Haj Atwal, regional development agent for SUBWAY, has some top tips if you’re considering investing in a franchise
With his business partner and brother Narinder Atwal, Haj Atwal (pictured) is a franchisee of 32 stores and development agent for over 85 stores across east, north and south Scotland.
Earlier this year Haj opened a new store in The Centre, Livingston, a shopping centre in the heart of the town, becoming the 5,000th SUBWAY store to open in Europe.
Having worked for the SUBWAY brand for more than 15 years as both a franchisee and development agent, Haj shares his top tips for franchising success.
The SUBWAY brand owes much of its success to the strong support systems it has in place for all franchisees. The great thing about a franchised business is that you are operating in a tried and tested system with excellent training and a solid support structure, plus have added scope to improve your business and work with the franchisor to develop the brand.
However, you need to be sure you are willing to adhere to this system and work within the parameters of the franchise’s existing processes and procedures. This support has proved to be successful and the fact over 70 per cent of all new SUBWAY franchises sold worldwide are sold to existing franchisees speaks volumes.
To run a successful franchise it’s important you know your business inside out and are prepared to ‘work the line’, which in our business means working as a sandwich artist.
Mastering all aspects of your business, from behind the counter serving customers to managing the everyday running of the store, is invaluable. You must be willing to get hands on with the business, as it enables you to empathise with your staff and customers, giving you the overall knowledge to direct the business effectively.
Hands-on management is vital to running a successful store - simply owning the franchise is not enough. To be a success in any franchise business, you also need to be passionate about what you do. Many potential franchisees already have a flair for business, but you need more than that to run a successful franchise.
It’s important you know your franchise, your market, local community and competitors. A franchise business is hard work and in order to make it a success you have to know and believe in what you’re investing in.
The first step will always be to research the franchise fully. Most franchises have websites packed full of information for potential franchisees, including online seminars, training guides and background information.
Make it a priority to read the franchise trade press and attend any franchise exhibitions and seminars in your area - and make sure you go armed with questions. It’s also important to check out the competition, research market trends and find out how the franchise has performed historically. Are there any potential threats that may adversely affect the success of your franchise in the future? If so, what plans are in place to address them?
Investing in a franchise can be a life changing business choice, so it’s vital to make an informed decision.
An understanding of the dynamics that motivate individuals is a bonus in the franchising business.
As a quick service restaurant franchise, the SUBWAY brand has to overcome the ingrained perceptions of working within the food-to-go industry. Attracting and retaining reliable, customer focused staff is a key issue within the sector, so it’s essential you can offer potential employees ways to keep them challenged within the organisation.
The key is to be able to identify individuals who are looking for a long-term career and work with them to identify where you can assist in their goals.
Once your business is up and running and becomes established in the local area, it may be tempting for franchisees to start spending their profits.
At the SUBWAY brand we caution our franchisees to temper this inclination, to look after the money that’s coming in and think ahead to any possible drains on these resources that could crop up in the future.
Good business people will be thinking three to six months ahead and have the ability to anticipate the ebbs and flows of cash flow, putting a strategy in place to address these potential pitfalls. Evaluate any risks, taking an informed and disciplined view.
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