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Stefania Sigurdson Forbes

54 Food Quality Questions that Your Franchise Needs to Know

By | Field Audits, Franchise Audits

Every restaurant has their own unique flavor, and it is the dozens of little details that make it right. Although different systems have their own recipes, there are certain things, such as fresh water and food temperatures that are relevant to everyone.

In the big picture, having high quality food not only helps your franchise, but it also helps families in your community. Having a quality meal at a restaurant can help children try new foods and a family “tradition” of eating out can foster bonds and even enhance brain health.

According to the family dinner project, “recent studies link regular family meals with the kinds of behaviors that parents want for their children: higher grade-point averages, resilience and self-esteem. Additionally, family meals are linked to lower rates of substance abuse, teen pregnancy, eating disorders and depression.”

We explored dozens of food quality audits and took a look at questions that are most relevant to a general audience. While it is important that each question connect to a back-end process, we thought these questions could serve as inspiration, to ensure that your guests get that great experience that keeps them coming back for more. We also have related posts on Food Safety Audits and Marketing Audits in this popular series.

Big Picture

  1. All food is prepared and served according to current, approved operational standards as defined in the recipe manual and training guides.
  2. No unapproved ingredients or menu items present or being served. All food supplied comes from the approved supply chain including produce.
  3. All branded proprietary food products, ingredients and packaging fully utilized.
  4. Any cheat sheets in use are accessible, accurate and clean.
  5. All required menu items are available.
  6. Pastries look eye appealing with a minimum of 3 and are made fresh daily.
  7. Appropriate system in place to track 2-hour shelf-life of coffee pots.

Recipe

  1. Observe and verify recipe accuracy and presentation.
  2. Timers are programmed correctly and are in use according to “items sold” projections.
  3. Chicken nuggets are being dipped and agitated in milk wash properly.
  4. Chicken nuggets being breaded and put on colored tray properly.
  5. Chicken nuggets being put into fryers properly.
  6. Fried foods are draining for at least 15 seconds.
  7. Pizza recipes and assembly are correct with ingredients evenly spread to ensure “flavor in every bite”.
  8. Dough tastes to recipe standards.
  9. Donut fillings were prepped according to recipe standards.
  10. No pre-making of product.
  11. Was product being held for next-day sale or consumption?
  12. Frosting light and fluffy – not a glaze – no time temperature abuse apparent.
  13. All recipes followed for dough and toppings.

Warm and Hot

  1. Rice is moist, fluffy, served with slotted spoon and does not exceed 12-hour life.
  2. Steak is moist, a good color with steak sauce flavor evident, served with 2 oz spoon and does not exceed 1-hour life.
  3. Chicken is diced in 1/2″, not overcooked and caramel in color, served with a 2 oz spoon and does not exceed 1-hour life.
  4. Bacon is brown in color cooked crisp without white spots and free of clumps served with a 2 oz spoon and does not exceed 6-hour life.
  5. Record the weight of a random meat portion. Medium: 2.2 oz. Large: 4.4 oz
  6. Order a random sandwich. Check weight and compare to standard. Take picture.
  7. Soups should be monitored throughout the shift, stirred, hydrated as needed to keep the original consistency and prevent scorching. Pans with scorching on the sides must be changed out as needed.
  8. Brewer calibrated and clean, including spray heads.
  9. Espresso machine is kept clean, steam wands sanitized after every use.
  10. All selections of coffee offered at appropriate time of day.
  11. Coffee grind is accurate.
  12. Check coffee flavor – ensure there is no evidence of grounds.
  13. Final bake temperature is verified for all products with a calibrated digital thermometer.

