physical environment is neat and clean, whether all necessary supplies are available, whether the employees are dressed appropriately, etc. Anything that sticks out as “wrong” becomes an intrusion on the customer experience. These intrusions add up and result in customer concern. On the other hand, when customers sense an atmosphere of professionalism, care and order, they feel a sense of confidence. How many times have you seen employees in a business walk right by trash on the floor or a display that has been bumped out of alignment? Employees who understand that everything speaks will take a moment to pick up some wadded paper and straighten the display because they know that such behaviors have a direct impact on the customer experience.

Attitudinal Everything Speaks This principle doesn’t just apply to the physical environment. There’s also what I call “attitudinal everything speaks.” We’ve all dealt with a customer service rep who we could tell didn’t really want to help us. We could tell by the tone of voice that he or she would much rather be doing something else. On the other hand, we’ve dealt with service providers who appear through their demeanor that they are delighted to see us or hear from us and are anxious to serve us. That’s what I mean by “attitudinal everything speaks.” Take a moment to think about your company’s physical and attitudinal service environment. Since everything speaks, what are the details saying about your organization?

3. Create Customer “Wows” Small gestures can create customer wows. Consider the housekeepers working in the hotels at Walt Disney World. Housekeepers have a tough job. Cleaning up after people on vacation is a challenge. Even in such a challenging job, Disney’s housekeepers will do little things that make guests say, “Wow.” For example, while spending a day in the Magic Kingdom, children will often leave their stuffed Disney characters in their hotel rooms. Housekeepers have been known to position the characters with playing cards in their hands or tuck the characters into the children’s bed to create a moment of magic. Employees can do many things to create wows. Remembering a Continued on page 26

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Customer Service Continued from page 25

customer’s name is a huge wow, creating a feeling of family. Letting a customer know that another product may better meet their needs is another wow. Sending a goody basket with a handwritten note to that young couple who just took out their first mortgage is a wow. Some wows are small and some are large, but make no mistake about it — wows add up. One of the most powerful ways to make creating wows a part of your organization’s culture is to share best practices with fellow employees. Hold a company meeting so employees can share things that they have done that dazzled customers. Just talking about these behaviors increases the likelihood that others will adopt some of the practices or create new ones of their own. Imagine everyone on your team performing with this mindset: “Will my behaviors make this customer say or think, ‘wow’?”

4. Know What Frustrates Customers – And Do Something About It “Why does this have to be so difficult?!?” How many times have you had that thought as you navigated through some company’s confusing, maddening process? My guess is you could rattle off several experiences without batting an eye. I know I can. Sometimes it’s all you can do to keep from screaming. Recently I was helping my mom close an account with a large online bank. She hadn’t used this account in years, and the balance was just $94. Well, it might as well have been $94,000 with all the hoops we had to jump through just to close the account. It reached a point where I just wanted to tell the customer service rep, “Just keep the $94.” (Maybe that was their strategy all along.) I realize that this frustrating experience was not the customer service rep’s fault. She was simply following the process the bank has in place for closing an account. And maybe there are good reasons for the hoops we had to jump through. But it doesn’t matter. To the customer, it’s a clunky process that will likely keep me or my mom from ever working with that bank again. Frustrating processes are everywhere: • The appliance repair company that tells you a technician will be at your house sometime between 8:30 a.m. and noon. From the customer’s perspective, whose convenience are they concerned with? • The doctor’s office waiting room where you sit waiting well beyond your appointment time, with no one providing updates of when you’ll be seen. (Keep in mind they knew you were coming — you had an appointment!) Whose time do they really value? • The company phone tree with a mind-boggling number of options, making it nearly impossible to get to a live human to help. How much value do they really place on taking care of their customers? Keep in mind that most of the organizations guilty of causing these frustrations know that they exist. They just don’t do anything about them. And while it’s maddening for the customer, it’s likely even more maddening for the company’s front-line employees. They’re the ones who deal with these frustrated customers every day. And human nature being what it is, employees learn quickly to put an emotional barrier between themselves and the frustrated customer because they know they can’t win. They just want to end the interaction as quickly as possible. 26

A wonderful way to delight your customers AND your employees is to do something about those frustrations. When you do that, you become a beacon of light in a frustrating customer service world. Consider the following examples:

Good Customer Service Examples • The doctor’s office that has an electronic board on the wall that shows where you are in the queue of people waiting to be seen, thus managing your expectations. • FastPass at Walt Disney World (pre-COVID-19) allowed guests to make reservations for popular attractions, dramatically reducing wait times. I also think it was a stroke of genius that for the newer attractions, the queue is designed to be a part of the attraction’s story. • The electric utility that texts customers with regular updates during a power outage. Each of these organizations has identified a customer frustration and done something about it. Customers appreciate the organization’s efforts, and employees do too. It’s a great way to build customer and employee loyalty. What are some of the things that frustrate your customers, and what can you do about them?

