Multi-Unit Franchisee Magazine Issue II, 2012 | Page 52

M U L
challenge early on made us a better organization that could handle future growth,”
he says. “Setbacks are there every day, but
we use them as a learning tool and try to
avoid them in the future.” Today, he says,
he has created opportunity by growing
the business through proper leveraging
and by improving the operations of the
restaurants he’s acquired.
His ability to thrive and expand during
the longest recession in U.S. history has
required a steady command of the basics:

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B R A N D

cost control, hard work, strong training,
and earning employees’ respect while
demanding integrity and honesty from
everyone on the team. “Today I believe
I have one of the strongest teams in the
industry. We have experienced operators
in each region who possess outstanding
character and who work hard and smart
on a daily basis,” he says.
“Once you get to a certain level, you
often change your fundamental values,
but I have never done that,” says Yadav.

He maintains a solid operational structure, takes care of his people, and keeps
his eye on the ball.
Of course with Yadav at the helm,
you can be certain more growth is on
the horizon. “I’m looking specifically
to streamline operations and maximize
opportunities within each restaurant,”
he says. “And I’m also looking to grow
market share.”
Would you expect anything less? Stay
tuned for future development.

MANAGEMENT
Business philosophy: Do the right thing. Never cheat. Negotiate hard, but
once there is an agreement, honor that agreement.
Are you in the franchising, real estate, or customer service business? All of the above. It takes all three to grow a successful organization.
What gets you out of bed in the morning? Wanting to make a difference in the day by doing better than yesterday. I am always striving to improve
myself.
What’s your passion in business? To be the best at what I do, and be
successful.
Management method or style: Easygoing, but I have high expectations
for myself and others; willing to provide others with the tools they need to be
successful.
Greatest challenge: Satisfying everyone’s needs, and making them understand why they are being told “No.”
How close are you to operations? Very close. Since I started as a team
member, I know firsthand the details of the operation.

Have you changed your marketing strategy in response to the
economy? How? Yes. We are using a more value-driven method. We’ve
increased awareness of guest satisfaction by providing quality food, a clean
environment, and quick, friendly service.
How do others describe you? Caring, helpful, supportive, good businessman, charming, and fun.
How do you hire and fire? I’m not too involved in hiring any more, but
do use my instinct. I have no tolerance for dishonesty and unethical behavior
and will terminate immediately. But for those on the fence, I will spend the
time coaching underachievers and give them the opportunity to improve.
How do you train and retain? I provide the tools my employees need
to do their job. We use computer-based training, on-the-job training, and lots of
coaching. Recertification of our employees keeps their skills fresh.
How do you deal with problem employees? Talk to them and give
them clear expectations of their job. If they don’t meet those expectations,
they will be terminated.

BOTTOM LINE
Annual revenue: Not disclosed.
2012 goals: Streamline the operation and maximize our opportunities within
each restaurant. Grow market share.
Growth meter: How do you measure your growth? By how good I
feel about what I am doing, how happy I am, and being appreciated by others.
Vision meter: Where do you want to be in 5 years? 10 years?
In 5 years, be the largest franchisee and become a brand franchisor. Have my
son Akaash join me to run the operations side of the business, so I have more
time to continue to grow our organization. In 10 years, expand my real estate
portfolio.
How has the most recent economic cycle affected you, your
employees, your customers? This cycle has taught all of us to go back to
basics. We can’t take anything for granted and we need to focus on the P&L,
line by line. Be frugal.
Are you experiencing economic growth/recovery in your market? Yes, we are.
What did you change or do differently in this economy that
you plan to continue doing? To be frugal and disciplined. Providing the
best guest service that exceeds their expectations will allow us to grow market
share.

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Multi-Unit Franchisee Is s ue II, 2012

How do you forecast for your business in this economy? Sustain
the business and allow it to grow organically. Continue to steal market share
from our competition.
Where do you find capital for expansion? We have had great success
working with local, regional, as well as national banks and GE Capital.
Is capital getting easier to access? Why/why not? In our case,
yes. Historically we have been controlling our debt and have maintained a
healthy leverage position.
What kind of exit strategy do you have in place? My son, Akaash,
will follow in my footsteps.
What are you doing to take care of your employees? Educating
them about the realities of the company by sharing information. Offering incentives at the store level for consistent performance.
How are you handling rising employee costs (payroll, healthcare, etc.)? By teaching the stores the best practices for reducing turnover
and improving scheduling. These are the costs of doing business.
How do you reward/recognize top-performing employees? Internal promotions, raises, and bonus programs go along with sincere thank-yous
for your hard work.