Multi-Unit Franchisee Magazine Issue IV, 2016 - Page 42

Branca was named a 2016 Franchisee of the Year by the IFA for his “ outstanding achievements and accomplishments .”

D O M I N A T O R S

Reconnect

Branca was named a 2016 Franchisee of the Year by the IFA for his “ outstanding achievements and accomplishments .”

this period came just last year , when he was part of a successful effort in California to pass Assembly Bill 525 , a significant pro-franchisee law .
“ It took four years and a great group of franchise business owners , representatives from the CFA and IFA , lawyers , and consultants , but we were able to amend California ’ s franchise law and the result was a more level and certain playing field for franchisees and franchisors at common friction points ,” he says . Franchisees in the state now have protections that allow them to monetize the equity they have invested in their brands in terminations , sales , and transfers . The successful initiative was , Branca says , an example of dedicated franchise forces working together to create better solutions for all parties . “ There were outside groups trying hard to insert their hostile interests into our bill after we painstakingly negotiated it , but we , franchisors and franchisees , stuck together and received a unanimous vote to pass the California legislature .”
Outside his Dunkin ’ interests , Branca is involved in numerous investment deals and partnerships , including his investment in NRD Partners , the franchise investment group formed and led by his friend Aziz Hashim , whom he followed as chair of the MUFC . “ The opportunity is to play a role in the growth of other organizations by providing funds , direction , and leadership ,” he says . And there ’ s more .
Branca says he and his brothers-in-law “ accidentally ” got into the manufacturing business . “ We entered into stainless steel manufacturing when a vendor company near us went out of business . My partner who runs our construction company , Matt Doyle , was just trying to save costs but turned it into a thriving enterprise with some great team members ,” he says . By
Business philosophy : Always be learning . Show up . Say yes . Network relentlessly .
Management method or style : Be consistent . Give praise . Make connections . You will need them . Connect others when they need it ; they won ’ t forget it .
Greatest challenge : Uninformed , misinformed , and even some malevolent government regulators .
How do others describe you ? Impatient . One thing I ’ m looking to do better : Hire more great , talented people .
How I give my team room to innovate and experiment : We allow them to own certain community relations and guest loyalty-building initiatives in their own neighborhoods . For example , we routinely sponsor large , popular ethnic , civic , or church-based festivals , parades , fundraisers , and tournaments . We encourage our team members who are members of those communities to be the public face of our brand and take leadership positions in those events . That elevates their personal status in those communities and involves them in community-building , giving back , and helping those in need , which is often its own reward . It instills a sense of pride to be part of the team and helping others .
How close are you to operations ? Not as close as I had been in the past , given our growing non – Dunkin ’ Donuts businesses . I also spend a lot of time interacting with our franchisor ’ s management team on various initiatives and committees .
What are the two most important things you rely on from your franchisor ? Product innovation and gatekeeping on encroachment . Perhaps more than those two are protecting our highly collaborative franchisee-franchisor relationship .
What I need from vendors : A recognition that we have probably already
MANAGEMENT
made some investigation into what they are pitching , and that we may need a pretty big reason to stop doing business with an existing vendor that has served us well .
Have you changed your marketing strategy in response to the economy ? How ? Yes . We have engaged in deeper research and entered the CPG ( grocery ) business . Two of my family partners , Greg Califano and Flavio Raposo , also got some specialized marketing and motivational training and have actually lit our managers and crew on fi re to increase top-line sales in this really tough climate . They are rock stars .