The Payoff – What Is Customer Service to You? Building a culture of customer service excellence takes commitment from everyone on the team. It’s not something that happens overnight or can be put on automatic pilot. It takes constant focus and nurturing. The hard work does pay off, however. Consider the following statistics: • Sixty-nine percent of customers say they’ll spend more with a company that has good customer service. (American Express) • Customers are 64% more likely to try a company’s new offering if they think the company has very good customer service. (Qualtrics) • Increasing customer retention rates by 5% increases profits anywhere from 25% to 95%. (Bain and Company)

Take Action Now Excellent customer service is not about policy manuals. Excellent service is about excellent behaviors. When employees focus on excellent service, the results can be magical. Customers are happy, employees are happy and shareholders are happy. Everyone wins. The key is to make service excellence a habit. Encourage every employee to internalize the principles described in this article, so they become habits. When employees focus on these principles, your company will achieve the most powerful result of all — intense customer loyalty. l DENNIS SNOW is the president of Snow & Associates Inc. Dennis worked with The Walt Disney Co. for 20 years and now consults with organizations around the world, helping them achieve their customer service goals. He is the author of “Unleashing Excellence: The Complete Guide to Ultimate Customer Service” and “Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life.” You can reach Snow at 407-294-1855 or visit his website at www.snowassociates.com.

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QFA

Better Together: Top Five Dishes to Enjoy With Jarritos Mexican Soda M

any things are better together, and food and beverage pairings are the prime example. The right combination of complementary and contrasting flavors can enhance any meal with each bite and every sip inviting the other. Jarritos is an authentic Mexican soda brand serving up a variety of real fruit flavors including pineapple, mandarin, lime, guava, passion fruit, strawberry, tamarind, grapefruit, watermelon, Mexican cola, mango and fruit punch. Originating in the vibrant streets of Mexico, Jarritos can be enjoyed on its own or paired with a variety of classic and modern Latin dishes. Check out the best QDOBA Mexican Eats® meals to have with these top five Jarritos flavors. Mandarin: Grilled Adobo Chicken

Pineapple: Brisket Birria

Showcasing a perfect blend of chiles and spices, this vibrant QDOBA option meets its match with Jarritos Mandarin. Tang and spice find harmony in this pairing with citrus elements and savory chicken that’s marinated to perfection.

QDOBA’s new Brisket Birria calls for a longtime Jarritos mainstay: the perfectly sweet and delightfully crisp Jarritos Pineapple. The juicy tropical fruit rounds out the big chili flavor and smokiness of this soon-to-be QDOBA favorite.

Lime: Street-Style Chicken Tacos

Whether dining in or on-the-go, this classic street food is best enjoyed with a Jarritos Lime in hand. Tart and refreshing, the natural lime flavors highlight the salsa verde spice and creamy guacamole. Strawberry: Pulled Pork

Add a little something sweet to your QDOBA pulled pork entree with Jarritos Strawberry. Whether enjoyed in a bowl, burrito, nachos or quesadilla, the candied strawberry aroma of this Jarritos classic will keep you coming back to this slow-braised comfort food. Tamarindo: Steak Fajita Quesadilla

Look for the caramel-colored bottle anytime you order QDOBA’s Steak Fajita Quesadilla. Jarritos Tamarindo is the go-to soda for bold dishes off-the-grill that pack fire and flavor.

Jarritos is an Emerald partner member of the Qdoba Franchisee Association. The company may be reached at 888-660-2639 or www.jarritos.com. flavor FALL 2022

advertisers guide AmerCareRoyal

800-666-6655

www.amercareroyal.com

Avanti Restaurant Solutions

866-495-0121

www.avanticorporate.com

Elevanta Health

678-797-5160

www.elevantahealth.com/qfa

First Franchise Capital

844-395-8248

www.firstfranchisecapital.com

Fourth Enterprises

877-539-5156

www.fourth.com

Jarritos

888-668-2639

www.jarritos.com

Keurig Dr Pepper

760-815-6943

richard.amador@kdrp.com

Lockton Affinity

844-403-4947

www.Elevanta.LocktonAffinity.com

Novolex

800-845-6051

www.novolex.com

US Foods

314-518-7240

www.usfoods.com

Saratoga Food Specialties

800-451-0407

www.saratogafs.com

Smithfield

414-331-7361

www.smithfieldfoods.com

SSDC

800-532-7732

dean.flory@ssdcsoap.com

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

2023 editorial calendar Issue

Ad Reservation Deadline

Publication Date

Spring

March 17

April

Fall

Oct. 13

November

Call for Franchisee News We want to highlight any news or events associated with QDOBA Mexican Eats® franchisees. If you have ideas for potential stories, please email communications@qdobafa.org or call 678-797-5160. Our editorial staff can assist in writing the story for you. 28

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