September 8, 2020 11 minutes checked out This story appears in the September 2020 problem of Entrepreneur. Image credit

: Pigtails & Crewcuts Big difficulty: Adding new responsibilities Years ago, when Jennifer Tribble took her 2-year-old child to get a haircut in Orlando, she experienced some dreadful customer service.” Two stylists got in an argument about who ‘had ‘to cut the kid’s hair,”she recalls.”[ I thought], This is your pride and delight, not a burden! In the land

of Disney, why exists no terrific place for kids to get a haircut?” That bad hairstyle gave her a concept– and in 2013, she opened her first Pigtails & Crewcuts salon, an area that caters exclusively to kids, with 66 locations throughout the country.”My stylists are saints, and we provide moms and dads comfort,”she states.”

The kids love it. We play motion pictures, and we have a Nintendo Change, themed chairs, treats, prizes– we’ve thought about whatever. “Tribble opened her 2nd location in 2016 and her 3rd in December 2019.”Due to the fact that we’ve developed a credibility, the very first month at our latest place did more than double what my other two

shops opened at,”Tribble says.” It was already covering its expense– till this disaster hit.” Sales fell in March by about 30 percent, and by July, as cases surged in Florida, Tribble’s business was still feeling the impacts of the crisis. More areas does suggest more obligations, but Tribble says they also supply a cushion.”

If one shop runs out of photo paper, we go get it from the other store,”she says.”I have 19 stylists I can pull from. Multi-location is perfect for me, and experience is your best friend. You’re not as frightened by the subtleties of business.”Related: 7 Things You Need

to Know Prior To Ending Up Being a Franchise Owner What’s it like to own 34 franchise areas? Image credit: Eric Danver Big challenge: Growing smartly and gradually Eric Danver has actually never ever owned just one franchise area– and

that’s by style. “Mom-and-pop operators are just married to their area,”he says.”I desired a various lifestyle. “Danver found out the ropes of franchising in the ’90s, when he got involved with the Papa John’s brand and ultimately operated 53

stores across New Jersey and Pennsylvania.(He still owns 18.)There, he quickly concerned comprehend the value of constructing an empowered group that could handle everyday operations and allow him to focus on the growth of the business. Twenty years later, when he opened 2 Virginia places of Hand & Stone Massage and Facial Medical Spa, he believed he could just

run the same gameplan– but was startled by the distinctions in running the 2

brand names.” The pizza shipment business is laser-focused

What's it like to own 3 franchise locations?

; it’s all about & speed, getting

that pizza to the customer’s door as fast as possible

, “he says.”The day spa is everything about relaxation and the client experience, and the staffing obstacles are really different. “Danver employed his 2 children to run everyday operations at those first two health spas, where they developed a trusted clientele that pays a monthly subscription fee.( “That income design was extremely enticing to me, “Danver says. )He then returned to focusing on growth, however he tweaked his technique to concentrate on obtaining existing places from other franchisees.”I found out quite rapidly that it’s easy to take somebody’s existing health spa and make it better &,”Danver states.” When you build from the ground up, it can take you a year to bring in 500 members.

I start out with up to 1,000 members when I do an acquisition. So that’s the method we grow now. ” The method worked. Danver now runs 16 Hand & Stone places and expects growing to 20 before completion of the year.(Business, of course, was impacted by Covid-19, but he is positive. )He has been concentrated on securing fast-moving cash deals to get new areas while trusting his expanding group to run daily operations. “It’s a hard company, and if you’re an owner-operator and you’re in there every day, you’re handling a lot of headaches, “he states. “But I’ve got a great deal of young kids who are energized and passionate and love business, and they’re ready to handle it. That’s our model. “Related: 5 Lethal Sins That Can Wreck Your Franchise– and How to Prevent Them What’s it like to own 75 franchise areas? Image credit: Rent-A-Center Big difficulty: Staying present as you grow Shirin Kanji works for his household’s business. But it’s a far cry from a mom-and-pop operation. Kanji acts as president of Impact RTO Holdings

What's it like to own 34 franchise locations?

, a subsidiary of Impact Residence, a companyhis dad started 35 years ago that’s concentrated on multi-unit franchising within hotels, dining establishments, and retail. Kanji and his group focus primarily on the organization

‘s retail arm, particularly the 75 Rent-A-Centers they run across 8 states in the Southeast.”

