Franchise PowerUp: Where Bold Ideas Spark Growth 💫

all right looks like people are starting to join valer in how's everybody's day going all good a little a little quiet yesterday because you guys were all off in the US yeah well you have Victoria Day last week so you beat us to an early day exactly so it's always a good opportunity to catch up a little bit when the Whirlwind slows down a little bit when you guys do your thing yeah 110% I think we'll kick off here at like 1202 let people start to join I think Sergey is admitting people yep hey oh good Lu guys excellent hey Valerie welcome hey hello everyone awesome everybody starting to join welcome welcome we're just giving people a couple of minutes to to join the webinar here but thank you guys all so much for showing up to 2024 franchise PowerUp where bold ideas spark growth so people are joining in right now we're just giving them a couple of minutes um have some patience for all of the guests joining I hope everybody's having a wonderful day and had a phenomenal Memorial Day weekend for the people in the US for anybody in Canada who got to enjoy Victoria Day last week this is you know what we did this week so um welcome everybody thanks so much for joining us really appreciate having you all here we're just giving everybody a couple of minutes here so we'll kick this thing off around 1202 1203 let everybody start to join in but like I said a little bit ago it's the 2024 franchise power up thank you so much for being here welcome Conway I see you looking forward to hearing from you um if you would all be so kind as to mute your mic unless you are a speaker in the first panel um we'll go ahead and unmute your mic as when when it's your time to speak thank you so much awesome it's 1202 we'll give everybody another minute here guy good to see you in the audience thanks so much for showing up one of my favorite guys and one of the coolest names in the industry matalina nice to see you awesome great guys well welcome to the franchise PowerUp so happy for you all to be here check the chat from time to time um Sergey is going to be dropping in where we're at and at what stage we're in right now right now we're just doing some introductions so I'm going to go and go ahead and jump right into the first slide which is a wonderful picture of myself so I will be your host in between all of the different sessions and stuff like that for those of you in the audience who don't know me my name is Matthew Canino I'm a new CMO peer talks manager and I'm also the Director of Business Development for bright pink agency um I'm a USMC veteran Titus Center for franchising graduate Advisory Board member Director of Business Development which you just heard entrepreneur community Builder brand Advocate big brother but most importantly I'm a dog dad and I'm here and I love franchising right so I'm super honored to be here we've got a great lineup and I'm just absolutely honored at the opportunity to be here with you all so thank you so much for being here um I'm GNA hit the next slide here and this is um a webinar brought to you by the CMO peer talks community of which I'm a new community manager if you guys are not a part of the CMO Community uh peer talks Community yet go ahead and pull out your iPhone Andor Android depending on what kind of person you are um and go ahead and scan that barcode right there join our community we have a wonderful wonderful newsletter that goes out uh regularly and we host events just like this where we bring in people from all around franchising to educate um and it really Empower franchise marketers to become Fearless innovators and we give out some awesome stuff at IFA uh events so if you guys are going to be in FCX in Atlanta we're going to be hosting an event there we'll be handing out some awesome books and I did hear that we might have some socks as well so the socks if you don't have any from a previous event are to die for they're phenomenal socks that we like to give out so welcome Tatiana thanks for joining us so I'm gonna go ahead and give the mic over to Alex Alex could you go ahead and tell us a little bit about yourself in promo Republic Matthew thank you so much for the warm introduction uh great to see so many familiar faces and new friends quick introduction to myself my name is Alex Harbin I'm the local marketing expert here at promo Republic closely working with our franchise Partners to really streamline their local marketing technology needs to ensure it's effective for both the Brand Plus franchisees next slide please thank you uh so a little bit to about promary Republic for those that are yet to get familiarized promary republ is a datadriven platform which consolidates marketing Tools digital assets data collection and Analysis while bridging franchise collaborative workflows all into one system supporting the franchise space since 2020 we're now helping over 80 franchise Brands to generate more foot traffic and leads that have buying intent for their franchisees our ideal stack of tools is applicable for both established and emerging Brands if you're facing any challenges or are currently reviewing your mtech vendors let's connect for an introduction to promary Republic and a consultation on how we can help you achieve those goals I'll share my contact details in the chat below and I look forward to getting familiar with everybody thanks for that Alex um so let's just jump right into the timetable for this event so we have five Super super awesome sessions and I'm not even sure if super awesome is proper English there but the first one's going to be decoding franchise um data from data mess to data yes led by rockel Sims who's the head of customer success and longtime CMO peer talks Community member uh Conway Brisco Dan monah Haagen and I think that we might have an extra special guest on there so we'll let him introduce himself when we get to that point after that we're going to roll in to is your Tech stack helping or hurting the C your CX uh Little Big Brand strategies women in and then women in franchising is what we'll close out with Excuse me apologize about that so without a further Ado let's just go ahead and roll right into the first session because we are jam-packed on time and I want to give everybody as much time as possible to speak to you all I will be giving everybody a five minute warning and with that said here is the first session decoding franchise data from data mess to data yes take it away rockel thanks so much Matt hey everybody I'm excited to be back at another CMO peer talks event and today is all about your franchise data and what to do with it and what you're already doing we would love to make this as interactive as possible so feel free to interact with the chat and and let us know your thoughts on what we're talking about you can share your experience if you're doing something or not and as Matt highlighted um I run our customer success department at promo Republic so it's my job to work with franchise Partners day in and day out and to really keep um my ear to the ground on all of the emerging Trends and changes that we're all seeing and I know it's super rapid especially in the marketing space um in multilocation businesses so I'm really excited to introduce our next host um Conway can you hear us then um is your microphone working I guess more importantly far as I know it's working is it working fantastic yes we hear you awesome would you like to introduce yourself to our team today sure I my name is Conway Brisco I am as you can see on the screen the principal franchise Solutions architect at transitive and a transitive we exist to guide franchises through their unique data and Analytics challeng es so yes from data mess to data yes love that um and our other panelist is Dan Monahan um from WSI Dan can you hear us or are you with us I am with you can you hear me yes I can thank you so much would you like to introduce yourself to our amazing um panel that we have here today sure so uh I'm the founder of WSI a digital marketing agency that we've actually franchised so we have franchised agencies around the world that was about 30 years ago and then uh in 2009 I founded uh clear Summit Group which is a platform company of seven Brands now mostly in the service industry um including WSI qualicare tutor doctor some of you familiar with um and a handful of other service-based brands so um that's a little bit about me and fantastic well thank you both um Dan and Conway for being with us today it should be a really vibrant conversation so as for the agenda to follow along will be covering The Importance of Being data driven in franchising and reviewing the key indicators of what makes a truly data driven franchise um strategies for turning your marketing and operations into clear actionable insights um and then effective zor and Z collaborations for the best data Leverage so really jam-packed and like Matthew said we're um tied on time so the first question that I'm going to pose to the audiences who has already implemented or is currently in the process of implementing a data Jen response you can throw in a thumbs up emoji raise your hands we would love to see it we're going to try and make today as interactive as possible so let us know what you're doing and as we see on the screen we have our first um question so if you want to rate the effectiveness of your organization maybe from 0 to 10 in the chat feel free to do so but our first question is all about um mastering the data to pave the way for franchise success so what signs show franchisee is truly data driven and what does that look like so Dan maybe I'd pass the microphone to you to open this up and um especially with the robust organization that you have both with WSI and across your other brands with love to learn from you yeah so I I think how we speak about our operations and how we speak about our business model uh the extent to which we speak about it in in data terms in other words you know to what extent are all aspects of our business model uh datadriven and do we have benchmarks and and how valuable and useful are those benchmarks so for example um you know some companies will use measures like cost per lead which I think um is a very misleading measure so oftentimes I'll say like what you know if I'm speaking to a franchise or especially an early stage franchise or you know what are the kis how how do you measure success in your digital marketing and cost per lead when when that comes up it's often you know it's it's a misleading it um it's just a bad piece of data and and the reason is because it's very easy to find uh cheap leads low but the real measure is what's your cost of sales and what you find in general is that most businesses that are not data driven they'll talk about cost per lead but they don't really understand what their lifetime value of the customer is they don't understand what their cost per client acquisition is they don't understand their Rass their return on ad spend so those are critical measures um and and so but then also looking at all the other areas of your operation is your customer service uh do you have kpis and data around that in terms of your NPS do you have speed you know every business has a restrainer we have different restrainers for some businesses marketing is your restrainer how you bring new customers in the door for other businesses it's labor how quickly can we get new staff on boarded to meet the client demand for other clients uh for other companies uh it might be cost of sales cost of Labor and so understanding what the the restrainers are in your business and then ensuring that you have metrics around those so that we know how our franchisees are doing in very quantitative ways uh and have the ability to measure that so I guess in answer to the question it's do we speak the language of data when we talk about our business when we talk about our operations and what success looks like it you know that that's how I would indicate whether or not a company is is data driven I think you had a you know a really important point there and that there are different metrics to measure along different like marketing lines whether that is in your ads or acquisition or in that customer service aspect which I think a lot of Brands either focus on one or the other without doing it holistically and what's really interesting is that we see that dat driven organizations are 23 times more likely to acquire customers and six times more likely to retain customers um which all As We Know leads to profit so that you know hits exactly Dan what you said about understanding that lifetime value and the return on adment that you're getting and what is your cost for acquisition which is often miscalculated or mis focused on it as you highlighted um passing the microphone to Conway what about from your perspective within transitive how would you see the the data driven franchise we tend to talk about it in terms of where somebody is on their data Journey like are you aware that you have data that would be like the very beginning of one's data Journey yeah and then somewhere on the other side of the Continuum you have robust kpis and Reporting and dashboarding that's available to everybody all the time in real time most people most franchises are going to find themselves somewhere in between so knowing where you are is half the battle like can I access the data that's in the platforms that I'm using and if I can am I using that the way I really intend like Dan was saying we can all look at cost per lead that's going to mean something different from one business to another and it may not even mean what you think it means so how do we help people make sure they're accessing the data which is theirs in the ways that make the most impact on their business and on their team yeah just to add to that Conway um you know a lot of people don't realize that the most valuable asset they have in their business is not even on their balance sheet you know we have Goodwill we have trademarks we have inventory and things like that on our balance sheet but what about our data and this was true long before generative AI came along which has now just magnified that it's just 10ex it but when you think about what you can actually do with your data whether that's through you know uh email nurturing campaigns in your franchise development or in your customer uh acquisition Journey but just understanding the value of that data and and what that can mean to your business and and and it's just further magnified with Gen AI what we can do per Mass personalization at scale Etc with with data absolutely and I think um to to bring both points together to essentially summarize I think it's what is makes a really great data driven franchisee to combine both what Conway and Dan have highlighted it's the consistent process of data utilization whether you're just starting out your data journey and peeling back numbers or you're on the far end of the Continuum where you have a lot of kpis and dashboards as Conway mentioned so regularly checking data analyzing it and utilizing across the different levels and Departments of the franchise having maybe a tool or AI to rely on to help simplify that process and to ultimately make decisions off of the data so it's not you know trial and error or guesswork that it is something that is really going to bring you to that next level based on you know an educated hypothesis so to speak um and obviously as Conway mentioned having clear kis and and having something that matters to the business like Dan highlighted because we can easily get lost in tracking wrong metric so it's really all about finding the metrics that help move the needle of the business further down the line so really really insightful um moving on to the next question in today's panel we have what smart strategies can franchisers use to turn marketing CX operational data chaos into clear actionable decisions so it's essentially taking the gray and making it black and white um you know Conway would you like to lead us off on this one sure so let's just say that to to keep working off of where where Dan started earlier let's say your your cost of sales is whatever it is for your your franchise your business Step One is knowing that step two is what does it mean that it's at that level and then the Step Beyond to me in making clear actionable decisions is if I increase my cost per sale what happens if I decrease my cost per sale what happens where do I project my Revenue where do I project Che my costs what does that data point mean to me both now and and going forward and you're only going to be able to get through the chaos if you're very clear about what you're measuring because there are a billion things to measure and my own personal Mantra that I try to live by is less is more find the one the one kpi that drives your your business more than any other and laser focus on it and make sure that anybody that comes into contact with it knows what it means both in their own individual business and for your business as a whole yeah I was speaking to a franchise uh CEO once and she talked about what she calls Tiff the important few you know in um in one of our business actually several of our businesses we have what we call the fundamental four or the fundamental five so you could ask any franchisee uh in the tutor doctor system for example what the fundamental four are they know that the fundamental four is your cost per lead your conversion rate of lead uh to consultation rate your conversion rate of consultation rate to sale and your average sale value that's the fundamental four if you add a fifth to it it would be lifetime value but you can ask any franchisee in the system what the fundamental four and what are the benchmarks of the fundamental four and they will all know that you can ask every any staff member they'll all know what the fundamental for is because that's the foundation of the business model um and so in franchising you know I've sometimes said like you know the well I highlight the fact that if you look at a company like McDonald's the Big Mac the fet of fish the quarter pounder um The Happy Meal Ronald McDonald breakfast at McDonald's these were all franchisee ideas so if we begin with the premise that many of our best ideas will come from our franchisees and that you know the the Peter S he wrote a book called The Fifth Discipline and in that book he said the only sustainable advant competitive advantage that companies have is the speed at which they learn so if we if we take this concept that our best ideas and franchising will come from our franchisees and that for us our competitive Advantage as franchise or is the speed at which we learn compared to our competition like how quickly are we learning the next question is you know how how do we spot those learnings how do we spot those opportunities and so every business will have restrainers and we just talked about that earlier whether that's your you know your labor cost your client acquisition Etc so you know what your restrainer is in your business what is the B what are the benchmarks around that restrainer and then how are we measuring that across our system because the best way to learn from our franchisees is to track their data and then look for the anomalies we have this principle in our businesses we call think like Sherlock where our F our our home office team is always looking for anomalies like your Sherlock always looking for Clues because success leaves Clues so how is that franchisee getting an NPS rating that's you know five or eight points above Benchmark how's that franchisee getting a labor cost that's 3% below Benchmark how is that franchisee getting a speed to Service delivery ratio that's nine hours faster than Benchmark right so whatever your restrainer is if you know what Benchmark is then you can look for all the anomalies in the system that exceed Benchmark or are better than Benchmark and that's how we can learn so instead of just putting our franchisees on stage at the annual convention because they're the highest performers what about putting the ones on stage that have the highest net promoter score or the ones that have the highest employee retention rate and how are we learning from those people and how are those learnings being shared across the network so that we can learn faster and and so I think the uh the the premise of wrapping data around all of your restrainers and then watching the network and benchmarking your franchisees uh is is a really powerful principle you know the the one other thing I would say just on this topic of