Dave Mortensen

And that can be a gap, too, because we're so enamored with what we have or what we deliver.

We forget about some of the components we obsess about stakeholder value, though, and stakeholder value.

changes year over year over year in fact strategy has to be aligned to your stakeholder value and it's one of the biggest misses businesses will do because we get really excited about an idea we have that we think is going to deliver somewhere so an example would be let's say we have a new customer journey a new product we want to deliver to our customer and

And our customers love it.

They love it.

It is like the best thing they've seen yet.

Now the but is, the but is to deliver it, it's harder for our operations people to deliver the product and there's no gain for them.

So their stakeholder value comes in.

How well do you think we're going to deliver it?

Even if our customers love the product and everything, but I have no value to it and it takes me a lot more work to deliver something and I see no gain by doing it.

Guess what?

Our franchisees aren't going to be attracted to that.

So when we build something out, we build out what's called a stakeholder map.

There's no perfection, right?

The stakeholder map, you put down a stakeholder map of every stakeholder in the business, and then you take your strategic priorities, your key things, and you go, how does this impact every stakeholder?

And stakeholders can be your staff.

It can be you as the investors.

It needs to be our franchisees.

It needs to be their staff.

It needs to be our customers.