Yesterday we discussed the critical stages that precede franchise ownership, examining the situation from the perspective of the franchisee. Today, I’d like to look at the same situation, but from the franchisor’s viewpoint.
Moe’s Southwest Grill is a leading fast casual franchise focusing on Tex-Mex food. Their president Paul Damico recently sat down with Bloomberg magazine columnist Karen Klein to discuss, among other things, the franchise’s innovative franchisee training system. Many franchises boast about their exhaustive training modules, but few are as exhaustive as the one that Moe’s offers.
Essentially, once the franchise identifies likely franchisees, they fly the candidate to their Atlanta corporate HQ and have them work a 10 hour day at Moe's, six days a week in order to show them how the business really works.
As Damico explains:
During those four weeks, the interns are evaluated as they touch every aspect of the restaurant. They learn everything from food prep to guest services, how to work the cash register and do the cleaning. They learn how service and leadership make for a successful restaurant. If they are successful, we sign legal agreements with them, and they come back for three weeks of certification training while their restaurant is under construction.
So while franchisees will have certain expectations when signing up for business ownership, they should also realize that the franchisor will have expectations that transcend capital or funding. Moe’s certainly has an innovative and rigorous training system. It’s hard word, but it's probably the best way to learn how their business operates.