Multi-Unit Franchisee Magazine Issue II, 2016 | Page 54
MULTI
BRAND
“I have to hire good employees, provide clear job descriptions,
and give them the tools to accomplish their jobs.”
PERSONAL
First job: Sold subscriptions for the Houston Post newspaper.
myself. It’s worked out well.
Formative influences/events: My grandfather and my parents.
What’s your passion in business? Development and growth.
Key accomplishments: Opening my first business at the age of 23.
How do you balance life and work? Having a great team around you
helps keep things running smoothly at work and allows time for family and life.
Biggest current challenge: Federal regulations.
Next big goal: Continued development of our brands.
First turning point in your career: When I acquired my first Church’s
Chicken in 1992.
Best business decision: Diversification of my brands.
Work week: Six days a week. I spend Sunday with my family.
Exercise/workout: No.
Best advice you ever got: My grandfather told me to go into business for
add more Church’s locations and today he
dominates the market with 41 units.
As Knobelock’s franchising empire continued to expand, it was time to reconnect
and ask him to tell us about the changes.
Today, in addition to his 41 Church’s, he
operates 21 Little Caesars, 2 Captain D’s,
and has diversified beyond food with 3
Sears Appliance & Hardware stores. His
own concept, Dekker’s Mesquite Grill, is
a full-service seafood and steakhouse restaurant serving upscale Southern fare and
Guilty pleasure: Hunting at my ranch near Laredo on the Rio Grande River
and internationally in places like Zimbabwe and Namibia.
Favorite movie: “Top Gun.”
Pet peeve: Bad landscaping.
What did you want to be when you grew up? An entrepreneur.
Last vacation: Safari in Africa.
Person I’d most like to have lunch with: My grandfather, so he could
see what I’ve accomplished.
drinks in the Houston suburb of Fulshear.
He’s also expanded geographically and is
now in 7 states (Texas, Arkansas, Alabama,
Florida, Mississippi, North Carolina, and
Virginia) since adding 2 Captain D’s in Mississippi and buying 11 Church’s in North
Carolina and Virginia from a retiring franchisee. His next move is to open a couple
of Captain D’s closer to home.
Franchisors have taken notice of Knobelock and have him firmly on their radar. “I get approached all the time about
my interest in additional brands,” he says.
“That happened with Captain D’s a couple
of years back. When I started investigating,
I couldn’t believe how much the brand had
changed and repositioned itself since I remember going there as a kid.” He says the
expanded menu of boiled and baked fish and
other fresh alternatives to the traditional
fried fish dishes made him take notice. “I
love the fast-casual approach they now
have, and I’m looking to bring a couple of
locations to Houston.”
MANAGEMENT
Business philosophy: A culture of internal promotion. I have to hire good
employees, provide clear job descriptions, and give them the tools to accomplish
their jobs. It is very important to give employees career opportunities by promoting
from within.
Management method or style: Fast-paced and results-oriented. I hold
people accountable for their actions by being straightforward and clear when discussing what and when actions should be taken.
Greatest challenge: Overcoming the challenges of multi-state regulations.
How do others describe you? Passionate, driven, tenacious.
One thing I’m looking to do better: Have more fortitude.
How I give my team room to innovate and experiment: Not to
micro-manage and allow them the freedom to be creative.
How close are you to operations? With technology I am able to stay in
touch on a daily basis. I spend much of my time looking for acquisitions and ways
to grow the company.
What are the two most important things you rely on from your
franchisor? Training and product innovation.
50
What I need from vendors: Partnership mentality.
Have you changed your marketing strategy in response to the
economy? How? The three main brands are value-driven brands. We are constantly changing based on regional competition and LSM opportunities.
How is social media affecting your business? Cu stomers now have a
more direct line to us and we have a more direct line to the customer. We listen to
the feedback and make adjustments when necessary.
How do you hire and fire? We use many sources for candidates. We rely
on places like local job service centers. When we part ways with an employee, we
ensure that all local and federal guidelines are followed so the parting employee
will still be a loyal customer.
How do you train and retain? We follow the established training systems
for each brand. Good training will lead to retention.
How do you deal with problem employees? Coaching them directly
about the opportunities that are presented.
Fastest way into my doghouse: Procrastination.
MULTI-UNIT FRANCHISEE IS S UE II, 2016
muf16-2_knobelock.indd 50
4/2/16 2:35 PM