The Success Or Failure Of Any Given Franchise Depends On The Choices The Operator Makes

(Wednesday, November 15, 2006) - For Mark Bell, co-owner of three Extreme Pita outlets, the
inspiration to acquire a restaurant franchise came to him while
he was studying professional golf management in Lethbridge,
Alta. He and partner Michael Wendel — the pair grew up
together in Regina — opened their first of two Regina outlets in
2003 and added a store in Winnipeg this past October. "I'd tried
the product while I was in school and liked it. I don't think necessarily
that I'll be doing this for the rest of my life, but it's a
stepping stone that will pave the way to the future."
Bell believes becoming an Extreme Pita franchisee has benefited
him in a number of ways, but most importantly, it's given
him first-hand exposure to the world of business. He's
responsible for hiring, firing, promoting his brand in the local
community and generally ensuring the enterprise is profitable.
The crucial role that proper hiring and training plays in
the operation of a business has been an eye opener, he adds.
"If I don't do it well, then I have to make
up for it by putting in longer hours
myself." In an average week, Bell spends
30 to 40 hours in his stores, and he
devotes another 10 to 20 hours to outside
activities such as banking and marketing.
"You have to get out and promote
your business," he says. "A lot of people
think that since they've bought a
franchise, the franchise owners should
be doing the marketing. But the truth is,
you're not going to get ahead that way.
To make your business grow, you've got
to get out there yourself and give it the
extra push."
The same principle applies to the
operation of the restaurant, says Bell,
adding franchisees need to pay close
attention to efficiency and service-quality
levels — and be prepared to invest in
improvements. When a representative
from Extreme Pita's head office advised
Bell he could increase his profit over the
long haul by adding staff and reducing
customer wait times, he had a choice.
He could have bit the bullet and followed
the recommendation or ignored it
and kept his short-term costs lower. He
chose the former, and it's paid off.
"Customer satisfaction has gone up,
and we're getting more store visits. The
increased business has more than compensated
for the investment we made in
labour," Bell says.
Prospective franchisees will be sorely
disappointed if they believe they're buying a business that's
guaranteed to succeed, Bell continues. "If someone were to ask
me if they should get into the franchise business, I'd tell them
that, based on my experience, success is possible. But I'd also
tell them that a franchise only gives you the tools. It all comes
down to the operator. The success or failure of any given franchise
location depends on the choices the operator makes and
the work they're willing to put into it."

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