How is social media affecting your business ? It is a huge opportunity and has done very well for Dunkin ’ Donuts . It allows us to send deeper , longer messages , as we did with the Gronk / Big Papi iced coffee campaign . That engaged consumers in a way that no one really has before . Their YouTube serial videos and songs last year were the second most-viewed on the planet in their debut week — and won two CLIO awards for our brand ’ s ad team . They were brilliant .
How do you hire and fire ? Right now hiring is diffi cult because there is a disappearing workforce . We sometimes can ’ t fi re .
How do you train and retain ? Patiently . Dunkin ’ Brands offers us tools we use to supplement the experienced personal touch of our long-term team members .
How do you deal with problem employees ? Ideally very quickly , but the tight labor market makes it diffi cult to do that . A growing problem is the new regulation that intentionally pits employees against their employers and encourages discord and litigation . We constantly manage our relationships to strengthen them from outside interference .
Fastest way into my doghouse : Waste my time . It is a non-renewable resource .
40 MULTI-UNIT FRANCHISEE ISSUE IV , 2016
D OM I N A T O R S Reconnect Branca was named a 2016 Franchisee of the Year by the IFA for his “outstanding achievements and accomplishments.” this period came just last year, when he was part of a successful effort in California to pass Assembly Bill 525, a significant pro-franchisee law. “It took four years and a great group of franchise business owners, representatives from the CFA and IFA, lawyers, and consultants, but we were able to amend California’s franchise law and the result was a more level and certain playing field for franchisees and franchisors at common friction points,” he says. Franchisees in the state now have protections that allow them to monetize the equity they have invested in their brands in terminations, sales, and transfers. The successful initiative was, Branca says, an example of dedicated franchise forces working together to create better solutions for all parties. “There were outside groups trying hard to insert their hostile interests into our bill after we painstakingly negotiated it, but we, franchisors and franchisees, stuck together and received a unanimous vote to pass the California legislature.” Outside his Dunkin’ interests, Branca is involved in numerous investment deals and partnerships, including his investment in NRD Partners, the franchise investment group formed and led by his friend Aziz Hashim, whom he followed as chair of the MUFC. “The opportunity is to play a role in the growth of other organizations by providing funds, direction, and leadership,” he says. And there’s more. Branca says he and his brothers-in-law “accidentally” got into th RVf7GW&p'W6W72( vRVFW&VBF7FW727FVVVf7GW&rvVfVF"6琦V"W2vVBWBb'W6W72ג'FW v'V2W"67G'V7F6G@FRv2W7BG'rF6fR67G2'W@GW&VBBFF&frVFW'&6RvF6Rw&VBFVV&W'2( R62'tTT@'W6W726v2&RV&r6rW6W2WGv&&VVFW76ǒvVVBWFB"7GS&R667FVBvfR&6RR6V7F2RvVVBFV6V7BFW'2vVFWVVBCFWv( @f&vWBBw&VFW7B6VvSVf&VB֗6f&VBBWfV6RWfV@vfW&VB&VwVF'2आrFFW'2FW67&&RSFVBRFr( rFF&WGFW#&R&Rw&VBFVFVBVRआrvfRגFV&FfFRBWW&VCvRpFVFv6W'F6VG&VF2BwVW7BG'VFrFFfW2FV"vVv&&G2f"WRvR&WFVǒ76"&vRV"WF26f2"6W&6&6VBfW7Ff2&FW2gVG&6W'2BFW&VG2vPV6W&vRW"FVV&W'2v&RV&W'2bF6R6VFW2F&PFRV&Ɩ2f6RbW"'&BBFRVFW'66F2F6RWfVG2F@VWfFW2FV"W'67FGW2F6R6VFW2BffW2FV6VG'VFrvfr&6BVrF6RVVBv62gFVG2v&Wv&BB7F26V6Rb&FRF&R'BbFRFVBVrFW'2आr66R&RRFW&F3B266R2B&VVFP7BvfVW"w&vr( 4GV涖( FWG2'W6W76W267VBB`FRFW&7FrvFW"g&66.( 2vVVBFVf&W2FFfW0B6֗GFVW2vB&RFRGv7B'FBFw2R&Vǒg&W g&66#&GV7BfFBvFVVWrV7&6VBW&0&RFF6RGv&R&FV7FrW"vǒ6&&FfRg&66VRg&66"&VF6vBVVBg&fVF'3&V6vFFBvRfR&&&ǒ&VGCFR6RfW7FvFFvBFW&RF6rBFBvRVVB&WGG&r&V6F7FFr'W6W72vFW7FrfVF"FB26W'fV@W2vVआfRR6vVBW"&WFr7G&FVw&W76RFFPV6דsW2vRfRVvvVBFVWW"&W6V&6BVFW&V@FR5rw&6W''W6W72Gvbגf֖ǒ'FW'2w&Vr6ƖfBff&66vB6R7V6ƗVB&WFrBFfFG&r@fR7GVǒƗBW"vW'2B7&Wrf&RF7&V6RFƖR6W2F0&VǒFVv6ƖFRFW&R&67F'2आr266VFffV7FrW"'W6W73B2VvR'GVGB2FRfW'vVf"GV涖( FWG2Bw2W2F6VBFVWW"vW"W76vW22vRFBvFFRw&&r6VB6ffVR6vFBVvvVB67VW'2vFBR&Vǒ2&Vf&RFV"UGV&P6W&fFV2B6w27BV"vW&RFR6V6B7BfWvVBFRWBFV"FV'WBvVV( FBvGv4Ĕv&G2f"W"'&N( 2BFVFWvW&R'&ƖBआrFR&RBf&S&vBr&r2Fff7VB&V6W6RFW&R2F6V&rv&f&6RvR6WFW26( Bf&RआrFRG&B&WFFVFǒGV涖( '&G2ffW'2W2F2vPW6RF7WVVBFRWW&V6VBW'6FV6bW"rFW&FVV&W'2आrFRFVvF&&VVVW3FVǒfW'V6ǒ'W@FRFvB&"&WBW2BFff7VBFFFBw&vr&&V2FPWr&VwVFFBFVFǒG2VVW2v7BFV"VW'2@V6W&vW2F66&BBƗFvFvR67FFǒvRW"&VF62F7G&VwFVFVg&WG6FRFW&fW&V6Rf7FW7BvFגFvW6Sv7FRגFRB2&VWv&P&W6W&6RࠤTDTBe$44TR22TRb#`VcE&fU'&63b3CC"FBCbbSbР