Shelly Sun
speaker
1,448 appearances
6 recordings
1 series
first heard Nov 2011
last heard Nov 2015
Shelly Sun’s voice in public audio — every appearance, attributed to the second.
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Appearances
And so investing in technology allowed me to do that in my company on store, but certainly set the stage for being able to replicate out a consistent customer experience um over time.
But I think what I've seen, which you know, sometimes you're you're smart and sometimes you're lucky.
is I think the biggest benefit that we had that our technology was in place before we ever franchised
in talking to other franchisors.
I I think many are are envious that, you know, every transaction that's ever been done by a franchisee is in our database.
And so we're able to help franchisees understand are you ahead or behind of where you should be this week.
And so, you know, ha being able to have real time data for our franchisees.
I mean, uh you know, you you buy a business as a franchisee to be in business for yourself but not by yourself, we really bring that to life because our franchisees really are able to know if they're ahead or behind on margin, are they ahead or behind on
on revenue, are they ahead or behind, on profitability, by benchmarking them against every other franchisee in our system at a similar period of time and being able to help them know what is top quartile, what is second quartile, what is third, and what is fourth look like so they know where they're performing and helping them with an action plan to make improvement based upon where they may be falling short.
And so I think it was a great back back end
office efficiency issue was the re reason we made the investment initially, but I think the biggest benefit of my technology today is actually the um the ability to aggregate the data and use it to help our franchisees make better decisions and improve their performance over time.
I think it can be
difficult emotionally but for me I think if you've got good guardrails to really be able to inspect what you expect, I think abdicating authority and not checking in on the results is dangerous first of all and secondly um can harm the brand.
I think for me, I think in when I have transitioned some day to day authority
I still have reports that are allowing me to inspect um what's being done to make sure it's meeting my expectations and where I feel like we might be losing a little bit of touch based upon the distance from me to my franchisee, I step back in and so I don't do that forever and I don't but I do it to be a learning moment for my staff.
about why I stepped in, what I did, and how to make that a repeatable event by them through new learning, training and heart um that they that may have been missing and what we were delivering from a f to a franchisee.
And then as a founder, and because my money is still all at risk, um, there's certain things that I still absolutely have to me have come to me, even though I have a day to day president involved.
Anything that changes policy
um any default notice that we're issuing to a franchisee um and any change in agreement on a brand new franchisee which is, you know, almost unheard of, but on some of the master agreements we're doing outside the US
uh as we're kind of venturing out um into new territory, a little bit more modification might be necessary.
Showing 701–720 of 1,448 · page 36 of 73
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