um uh of you know making actionable decisions attribution from a marketing perspective is critical and it's so often um done incorrectly so for examp example like where did that lead come from you know one of the worst so often you'll hear well it was a homepage lead or it came from organic that is generally a generally it's wrong when people say well it's an organic lead what do you mean an organic lead like did we talk to the customer and find out how they heard about us just because they searched on Google doesn't make it or organic lead if they search for us on Google with our branded name that's not using SEO anybody like that's just Google doing their job your brand even without SEO is going to pretty much appear at the Top If someone searches for it so we if we're not using proper attribution we can make wrong decisions so that you know in terms of actionable decisions so let me give you an example we let's say let's say you spend 2,000 bucks a month on your SEO company and so you spend 24 $25,000 a year on SEO and and you get get let's say three franchise oh let let's say four franchise sales from your from SEO and now you look at it and go wow our cost per sale with SEO is $6,000 well the reality is if you really looked into those you might find that two of them actually read about you in Entrepreneur magazine and they searched your brand and they landed on your site somebody else heard about it through another franchise who said I love this business I want to join and maybe one was from organic search CU someone was searching for your your industry and your brand but instead what happens is that the uh the the decision is made wow we're SEO really working for us let's double our budget with the SEO company now we're in the SEO business so I'm kind of like undermining you know I'm telling you you gota you got to hold companies like us accountable because just because you're getting leads through your homepage through Google doesn't mean they're SEO and so we can make a wrong decision by doubling our SEO budget because we don't have proper data on on attribution so and there's all kinds of examples where we can make wrong decisions if we have wrong data but that's just a a mistake that a lot of companies make really well said both Dan and Conway I think um the important pieces to remember is as you've said to collect and organize data from various sources into one place to ensure consistency and accuracy and to Benchmark that data across the network where you can see how um the franchises are operating against each other and to have leaderboards and evolve that um Data Tracking um and also to make sure that you are um measuring the right KP I for your organization and you know I really do think there's a lot of data noise that is out there there's so many data sources Dan's only listed a few um but what you really need to do is focus on what matters to you as Conway said so whether that is you know having one KPS that kpi that's the driver across the organization or having your core for as Dan said there's no right or wrong answer it's just making sure that you have are collecting that data consistently having one place where it's populated and are able to track it long term across the location performance and to really evolve that customer experience have those touch points and bring that back all the way to Consumer feedback and to have what they say they Dan you really did a great job of highlighting that entire um narrative in one place and same for you Conway really really well highlighted I think data literacy is that one piece that can be really tricky but if we're training everyone and what to look at and at least at what key metric that matters for everyone it should be a great way to make your all team members effective in ensuring that they understand how to interpret and use the data effectively to move you know that the next phase of the data and kpis that you're looking for all right can I add something before we go to the next one definitely um I've been in some of these meetings before especially when I was was in the beginning of franchising time where I'd be sitting in these meetings and people would be saying and it's this and it's this and it's this and it's this and it's this and it's this and it's this and there's this and there this and I would be the one sitting there going I don't have access to this this this this this this and this yet so what I just want to add is wherever you are in the data journ wherever it is you're fine just take the next step in seeing more of your data in centralizing more of it so you can access it so that your your company can take action on the data if you don't have it all in place you're not alone that's just what I wanted to throw in there I think that's really well said it's you know we're talking about Concepts at a high level but if you're just starting out the journey do not be afraid con I think that's a really important point that they nobody here should feel that they're behind the eightball anything we want to make sure that we're giving you the tools to start having these questions and to start thinking about okay what is my Northstar metric that I want to move my organization to and if you need have more questions we are you know all here I know uh speakers are really helpful eager to connect and you know we all our team members always have time to answer questions and so I think Conway that was really important point to highlight on to one of our last questions here um which is how do zor and Z's collaborate effectively to leverage the data and what tools or Technologies do you have in place to help them do it um Dan would you like to kick us off here sure so I think the I mean the whole essence of franchising is about collaboration right and and the fact that many of the best ideas in fact the vast majority of the best ideas are outside the building you know franchising we often and you'll see this on your team is often thinking like life would be better or would be so much easier if franchises would just listen and follow Direction and yet the reality is in many cases the franchisees know more about the customer and know about more about how the market is changing than than we do and so the question is you know how are we collaborating with them how are we listening and learning from them um so we whenever we're implementing new ideas we want to avoid this Ivory Tower mindset where you know we've cooked this up at the head office and now we're going to just launch it we always want to begin with a pilot and that pilot always uh involves data it always involves like how do we measure success how do we know that this this pilot is successful and so a high level of collaboration is is important with with franchisees in that process what we often find especially in marketing Pilots is that um the data can be misleading because um so let me give you an example you're running a new advertising and marketing campaign and so the leads are coming in you've got a cost per lead you're measuring and then all but but it's not materializing into sales and so now you say well the cost per lead is good but the cost of customer acquisition is bad or the cost of Revenue is bad but are you actually listening to those calls and so we we deeply engage into the uh in the collaboration piece we're listening to those phone calls and lo and behold we find out the phone's not getting answered or the the phone is being answered but it's being really managed poorly or the dogs barking in the background or the person didn't close correctly or follow the seven step process and so often times you find that the restrainers are operational and not actually marketing but you don't know that unless you're collaborating deeply with them listening and learning uh at what's going on deeper into the process so I would say that's a a critical part of it is going deep on your pilots and learning from the franchisees uh you know I I often talk about three legs of a stool um you've got you got people you've got process you've got leads right so on the front end of the this sales process when we're bringing new customers on you've got you got leads you got a people and you got a process and that's all tied together with technology so uh it's technology allows us to measure which parts of those is broken is it the people is it the process or is it the actual marketing the leads themselves so um any all that's important when it comes to collaboration so that that second question there about what technology will help you do it the answer is there are many technologies that can help you do it but there are some things I think everybody should keep in mind when you're both trying to maximize your current technology and you're vetting other platforms you might want to use a big one is what's your access to your own data can you get out of the technology you're using what you need to make the decisions you need to make can you get to a granular level like Dan was just talking about can I get down to where it's actually happening and be able to assess what's causing that restrainer that that issue that's keeping me from from working the way I need to another aspect is really more the first question um I think it's incumbent on franchisors to prove out the value of quality data entry by a franchisee and how it turns into a great return on investment of marketing dollars to to use Dan's option from before about attribution if you're not doing attribution correctly you're probably spending money in the wrong categories but the only way to know that is if you start doing attribution correctly and entering those things into a CRM or other platform that you're using and you can get that back out of it to bounce it against your financial data to know where you're getting the most bang for your buck so to me both of those really go together you need both you need data quality from the entire network and you need access to your data to be able to make decisions yeah that's a great Point Conway and and I would just you know one point to definitely take away is that what we most people don't realize today is that the value of their first party data uh is going to explode exponentially with AI so what you can do with the data in your CRM and how you can do you know Mass personalization at scale uh in the not too distant future is going to be really significant so capturing all that Source data that first-party data you know in the CRM is going to pay dividends for you in the future absolutely I fully agree with that and I think this is a really exciting space because we do have so many different Avenues of Technology emerging um as we go with AI and with different platforms to help zor Z alike really understand the data and the metrics and I think just to bring this full circle I think um highlighting the regular communication with franchisees and making sure that they understand what metrics matter to the business and how they can grow as well as at the zor level utilizing these platforms that do enable you to have the the dual view can be really helpful to share that data in real time um and to have joint analytics projects processes and to really take on what um Dan highlighted about focusing on the franchisee their ideas and how to help them grow will really enable you to get the right tools like Conway said and to make sure that you're auditing and piloting and testing everything that is out there so um that highlights you know the different technologies that you have whether you're leveraging business intelligence tool like Tableau or Microsoft powerbi to visualize and generate these insights or you have marketing automation platforms like hway highlighted and or you're using Ai and you know testing out new emerging trends that are out there I think there's all so many ways to do it that it's absolutely um fantastic to sort through that to see if as Conway highlighted what data do you have access to what metrics matter to you and how you can get that message across the whole network so it's really taking that and making it actionable like we've highlighted before I love that wrap up rockel thank you so much uh this has been an absolutely amazing panel um we do have about five minutes so please uh for the guests in the audience go ahead uh grab some coffee some quick water or if you want to stick around through the five minutes um if it's okay with the panel I think uh it'd be a good time for some questions if anybody has some go ahead and unmute yourself at this time time um and we'll sit here awkwardly until somebody asks at least one question so feel free to unmute yourself if you have a question or you can throw it in the channel you both Ka and Dan are great minds so this is an amazing time to pick their brains hey guys it's uh Tim tang with Hughes um I was wondering if you could maybe just share in your experiences kind of where the lwh hanging fruit is uh where a lot of franchises are just getting started uh in many cases in when you you you talked about the uh what was it the fundamental five and and the likes um in your experience kind of if they could only do one thing or needed a starting point where would you start from my perspective um I would start with NPS right the net promoter score um assuming they don't have anything um because you know so integral with the brand is the customer right and it all begins with the customer so we can learn a lot by those franchisees that are delighting the customers and you know we that that old Peter Drucker quote that we can't me manage what we can't measure this really gives us the ability to learn faster when we can see who is delighting the customer I would say almost anything beyond standard stuff people tend to focus on like I think what happens most of the time at a franchise event is the one who sells the most is the one who gets recognized wouldn't it be fun if the one who got recognized was the one who had the most net profit at the end there's all kinds of data points you can you can access so what are the ones in your particular business and yours is a particular business whoever you are that really Drive things forward and I think you'll find it's not always gross sales I couldn't agree more with you Conway I think um you know those are some amazing points it brings to mind um this conversation we do have about five minutes here so for anybody who just joined or is still an audience please feel free to step away for a second we do have an amazing panel coming up in about five minutes um but on attribution sometimes I think as we get to the end of a sale right and we actually get money into the bank at some point it's really easy for that data to get lost around along that Journey so how can we as Business Leaders or business owners um do something about like that that transition right from a from marketing to a lead to a sale to then money in the bank and properly attribute that at what point I think it's like the last mile it's a last mile question right what's something super tactile and effective as a business leader or entrepreneur that we can do to um help make sure we don't lose that little pivotal piece of attribution data it's a really really important Point Matt and it's I I'm always surprised by the number of companies or Business Leaders who actually there is this big gap between your Marketing System and your CRM and you can through through Google analytics and there's various tools you know through using um uh UTM you can do that through you know tagging something in your marketing with a UTM through to your CRM but let me give you an example um in in tutor doctor we not only know what our cost per lead is or cost of sales are through Google PPC but we can tell you which keywords are producing the highest revenue so for example I can tell you that the keyword physics tutor produces significantly more Revenue than English tutor or French tutor now what now most of our competitors and and don't go telling any of our competitors but most of our competitors don't know that and so we're able to spend a lot more to acquire a physics tutor customer than they are because they're looking at numbers like cost per lead or even if they're sophisticated they're looking at cost of sales from Google AdWords but they don't know cost per keyword against revenue and so the lifetime value of a of a customer who searches for physics tutor is going to be much higher um so all that to say do you have that granularity around your attribution and if not just talk to your technical people or your marketing agency or whatever and say like I need this as a business leader we don't have this and I need it so um anyhow that's that's that's a great Point Matt bridging your Marketing System through to your CRM is critical for me there's another piece to it we've talked about it but we haven't named it this way it's process process process it's making sure that you have processes in place in your organization that take things from one part of your business to another and those processes are known and followed by everybody in your business that's going to sound ridiculously like the data journey I just described that's because it is so you can have processes having them down and followed by everybody is another level and then having them even known beyond your interior team to actually your customers goes even beyond that that to me is how you bring all this together as well I love it I'm gonna I'm going to print it out I'm going to put it on a shirt process process process right and on the front it's to say attribution so that way you get both sides of this story here so it's 12:45 now I hope everybody made it back from whatever it is that you're doing if you guys have any other questions please feel free to reach out to any of our guest speakers or our host and if you can't get in touch with them get in touch with me and I will get you in touch with them unless of course you're trying to sell them something because then I have to ask them if I can put you in touch first but um anyway so let's move on to the next point here and this is just highlighting that promo Republic is of course one of those really awesome data attri data tools that helps to bring all the data together and uh if you missed Alex in the beginning of this presentation if you reach out to him he'll be reaching out to every single one of you at the end he can explain how promo Republic can support you on your data Journey we already did this I skipped ahead um and here is these contact links so give everybody in a couple of seconds here if you want to pull out your phone and scan those guys or not you know it's a little awkward because everybody's mics are muted but I hope somebody is taking advantage of this awesome thanks again guys this been an awesome panel um we're rolling right into the next one so from 12:45 to 1:45 is your text tack helping or hurting your customer experience so leading the charge here is Casey Scala Casey if you're in the audience right now could you please go ahead and unmute your mic um same with the other speakers John and Eric are you with us Casey I'm here yes awesome nice to nice to see you here thank you so much for joining us so for those in the audience who don't know who Casey is which I don't know how that's possible but things happen Casey is a seasoned marketer with over 15 years of experience having worked in Global Marketing roles for Brands like Solo Cup maybe you've heard the song by you know read Solo Cup um Virgin Mobile and Great Clips Casey brings a wealth of expertise in both business to business and business to consumer marketing strategies Casey take it away I'll be your man in the chair and hit the button for you wonderful thank you so much Matthew for the introduction and hello everybody uh looking forward to this it's going to be a great one where we're bringing marketing and Technology together an ever increasing uh partnership between the two departments so let's kick off with our uh two esteemed guests the first one is Eric Johnston from Empower Brands Eric if you want to give a quick uh overview background of yourself yeah thanks Casey so I'm the franchise Technology Solutions manager here at empower Brands um we are a franchise or with 10 different brands eight of those are home services Concepts the other two are B2B my team is responsible for basically um helping those new investors with everything from the time they licens their territory to the time they divest their business so anything that's technology related my team's here to support them along the way wonderful thanks so much Eric and then Matthew if go