Home' The Franchise Review : September 2016 Contents THE FRANCHISE REVIEW
a time line for refreshment. Each of the venues also has an
RSA folder that holds employees' physical certificates, and
is readily available for inspection by authorities that come
through to check compliance from time to time. With RSAs,
the business takes a team approach and creates a culture
of responsible service. The staff take our duty of care for
customers very seriously, so any decision that sees service of
alcohol by any level of staff is supported right the way through
to top management, so we’ll never overturn a decision by, say,
a junior staff member, who has made the call [and said], ‘hey, I
think this person should not be served’.
TFR: Along with responsible service, knowledge of the large
range of beers that TSG serves would be integral to providing
excellent customer service. How do you equip your franchisees
with this kind of information?
JS: 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 tastings, which is one of the many perks
of the business. We do get product knowledge from working
with suppliers on their specific products that we sell, but an
important part of the training is the delivery of our perfect pour
training, which ensures the quality of the beer, [and] provides
details on the head and the angle of the glass for pouring.
Our lager is always served between two and four degrees,
and we achieve that by refrigerating the lines in keg rooms,
receiving fresh beer weekly and ensuring that the beer lines
are always clean. So, we train our staff not just on the different
characteristics of different products, but also on the importance
of the best practice delivery of a product.
TFR: TSG’s menu features classic Australian pub favourites,
as well as American-style dishes. What kind of training do
franchisees receive to implement any new menu additions?
JS: It’s a bit of a process: there’s a new product briefing, which
is distributed in advance of any changes. We then ensure that
we have hands-on training conducted on any new menu items.
This is delivered in the venue by both front-of-house sales
trainers, and our executive chef to our back-of-house teams.
In addition, we also publish key points about new products to
our staff through training videos and communications. We have
a kitchen recipe guide for back-of-house staff that provides
all recipes, methods, preparation and imagery to ensure
consistent preparation and presentation. Finally, all point of
sale changes are completed in advance and tested with the
franchise partners before our staff enjoy our monthly menu
tastings, to ensure that they are aware and excited about the
TFR: How do you foster innovation and growth in your franchise?
JS: We are regularly seeking out and consulting with industry-
best operators from around the world, constantly looking at
who’s doing innovative things and how that could be applied
within our industry or our business. We also work closely with
all of our major suppliers, some of which have innovation
teams and labs that help to drive their specific products
We travel to the United States at least once a year, and look to
other industries and markets for new adaptive technologies or
systems. Another key part is engaging with our staff throughout
our business. We ask for one idea from every staff member
in the business each month. That’s the final step of our
performance reviews, and it’s amazing how many great ideas
you get from unexpected places and people in the business.
It results in a lot of good new thinking, and challenges us to
always keep innovating.
TFR: What do you think the future has in store for TSG, and
do you think that the education and training of franchisees is
beneficial in the long-term?
JS: We’re committed to realising our vision, which is to be
Australia’s most-loved sports bar and grill, with new store
growth and opportunities for new franchise partners to join us –
particularly in our current growth markets of Western Australia
and Queensland – over the next 12 months.
In regards to education and training – it is absolutely critical
to achieving our vision. Our business model is set up to
thrive from profitable performance of our franchise partners,
not from turning over franchises with high up-front fees. So,
due to this model, we want to be a leader in educating and
training our people to ensure that franchise partners have
the best tools, and that our people are upskilled to deliver a
great product consistently – and importantly, ensure a highly
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