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Nexsen Pruet franchise lawyers can help you replicate your success smoothly

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Don Sniegowski's picture

Outgoing entrepreneurs wanted

For Subway, the food part of it and the product part of it can be learned and trained. The real work of the owners is growing the business in the community, from “the outside in,” whether it’s sponsoring local Little League games or working with not-for-profits. “It’s understanding how to take those tools and get out there and market your business,” Feldman says. “We look more for people who will participate in marketing and bringing customers in, because we can teach you everything that needs to be done in the store itself.” When the goal is consistency, you want store owners who are entrepreneurs, not industry professionals.

So declares sandwich shop heavyweight Larry Feldman, reflecting conventional wisdom of the franchise industry to SmartBusiness. Franchisee Feldman, an attorney by training and a contemplative policy wonk who waded through complex regulation minutia for the banking committee on Capitol Hill, became a Subway franchisee while on the Hill. He then helped pioneer the role of development agent for Subway. He now has some 1500 Subway stores around the District of Columbia and Florida. Thanks to Feldman and a supportive franchisor that was willing to delegate its franchising authority, the role of development agent became crucial to lift the chain to the next level. Regarding that empowerment of DAs, Feldman observes:

Before the company’s development agent model, support for restaurant locations typically came from corporate employees. Now that’s changed to where franchisees have a local team to back their success anywhere in the world.

Granville_Bean's picture

No One Size Fits All

If your idea of a franchise is a Mom & Pop where the Franchise Owner is at the counter every hour the store is open, and/or where the Franchise Owner is the primary or even sole customer contact (like a tool truck), then yeah the Franchise Owner perhaps needs to be an extroverted salesperson.

Anything bigger, not really. A lot of extroverted salespeople should be just that, SELLING on commission for some other business owner (and making a high income doing so).  Just because someone is extroverted doesn't mean that can actually run anything. Often they don't even WANT to.

I hate dealing with customers.  My spouse is great with the customers but hates administration, is terrible at making and implementing policies, hates dealing with contracts and regulations.  Meanwhile I am an MBA/attorney who has run government agencies as well as small businesses.  But I don't do customer contact. We do 1.4 million customers transactions per year, are open 24/7/365, how many of those customer transactions can the Franchise Owner personally handle? As mutli operators how many of our stores, all open at the same time, can she be in at once?

There is room and need for both.

B2B zors love extroverted owners

Business to business franchise concepts are probably among the highest to stress that it takes extroverted sales types to make their model succeed. If you are selling janitorial services to businesses, these franchisors feel that the top salesperson should be the owner. If a franchise is pitching printing services to a business, they feel that the owner should be the top salesperson. There is strong group think among them that great owners come from the talent pool of extroverts.