to the next slide here uh the next one I love this one this guy's a rockstar little literally a rockstar it looks like uh John Keane from service minder thanks for joining us John if you want to give a overview of your background and then uh what kind of guitar you play there uh that happens to be a Paul re Smith swamp as special 25th edition but uh uh I'm not I'm only a rockstar if you qualify being able to cover my B tab so luckily I spend more of my time on the on the software side um yeah so Miner is a platform for managing operating Home Services Brands um and so that's kind of the the whole you know from the lead coming in until the royalties get paid in the in the back end right we kind of facilitate that whole process allow Brands to manage and uh instrument and report on all of that data as well as enforcing consistency and then a big part of what we do obviously is is help uh our franchisees and the brands also uh support you know their client experience needs um for their clients so that's kind of we do we've been at it since uh 2012 so we almost got it figured out wonderful thank you so much uh so let's take a look at the agenda here again you know this ever increasing partnership between the marketing CMO role uh and the CTO role uh continues to grow and grow um in brands that are able to leverage that partnership or the brands that are succeeding and are going to succeed in the future so we have a great agenda here uh around managing and and building out that customer experience that Journey for your customer and how Tech stack uh can impact or more importantly how it can hurt that experience so here are the five topics that we'll dive into uh I won't read over them here we'll dive into them uh in depth here so let's kick it off and we'll kick it off with Eric since I introduced you first Eric uh this first topic is talk about um how we can identify whether or not our Brand's customer exper customer experience is succeeding or if there are enhancements that we need to be making so you know what do you look at uh in in your organization around whether or not that customer experience is a positive experience for your your customers and Prospects um or more importantly how do you know that there needs to be changes or enhancements so I'll go back to the last session I Know Dan had brought up um the importance of working with your franchisees making sure that there's a revolving door communication back and forth A lot of times those guys are going to raise the red flags when something's wrong or they're going to tell you when something's going really well so just stay in communication with the franchises when you're making those decisions um from a day-to-day we track some kpis for all the brands here um the big ones for us are speed to lead so how quickly are we getting to our new leads lead to appointment ratios so of those leads who are we qualifying and actually booking appointments with appointment to sale so once we get on site how are we doing to close sales and then we start looking at things like customer retention lifetime value um client turn rates so if they're cancelling service with us why are they going to another provider why and then for some of our more like Project based bands brands that are not so service-based we dig more into the customer journey in the sales funnel just to kind of determine um what's going well where things might be bogging down in the process and where the opportunities to improve are Eric with you know you have a portfolio of Brands um and I'm assuming that you know your franchisee base is is pretty pretty wide from new startup maybe smaller from a revenue perspective to you know the opposite where they're mature um larger Revenue larger teams how do you manage you know when you're either introducing a new technology or a new platform or you know you're looking at upgrades how do you manage sort of uh accommodating that breadth of experience we'll call it uh from your Brands and your franchises a across to single brand but then across you know your portfolio Brands how do you what's that process look like so in addition to having you know within the same brand we've got folks who have been in business for 30 years we've also got brands that have been around for 35 years and some brands that have been around for 6 months so the conversation's a little bit different depending on the audience you're talking with but for those wellestablished Brands we try and get folks from all walks of that kind of tenure so we've got our experienced guys that are doing really well they're helping the middle guys kind of figure out how to get over that hump and then everybody's geared towards the new guys how do we get the brand new franchisees ramped up so that they're contributing to the brand the same way that our other locations are so I think our our experience guys um for the most part they've got it figured out they've helped us figure it out and they have a really good eye towards what does a new franchisee need to succeed in this model so we really rely on them perfect John um what's your feedback what's your uh viewpoint on ensuring that you know technology is running smoothly it's bringing efficiencies it's helping grow the business um and then you know what are some early indicators that you may need to Pivot or um evolve a little bit yeah one of the big things we talk about from a client experience perspective is you know every brand at at a at a base but also just even within every industry the client experience uh that the consumers are expecting is completely different especially if you're B2B versus B Toc but even within the B Toc space you know if you you're kind of on the retail side right that client experience is going to look very different than if you're coming to somebody's home to perform some kind of service right if you need to go inside and so you know we tend to obviously we focus on the Home Services side and so what we try to focus on is what does that consumer expect right and to a certain extent it's almost like you want to tell them what you're G to tell them tell them what you told them tell them and then repeat you you can almost not communicate too much to the consumers so they know what to expect and so then if you kind of Follow that model then where does your text Act help you or hurt you right does it enable all those communication touch points that you want to do are new touch points that you want to add or enable and does your technology solution allow you to do that um some of the red flags to to look for early on is obviously adoption right are people using the tool are they turning it on are they letting it do its thing but then secondly you know how much manual process does it take to get things done like what's the recipe for a franchisee or someone who works for the franchisee to turn that part of the crank right if it involves them manually placing outbound phone calls or going over to a texting solution or you know kind of manually copying and pasting data from one thing to another then those are all things to to look at in terms of you know eliminating that friction eliminating that manual process because anytime you introduce that that's where the adoption goes down and people will just not do it because they don't have time so automation is definitely a big part of of enhancing and then manual effort is definitely something that can can could be a you mentioned something there I think is interesting and you talked about kind of the customers expectations so I I'll throw this back to to you John and then also i' like Eric's feedback on this how do you balance the customer feedback and the customer expectations versus franchisee feedback and expectations on how they may think or feel they want the process or experience to be how do you balance those two things yeah that's a good question I mean part of it goes back to you know it's it's a franchise so to a certain extent the client experience you know will oftentimes be kind of I I want to say dictated or mandated right but is at least designed by the brand to to be consistent right because if you walk into you know franchisee a and go through their client experience versus franchisee B you know as a consumer You're Expecting those to be consistent right so if they're vastly different then in that case I think maybe the brand wins and the franchisee doesn't win as much right um but in terms of uh balancing what the client's looking for I mean you really have to look at I mean I was say to to to franchisees like what if you're the consumer of your service what would you want right would you want to know they're coming tomorrow and would you like a time frame would you like to know that they're on the way you know would you like you know um you know a place to leave some feedback or whatever right if you if you as a consumer expect that for your other vendors then your customers probably want the same thing from you Eric any any feedback anything from you your end on that um yeah I think it kind of leads into the next discussion Point here on the agenda but know who your clients are so I mean we have our idea of who the clients are at the franchise door level our franchisees are close to their clients and they know what it's like in their Market but invest in some market research figure out what your you know your client personas are out there who's actually buying from you guys and um yeah take everybody's input correctly and then talk about that together make sure that they're all alined yeah that's that that is a very interesting I remember um when I was at Great Clips and we were launching our online check-in out uh I had the marketing folks and me sitting on the marketing side of it was kind of a difficult position to be in where uh franchisees and our marketing team was like oh we can do this we can do this we can do this right and I had to go back to him and say remember what our original intent with this was uh if we start adding functionality off the you know the get-go right we're not going to achieve what the goal of this is let's build it let's launch it and then enhance it uh from there but initially it's not a marketing tool for us uh today so John we we'll go back to you um what is that magic formula I think if if you know if we have the magic formula I think we'd all be wealthy and retired on a on a beach somewhere but we would't be having this call yeah what you know what are some of those elements of of building from success and ensuring that you know you have whether it's in building up the road map and and the go to market strategy or you know the enhancement um updating functionality of of a tech stack yeah I think you know Eric kind of s this a couple times and that is you know it's kind of know your customer right whether the customer is the franchisee or the customer is the the clients of of the franchisees you know you have to start with kind of what is what is the expectations at both of those levels and then once you have that then you want to go and evaluate you know how well are you able to execute on those expectations right so if it's a communication strategy or reporting strategy or an analytic solution or whatever you know do you have a are you capturing the data you need to be able to do that and then B do you have the technology to execute it for example if if your process is going to use text messaging to notify customers do you have the ability to text or not you know and so as you kind of run through those and make sure you have the things then that's probably step two and then the third piece of that is then to or part of the formula is again to kind of measure right so measure engagement measure utilization you know measure what consumers or the clients do with those interactions do they respond you know are those within froze there there um er first and go back all right perfect um Eric you know when you're when you're looking at you know whether or not your Tech stxs you know bring in uh the efficiency and the the growth and the the value that you're looking to achieve um how do you define you know what that success is and then again how do you ensure with you know the breadth of of of the brands and the breadth of the stakeholders that remain true to that original intent so you do set yourself up for Success yeah I think when you're picking the tools that you guys are going to implement across the franchise system is make sure it's something that you can keep consistent you don't need people going off into left field and you know selling a Whopper when we're slinging Big Macs right so that piece of it important to us um knowing that you're tracking the data and that you're able to have that data output on the other side so you guys can monitor the success of things as important to us as well um but just knowing where you're at today with your your current client experience and the C customer Journey so at least once every other year with each brand we like to kind of map that out whether it's in a big room with all the franchises together on poster boards or if it's in a smaller group like a advisory Council it's kind of walk through the customer journey and all the automations and all the manual intervention that we have out there once we kind of understand where we're at today with something we can start attributing some emotions that we you know we'll put those on the client but when you get to this point maybe they're starting to feel a little nervous about making a decision what can we do to inject a new tool or a new process into that client Journey when they start to have the negative emotions how can that kind of help us Define what the enhancements need to be to the tech stack when you um do you have uh Eric do you guys have a technology board or an innovation committee or anything like that with with your franchisees of you know again pushing it back on them right because you know from the franchisor standpoint right we can talk about anything that we want to talk about but it's a lot more impactful when it's coming from a franchisee to a franchisee so do you guys have a technology committee or an innovation committee or anything that you guys lean on um or is that always driven from the franchise perspective so we do um and we kind of it's less of a committee a standing committee and more of a task force where we have our advisory councils who are you know the seven or eight franchises that have been voted in by their peers and by the brand Team um we kind of let the issues bubble up and get filtered out through that group and then once the brand Team the fac is aligned on what the priorities are then we'll kick off a specific task force to go and solve that issue so just for us it's been more productive to kind of hyperfocus on those meetings set a deadline set a goal and work through it that way as opposed to just have this open-ended task force that meets every other month and talks about whatever's kind of hot button perfect let's go to the next SL Matthew here so the uh million-dollar question what does success look like right um you know I think you know everybody would agree that we can measure whatever we want to measure the the amount of data that we can collect uh is is pretty vast uh but how do we how do we know that we're measuring the right thing and then how do we communicate that success so Eric we'll we'll turn it back to you and then go over to John um and again it's it's a broad question but you know how how are you looking at success and how are you defining success right now um success is we making a lot of money right right we got people buying into the brand people are selling their businesses for a good return on their investment over their 10e of the business um but really I mean looking back to see the success of the tools is are they being adopted right so what's the utilization of those tools are we over complicating things or maybe we just missed the mark on what we were trying to solve and how we were solving it um yeah and then just the the regular kpis that we're tracking making sure everybody knows what the data points going into a profile are and how that's going to be used on the back end so we can monitor success of new initiatives figure out what the Bas line is and what kind of growth we're expecting to see or kind of metrics we want to see on the other end how do you balance um that success with the customer experience so you let's say there's an existing technology in place that again is driving you know the desired results at least from the franchisor viewpoint but you have feedback from the franchises of you know hey we need to add this we need to Pivot here we need to bring in this how do you kind of balance those two po counter points so a lot of times we'll take you know an idea from the franchise system or even from somebody here at the franchise or side and you know create a pilot group a smaller focus group that you can Implement out there and see if you're getting traction on that side of things before you decide to you know upend somebody's season with this new initiative when they're in the middle of summer and their busy season so we always try and roll out new initiatives um for the brand when things are slowing down a lot of our you know Home Services businesses are very seasonal so between November and February is like our time to actually Implement train get some feedback get stuff rolled back out and then once we get into March um kind of people stop engaging with the newer initiatives that are out there in the system and they just want to run their business and get through the day and then next fall we'll talk about it again perfect John um you know you're your your brand there uh right are are people showing up are they doing the job are they getting paid and you know is a communication working um on the surface it might sound pretty straightforward on what you know the the metrics of success would be um for service minder but you know how how do you you know Define and and communicate what success looks like on your end yeah I think what we try to communicate to franchise ORS and franchises as well is is one of the key things to measure is are the franchise is making more money as well right so so you need to not only deal with Topline Revenue right are there revenues growing that obviously has an indirect effect for the brand because that drives royalties for for most brands but um Step One is you know are the tools helping the franchises you know produce more revenue and then the second side of equation is is is it helping them you know uh operate more efficiently right are they are they making more money right um you know and a lot of times franchisees almost care more about that than the top line but the the the key metrics there have to derive you know is is the product cost effective or is the solution cost effective you know if it introduces a bunch of manual effort then that's expensive right so you have to kind of balance um does it help eliminate manual effort for something they did before or does it help them do something that they have to do more efficiently or does it help Drive Topline Revenue you know and if it does those things for the franchises then as long as it meets the brands requirements as well then then you think you have a you you can call it a success uh you know with again you know the the difference between a you know New Beginning franchisee um or a franchise or a young franchisor John in your instance versus you know mature um franchisee franchisor model you know is there any you know difference or variation uh at least in the beginning in the onboarding that you see of yeah we want to drive Topline revenue for the organization let's not maybe focus on profitability today um you know we got to get there we got to walk before we run uh how do you manage those sort of expectations um and how do you you know define success for the the variance of you know the maturity of the brand itself yeah I think you know brands that are just getting started um or even franchisees that are just getting started you know the there there's almost a limitless pallet of choices of things to go do and so I think for the early ones that are getting started you want to focus on the core things right you know get get new leads you know book appointments you know generate invoicing um so that you can kind of test out those core processes and once you know franchises especially new franchises can only learn so many things at once right they can't learn the entire brand top to bottom in the first six months so you know especially when you're onboarding new