Multi-Unit Franchisee Magazine Issue I, 2013 | Page 44

MEGA

reconnect

to increase driver security. “There is
GPS and mapping technology now
that allows us to provide a much safer
operating environment for our drivers,” he says.
Mueller also has been one of the
first Domino’s franchisees to launch the

new “pizza theater store” concept at his
Gulfport, Miss., location. He says it’s
a friendly, inviting atmosphere where
customers can see their pizzas being
made with fresh ingredients through a
large glass window. “We also have the
new wordless Domino’s logo on our

pole sign—the first one in the world,”
he says. “We have been a test basis for
some of the new products, including
artisan pizza, and have helped with
the new store design.”
For Mueller, innovation—and
growth—are all in a day’s work.

BOTTOM LINE
Annual revenue: Payroll is over $25 million.
2013 goals: Sales and order counts up 5 percent.
Growth meter: How do you measure your growth? Same-store
sales, order counts and total sales, total number of stores, number of people
franchised.
Vision meter: Where do you want to be in 5 years? 10 years?
Five years: top franchisee in Domino’s Pizza. 15 years: retired.
How is the economy affecting you, your employees, your customers? Obamacare is of great concern, but we are excited about it! Now all
our team members who are full-time will have affordable healthcare. I am not
quite sure how we will afford it as a company, but I am glad that every fulltime worker can get access to healthcare.
Are you experiencing economic growth or recovery in your market? Slow recovery, but pizza is somewhat recession-proof in that it is a great
value and many people trade down from the full service or quick service prices
to our lower priced/high value products and services.
What did you change or do differe ntly during the recession that
you plan to continue doing? We will increase our training and recruiting
efforts to find the friendliest people and safest drivers. We have had the lowest
turnover in 30 years, but we still have to increase our hiring standards.
How do you forecast for your business in this economy? We are

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Multi-Unit Franchisee Is s ue I, 2013

pleased that as budgets get tight and both parents have to work, we can make
people’s lives easier at a low cost.
Is capital getting easier to access? Why/why not? Easier if you
have long-term cash flow and performance—plus we are tied to Domino’s. It
helps to be with a major brand.
Where do you find capital for expansion? GE Capital or commercial
banks such as Chase.
Have you used private equity, local banks, national banks, other
institutions? Why/why not? GE Capital did a $9 million facility for us
and has been great to work with.
What are you doing to take care of your employees? Increased
training opportunities and franchise opportunities. We have helped three people
franchise in the past 3 years.
How do you reward/recognize top-performing employees? Cruise
incentives for all our operating partners/unit managers and district managers.
What kind of exit strategy do you have in place? I do not plan to
retire for 10 to 15 years. I have top operations people in place and several
family members/owners also in place. In the past year my brother retired from
Domino’s after 45 years. My son came into the business 3 years ago and is
head of our marketing and finance. My nephew has been with us for 20 years
now and helps in our operations and real estate operations.