Multi-Unit Franchisee Magazine Issue II, 2017 | Page 30

MU LT I- BRA ND
“We have a great incentive program for all employees,
including cooks and cashiers. When the stores’ sales are good
we all share in the success.”
MANAGEMENT
Business philosophy: Work hard and smart. Do not have lazy tendencies
and treat people fair. Know that you need your guests, vendors, and employees
to get to the finish line. You cannot have one without the other.
Management method or style: Give people the tools they need. Tell
them when they are doing good or bad and guide them when needed. I am not
one who hides my feelings too easily. I’m always working on getting better but
it is probably my biggest personal challenge.
What are the two most important things you rely on from your
franchisor? Honesty and integrity.
What I need from vendors: Same as above.
Have you changed your marketing strategy in response to the
economy? How? Yes, we live in a digital age and the Millennials want ev-
erything fast and online or on their smartphone.
How is social media affecting your business? Greatly through online
ordering.
How do you hire and fire? Hire slow and fire fast. I am not in that posi-
tion any longer where I do the day-to-day hiring and firing but sometimes you
still get involved. I hate letting someone go but it is part of life when they are
not meeting their potential.
How do you train and retain? We have programs in place and keep-
ing hard-working, honest employees engaged and communicating openly has
helped us greatly. We still have a lot of work to do.
How do you deal with problem employees? Communicate first their
weaknesses and remind them why we are here in our company. Explain to
them our goals and determine whether they want to be on our planet. If they
do not, we will work together to get them on their planet.
Fastest way into my doghouse: Lying, treating a guest poorly, dis-
honesty, or messing with our food. These have always been non-negotiable
in my life.
BOTTOM LINE
Annual revenue: NA.
2017 goals: Rebrand Pizza Patrón and grow a healthy franchise business
model. Continue to develop Wingstops in the markets I am in. We have six
under some sort of construction at this time.
Growth meter: How do you measure your growth? By people and
their success within our organization.
Vision meter: Where do you want to be in 5 years? 10 years?
In 5 years, have 400 Pizza Patrón franchises and 100 Wingstops. In 10 years,
have over 1,000 Pizza Patróns.
How is the economy in your regions affecting