Cool and Cold

  1. Chips are fresh tasting, crisp, properly salted with consistent color.
  2. Water filtration in use, cartridges must be dated when changed (every 6 months to a year), filters clean.
  3. Shaved meats are sliced as thin as possible without shredding.
  4. Bun interior characteristics feel soft and moist and have an open, honeycombed grain structure.
  5. Bun top exteriors have smooth surface with no significant cracks or ridges.
  6. Mayo properly spread and going from “coast-to-coast”.
  7. Creamer carafes are stored appropriately and meet temperature requirements.
  8. Ice machine producing flaked ice in an appropriate volume, kept clean.
  9. Ice tea bubbler clean and in good repair.
  10. Proper ice tea procedure followed with flavor check.
  11. Donut standards followed on handling, cooking and assembly.
  12. Lettuce standards followed on storage, presentation and assembly.
  13. Buns are being buttered according to procedure.
  14. Cookies are baked to standard, chewy and moist, baked daily and properly dated (24 hours)
  15. All baked goods selections meet quality, weight and presentation requirements.
  16. Fruit donuts ONLY strawberry, lemon and raspberry.
  17. Pastry eats moist throughout without being over or under done.
  18. Proper amount of frosting used on pastries – it is evenly spread and appears moist.

Temperature-Specific

  1. Macaroni and Cheese: 160F-170F
  2. Sliced Tomato: 35F-45F
  3. Coffee Brew Temp: 190F-200F
  4. Coffee Serving Temp: 170F-178F

While your individual food quality audit will be associated with your own brand and recipes, we hope that these sample questions have served as some inspiration.



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5 Steps to Using Benchmarks in the Franchise Business Plan

By | Benchmarking, Franchise Business Plans

You understand the benefits of planning and you have discussed the franchisee’s goals and expectations. But, how do benchmarks fit into the overall picture? Benchmarks allow you to measure performance of one franchisee against the other. With this in mind, here are 5 steps to connect these two key pieces into a valuable whole.

1. Identify the area where the franchisee needs to improve

Finding the area of improvement can be either proactive or reactive. If it is proactive, it is part of the franchisee planning process, and it is a goal to strive for. If it is reactive it is perhaps in response to a violation on an audit. Areas for improvement can also come from program rollouts from head office, from a new service line to an annual Marketing contest in the busy season.

2. Measure the franchisee’s performance in that area

Measuring performance in the area gives you a “before” and “after” picture. Financial performance metrics are easy to quantify, and the more “direct from source” they are, the better. Customer Satisfaction can also be looked at through Net Promoter Score (NPS), Google Reviews or a tool like Review Trackers. Finally, the Franchise Audit provides a score-based method for you to put numbers to actions. If you are measuring “self-report”, it is a bit fuzzier, because human nature means that some franchisees may over- or under- report. Having “hard back-up” can help – such as requiring receipts for investments in marketing submitted to get rebate.

3. Decide which franchisee you would like to benchmark against

While every franchisee will have a reason why their market is unique, there are always ways to compare them to other businesses, whether they are in the same region or training group, for example. If they have similar business types, such as a business with a drive-through, in a mall or off-premise – you can also look at that as a benchmark peer. Compare your franchisee to a like group, to be both fair and results-driven.

4. Compare data collected to franchisee performance

Now it is time to look at what is happening for the franchise compared to others. If they are below average, you will want to boost their score. If they are average, and they want to be more of a leader, you can shoot for that – in fact Ben and Jerry’s does just that with great success. Sometimes the franchisee will want to win an award in their area of choice. Awards give franchisees audacious goals to strive for, inspiring others to follow in their wake. If you are running a scorecard program, this information is readily available. If not, you may have some work to do in terms of data gathering.

5. Create a project or action plan

Any good sales manager will tell you that revenue goals alone do not help sales teams succeed, activity goals do. So – instead of thinking of that 5 Million Dollar target, a salesperson can think about one appointment with a qualified decision maker per week, for example. Action plans are the building blocks to goals. Having an Project Management or Action Plan tool is a fantastic way to track this.

Final Word

Once you have your benchmarks integrated with your plans, the franchisee can get back to focusing on the day-to-day in a more effective way. After this, you can do regular calls or check-ins with franchisees on a monthly or quarterly basis. As a leader in benchmarking tools for franchisees, FranchiseBlast is a great way to accelerate your planning cycles.