franchises there the the technology may have a lot more capabilities to do things that maybe you don't show them early on right so that they can focus on the core things right so whatever those those core business functions are like you know kind of the the basics of the factory right like leads come in money money comes in at the end right and then as they become more mature and more familiar with both the business process and just the the franchise system in general then you can start adding on these new things and then the last piece then is as they get more mature in their space they're then able to do more peer group stuff right they're able to work with other franchises to find out what they're doing to help them and I think that's a a key Market Dynamic on the franchise side where you know don't underestimate the value of asking your peers how they're using the tool and how it's helping them um and obviously the brand is doing that as well but maybe with a different L right so um those are all ways to kind of measure the overall success and speed up the the startup process right don't don't walk in on day one say okay great it's an automated business let's automate everything and then we'll go home on Monday at five right it's it's you know it's start small and add on as as your competences grow absolutely wonderful Matthew let's go to the next question here we're getting close to the end here um best practices uh John you mentioned a little bit about that peer uh P performance peer groups um you know how would you if you had to you know list you know top two or three you know best practices you know what does that look like from your end and then what value do you see in comparing your brand to another brand either within the space or within a different vertical yeah I think from from our perspective just because we're a platform that tries to automate things a big part of what we talk about is you know the the auto the benefits of automation right which is to eliminate manual processes right so your one of your best practices for evaluating your current technology stack is looking at you know all that manual effort and friction right so how many man hours a week do you burn you know downloading stuff in Excel uploading it somewhere else versus if the tool could do a thing and you had a checkbox for it or whatever right that just happens automatically how many steps in your process do you have to hand off to somebody else to go do so that's usually one of the first things we look at from a kind of a measurement perspective um because again if it's if it's manual then either a somebody's not going to show up one day or B they're going to forget the step or they're going to fall behind and so the process is going to break down because it requires you know people to do specific things you want to try to enable uh automation as much as possible um to to eliminate those those faults wonderful thank you uh Eric you know what would be you know if you had to pick out two or three kind of key points or recommendations to um other franchisees in the space uh to bring efficiency and successful technology into an organization what are some of those best practices that you would recommend to others I definitely having a peer group like John said um you know in power Brands being the company that it is we've got those eight residential brands that are pretty well represented across the major markets we try and connect those owners up front right so an owner of arade who's been in business for 15 years is now getting a new wabby location that's opening down the street from them making sure that they're starting to build those relationships up front and not just with the other Empower brand sister companies but the folks that are in those BNI networks as well just kind of working with the existing locations perfect and then last question here and Matthew and Dario we're going to run a little bit over but I I trust that you'll give me one or two more minutes here um two how do we how do we how do we know uh if what we're doing is is if we're maximizing what we need to be doing or if we need to be kind of digging a little deeper uh Eric we we'll we'll you know kick off with you for this one um and then again it'd be it'd be great if you had any you know hurdles that you you experience with your multiple Brands there but how do you know if if you're doing what you're supposed to be doing or if hey we need to get a little bit deeper and and a little bit more tighter on uh some of our uh actions yeah um so we get you know pretty bogged down in the minutia of whatever initiative or customer Journey or client experiences for the brand so it's nice for us every month we have a you know confirmation day Discovery day eay where I get to sit in a room and kind of talk through with a brand new set of eyes what the customer Journey looks like what the main data points are what kind of reporting we're looking at on the back end of things so it's nice to see the reaction of somebody across the table who's heard nothing about the brand and if they're able to follow along with me and ask some engaging questions mean that means like all right they're getting it's clicking we're on the right path here on the other side of things the red flags for us is engagement right so um if it's not resonating with our owners or their teams then we've either missed the mark on what we're trying to solve and how we're solving it maybe we've over complicated the solution or um we've just failed to get the proper input and buy in from our advisory councils and our franchises John uh you know on your end when you're implementing some of the your platform within some of these Brands uh is uh is simple bad is sometimes you know making it basic and simple okay um and then you know how do you know if if you if you are kind of overstepping sort of that Comfort efficiency standpoint when you know you're you're bringing on applications and functionality into into the platform yeah simple is good as long as you're you're a able to do what you need to do right you kind of you kind of want the simplest thing that does what you want to do but also don't forget that there are things you may want to do later you want to make sure you're not kind of boxed in and don't have any room for growth so from a from a user experience from a process perspective you want it simple but from a you know kind of a tooling perspective you want kind of you know a rich Technology based to draw from so you can kind of solve problems you haven't thought about one things I would kind of highlight in terms of the overall process to implement technology you know is is we've said a lot of things here and it kind of a lot of it sounds pretty basic you just have a group you have a meeting you make a decision and then it just magically happens there's a lot of work that goes into rolling out you know big systems um you have to deal with data migrations um or if you're rolling out a new Communications strategy somebody has to go design all those messages all those Communications right so what are you going to send to Consumers what is it going to say you know never underestimate and don't under budget the amount of time it takes to kind of go through all of those steps in the client experience because somebody's going to have to look at every single one of those to decide you know we wanted to say this or we wanted to say that is this on brand or is this offbrand um and those are all things that I think people kind of inherently when they get excited about moving forward kind of Overlook some of the effort that's required for some of those things so that's kind of my my red flag is if you think it's going to go super easy you know make sure you think through the whole steps and what all you have to do to make it roll out perfect um last question here before I turn it back over to Matthew to to do his um thing here since you know CMO peer talks a lot of marketers you know in the group and on the call here uh John and Eric if you had one piece of advice of a marketer working with technology uh to make sure that relationship is is impactful um what would that be John we'll start with you I would say focus on kind of the the data Journey right so you want it to kind of flow as seamlessly as possible from you know that first ad impression or that first Direct Mail postcard or from that first you know phone call or coupon interaction all the way through to the end result which is you know Revenue to the bottom line you want to be able to kind of trace and audit that all the way through to uh to verify that you can measure the levers and make the changes that you want to make perfect wonderful Eric yeah I would Echo that same make sure you know as a marketer you're working with your your Tech folk your vendors out there in the world they understand what the output is you're looking for so you can monitor these things making sure that the data is flowing through correctly so you have that on the back end wonderful uh well this has been great Matthew I'll turn it back over to you um I don't know if we have time or Andor questions uh coming in or if you want to say anything to wrap it up here no the main thing I want to say to you gentlemen is thank you um I hope that everybody in the audience enjoyed it uh if you guys did have any questions we do have the next session bumped right up to here so I just ask that you guys go ahead and scan um to get in contact with any of these fine gentlemen uh it was an like I have tons of notes and I'm going to be digesting for a while here um one one little um one thought on what John was saying with with always planning you know you're if you're going to implement a system the devil's always into details with those things so I couldn't agree more with what he said with that and um you know I hope I hope that everybody got as much value as I did from it so with that said um Professor Hayes if you're in the audience go ahead and unmute yourself and Aaron Harper do the same I'm about to roll into your guys session which is going to be real world stories leader talk in Q&A with Aaron Harper and it's led by professor John Dr John Hayes so if any of you in the audience are unfamiliar with Dr John Hayes he's he's an internationally recognized speaker a business coach and Amazon bestseller um he helps franchisors and franchisees reduce cost and increase profit with 40 plus years of experience as in franchising some of you guys might be familiar with the brand home vestors or we buy ugly houses and more importantly than that Dr Hayes is um educating the next franchise generation which I'm proud to be a part of and he is my professor from the Titus Center of franchising and leads the advisory um board there so with that said take it away professor and I will be your chairmate well thank you Matthew and hello everyone I see uh lots of familiar faces I like seeing a lot of our Advisory board members and it it always uh it's almost overwhelming to have students in an audience or graduates and in the case of the two who are on here it's always um it it jolts me for a second to realize I helped that young person or those young people get into franchising I hope that's a good thing I think it is it it certainly has been for me so there's Aaron hello Aaron hi we're going to uh do a little bit of a Founder story with Aaron Harper so Aaron nobody uh when you're a kid unless your father is a founder of a franchise company or something similar nobody says when I grow up I'm going to be a franchisor most people in America have no clue what that means most people in America have no clue what franchising means which is why it's so important to be educating young people about franchising and helping them into the 350 some industries that make up franchising so nobody ever says that I'm assuming Ain you didn't say that what' you want to be when you were growing up uh when I graduated I wanted to be a talent agent in Hollywood you would been a good talent agent I can see that thank you you got that you've got that uh the combination on the dis scale of the D and the I the driver and the influencer which I think most Founders have that combination anyway if you the ones that I've worked with through the years have definitely been High DS um but often times High eyes uh even more prominently than the Deep so at some point Aaron uh like each of us this is probably true of each person on here somebody introduced you to franchising you discovered franchising in my case a guy called me to ask me to write a book for him and I said what do you do and he said I'm in franchising I had no idea idea what that was he said he was a franchisor I quickly grabbed the dictionary this was 1979 uh sitting in my office at Temple University franchisor wasn't in the dictionary or I clearly didn't know how to spell it at the time um and that opened the door to a career that at 29 at that point I had no idea uh I would end up in franchising and devote my my life to it and now devote my my life to educating young people about franchising so when did it happen for you Erin when did uh when did you realize there was a thing called franchising so I was looking for a career change and I reached out to um a buddy of mine from college I grew up in Southern California and went to college at UC Santa Barbara and a buddy of mine um worked at a a carpet cleaning franchise and he's like you should get into franchise development and I was like what's that you mean like McDonald's that's what I thought it was how old so this was 2017 so I'm 36 now so I was 30 yeah does that math does that until you 29 yeah great and when you heard you know you should get into franchise development were you already in sales uh from College to 30 what were you doing so from college to 30 uh so I I graduated college moved to Hollywood um worked in at a talent agency um and uh was on the track to kind of become an agent worked on Will Smith's team worked on Jesse eisenberg's team worked on Melissa Leo's team um and Melissa Leo had just won an Academy Award for the fighter and so a joke like every story that you've heard about Hollywood is 100% true um like I uh I I I um if anyone's seen um uh if anyone's seen uh Entourage um my life was Lloyd's life like working for Ari uh gold uh so um did that started partying um lost everything and um decided I was going to get sober moved into working in B2B uh sales at um AT&T I am a recovering AT&T employee um and so um then a buddy of mine was like hey you should get into franchise development and um loved the idea of being able to help business owners um become entrepreneurs or people become business owners and um emailed his boss every three weeks till he hired me seven seven different times um and uh been in franchising since then have seen everything I feel like or seen a lot I've seen the Dark Side of franchising I've seen the light side of franchising and um and decided you know after a few years uh that I wanted to do it on my own and I wanted to do it differently than I had seen in the past and uh acquired the franchise rights to a 34 year old power washing business in January backing up six years ago uh you were in the talent seeking business and isn't it ironic when I see people like Steve Leber and Dan mon and um others on here who are in franchise uh development or have been or touch on that uh Topic at least um what are they doing they're looking for talent corre they looking for the right talent to join that brand and so you already had some good education that that would help you uh in franchise development and what the was it uh did did you join franchise development in a carpet cleaning franchise yep yep working for chem Dr okay all right great that's right so uh you did did you equate it at all to uh okay this is a matter of finding the right person like and it's got to be a person who has certain skills and uh wants to follow a system that's a skill that people don't think about very often or in the right way because we have a lot of franchisees who don't have that skill and uh this results in uh you know a tragic ends to uh many careers yes and no um the uh ability to help people become business owners was a lot less um arduous than um kind of dealing with really intense Personalities in Hollywood um so I like it was like calm in comparison um in retrospect dealing with franchisees is almost similar to dealing with really big actors like they're just you know uh insatiable at times right um we've all been in franchising long enough um but uh the the uh I was on kind of the tail end of a private Equity turn and so the need to sell units was less important than who you were selling them to um if that makes sense and I didn't know that and let's talk about that for a minute since you bring it up and a lot of this goes on uh you you weren't you didn't have a lot of pressure on you to just sell a franchise I had a lot pressure okay to just sell thought you said that that that uh you could be more judicious about who you sold to no no no no let me say it again in a different way the need to sell the amount of units necessary was more important than who we were selling the units to all right so we had a lot of failures um we had a lot of uh kind of a lack of support infrastructure that um was disheartening and um and I candidly almost left franchising yeah did it how much did it uh in in in Hollywood the talent business I don't know anything about it but uh you've got to do a lot of smoing and you've got to know a lot of people you got to do a lot of networking you got to do a lot of talking you got to be persuasive all those things that a high I like you uh is good at doing um and maybe it bothered you in Hollywood uh being a talent agent some of the sacrifices you had to make did it bother you INF franchise development um you said you almost left what what was upsetting about your situation um so I would I would sell I would sell units or award territories and um I would promise the franchises that they would receive a certain level of support and I had zero control over whether or not that support was going to be delivered upon and um it's been a large reason why I decided to become a franchise or is because if I can sign people up make the promises they're going to get the support and then actually manage and lead the team that's supporting them then um operations and sales are 100% aligned one of the biggest challenges I see in franchising is Operation says one thing and sales says another and then they uh as the business grows um the uh operations teams learns things about the right franchisees to bring in and what's working and what's not and then uh sales continues to to sell units and so if they're if they go in different directions what happens is that you have mismatched expectations excuse me amongst the franchises who sign up so um so anyways I I I would sign people up and then they wouldn't receive the support that I promised that they'd get and uh I I realized that was new to you but now that you've been in franchising even though you've only been in six years that's not really very long um I don't know that there's ever been a Brand where the operations people said wow our franchise development people do a great job they always bring us the right skill set in a franchisee and historically that's not the case but you wouldn't have had that perspective was it easy was the job easy could you franchises easily so I I could yeah I mean I would say franchise sales is probably the one of the hardest sells um in that I've ever seen because you have to sell someone the ability for them to take a big leap um and chance on themselves and then they pay a considerable amount of money up front and then they're you know beholden to a royalty and so I don't think it's an easy sell for most which is why I think a lot of franchisors are limited in terms of the options and where they can find franchisees and so they rely heavily on um you know Outsource sales organizations and broker networks and stuff like that because they're they don't have another option they have a very they're in a very low leverage perspect position um for me it was easy um but you know what what I learned when we we went into patch boys because that was the brand that I went into uh in between rolling Suds and um and chem dry is basically it was me and a brand president and were the first two employees with a 100 unit franchise system um when it was acquired by the company I worked for and we effectively had to do like a turnaround of the brand and so him and I uh would talk like four five six times a day and we were in