Managers also use Title Boxing Club ’ s monthly scoreboard to grade club performance and follow the monthly marketing campaigns to keep the brand message current and fresh , says Heaps , who is always ready to roll up his sleeves to help with any business need .
To ensure everyone is on the same page , managers meet weekly to discuss club updates and upcoming promotions . Timing those meetings and check-ins with managers is another factor to consider when setting up internal systems . Simon says he avoids speaking with his supervisors during lunch and dinner rush hours at his Donatos locations , choosing instead to talk with them between 9 and 10 a . m . and 2 to 4 p . m .
Automation also is a great tool to incorporate into your operations . “ I get reports every day from all 42 stores ,” says Simon . “ I don ’ t have to call any store supervisor or VP to get data . I can look at the data , which , over time , I can ask questions about . What I don ’ t want to do is monopolize someone else ’ s time .”
But it ’ s also important not to overrely on technology and automation , he
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reminds . Those personal check-ins are valuable in maintaining communication . “ Yes , we have these big projects ,” says Simon , “ but I still want them to know we are involved and we care about their success . It ’ s a balancing act for sure .”
Let go and grow Despite all the messages from franchisors , business gurus , and veteran franchisees to delegate and not try to do too much themselves , it ’ s still hard for many franchisees to make that happen , for various reasons : force of habit , personality , the additional expense of hiring managers , or because they simply don ’ t know how to set up the best internal systems , even when they want to .
Successful franchises are successful for a reason , says Heaps , who is always looking for ways to do things better , manage and motivate his managers , track results , and set company goals . Creating the right infrastructure is a constant focus for him , while always sticking with the system and maintaining brand standards .
“ When we first got into this , we were doing well , but not as well as we are doing now ,” he says . “ Your wheels start to spin to see what you can do differently . We got ahead of ourselves and away from the brand .” By tinkering with the system , he says , “ You are losing out on the whole branding aspect of what Title Boxing — or any franchise — is all about .”
To make the right kind of changes to your franchise organization , Heaps recommends franchisees look to their franchisor and other franchisees to consider how to improve the processes you have in place , as opposed to changing the brand or product on the business level .
While there is a risk of investing too much money and time in infrastructure early in the growth process , if you can weather the financial strain there is a big payoff down the road . And in the end , seasoned entrepreneurs understand that success means their business can run without them .
“ As an owner , you sometimes think you are the important person , so whatever you want to happen — happens ,” says Simon . “ That is absolutely the wrong methodology ,” he says . “ I am the least important person in this company . If I don ’ t go to work today , the business still operates .” Now that ’ s letting go !
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MULTI-UNIT FRANCHISEE ISSUE I , 2017 65