Multi-Unit Franchisee Magazine Issue III, 2012 | Page 54

MVP 2012
BOTTOM LINE
Annual revenue: NA
2012 goals: Our biggest goals for 2012 are to stay in business and to try
to increase revenues and provide great service. By around 2013, depending on
the economy, we’ll be looking at other franchises in the restaurant industry.
Growth meter: How do you measure your growth? We go three
years back and compare month to month, year to year, and hope to come up
with a 3 to 5 percent increase in revenues.
Vision meter: Where do you want to be in 5 years? 10
years? I want to grow, but not too quickly, because once you get in the habit
of working seven days a week you become addicted to work. Where there are
new opportunities, I’ll take them.
How has the most recent economic cycle affected you, your
employees, your customers? Because of the economy, we try to cut
back on certain things, like finding new ways to use energy and newer, less
expensive companies for supplies. It’s sad to say, but most of the time, the
first thing companies cut back on is payroll. We try not to do that. We try to
give our people as many hours as possible. If you cut back on payroll, your
people will start looking for new hours elsewhere. Our employees have obligations to their families and I don’t want them to worry. Their feelings are
important to me.
Are you experiencing economic growth/recovery in your market? Yes, it has gotten a little better. It seems like people are coming back,
but they’re smarter and managing their money better and being more careful

about what and where they spend.
What did you change or do differently in this economy that
you plan to continue doing? We’ll continue to look for places we can
save money.
How do you forecast for your business in this economy? Conservatively.
Where do you find capital for expansion? Our own cash flow.
Is capital getting easier to access? Why/why not? No not really—it’s harder. You have to use your own capital to do anything.
Have you used private equity, local/national banks, other
institutions? Why/why not? Not lately. It’s too expensive and banks
aren’t doing much lending to small businesses.
What kind of exit strategy do you have in place? I’m only 28 so
I haven’t thought about that.
What are you doing to take care of your employees? We provide healthcare, incentives, bonuses, and a 401(k) with 100 percent matching
by the company.
How are you handling rising employee costs (payroll, healthcare, etc.)? Some things you just have to absorb.
How do you reward/recognize top-performing employees?
We offer bonuses and also put them in the spotlight—let everyone know what
they did and give them a plaque and put their name on our break room board.

across all industries

Listed in fastest
growing private companies

Learn more by calling

1-800-366-9921

or by visiting bojangles-franchise.com

This is not an offering to purchase a franchise.
Offerings are made by Franchise Disclosure Document only.

50

Multi-Unit Franchisee Is s ue III, 2012