lock step with one another um and uh there were some challenges you know we learned that a franchisee isn't going to be successful and here's why and then I'd have to tweak my sales system and he'd have to TW tweak his op system and but we were we had this immense amount of trust for one another um and we were kind of in the trenches together so my suggestion is it says on one of the things that i' I've done um internally at rolling Suds is that operations and sales have to talk to each other trust each other respect each other and talk regularly so in spite of that not in spite of that not happening when you first got started six years ago what was it about franchise development that was easy for you but it's it's not easy for many many many I don't know if most but many franchise ores particularly getting started and for franchise development why was it easy for you what what was different about you um I don't know what was different about me other than um like than other people who can uh award board territories and cell units I mean I have I have an innate ability to influence people and help them make decisions that they find is their decision versus um versus like trying to sell and um I worry that like when a franchise is being sold to someone they're being sold on on a belief that they're going to receive something that they might not end up getting whereas like the way I've always done franchise sales is it's it's their decision they have to come to the decision on their own um and while I'm there as a guide it's not a heavy sales tactic uh pressure type situation um I feel uh I fear that if we kind of continue down this like sales tactic pressure type situation with a lot of the franchise development that I've seen will run the risk of more uh unhappy franchisees um it has to be there decision to start a business and um and if it's not and they feel like they've got to buy this thing at a certain amount of time otherwise it's going to get taken by someone else or one of these other Scare Tactics that I've seen um you know they they're just the wrong expectations are going to be set um so how often do you think that's happening across the board if there are and no one knows how many franchisors are actually actively selling franchises is Fran data IFA we'll say somewhere in the range of 3,000 are actively doing so and there are more franchise there's a new franchise brand popping up every day but there must be a new franchise brand dying every day because we it's been years since we've got Beyond 3,500 or so uh franchise companies uh to be exact it's 600 the last two years open uh file and FDD for the first time and 600 decide not to file the last two years yeah okay but Le let's say there are 3,000 actively selling franchises you ever think about and I know you don't know all 3,000 or you know even 2,000 necessarily uh right but you you're out there with a lot of people yeah you're you're in a lot of networks and uh you've been around even though only um six seven years you've uh you're a celebrity almost within franchising because of your responsible franchising gig recently with IFA how much ear responsible franchise development do you think is going on um uh people are going to disagree with me but I think the majority of the franchises that are being sold within the franchise sales organization Community are being sold irresponsibly yeah I I'm afraid you might be right we have no proof of it and you know we could certainly discuss that but I I think it's a larger quick let me let me clarify specifically so I operate within the broker networks I've done all of the deals almost all the deals that I've done with rolling Suds and we've done 187 of them in a year and a half are done with Brokers that I uh I trust I think are ethical wonderful people they know my kids names we've vacationed together um and uh and the reason I know that franchises are being sold irresponsibly is they call me a year after they signed someone up and they told that person because the brand or the fso or whatever told them that they could sell the units as absentee they're getting calls um from these these franchises saying that they bought five territories they never left their job they were never willing to leave their job and they lost everything and now they're trying to sell their territories but they have no ability to sell it because the business has value um and and so I believe that franchises are being sold irresponsibly and I also feel like the cause of it one of the biggest causes of it is the fso points the finger at the Brokers the franchisor points the finger at the fso um and no one's really taking accountability but the fact of the matter is everyone's misrepresenting the opportunity so someone has to take ownership of the issue okay so I I want to keep moving on in the progression of uh of Aaron Harper uh and by the way we're going to do in November at our Advisory board meeting absentee ownership will be the topic that uh we drill down on just as we did responsible franchising with you Erin uh last April at our meeting so you went uh carpet cleaning patch Boys what Happened um I got the job off of my lifetime to uh to make a million dollars and franchise a business from scratch and uh start from scratch and get a guaranteed amount of uh commission and increase in pay and it's salary bump with the word president in it and like uh like the crazy entrepreneur I am I said no thank you I can do this on my own I'm gonna go find why did you say no thank you uh you know I I don't know how many people would have said yeah I'm this what I've been waiting for let me do it um I think it's partially because I'm insane um and then also um also like it's purpose– driven for me like if I'm if I'm going to tell someone that they're going to get a thing and they're going to invest their life savings in it and I don't have 100% control over the team that's providing them the thing that I promised them then really what am I doing uh and what what what's the point of it right if the point is to help people become business owners uh and uh and and give them the opportunity to to to to change their lives and and have a positive impact um and I don't have the control in um helping people get there um uh and and and the only way I was going to do that is if I owned the company majority ownership could make decisions as I see fit could hire people before I thought they needed to be hired could pre-investment point that I need to could choose the partners that I partner with and and that to me was then in 2022 a non-negotiable and forever it will remain a non-negotiable um and based on everything I've seen that's the only way that I can actually accomplish the goals that I have and that was about uh when you got this big offer president million bucks were were you about five years into your franchise career yes okay um and so you you knew that wasn't the right path even though maybe it would have been an easy path to a million dollars but you it was a matter of your conscience and and uh your desire which the eye personality has a desire to help people truly help and influence people so that surely uh comes out of you uh you so go ahead what then then then you decided no I'm not going to take that route I'm going to take another rout so I decided I was going to look for a business to franchise from scratch so so not an existing business that has been franchised not one that already had franchisees that I'd have to fix the situation one that I could start from scratch um partner with the right people so I raised capital from David bar and Brad Fishman who are have been mentors of mine um and could provide um a long-term uh mentorship uh as I was refer to as intellectual Capital help me uh Dodge bullets potentially um figure out who to hire you know they've done this before um met a 34 year-old power washing company out of Philadelphia um and a family business called rolling Suds um and uh they had built a you know two plus million dollar power washing business um and uh I uh met them they were interviewing other franchisors who uh they didn't feel confident that those franchise or would honor their family name in the way that I uh in the way that we've been able to and um and so we uh I we partnered I met them in September of 2022 uh acquired the franchise rights in January of last year um and um built a franchise system um raised a significant amount of capital and um we uh We've turned away about a little over $10 million in revenue from franchise startup cost so about 59 franchisees wanted to write us a $200,000 check and we said no um and we've signed up now 51 franchisees who have purchased 187 territories and every single one of those franchises will be open by September okay and going back a little bit again uh the 51 franchisees have come from your broker Network who you referred to as people who you know they know your kid names and you vacation with them uh there are a lot of Brokers out there and um don't they all want to get on the bandwagon for Rolling Suds and uh how how have you managed to hold this to and I don't know are you talking about six Brokers or you're talking about 16 brokers who are doing the work no I I do Mo most of my work predominantly with one network as you know Alicia Visconti and I are very close um uh minut gentl thank you so I have uh I make it very clear to the Consultants when I start working with them who my candidate and my buyer is and who that who it isn't and I also make it very clear to them on how to present it to that candidate so here are the bullet points here's how I present it and also here's what happens if you bring me someone who isn't that person um and so as I go into the relationship with that consultant they have very clear expectations set of like this is you you can send me that person but I'm going to give them back to you and and here's why um but there's a whole element of broker management that needs to be done um before you actually start presenting your brand because otherwise you're just going to have a bunch of brokers who throw spaghetti at the wall and then you're going to waste a ton of time talking to the wrong people so you spend a lot of time I I met you I think at the Fran serve convention Lisa is a member of our Advisory Board and provides a mini internship to one of our students coming up in July one of my students will be there among all those uh Brokers and franchisors again so it's a wonderful uh opportunity you spend uh what percentage of your time discussing the world of franchising uh by Aaron Harper with Brokers uh so before I started selling patch boys I spent about seven months um developing relationships with Brokers trusting it was the middle of covid so we didn't have Broker Community like Network like we didn't have events so it was cold calling Brokers um and making sure they understood who I was most importantly and also that um I wanted to understand who they were as people um uh you know they're not just lead sources they're people um they have wants and desires and values and they like certain brands and they dislike certain brands and I think the challenge that some franchisors get into is he just thinks they're lead they just think they're lead sources and they're going to pay 30 grand or whatever and get leads and that's not the case um I have the lowest membership at possible but I have the deepest relationships um and so I don't need to pay the extra amount of money because it's it's a waste of money due to the relationships that I have and so anyone who's trying to sell units um or find franchisees needs to establish very meaningful relationships with the Consultants or the Brokers that they work with I think that's so important what you just said uh and again it takes a high eye to realize that this is um the way to go in franchising you you emphasize building relationships you have not emphasized how much money you have to be pay to be part of the network Matthew I I know we're up against the clock so Aaron it's a great story and I'd like to uh continue it in some way some other time probably Matthew thank you for having me I appreciate it this been great thank you gentlemen that that was hashtag awesome as they would say um so if anybody in the audience wants to stay in touch with Aaron or Professor Hayes here are their QR codes you could pull out your iPhones Andor Androids and scan those and it will probably link you right to their LinkedIn where you can reach out to them either of them so that brings us to the conclusion of this we have about two minutes to our next one not quite enough time for um any questions from the audience but I do encourage each of you to go ahead and connect with them reach out and try to um and try to ask questions these people have years and years of franchising expertise and they're both um mentors to me and I I look up to them both dearly so thank you guys it's been great appreciate it got it eron all right so our next session starts in about a minute uh it's Little Big Brand strategies and it's going to be a fireside chat session between Max and Jessica if max if you want to go ahead and unmute your mic and Jessica are you with us because I don't maybe I missed you in the audience I'm here yeah awesome yes ah you know I was a little worried there Jessica I'm not going to lie to you I I SK I must have skipped your name and I was I was I was freaking out a little bit I was sending an email or two so um all right let's jump right into it so for those in the audience who don't know who Max is he's actually the CEO and co-founder of the CMO peer talks community and promo Republic so he has dedicated his career to transforming the engagement between multilocation Brands franchisees and local communities with breakthrough marketing technology his mission is to drive franchise growth through the Synergy and Comm of Community and Tech um is that about right Max I read that for the people in the audience who might be illiterate just kidding yeah absolutely thanks a lot Matthew doing a great job moderating moderating the conference and thanks for the introduction yeah indeed we are on a mission to to provide uh to provide a stage for for experience exchange because we think it the risks and uh helps franchises grow and also makes makes franchisees succeed at a faster pace and uh also D them because they're entrepreneurs and obviously we we also help with with Innovative technology marketing technology developing our and your your speaker is going to be Jessica Serrano head of marketing at dig um do you want to introduce yourself or or Max do you want to introduce her uh yeah Jessica please please go ahead and introduce yourself yeah happy to so dig is a company-owned restaurant concept based in the Northeast we have 32 locations uh but prior to Leading marketing at dig I've worked in a couple of um traditional qsr Concepts including Burger King and uh Taco Bell so happy to be here and and share my experience kind of across both ends of the spectrum yeah thanks a lot for joining and thanks a lot for for being open to share uh the experience that you got in this amazing uh amazing career so here's really short uh the agenda at least the planned one I think we could we could go in more depth and we could have some some additional questions from the audience but that's that's uh at least the initial plan and of course we want to we want to learn from you and um uh especially because our our fight chat is called Le a little big uh brand strategy so you have experience with both now and uh I want to just Ki it off with the with the first question and as a marketing leader uh having those different perspectives managing marketing for for a brand with with I don't know eight billion in revenues with a b or something like that with a with thousands of locations uh and now helping um and how how you approach marketing at that level with that of of a size of an organization and um uh what what is the what is the biggest shift so how how do you approach marketing now being more Hands-On and being closer to to those uh uh to to locations of your of your current uh of your current challenge so please double click on that yeah certainly so uh the biggest shift simply put is budget so when a brand has you know 10 billion in revenue and and a marketing fund funded by franchisors in the hundreds of millions of dollars um you certainly have a lot of options and in large um franchised organizations like those uh local store marketing is really relegated at the franchise level uh and corporate is really you know creating toolkits and assets to help support that but a lot of that expertise is is left up to the operators and so um shifting into a brand uh at a smaller scale and earlier in its Inception I really had to um come to appreciate what it is that franchisors are expected to do when it comes to opening new um new restaurants and so you know dig was founded in 2011 uh whereas I came from brands that were founded in the 60s and have you know Decades of um household awareness that they've built nationally and even globally so to now be working in a brand in its infancy um I had to really learn how to build that awareness uh in a way that was really boots on the ground and so I I feel like I've grown so much as a marketer um in my ability to figure out how to break through with um with smaller budget so um you know one of the things that has been interesting in my time of dig is the majority of our locations are in Manhattan and so we have um pretty decent awareness in our core Market uh our our concept lends itself really well to Young professionals that are working in the city and are looking for affordable meal um that they can kind of come down from their office and enjoy and that made a lot more sense preo uh with covid a lot of those folks moved remotely and we had to kind of not only evolve our brand strategy but also our real estate strategy into more Suburban markets so I found myself opening three new States in a matter of six weeks um and I will tell you that opening you know the 19th dig in Manhattan is much easier than opening the first in Connecticut or the first in New Jersey uh or the first in DC where people aren't familiar with the brand at all um and I'd say one of the biggest things I've learned when it comes to new restaurant openings is to not just think of it as a day it really uh does come down to having kind of a pre opening strategy opening and then even post because it doesn't end once you open the doors for the first time got it so and uh did you did you expect that or you had to react immediately when the when the challenges of the new openings uh like popped up so where did you have to adjust on the go or did you learn it the hard way or you were kind of prepared for the for the for that type of uh I'd say I definitely learned it the hard way um and in some ways opening those three new markets was a little bit like Goldilocks and that um you know one I'd say we got just right one wasn't one was way off and one was kind of um almost there and so I've had to learn how much site selection um and competitive set like no no two openings is the same because of all the different uh market conditions so I definitely had ones where we opened and we ran out of food because it was so successful and then other ones that like didn't quite get it right and had to really focus on that post opening strategy so it's been a lot of trial and error um yeah yeah thanks for thanks for admitting that because it's a it's important to understand that things can can go not not not as planned and you also mentioned you open open those locations in states where the awareness was not so big so how could you transfer this value proposition and how did you kind of shorten the period to make sure people understand as as fast as possible what is it so special about dig yeah I mean one of the things that I did was we we did focus on the pre period so for example when we opened in Stanford Connecticut it uh we opened in April but in the months prior we worked with the landlord to do a popup in the parking lot and we uh gave away free produce and so we just you know popped up one Saturday I hired a face painter put some balloons up and we just invited people to stop by and we sent them home with a tote bag with produce and it allowed us to start having conversation with folks in the market around well what is dig and you know it at the time we were very um Farm to Table focused and so we were kind of showcasing our Farmers by giving away free produce and it helped to start planting seeds with people in the community that we were