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Franchisee Satisfaction:
Growing a Happy and Healthy Franchise System
Larry TateGolden Corral
Senior Vice President of Franchise Sales
Success Magazine Satisfaction Survey
1) You are very satisfied with your decision to buy your franchise.
2) The franchise has given you the financial return youexpected.
3) You are very satisfied with the training you have received as a franchisee in this system.
4) The franchisor provides you with excellent on-sitefield training.
5) You are very satisfied with the advertising andpublic-relations support of the franchisor.
6) You are very satisfied with the computerized operating system that the franchisor makesavailable to you.
7) The franchisor does a very good job of communicating with you through the use of suchtelecommunications technology as videoconferencing.
8) You are very satisfied with the frequency withwhich the franchisor updates training programsand operational manuals to keep up with the changing buying habits of customers.
9) You are very satisfied with the accessibility of executives of the parent company.
10) You are very satisfied with the importance thatthe franchisor attaches to the franchisee advisory council.
11) You are very satisfied with your franchisor’sfranchisee reward and recognition programs.
12) The franchisor has set up a very effectivemediation system to resolve franchiseecomplaints.
13) You are very satisfied with the financial health of your franchisor.
14) Knowing what you know now, you would buy oneor more franchises in this system again.
Todd Recknagel
Mr. HandymanPresident
Kristi Mailloux
Molly MaidPresident
Kerry Olson
International Dairy QueenSenior Attorney
Motivating Factors for FranchiseeHappiness:
• Strong profitable model
• Open, regular, communication withFranchise Advisory Council andFranchisees
• Constant attention to a strong, respectful and mutually beneficial relationship
Todd Recknagel
Mr. HandymanPresident
Mr. Handyman New Locations/ New Launches
2533
7154
2003 2004 2005 2006
New Territories(New units sold + Expansions)
Territories Covered2005 2006
Mr. Handyman 201 245
Handyman Matters 113 116
House Doctors 198 166
Handyman Connection 173 159
Mr. Handyman US Consumer Sales
2005 2006
Consumer Sales Comparison($15,803,542 increase = 43.5% growth)
$36,332,831$52,136,373
Strong Profitable, Defined ModelA) Profitability Benchmarking Study
B) Regularly Evaluate Critical Metrics
C) Communicate Target Expenses,Profitability and Key Metrics
D) What was learned
Franchisor Manages the
ProcessInternal
Competition
BestPractices
CommunicateWith System
Measure KeyMetrics
Strong Profitable, Defined Model
A) Profitability Benchmarking Study
Profitability Benchmarking Study
$638,080$806,286 $817,018
2004 2005 2006
Revenue & Profit
2004 Profit
= 12.08%
2005 Profit
= 15.73%
2006 Profit
= 23.98%
Strong Profitable, Defined Model
A) Profitability Benchmarking Study
B) Regularly Evaluate Critical Metrics
Average Weekly Sales for the dates of August 6th - November 19th
$6,000
$6,500
$7,000
$7,500
$8,000
$8,500
$9,000
$9,500
$10,000
8/6 8/13 8/20 8/27 9/3 9/10 9/17TW
9/24TW
10/1TW
10/8TW
10/15 10/22 10/29 11/5 11/12 11/19
Entire System
Locations participating inthe CSR Training
CSR TRAINING
6 week average of $600/week above the system before
training
6 week average of $1400/week above
the system after training
Critical Metrics CSR Training
Strong Profitable, Defined Model
A) Profitability Benchmarking Study
B) Regularly Evaluate Critical Metrics
C) Communicate Target Expenses,Profitability and Key Metrics
D) What was learned
Franchises within 10 miles
0 1 2 3+# of Neighboring Owners
within 10 Miles
Average 2006 Sales for Owners with Neighbors within 10 Miles(Includes all active owners)
$221,406$316,376
$333,647$440,354
Sharing a Border
$257,710$305,680
$375,003$498,467
0 1 2 3+# of Neighboring Owners Sharing a Border
Average 2006 Sales for Owners with Neighbors Sharing a Border
(Includes all active owners)
Kristi Mailloux
Molly MaidPresident
Molly Maid Case Study
• Franchise operating in U.S. for over 20 years
• Over 400 franchises• Large number of long term owners• Overview of challenges encountered
What We ChangedA) Now hold regular meetings with FAC to get
input on key priorities and strategies• Quarterly Meetings• Strategic planning offsite
meeting every two yearso FAC sub-committees created to
address specific short term projects B) Communicate key priorities and strategies
to franchisees• Post FAC meeting summary minutes • Regular email updates on upcoming
events, system enhancements, marketing program launches
B) Communicate key priorities and strategiesto franchisees (continued)• Team site postings
B) Communicate key priorities and strategies tofranchisees (continued)
• Monthly all owner conference calls• Annual conventions and regional
meetingsC) Executives accessible to franchisees
• Return phone calls and emails to franchisees within 24 hours
• “Ask President” portion of conference calls
• Executive attendance at all conventions and regional meetings
D) Consistency with the message• Deliver the message the same in all
formats
Kerry Olson
International Dairy QueenSenior Attorney
Constant Attention to a Strong, Respectfuland Mutually Beneficial Relationship
A) There is no “vs” in relationship• Eradicate “us versus them” attitudes and
behaviorsB) Involvement and commitment at all levels –
entry to executive• Participation in councils and committees• Attitude and approach of the support
personalC) Be willing to make the investment
• Time – diligently communicate and strategically roll out initiatives, changes
• Money – demonstrate the commitment
Constant Attention (continued)D) Recognize that satisfaction may mean
different things for different franchisees• Financial success• Reality matching the promise• Feeling empowered
E) Do not let emotion dictate enforcement• Compliance approach• Conflict resolution
Questions and Answers
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