I produced our retail division in 2015 with the acquisition of 40 Rent-A-Center shops, and now we have actually practically doubled that count, which is quickly,”Kanji says.”This organization for us has actually constantly had to do with people, and how we treat our clients and our employees. We desire the existence and culture of our household to be felt, even as we grow. “But with more than 600 employees, that can be an obstacle. Kanji makes a concerted effort to put in face time at his areas

and make sure he’s seen as an available leader, by both his workers and the people they serve.”It’s not the fanciest solution, & however it is almost increased presence, physically,”he states.”I’m on the roadway, my VP of operations is taking a trip, our local directors are taking a trip. We can directly communicate with the personnel at each place and help them fix their concerns internally, and externally with their customers. “To do that, Kanji recommends a mix of “rolling up the sleeves and getting in it” and leveraging technology. The

latter has actually become progressively important in recent months as his businesses have actually worked to adjust to altering limitations induced by the global pandemic, along with changing consumer requires and wants. Kanji’s retail businesses saw consistent need during quarantine, even while engaging from another location, and have actually seen an uptick as areas have approached resuming. But he understands some modifications will stick with the company long after COVID-19 is no longer a risk– and that’s an advantage.” Operating with less resources can actually create a grit or a strong sense of will, and we’ve found out to be leaner in some areas, and that will most likely stick,”he says, citing more group meetings by means of Zoom and more customer communication through digital channels.”We’ll bring & some of those developments with us, which will assist us produce a better customer service choice.” Related: The 8 Things You Required to Know If You Believe You’re Prepared to Turn Your Service Into a Franchise What’s it like to own 770 franchise locations? Image credit: KBP Foods Big difficulty: Keeping people inspired Michael Kulp started working in restaurants when he was 14 years of ages. He spent time in the kitchen area, he hung around working the front of house, and eventually, he hung out working within a little organization that owned franchise places of quick-service dining establishments. That’s where he saw a huge opportunity in small company. Today

, Kulp is the CEO of KBP Foods, a multi-unit franchisee of

What's it like to own 75 franchise locations?

Yum! brand names, running primarily KFC

and Taco Bell dining establishments. Based in Overland Park, Kans., KBP introduced in 1999 and now operates 770 locations. Annual income is approaching $1 billion, and KBP is accountable for

15,000 workers.”The larger we get, the easier it becomes to find locations of our business where we’re just average,”Kulp says.”The restaurants at the very leading get a great deal of attention, and the ones at the extremely bottom get a lot of attention. However whether it’s the method we interact, develop relationships, or benefit and incentivize, we must focus on never permitting any systems or performance or behavior to become mediocre even if we’ve gotten bigger. It’s probably our most significant challenge.” Kulp desires his entire group to keep that in mind, so the expression”Defend Great”is utilized often across all of KBP. Kulp understands that encouraging words aren’t enough. To keep all workers motivated, KBP has actually developed a variety of reward programs. At the restaurant level, Kulp and his team have actually developed performance-based incentives that reward employees straight when their store is carrying out well. For folks a little bit higher up the company org chart who ‘d like to invest in the business however do not always have the methods to, a two-year program called Partner Track

teaches them about investing, and a matching program constructed around perk dollars helps those employees make ownership in business. For folks even greater up the business ladder, it’s not unusual to have more than half of their net worth purchased KBP. Related: 5 Tips for Working With a Franchise Company Coach” I’m a big believer that if you walk into a casino and hand somebody a stack of chips, they’ll act extremely in a different way than if they had to purchase that stack of chips themselves,”Kulp says. He sees these programs as a huge reason why KBP has been able to bring in

leading talent as it continues to grow rapidly.(Business opens or obtains almost 100 brand-new shops a year.)”We have the capability to offer individuals with status seeking, distinct profession trajectory, and monetary benefit that they can’t discover other places,”he states.”And we firmly believe that tacos and chicken are the 2 sexiest organizations you might ever be in

.”Article curated by RJ Shara from Source. RJ Shara is a Bay Area Radio Host (Radio Jockey) who talks about the startup ecosystem – entrepreneurs, investments, policies and more on her show The Silicon Dreams. The show streams on Radio Zindagi 1170AM on Mondays from 3.30 PM to 4 PM.