coming and a lot of that dialogue helped us to learn who the folks were in the community and it helped us to get smarter and prep for that opening um influencers I know that term gets thrown around a lot but there really is value in finding who are the folks um even on a micro level we're not talking about you know influencers with millions of followers but a person with even 2,000 followers who's focused on um you know Stamford new restaurant openings as their Niche can be really powerful person to connect with and so what we did was we had a dinner and we invited them to come in and we fed them and it really got that you know fomo um drum drumming up so that then by the time we had we were opening the doors there was a line of folks who were excited and and ready to come in and try it so um a big part of building that awareness is not waiting until the day that you're ready to open your doors to start building that relationship with the community um we also talked a lot to our neighbors so really just even going into the local um businesses and saying hey we're dig we're opening in the shopping center down the street uh we learned a lot from them and we've also found that other operators businesses are excited when new businesses coming into their market and it just helps them to also kind of spread the word and start pushing people into your um into your locations as well so I think the the weeks prior to the opening is really critical to drumming up some of that anticipation yeah so it's of course like different different understanding on on the level of Burger King of course an influencer with two 2,000 followers is nothing but here you go hyper local so you have the time to go to go into depth and to understand the context more and how the opinion is built in that specific community and then and of course you can you can do like more more thoughtful and more connected Lounge in a way and with that like connect with the uh with the with the local customers like faster and uh through the channels totally comfortable for them I think we're already covering the the second question about those local marketing tactics thanks for thanks for uh uh switching the for us and and uh how do you think it's um I think even opening the first store in a definite state it kind of sets the the standards for the future stores there and uh yeah so the importance of uh of making things right and creating the the real experience inside the store and also the communications around it is important and uh and um did you have did you have um like experience of the second store opening in the in the new state is it is it then easier when you have already won running yes yeah I think I definitely um in hindsight I really highly recommend kind of going a little bit deeper in in fewer markets than spreading really thin because it was really challenging so this year I've been really excited that we've been focusing on opening uh in markets where we already have a presence so we did open Georgetown DC last year and then this year we opened our second in what they call the DMV area but Asda and it really helped to now kind of have a story that is hey this is a market that we want to build deeper Roots into uh so I I definitely have felt the ease of focusing on you know opening second and third and in one Community um as opposed to coming into uh multiple communities with one location yeah that that's encouraging so it it becomes easier at some point until you go for the new market right yeah yeah yeah I definitely think new markets um are even more challenging for sure got you okay so if um if anyone has uh has additional questions on the local marketing strategies please po post them in the chat and now we're uh we're moving from local marketing hyper local marketing tactics to uh to the use of of TCH and marketing technology so in in your experience uh of working in in the companies and in the companies multilocation companies of different sizes so what what is the difference in what role March played and how is there is is there indifference how how you use and how you select uh technology stack and these different definitely yeah so you know Taco Bell is a part of yum brands uh Burger King is a part of Restaurant Brands International you know when you talk about these um multi-brand conglomerates they often have shared services uh because they have multiple Brands under under one organization so they benefit from a lot of economies of scale uh when you start talking about smaller uh Concepts typically um you know you don't you just don't have the benefit of of scale and so these decisions from a technology St St Tech standpoint can be um really daunting and and challenging and I I'll tell that when I joined dig uh we actually did have quite a bit of custom Tech and it's that might seem counterintuitive but it was partially because um the tech stack just wasn't as critical in the restaurant space at least um in fast casual preo so much of the business was still uh dying in so it was almost it almost made more sense to just kind of build something custom because it wasn't as integral to the business and obviously that's changed significantly uh but at the same time the other thing that's changed is a proliferation of restaurant specific uh Tech Solutions and so my tech counterpart has done a fantastic job over the last call it 18 months it's been a very long project to move us into more outof the-box solutions and we're just so excited by that because when you have custom Tech you know the the pro is that it can you can make it exactly as you like the con is that costs a lot from a Dev standpoint if something goes wrong it's kind of all on your um in-house team and so by partnering with um existing and proving proven restaurant Tech solutions kind of have this whole support system and you're really sharing the economies of skills of other small restaurant chains using the same technology so I'd say in this climate um buy is definitely the preferred option versus build yeah and you said improving and proven I think both both is right because because they're proven but uh because there are many customers and there's a lot of feedback and of course it's it's constant flow of innovation you don't have to pay for uh as if exactly if you if you would have it um if you would have it yourself and um do you see an opportunity of um so how how do you see the usage of marketing technology uh do you prefer to use it like an centralized or uh do you see that the technology became so easy to use that location managers can actually do part of the local marketing themselves that is a really good question um and not an easy one to answer I think uh the answer is different for every organization uh dig our concept is um we pride ourselves on scratch cooking I know a lot of people say that but um it really is true all of our locations are run by Chef operators so we have quite a bit bias towards letting chefs chef and really having them focus on uh the hospitality and the the food quality within the four walls of their restaurant so um in exchange for that our team tries to bear as much of the responsibility as possible on their behalf when it comes to local store marketing um you know we always have this debate even with things like Google reviews who should respond should it be the operator who kind of knows the exact dynamics of what happened in the rest or should we manage it on their behalf we've chosen to manage it on their behalf so that they can focus on their restaurant but sometimes I may reach out and say hey this you know this review was oddly specific about this situation um and get their input or I may reach out to them and say hey this customer is really upset I think you should give them a call yourself but for the most part we try and manage it on their behalf unless there's uh an outlier but I could certainly respect why some organizations choose to do it differently there's no there's no one answer yeah yeah no I agree I agree with you still like multilocation companies that own all the locations uh of course want to have everything streamlined and under control because they value brand a lot and it's all about uh the economies of scale and how you standardized process processes on the other hand of course uh we know there is franchise where those organizations are actually by Nature are forced to do distributed marketing and of course that brings a lot of challenges but some of some of the some of the locations they they just perform so well because they they somehow find this recipe of being hyper contextualized and localized I think we discussed this case bigger bigger company that bought back like it used to be a franchise and then it went to centralize and it bought bought out most of the locations but some of them stayed franchise and uh their their marketing performance still stands out uh yes however the standard level for all the others is much more even and and the the average Performance Marketing performance of all location of course grew so it's always this type the this type of um like dilemma and uh and of course we work hard to make sure uh marketing technology will be as automated and uh as as compliant on on multiple levels both on corporate and on location level so so also centralized run organizations can rest that local marketing is actually done locally but the right way yes yeah totally I mean there are a lot of tools now ai automation that help at least that you don't even have to start from a blank slate and you can even train it to make sure that it's uh within brand tone and and I think in in the case that you described um the role of the franchisor in that situation is to be observing and creating case studies around which are the operators that are having the most success and then sharing that with the rest of the system opportunity showcase best best-in-class execution and hopefully not not not just sharing the experience but actually reverse engineering it and then kind of putting it into the AI that helps to enable locations so but that's that's at the moment kind of a everyone's dream but I think it's going to be fulfill faster than than than we all think and uh and of course like moving to the next uh to the next part of our of our discussion so it's actually Q&A but maybe we can start with uh with the Practical advice for operators so what what type of things so you're now working really close w w with everyone and I'm sure you know all of the all of the operators within within your yes location company so so H H how do you collaborate what uh what works for them dealing with the challenges what doesn't work so maybe you can give some practical advice for operators yeah when when I'm um interacting with uh my operation counterparts and restaurant leaders my role is to really listen for what are the themes around that are unique to their location uh you know are they near a college are they seeing that it's mostly families and so then once there I have those insights then what are the right tactics to support them and I will say that I I think sometimes people want a Magic Bullet right when sales aren't where they need to be but the truth there isn't one and um the best path forward is just to start um and better to come up with in a brainstorm 10 ideas and just start trying them and coming up with quick learnings around what works and doesn't than to wait for some you know perfect perfectly crafted strategy so you know uh there's been a couple instances over the last couple years where we've had maybe a restaurant in particular that was underperforming and my my reaction in that is well let's get on the phone let's brainstorm okay let's Come Away with 10 things and who's responsible for each one like put a accountability lead on each tactic and manage it so literally put it in an Excel file and even try and put some kpis around it it doesn't have to be perfect but how will we how will we know we are successful example hey let's do fundraising okay you Bob you're in charge of that tactic how are you going to go rent it down go find 10 schools 10 hospitals send them an email we will feel successful if we do three fundraisers this season and how much money did we donate how many people do we think tried it let's do a promotional code for you know um the college around the corner how many redemptions do we get just start bulleting out a list of tactics and try measuring them and when something doesn't work you cross it off the list you fill fast and by the end of a Sprint like that if you walk away with three proven tactics that you feel help move things in the right direction then then you found success so that's my biggest um suggestion is just start and um and check in often you know create a weekly accountability meeting and uh and that's the only way that you'll really start to feel um progress in the right direction is trial and error kpi setting and accountability um checkpoints you're muted Max yeah thanks a lot ma uh thanks a lot Matthew yeah so that that really sounds like an advice for for like for a startup which which uh new locations actually are and uh uh yeah so uh better better to try try out and fail fail fast than rather than uh plan plan forever and go like o o overanalyze and uh so decisiveness is the best um the best strategy speed speed up things yes I I think that we have enough time here to hear from the audience uh can I get some questions or will we have to sit here in silence again as we did earlier hey uh Jessica I had a question um was two questions actually the first one was with regards to attribution how do you think about attribution how do you use it uh how important is it to you it's pretty important to me so there were certain tactics that I may do um that I believe Drive uh awareness but I don't have a great path to attribution and so there there will be a handful of those things because just based off of years of experience there there are certain things that you just kind of know uh move the needle but you can't quite measure but it's really important to me to have a healthy balance of things that that do um and so uh a case in point would be you know I I had a in Harvard Square that was really struggling and I started doing these um trial days and I did it at at Harvard they have like houses they're they're kind of like dorms and I started we started reaching out to these houses and saying okay today's your dig day you get to come in you get a discount off and the problem was that I was doing it off of walk-in and I wasn't really able to to calculate how incremental it was right so then optimize that and for the next wave we started doing them as pickup codes so then we at least had more traction of this email address came in on this promo code but then I was able to track their repeat rate over time and prove out the ROI that it was worth it that giving that free food um actually drove um not only conversion But ultimately loyalty so I do think that it's important to have a balance of kind of awareness tactics that are harder to measure but also ones that you have a pretty clear uh line of sight too yeah that's that's actually really quite helpful uh the other question I just had for you is with regards to just how noisy uh messaging is becoming uh that people are just overwhelmed with a lot of noise um how are you thinking about that and how do you get through that that's yeah that's a great uh point and I think that's the balance of you know brand versus performance um so a lot of what we're talking about is more in terms of the actual conversion but it's important to also invest time in making sure that you have a brand point of view that um stands out so there's two different ways to talk about discounts right I can talk to you about a BOGO and so can a hundred other brands but if my brand tone allows me to say you know you and a friend eat free bad example but finding those articulations that feel you know dig for two maybe is a way of saying okay how do we do it in a way that feels unique and ownable to our brand so always find trying to make sure that we're not positioning discounts in a way that cheapens but feels like an ownable point of difference um that's that balance between brand and and performance that we're always trying to strike um we're always trying to achieve well that's great thank you I'm sorry I'm writing furiously um that that is that it with phenomenal questions we have about five technically 10 minutes till our next session um does anybody else in the audience have any burning questions don't be shy if nobody else does I have another one actually um I was wondering if you can maybe speak to a little bit about how your methodology of marketing has evolved over the past years like how are you changing in terms of how you think about the the the way to do your job yeah I I love that topic uh one one thing is focusing on to of funnel and so you know one of the things uh that I learned when I joined this business I I mentioned briefly household awareness so there was a study that the team had done that showed that we had relatively low household um awareness in our core Market in New York City when I tell my colleagues in my brand that they're surprised and it's because we all have this this proximity bias that you know the people around around us oh yeah I know dig well that's because they're people similar to you that fit our profile but when you think about New York City there are 5 million uh adults in New York city so what percentage of them know about our brand have tried our brand have tried it more than twice consider it to be in their top four you start to whittle that down it's a very narrow group of folks and I think a lot of marketing Theory focuses on trying to get those hundreds of thousands of people to repeat one more time but man the truth is how Brands grow is by focusing on getting those five million people to try once and it's hard to do that and it's a lot cheaper to convert uh a loyal fan into one more visit but but it really is about top of funnel awareness and so that changes the way that I talk about my brand when I focus on top of funnel because I believe if I get more people into try the Loyalty will follow um so if I talk about my menu in language like hey come try the new winter menu who does that really speak to it speaks to the bottom of the funnel because in order to be excited about my winter menu you have to know that oh dig launches a new seasonal menu every three months and I love dig and therefore I'm going to love the next thing on the menu so this winter we talked about try our new crispy chicken that's a different way of talking that that is more broadly appealing to whether you've tried dig or not you're seeing this really cravable chicken come on in and try it and then how do I do as many trial driving tactics as possible to get people in the restaurant so I'm a a big advocate for focusing on top of funnel over frequency what's what would you say like one super tactile maybe it's something uh like influencer marketing or something that you've done that's a top of funnel activity that everybody in the audience can take away from um could be something gorilla could be something tra you know traditional what just something very tangible that they could take with their pause to build off of that specific example so one of the things that we did was uh for that winter launch is we did crisp or hour again to this point about how do I break through all the noise so I wanted people to come and try our new crispy chicken so what I did was between the hours of two and five I did a promotion where you can try the crispy chicken on any dig bowl for only $5 now I picked it I put it during a window off peak where it wasn't going to cannibalize too much of my business but it definitely drove incremental business and in terms of how I calculated that I looked at the sales during that window in the weeks prior versus uh that promo period and and saw the lift there um so that's just a an example is trial right is hey I want people to come in and try this how can I lower the barrier well here's a discount but you have to come in and try it during this very particular period just one it was one hour uh on on one day just to get people in the door to try a new product I'm hearing a lot of um of accountability right earlier you spoke about um if you're trying to make change putting one person in charge of it and then just doing actually doing those things and same um could be said I think about the trial so I think that is very uh very you know smart goals right we all we all hear about them but um I think with