“Work transition, particularly when it is unexpected, brings with it a range of emotions, the primary one being a sense of loss,” writes Cheryl Bachelder, CEO of Popeyes Louisiana Kitchen until it was sold March 27 and she lost her job, as she put it, in an unusually candid and insightful blog post that might buoy others in her shoes.
A sad statistic—only 2 percent of customers had used more than one of the 13 service franchises owned by The Dwyer Group—has led to the launch of a new umbrella company, called Neighborly.
There’s a lot of hand-wringing about what can get millennials off the couch (or their phones) and into stores. As many legacy retailers close locations by the dozen or hundreds, let’s concede that most retail is in for a bumpy ride. That doesn’t guarantee the end of malls. Focus on what people actually need in a given week and move forward. Franchising can be a big part of this next phase of indoor shopping centers.
Wyndham’s Baymont Inn & Suites recently completed a subtle rebranding that included adding new Hometown Host positions to bring local flavor and welcoming faces into its hotels to make its guest experiences more memorable. Taking the concept a step further, Baymont partnered with workforce development firm The Arc@Work to allow people with intellectual and developmental disabilities to fill some of the Hometown Host roles.
A Zerorez franchisee in Minnesota who took on the U.S. Olympic Committee over free speech rights has had his day in court—and lost. “Unfortunately, the court decided on Tuesday, April 4, to dismiss our case,” said his lawyer, Aaron Hall of JUX law firm in Minneapolis, via email.
Last September, CEO Bruce Rosenthal told Franchise Times he expected to exit the Chapter 11 bankruptcy reorganization process for Submarina, the Houston-based sandwich chain he owns, by the end of that month. Reached today by phone, he’s still waiting, with his plans to again start growing the company on indefinite hold.
Technological advances in the restaurant industry can help owners increase sales, make their restaurants more productive, and give their business a competitive edge. Unfortunately, most hardware-based systems are expensive and tricky to set up.
It’s not easy to expand a restaurant through franchising in a chosen market. Every time a new market opens up in Texas, you’ll have a prospective franchisee say, “How about Virginia?”
In winter of 2000, I was putting Panera on a path to being one of the most expensive restaurant acquisitions in history by a group of highly caffeinated Luxembourgers.
Frisch’s Big Boy, the statue that invites hungry diners into the restaurant, has gotten a makeover. Gone is the paper hat—all the better to see his Elvis-like hair—and the bright-red lips. Striped overalls have replaced the vintage red-and-white checked version. He’s also stronger. Instead of using two hands to show off the Big Boy hamburger, he holds it high over his head.