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