that point um max are do you have any closing remarks for the session uh I actually have one one more question I just need to ask it because we touched the the data question and the the analysis of the funnel so and I see that more and more uh more and more companies and Brands they are like just visiting those uh um conventions and events most of the most of the speeches are of course about AI but also on how to generate quality data how to use uh more data in making marketing decisions how to uh how to make sure you can you can get uh like some actionable insights from from the data so other and uh any other examples on on how you could generate uh generate data and use it for your for your decision so what what type of kpis what type of data sources do you use in your uh day-to-day work or maybe in in a planning yeah I mean I everyone at least has the benefit of of their sales data I would hope and so at a minimum I think there's a lot of richness and just even looking at sales which items perform best which day Parts which channel um all of those insights are at a at a minimum and then on top of that to the comment around you know Tech stack there are a lot of other tools that can help take that data to the next level uh you know loyalty is a great one I mean the real reason why everyone does loyalty is because it gives you first-party data about your customers in a longitudinal manner so um I do T we use thanks as our loyalty uh partner and I'm able to see a lot of really rich insights um through through that data so I'd say you know lean into your Tech stack uh for those insights and and also you know don't be afraid to really be quite insistent with them about walk me through it help me to understand it extract as much value from those relationships as possible because um they have a lot of resources on their end and uh and if you are insistant they often are are willing to help you more than you might realize but even if you don't have all of that just spending time within in the sales the the sales numbers uh can be quite insightful as well yeah thank thanks a lot and maybe last question is about the the future plans so what what what are the midterm and long long-term things that uh that you have uh that you have in mind and that inspire you because I see that like more connection to to locations and to operators inspires you a lot so you see how your how your advice and what things you do uh the things that you do are actually helping them and and you you feel like your decisions move the needle but what's the what's the big goal and and Midterm long-term goals that are uh inspiring you yeah I mean I I absolutely love what we do I love this business um I think there's something so amazing about um the power of of food and how it can bring folks together um in terms of our goals uh it's to scale so looking forward to putting you know more units into the ground over the next several years and to continue to build the brand love uh that we've just kind of started to percolate in Manhattan to to New Markets as well but you know I've really enjoyed this conversation and I I'm happy to continue the conversation uh with anybody who maybe didn't want to ask a question in this format um feel free to reach out happy to chat this anytime yeah thanks a lot for joining was a privilege to have you thanks for sharing all the all the in uh all the advice and yeah like the whole America needs dig as fast as possible so hope you faster than you especially Florida right Jessica we're coming to Florida next we all agreed on that yeah yes so that's the next Market we're entering if any if anybody in the audience is in Florida so um please guys uh connect with these people uh their wealth of knowledge seriously take advantage of it only you know in these franchising types of communities do you get to speak directly to um industry leaders I mean it's not it's not common so please please please take advantage of it um and with that a massive massive thank you big hugs and we're rolling into our next session which is titled women um which is in conjunction with women and franchising and the title is who runs the world and as you can guess um the answer to that is women right so I think it's a Beyonce quote but could be wrong about that so it's going to be a 40-minute career talk women stories and franchising and uh like I said the title is who runs the world so here's the agenda um what sparked your franchising Journey uh our speakers are going to we're going to be hosted by mateline suus so please go ahead and um unmute your mic and take it away hi everyone uh I think I know most of you here Tony you're crushing it with the uh the daylow over there I love it um well I'm happy to be back I haven't hosted in a hot second so uh I'm excited to do this panel specifically um my background is as follows currently a multi-brand multi-unit franchisee of four different Home Service Brands we have upwards of about 50 units in the Philadelphia area currently the interim CMO at premium service Brands we've got nine Home Service brand 600 franchises across about, 1300 locations um and I'm also the founder of Fran careers which is which is an executive franchise recruiting firm and also do a lot of marketing and business Consulting in the franchising world as well so super excited to be here have all the sides of franchising successful locations failed locations Acquisitions you name it um and uh joining me we'll we'll pass the buck right over to one of my mentors and and someone who I consider a dear friend well all of them but uh Diane please take away good to see you all and thanks so much for having us and of course I got I got uh reached out to about I wanted to hang out with these group this group of women I'm like are you kidding these are my friends and we would be friends in real life I like to say not just in franchise life so uh it's always fun to sit and talk with other powerful women that are in franchising um right now I am the COO of wise codings we're an emerging brand we have 33 locations we're going to finish this year at 50 and then it's in finished next year with 100 um as everyone knows the the big uh the big balance is finding the way to franchise and get those get all the sales in but make certain the corresponding operations and support are there at the same time that's something we're working very hard on to make certain that we provide that good balance so our our franchisees feel well supported and taken care of I found my way to franchising I kind of I stumbled into I'm so curious how many people stumbled into franchising didn't anybody everyone everybody stumble in I think that's our way right we stumble in and so I stumbled into it but I've I've had three what I like call three careers I was in Corporate America I owned my own meeting and event planning business for a while and then I've been in franchising now for 24 years and some of those careers kind of coincided with each other with each other because my experience level would be that I'm 167 years old but because I've been done so many things in these different areas at the same time but I've been in franchising 24 years I helped Shannon Wilburn with Just Between Friends grow the brand from one little crummy location in Oklahoma to 160 in 32 states and now I'm doing the same thing at at WISE codings and it's really been a lot of fun I love being in this particular uh I'm in home services and for those of you who are women in in Home Services you know that it's um it's where there people say that I'm I'm a woman in construction now because you know we do a lot of work in people's garages and fall kind of in that category and I'm thinking never thought I would be considered to be a woman in construction and yet here I am thanks for having me moving on we have uh Ashley Mitchell who we are uh I swear we're like uh sisters but unfortunately Pennsylvania is bigger than I anticipated so we're actually a couple hours away but she is the VP of marketing over at East Coast Wings and Grill so we're going to flip it formerly with uh streamline Brands now with East Coast Wings and girls so she's got the uh the youth Market as well as well as the food market covered Ashley thanks for coming on yeah thanks for having me and yes we are too far it's like so close to it so far um so as Maddie said I'm Ashley so I've spent my entire career in marketing Communications roles I started franchising when like Dan I fell into it um in 20 in 2014 um after about six or so years Dent with the Walt Disney Company so my franchise experience as Maddie alluded to kind of spans consumer marketing franchise development marketing mergers and acquisition both acquiring and being acquired by and working with different private Equity firms um I've been a fractional CMO with a handful of Brands and a variety of Industries youth enrichments dudy Concepts qsr B2B Services Home Services um and I currently lead all things marketing for East Coast Wings and Grill love it and then rounding us up we've got Tony Tony thanks for joining Tony is a I don't want to say new on the space but very very recently started to gain a lot of popularity with um you know how great she has been at at coaching others to succeed so I'm really excited to have her on here thank you so much Malin I just got a caveat I am not going for the sexy the lights just went out in Houston's getting another bad storm so I am by cell phone light and battery on the computer if I drop off y'all know what happens so my name is you're making it work it making it work and so and it goes with my brand Tony Harris Taylor I'm the CEO and founder of drastic results see drastic not just drastic but drastic results marketing and sales coaching where I partner with franchisors to teach their franchisees how to show up be up follow up so they can blow up their business I'm also an author by that same time title I am a award-winning franchise multi-unit franchise owner with network in Action Network in action just for your point of reference um is in the category of BNI but different um I like to say their burgers around ours are square but we have um and I run a franchise supplier group as well so I'm happy to be here and honored to be asked awesome well I might go a little bit off script but uh promo Republic knows that is the Maddy way so we're gonna get right in here and instead of just talking about sparking there you go sparking the is that that's better yeah exactly I think what is going to be kind of some of the most beneficial talking points for the people on here is is less about us and more about the how and the why for women in franchising and I want to focus on something that Michelle and Courtney and Eric over at franchise business review focus a lot about on and have a report on it is top franchises for women and as Diane kind of alluded to it wouldn't be you know the stereotypical you know Consignment children but a lot of it is in Home Services uh one of my biggest brands made pro is there as well um so it really spans a lot of Industries and Ashley I want to start with you on what does it mean to be one of the top franchises for women and why is it important that we pull that that kind of list I think it's very apparent for those on this call that we realize that you know while there is always going to be a you know maybe a pay Gap or we're still always fighting for equity on you know the female the male side of things I think franchising for the most part has always been very uh welcoming I have never felt like we didn't belong at the table but unfortunately for most of society you know that is something that women will continue to battle along with other segments of people so why is it important and why is uh that we pull this list and why is franchising so great for female entrepreneurs yeah I mean it's super important because it shows that your brand is to madd's point welcoming um to everybody and it gives you that diversity of different opinions we all see things from a different length for various different reasons and so if it's something where you can say we are a best franchise for women it shows that you value those different perspectives and you don't just want cookie cutter the same exact franchisee you want men you want women you want people of different ethnicities like all of those different things are so important to having a well-rounded franchise brand because those are all the customers that you're serving you're not serving somebody that is the same as everybody else every single person is not going to be the same you need to have those different perspectives and opinions on your team from your franchisees at your executive table to make sure that you're all of those points and not just going in so narrow focused I agree and and Diane uh talk to me a little bit too because you talked about Fran Dev and you know why it's important to Ashley's point to bring on different segments of women you know are women one of your target audiences I know for for MaidPro we often made these kind of I guess we'll call them avatars where one of them was the mom that wants to make it home in time for you know their kids soccer Gam the other one you know one that's empty nester and ready to start their own career so is that something that you look at segmenting Dian Maddie of course you gave an amazing example right there because what what the example that you gave is that we can't make it in business on the one cookie cutter type if you haven't looked around that cookie cutter is looking a lot different these days right and so if you think that it's well we don't we we have this one Avatar that's who we're going for well certainly in the case of it if since we're about running about a 5050 male the female I guess if you don't mind not getting 50% of the business that's available out there and when you look at people of color when you look at people of different varying ages I mean we want them all right we want to be able to appeal to all so I know one of the things that that we've worked through and now my third franchise company is to di to certainly identify your primary Avatar I don't think there's anything wrong with that who is the most likely person that would be coming into from a franchise development standpoint who would be most likely to own this company and then but then finding your secondary um avatars also because there's so much gold in those Hills and um you know I know when I was working with jbf we were our primary Avatar was a mom aged 25 to 35 years old that's who it was but what about all the grandparents that raise kids now what about all the single dads what about the dads that have you know there's there's Dad couples that have kids so we were only I guess we didn't want all those other people's business but don't we want all their business plus this we want them to feel welcome that they can be a part of us and I will say at WISE codings you know where traditionally it's man we have two female owners they are rocking it and they're incredibly good and so right now that's our focus is to be certain that we are getting the identifying those people who it is that is the most likely person to be successful with us the wonderful thing about franchising as everyone knows is yes you work like crazy but you do have the flexibility what's the the latest survey 50% of the people go into this now because they want control and flexibility over their own time and that's something that regardless of what gender you are what age you are that is very appealing to all of us yeah and you made a good point on like who your Target customer is so one of uh premium service Brands is prolift garage doors and we're talking garage doors like you would think mail all the way you know who the primary uh purchaser is are the females they're the moms and one of the reason being is that one of the biggest uh causes for accidents when it comes to outside the home is garage doors falling on children falling on pets um so I I really encourage you as well when you're describing not only the offering that you know your your product or your service brings to families and women and men but also you know how does that benefit you from a franchise development level oftentimes I consult with a lot of franchise brands that you know we so good look at this look at this press release we do this we do that but what are the benefits for your your owners and if you're segmenting them out you know often times and I know I've got three young kids and it's amazing the amount of emails and calls I get from the School versus my husband and we both have the same we're both listed as the primary so it would behoove me to not at least say that one of the benefits would be being home more being more active and and those are the kind of pain points those are the kind of benefits that your potential franchises want to see that often times a lot of other career opportunities are not giving or not be vocalizing to a lot of the segments of people and you can even say you know to uh people with disabilities people of color I know that um the IFA is doing this Ascension program that's really really great to bring even more diversity into franchising so I encourage you to not only do it but really uh hone in on the reasons and the details and the benefits of why we want diversity not because we want to be able to put stats on the scorecard but because we truly understand that we're benefiting all sorts of different lives so Tony talk to me about how you coach franchises what or or and franchisors what about ones that might not be um you know one of the top franchises for women what about the ones that you know maybe they're only employing men or they're not appealing to their entire target target market and to make things a little uncomfortable because that's what I do I uh am a uh consultant for a brand and they are a franchising concept that deals with kind of CH watching the children if you if you will and one of the franchisees is black and said that they only want to Target black women-owned businesses and networking capabilities and it can be hard for franchisors to tiptoe around that and say well if you only do that I respect that you're black I respect you've got diversity but you're also going to segment out a big portion of your potential customers so how would you kind of uh approach that for for franchise or that might not be as uh inclusive but not necessarily but more by accident so thank you for that question I appreciate that um when I first came into franchising I was literally shocked that of the lack of diversity and I I talk about it openly like you um the lack of diversity and here's what I know for sure the franchising world is not networking and showing up where women are people that don't look like them are and the only way you're going to reach a different demographic is to show up where those people are and I get it that you may be uncomfortable and so you've got to learn how to show up there or have people in your friend Dev world that look like the people you want to Target and can speak the language and show up in the rooms now I'm all about getting uncomfortable getting drastic and so in order to recruit a different demographic no matter who it is you got to be in the rooms where those people are um and to speak to that that franchisee who only wants to Target a certain demographic there's no difference than you know white males only targeting white males you're leaving out a lot of money and listen we here to make money and so I would coach her on and it's probably her comfort zone it's back to people are staying in their comfort zone instead of hitching Your Wagon to someone who can show you the way or being there with you to help you navigate so my goal I'm relatively new to franchising five years um but my goal is to also talk to Fran Dev teams about how to network for diversity because if we stay the same it's not going to win you're not going to win our population out here looks totally different than it does inside of franchising and so I'm actually on a mission to bridge the gap help y'all I'm in Texas help y'all Bridge the gap between the entrepreneur ecosystems out here women blacks Hispanics Asians out here and bridge the gap into franchising it's all about getting out your comfort zone finding people who are connectors inside those areas you want to be in and then building relationships showing up and it's amazing how things will transform so actually just well I was gonna say just to piggyback on that like I do think that franchising has gotten a lot more diverse in the time that I've been INF franchising um it