Home' The Franchise Review : September 2016 Contents THE FRANCHISE REVIEW
TFR: TSG says ‘Franchisees are the stars of our team’. How do
you ensure that your franchisees feel valued, and confident in
JS: Our franchise partners are the face of the brand –
they’re promoted as community leaders, and we have
regular recognition of high achievers in our monthly
communications. We value their input, and we put their
issues first, such as at our franchise conference, where
we really use their input to help formulate our plans. And
we make them the stars of our famous annual gala nights,
where there are awards and celebrations.
In terms of confidence, our franchise partners work with
experts in our team who are truly the best in their field.
Around the time of opening a new store, we have industry-
best training delivered prior to the opening, and full-time
support [is available] over the opening period, so that
they’re truly confident to drive the business. In their ongoing
operation, our business development managers, who are
expert operators of our business and our venues, visit
regularly to support business activity.
We have professional marketing staff in our marketing team
who work closely with the franchise partners on market-leading
campaigns ... so that they’re confident in our promotions.
Our finance team has certified accountants to prepare all
management accounts for franchise partners, and consult with
them on their performance; so again, they’re confident in where
they’re tracking financially, and what they can do to improve.
Every part of the business is supported by our key experts to
ensure that our franchise partners achieve the best possible
TFR: What kind of training do you provide for new franchisees,
and what do you do to ensure that existing franchisees receive
up-to-date training and information?
JS: We invest heavily in training throughout the business, as we
see it having an immediate impact on sales, as well as driving
higher profitability for franchise partners. We have an extensive
six-week training program that covers 12 modules across key
aspects of the business, management and operations – and
that’s for all franchise partners joining the business. For any
opening period, our operations team works side by side [with]
the venues for the first full four weeks of trade, and then
provides additional training beyond that as required. We’ve got
a dedicated training and development team, and it's available
at all times for the franchise partners and staff to receive
additional training. [The training and development team is] only
a phone call away if a franchise partner wants to call and book
a day, or multiple days, of training across any module or field
for their [employees].
Our model also ensures that each venue has its own trainer
appointed to conduct regular fortnightly training. As we
know, what gets measured gets done, so our training module
completion rate is a key performance indicator (KPI) for all
franchise partners, and all of our modules have to be retaken
every 12 months by both franchise partners and staff. This
ensures that we’re monitoring and updating our training
regularly, keeping it constantly front of mind and keeping staff
focused on our KPIs.
We also have a cloud-based training video platform, which
measures training completion rates and compares it against our
sales performance by category, so we can see where training
has been applied and the direct impact on sales.
TFR: Responsible Service of Alcohol (RSA) is a key qualification
for every bar staff member. What policies do you have in
place to make sure that your franchisees keep everyone's
qualifications up to date?
JS: Our staff induction covers RSA, in addition to the governing
body industry-standard course, which all staff must undertake
to serve alcohol. We maintain a digital RSA log, which ensures
that all of our staff hold a current RSA certificate, and will flag
We’re fortunate to work with some of the most successful beverage suppliers in
the world, and we collaborate with them to deliver training and tasting, which
I think is a big perk of the business – or one of many perks – so knowledge is
CEO James Sinclair
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