• Founded in 1989 in Oxford, MS • Based in Atlanta, GA – part of FOCUS Brands • 371 locations in 28 states – 34 co. owned • 3500-4000 SF footprint - EC or FS • AUV’s of $1.63MM; top 25% - $2.4MM • 30-35 employees per restaurant • Sandwiches, Salads, Soups, Sweet tea
Our single biggest change to drive development “Focus, Understand and Execute”
Focus Articulate and execute a core development philosophy “Doing the right deal, with the right franchisee, in the right market, at the right time”
Results From January 2014 thru 1 st quarter of 2016 - we have signed 36% • more deals with new fzee groups than were signed in the prior 4 years [2010-2013]combined; these deals resulted in 53% more commitments from new fzees than had been signed in the prior 4 years combined; and already, these new fzees signed in 2014/2015/2016 will have opened more restaurants by the end of 2016, then the prior crop of fzees will have opened in total We also elevated the caliber of fzee to include existing muo’s from • other leading QSR, Fast Casual and Casual Dining brands. None of the fzees signed from 2010 to 2013 came from any of these segments
“Understand” What I found in September 2013 – the “Bad” McAlister’s had limited brand awareness • There was no clear definition of what • and/or understanding in the the McAlister’s franchise opportunity development and multi-unit franchisee was and how that message could be community. effectively delivered to a target audience – Don’t fit into a clear food category There was no coherent franchise • – Don’t fit into a clear industry marketing or sales strategy in place. A segment/competitive set number of initiatives had been started – Media categorization doesn’t help – but no synergy or continuity existed limited service, sandwich, etc between the various initiatives No clear competitor to compare to or There were no clear standards as to • • “draft” behind what the qualifications or requirements were for a franchisee to join the system. Limited # of fzees who only develop • mcalisters There was no consistent strategy or • process for real estate and unit opening New fzees signed 2010-2013 were small • support and/or have not developed No visibility into opening pipeline •
“Understand” What I found in September 2013 – the “Good” 3 key elements of being able to grow a brand successfully and on a • sustained basis had slowly come into place over the previous 3 years and were now mostly present to help drive franchise growth – Strong and improving ULE’s – Successful and happy franchisees and are investing in their businesses – both thru new growth and reinvestment in their existing stores - that mirror the target franchisees – Belief in the leadership and management team by the franchisee community
“Elevate” Strategic Priorities as a result of Initial Observations Define the franchise value proposition that best resonates with the • target franchisee and incorporate this messaging into new marketing materials Build awareness of the McAlister’s brand and franchise opportunity • in the development and multi-unit community Build the sales pipeline of new prospective franchise candidates • Build internal credibility with the organization to recognize and be • supportive of franchise growth Determine the real estate and development strategy as to how and • where we should target for growth and to facilitate a higher number of openings
Strategic Vision To award franchises to high caliber, well-qualified people who understand and believe in the value of a mutually beneficial franchise relationship; can develop stores in a timely and efficient manner; in markets and locations that can support and sustain successful restaurants; and can execute our operating philosophy to provide McAlister’s Genuine Hospitality ”
Initiatives and Accomplishments • Developed a differentiated and relevant messaging and value proposition platform, including creation of all new marketing materials, messages, ads, collateral, etc • Implemented a coherent and consistent marketing campaign that has resulted in – Increased lead generation – Increased the number of Discovery Day Attendees – Built pipeline of deals and openings to support growth goals • Side Benefit – Existing franchisees saw what was happening and started adding commitments and territory
Components of the Strategic Plan What – what forms of development will we consider and pursue? • What types of deals will we sign? • Who – who is our target prospect? what is their background? what • are their qualifications? • Where –where do we want to grow? And why do we want to grow • there? How will we manage that growth? • How – what is our sales plan? What is our marketing plan? What is • our messaging and how will we deliver it? What tools do we need?
Franchise Marketing/Lead Generation Strategy • The goal of our franchise marketing strategy is to: • Increase awareness of the McAlister’s franchise opportunity within our target audience • Demonstrate a differentiated franchise investment compared to other restaurant concepts • Drive inquiries and qualified leads from target markets while building a database of potential leads in future markets • Produce an effective cost per deal/commitment metric
The franchise marketing strategy will include the following elements: Developing a consistent creative message that resonates with • target candidates Implement an on-going marketing campaign that includes print and • digital elements using industry media, trades, publications, etc Maximizing public relations and speaking opportunities to raise the • brand profile Participating in/exhibiting at select high profile conferences to • include Conducting an on-going direct mail and email campaign to target • lists, operators, etc Executing direct sales efforts to targeted candidates in targeted • markets/states
Concept Statement McAlister’s Deli is an award winning fast casual restaurant concept offering an extensive menu of American regional favorites including made to order sandwiches, fresh salads, Texas sized spuds and famous sweet tea. We believe in doing things the McAlister’s Way which means high quality, generous portions; exceptional service, which we refer to as McAlister’s Genuine Hospitality, in a comfortable environment that makes our guests feel at home. Our unique operating platform allows us to deliver quality food to our guests in an efficient operating environment – no fryers or grills; no breakfast or late night hours. As a result McAlister’s offers exceptional unit sales volumes; an attractive sales to investment ratio and strong and consistent same store sales increases.
Key Attributes • Strong Unit Level Economics • Operational efficiency and simplicity • Superior Product and Broad Menu • Differentiated guest experience/McAlister’s Genuine Hospitality • Customer Satisfaction/Strong Brand Loyalty • Company Culture and Management • Strong and Successful Multi-Unit Franchisees • System Growth and Recognition
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