I'm not saying it's there all the way and it has a long way to go obviously but it has you know from the first time that I went to a franchise conference 10 years ago to now there are definitely more people that are in those rooms than were more types of people um and I think that that's great because I think that what that says is that people are raising their hand and willing to do it and do the work to get involved um so I think we're making steps in the right direction now I'm gonna call out someone who's not on the panel but I think would have very good Insight Marian Murphy who you was with floor coverings Inter National forever um I want to ask a question about a lot of this is going to fall back on you know transitioning a little bit more to Consumers but um your business coaches and having to have tough conversations so I have been in the room many times where I've been told on the phone well you wouldn't know you're too young or you don't understand you're not a business owner and in in many cases said it without saying it that either I'm Asian I'm a female who knows right but how can your coaches approach situations like that when maybe franchisees don't want to hear it or maybe they're not um open to necessarily this learning from someone that might not look like them you know how would you coach your team on ensuring that you know you're getting through to everyone and I think the easy answer would be like oh well that franchise you would I would never approve them there's always going to be those ones in your system you just you can't avoid it there's a lot of cooks in the kitchen and franchising is emotional so it gets to a point sometimes where the tough conversations need to be had and and to Tony's Point getting out of your comfort zone so what is your suggestion in terms of you know whether it's coaching your coaches or coaching your frev maryan on having those tough conversations to ensure that there is a balance of power and equity in your organization yes that there's so much in that question but thank you for asking um yeah I think one of the things that I found probably one of the most successful um opportunities I think that there is in franchising whether you're an emerging brand or an established brand is the closer that you can keep franchises together and holding accountability to each other as opposed to uh like brand compliance or any of those any of those like um the stick in the carrot kind of thing when franchises hold each other accountable to marketing efforts uh market share um you know any of those types of things when there's that type of accountability there's also that type of help and I often say that you know you want to see somebody get brand compliant in a local store have them invite 20 other franchises over fresh paint never went up so fast right so I think to as a as a business coach to the extent that and and some you know some people are newer to the industry they're younger or older you're to Old you don't know what's going on to the extent that you can match up small groups of franchises for specific Sprints or specific uh challenges right have a very defined beginning purpose beginning end outcome Etc put them together and then be more of a facilitator of what is happening and what's going on whether somebody's trying to Garner better market share whether somebody's trying to Garner more diverse market share putting franchisees together for the creative thinking and accountability it's like okay you said you were G to go do this but you didn't do it so why are you still whining and that's coming from them that kind of peer pressure kind of folds in and it kind of takes the pressure off because then on a sideb business coach can step in and say okay your your little group there kind of beat you up I feel bad how can I help right so now you can come in the back end and help get them to move so they are moving the direction they want to move in I love that that's great advice and Diane I want you to kind of piggy back off that because if anyone you are one of the biggest champions of having a correct culture I I'm under the guise of yes there is a such thing as good culture but I also think that it's a scale and it's more about having the correct fit so you know how does that play into you know when there's tough conversations building a franchise guys uh from the ground up and also might be running into difficulties ensuring there's Equity there's diversity and making sure that that culture remains inclusive from the top down good question and Maddie you know early on in my corporate career you know I worked for companies like marott and Hilton big companies they didn't get that way by just waking up every day and figuring it out they were very intentional and culture as an area where both were intentional and I can remember when culture began first used to be to be discussed because I've been been in business a long time and they were talking about setting culture and I was really having a hard time finding a way to make that tangible to me because I'd always seen the words right they're hanging on a wall at the home office right all the they're in letter they're on letterhead they're in um they're in emails they're all they're on social and this really wise person said Diane all culture is I I'll always I'll never forget this it's who we are and what we stand for he said start there to determine your culture well that's one of those things that is simple but it's not easy because who are we and what do we stand for because if we're not if we say we stand for diversity and inclusion and we want to work with people like us and we look around and everybody looks just like us I don't think we stand for that I don't think we do and so we have to start somewhere thus so I would say when it comes to setting the culture is make up your mind we are not going to be doing things the same way that it's always been done just because it's the way it's always been done we're going to do this and be intentional because I will tell you if you're gonna if we're if we continue to do things the way they've always been done especially in the area of culture and when it comes to reaching diverse audiences we will be in a room by ourselves one day and won't know how we got there we will look around and go where did everybody go it changed you did it life changed if y'all looked around lately outside franchising it doesn't look like we look in those big meeting rooms does it look anything like it it's the only place I go where it looks like that right now and I'm not saying that to bash on franchising I love franchising I'm saying we have work to do so who are we and what do we stand for and do we want to reach people that are that are different than us and I like what Tony said in having the hardver conversations if those con conversations are hard for you that's okay then start having them anyway and let's figure out who we are what we stand for and what we're going to mean and believe and do and set that way and if we're not hitting the mark there we need course correct and figure it out because what I what no one has any time for is someone telling they're one thing and they're another because mdy you and I have walk to that road and ain't nobody got time for that and so that is an where I I mean that is an area where in this next gen coming on they can smell a lack of authenticity a 100 miles away so this is an area all of us need to do our reflection on and be certain that what we're doing matches who we are and what we stand for and I think it's good to be reminded you know last night my husband who's notorious for picking just terrible movies I don't want to watch put on Money Ball and I was like I'll watch it and it resonated very well because I'm right now in in some hot water at PSB in terms of of metrics and you know we're trying to figure it out and and and make it work but I also think that franchising as quick as we can turn things around and as many levers as they can pull it's always a process and it's the same thing no matter what and I I often say that franchising lives in the gray area because we are not all corporate where one lever changes everything and we're not all you know small businesses we're very much in the middle and it's very much intertwined with emotion so as you're dealing with people whether it's bringing on Fran Dev and their life savings hiring people you know coaching to diversity you know these things take time nobody likes change and especially a system that has been around around for a long time um so you know it's a definitely a good thing to remember that these things do take time and and I think that there's a lot of um franchises out there that might say oh that's not me or I don't need to do it or you know the big guys aren't doing it I had a podcast within I think it was like six months ago with the chief franchising officer at McDonald's literally the most famous I'll ever be I was like peeing my pants I was like so nervous and they just recently and I'm sure you've seen it on on LinkedIn but are allowing for the first time in decades new franchisees to come into their system oftentimes they just grow with who they have or they have big buying groups they want to increase the diversity they want to provide more franchising opportunities for people like us not just these large buying groups or people that have been legacies in the system and and to that I say if if McDonald's is going to do it why can't you right there's a reason they're doing it and at the end of the day there's clearly money to be made because I understand that it's business but it's business intertwined with the most people imaginable and I think that's tough and and on that uh Ashley I'm want to put you on the spot and ask you know what is one of the hardest situations you've been in being a female whether it's in business or in female in franchising yeah um I mean there's been quite a few but honestly it is you know so it's it's when you have to speak up into exactly what Tony and Diane were saying about like those hard conversations and being uncomfortable it's those moments of where I've been at an executive table of it was the boys club they would not tell you they would admit that it was the boys club even when I called it out it was oh that's not the case and I'm like then why are the four of you going golfing there's four of you and one of me and the four of you are doing this weird I don't golf but that doesn't mean that when the rest of the executive team is doing a nonwork function going golfing but I don't even I find out about it after the fact that means it's a boy club like that's intentional and like and so calling those things out it's very uncomfortable because you don't want to say that to your CEO or to the rest of your executive team that this is what you guys are doing and you're actively you don't even realize you're doing it they're not they weren't doing it to be mean spirited anything like that they were doing it because that's the world that they live in and they didn't realize that that was even happening maybe subconsciously some did some didn't I mean obviously got back to me so one of them thought that it was a re a thing that I should know um which is positive on that side but it is being able to speak up in that situation where that's hard to do and but that's the only way that we're going to make make change is you have to be comfortable getting uncomfortable um it's never going to get easier but you have to just do it or it's going to stay like that forever I love that and Diane what about you well I I love where this conversation is headed and I the thing about and men and women working in in the workplace I've been in the workplace a long time early on I'll never forget me it's just not franchising but many years ago I had a sick kid because M MADD to your point you're the one who's getting the call right and I was actually a single mom at the time and I'll never forget my boss looking at me goes man you need to get a wife for that kind of thing and um that is you know that that was it was just a male Centric environment and I will tell an area that I personally have struggled in this is kind of sharing a little probably an overshare but I think everybody here can handle it but I'm pretty emotional about things and franchising as Maryann stated is is an emotional thing and because you're talking about people's lives and livel hood and their families and I can get emotional and if there's an area where I think we need to grow in business in general and INF franchising as a whole is in the area of handling that it can get emotional sometimes and that that doesn't mean I'm a I'm a it's a female issue here you know that you know because I can get them I'm when I if I told someone the other day I have two I I have two ways I go emotionally I'm either like this or I'm like this you know over franchising because it's I I feel the pain of these franch franchisees is knowing how to process that emotions can also have a place at the table without everybody getting worked up about it because I get that way because I freaking care that's it I'm not doing this because it's fun I wish I wouldn't be doing this right Ashley amen you wish you weren't doing this 100% I don't want you be doing that but I care and you know what PE it seems like we still don't really know what to do if someone's getting little teary little break in their throat it gets everybody's like you know all everybody seems kind of get shook up about it why can't I and I don't know I've questioned this if is this because it was such a male-dominated world for so long there was never a place for emotions at the table because that's just not we're the we're equal but we're different this is a difference and I wonder about that it we just never felt like it was okay but I have times I get emotional I quit apologizing for it because it's because I care and I'm gonna leave it at that I love that and coming from someone who's the complete opposite I I can appreciate that because oftentimes I'm the one that's like callous and coldhearted when really like I care I just was born without tear Ducks I don't know what to tell you well we need a we need balance of both you know what I mean if everybody was around the table crying it'd be a bad deal but but if people get emotional over the over business and I get emotional because I care and I I I I look at the franchises and I see the fear in their eyes and I just man I just my heart hurts for them and I just want us to be able to respond to that kind of thing and Maddie if yours comes across that you come across like you're not having the most emotions that needs to be I'm gonna I'll save that for another one but um that that needs to be okay too we need to be able to accept that that people have a different response and that all responses are valid and they're okay and I think that this also will go down and andtony don't worry I I'm I'm coming to you too but I think that this also goes down to how important it is that we know our people and that we're putting the right people in the right seats and the franchises in the right areas and in the right Brands as well so whether you're you know a consultant a brand A supplier not every business is the right business for you I know that typically it's dollar signs dollar signs dollar signs but that can quickly go the other way if you have the wrong people in the wrong seats and so a quick piece of advice is you know we started implementing the dis profiles or the personality assessments and that is a great way to figure out who's going to fit into your system who's going to be successful in your system because you can on the Fran Dev side you can compare them to your top performers or not that it doesn't care if you're a female if you got five legs 12 arms they're going to judge based on how you think and how you act and you can also do that for your uh you know your internal culture are they going to fit are you looking for someone that's a doer a Visionary so while for me it always seemed very fluffy and cliche and like I'm as type as they come like I got things to do don't make me take this personality assessment that thing was spoton so you know we found a lot of success about that because there's a lot of human error and there's a lot of of of space for growth especially when it comes to everyone working remote and maybe not all discovery days are in person and XYZ but that is a good way to help make that is so subjective objective in the workplace and and so Tony tell me about one of the the toughest times you've had in business and how you've overcome it so um I do want and I want to add to the comments about being women in business period imagine being a black woman the only black in the room and the only woman in the room it is it is intimidating um but for me it wasn't a competition but now it is Tony say that again Maddie my uh light went out I said it wasn't a competition and now it is oh we're in okay let Tony go and then we'll then we'll so I just wanted to say um in business what I've been fortunate and I want everybody to hear this I've been extremely fortunate to have a lot of white male allies who gave me an opportunity because they like so how you show up is so important because my franchisor I didn't have the investment when I met him he gave me a break and today I've referred him nine franchisees so finding the people who can be your allies when you are the only one in the room is important as well and I am personally in business I'm drastic so I see obstacles but I'm like and I just walk around them walk over them get somebody else's hand and say guide me through them and it's just helped me tremendously um in my journey well thank you for sharing and I think that that brings us uh together as a whole of you know it doesn't matter if you're male female red white black at the end of the day franchising is about people at it's about the right people it's about being a good person and that doesn't mean that you can't have hard conversations it doesn't mean that things are never going to go wrong or people aren't going to be wrong but it's going to be about how you treat them how you work through it with them franchising is like a marriage most of the times it's 10 years so you know I have yet to meet someone that said marriage is easy so be prepared for the right conversation the hard conversations the tough spots and if it's the right person it'll always work out um thanks again promo Republic for having us and definitely you guys can connect with us on LinkedIn via these QR codes thank you so much um this is I I hope that everybody in the audience is as powered up as I am by this and that we stayed true to our webinar title franchise PowerUp this was an amazing last panel thank you ladies so much um I have tons and tons of notes and uh from the bottom of my heart just thank you I I think that we talked a lot about about a lot of topics that are uncomfortable and I absolutely love that right the only way that we're going to make change is if we do something different um so with that said uh that that was the last session for the day um thank you EV everybody for coming out and thank you to promo Republic for sponsoring the CMO peer talks Community um without them it wouldn't be possible here is uh my my QR code and some of the other QR codes from the other speakers if anybody wants to connect with anybody please do um I'll probably reach out to everybody over time just to say thank you and put a little Personal Touch on it but um I really do appreciate every single one of you coming out um some of you guys came out to the call for my first host I hope that I wasn't too annoying or um ridiculous so with that said please um you know if you're going out to FCX uh you will be able to me me Daria I think Max uh and a bunch of other people from CMO peer talks Community we're hosting a live events at FCX uh I will send you the invite just DM me and you are invited especially if you showed up here so I look forward to that and seeing you guys all in IRL or or in real life if you don't know what that means and here's the link for it if you want to go ahead and put it into your into your uh phone now so not sure how many more slides there are but we're going to keep going so until yep I think this is the last one here so you guys are just free to go ahead and log off at any point um see you guys later thank you so much and I really appreciate all of you guys and I'm gonna stop sharing here Steve nice to see you it's always a pleasure t

As found on YouTube


You May Also Like