Franchise Update Magazine Issue II, 2015 | Page 17

lot of emphasis on that and have a very Durham, a CPA with a Big Four accountstrong management training program,” ing background, arrived at the company,
he says. “We don’t want the franchisees not long after the merger with Rally’s.
in the stores 40 hours a week. Support- After serving in various finance and IT
ing and developing your manager pays positions for a decade, in 2011 she moved
huge dividends.”
into her current position.
Sport Clips will help franchisees idenShortly before the sale to Sentinel
tify the best managers and the best skills last year, she says CEO Rick Silva asked
and attitudes to look for—carefully, so as if she would lead the charge to grow the
not to cross the line and be
viewed as a joint employer in
these parlous times. When it
comes to managers, the message to franchisees is, “They’re
your responsibility,” he says.
Logan says the brand has
no program specifically aimed
at attracting multi-unit operators of other concepts, other
than attending the Multi-Unit
Franchising Conference every
year. “Most of our multi-unit
operators are home-grown,
franchisees with three to five
salons, who often will grow
larger,” he says. Referrals from
the brand’s franchisees are another valuable source of leads.
And, as with most brands,
the more units you buy, the
better the deal. And while
Sport Clips offers discounts
to those who sign on for additional units, reducing fees
Jennifer Durham
for bigger deals is common
practice at most franchise brands. “I don’t company. “He saw, and I soon found out,
really think that will attract multi-unit op- what an accountant brings to the table as
erators,” he says. “The best way is to have a development person,” she says. “It’s the
a good, solid business model, same store same point of view as a franchisee—the
sales, and a strong Item 19,” says Logan. unit-level economics, ROI, and չ