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Social Geek Radio: Personal Branding

By | Events

FranchiseBlast’s Stefania Sigurdson Forbes joins Social Joey‘s Jack Monson and Liane Caruso for Social Geek Radio’s special on Personal Branding. In this exciting podcast edition we discussed:

  • How can you develop your own Personal Brand quickly and effectively?
  • Does showing your uniqueness help find your tribe?
  • Can consistency in social media engagement grow your personal brand?

Listen now at Social Geek Radio!

50 Food Safety Audit Questions Your Franchise Needs to Know

By | Field Audits, Food Safety

According to the Centers for Disease Control and Prevention (CDC) data from the year 2000, “foodborne disease causes approximately 76 million illnesses; 325,000 hospitalizations and 5,000 deaths here in the U.S. each year.” Food safety has therefore become central to the food experience for all restaurants.

Food safety leader Steritech says “Today, more than ever before, food safety violations are top of mind with your customers. Consumers don’t hesitate to share their experiences — a single negative food safety incident can pose serious risks to your bottom line and your brand.”

According to food inspectors Noraxx, there is a high cost to “good enough” when it comes to food safety. “In a heartbeat, that one bad experience could undo all the good will that might have taken months or years to build up.”

We researched over a dozen audits on food safety, and found questions that you could find useful as you update your food safety audit.

Temperature Control

  1. Cold foods maintained at 41 degrees or below in all cold-holding devices including refrigerators, storage devices and ice-wells.
  2. Hot foods maintained at 140 degrees or above.
  3. Refrigeration records are available and complete.
  4. Proper cooling methods (placing food in shallow pans or using cooling wands etc.) are used for foods that require time/temperature control for safety.
  5. Frozen foods are held solidly frozen so that they are hard to the touch.

Food Handling

  1. Date marking is applied at time of preparation to ready-to-eat food prepared on site and intended to be held cold more than 24 hours and does not exceed a 7-day shelf-life.
  2. Food products dated, and not held past their expiration date.
  3. Discard policy is being followed – old food is “wasted” during inspection.
  4. Received food put away promptly.
  5. All ingredients are refrigerated when not in use.
  6. Foods are from commercial suppliers. Foods and packaging are in sound condition.
  7. Foods and food-contact packaging are stored at least six inches off of the floor.
  8. Fruits and vegetables are properly washed prior to processing and serving.
  9. Produce wash procedures are executed properly and have the correct concentration.
  10. Foods are properly protected from contamination.
  11. Staff know the proper procedures for preparing gluten-free menu items.

Equipment and Utensils

  1. Food-contact surfaces properly sanitized (at least every 4 hours during continuous use).
  2. Food-contact surfaces of equipment and utensils durable, non-toxic, easily cleanable and in good condition.
  3. Utensils in the prep area are clean and well-maintained.
  4. There is a dedicated thermometer available in the kitchen area for verifying temperatures – which is clean and well maintained.
  5. Fire extinguisher – accessible with inspection dates.
  6. First aid kit – stocked and easily accessible.
  7. Wiping cloths are kept clean and dry or else immersed in properly diluted sanitizer. Separate cloths are used for wiping food-contact and non-food-contact surfaces.
  8. Disposable cutlery – stored in a sanitary manner with all handles facing the same way.
  9. Sanitizer test kits are open and readily available for use.

Personal Hygiene

  1. No bare hand contact with ready-to-eat foods. Disposable gloves worn when handling them.
  2. Eating, drinking and tobacco use restricted to non-food areas. Drinking allowed from cups with a lid and straw and stored so they cannot contaminate the food-contact surfaces.
  3. All hand sinks have hot and cold water available.
  4. Every employee has a branded hat and long hair is tied up.
  5. Employees, including drivers, are not wearing outdoor clothes in the food preparation area.
  6. Jewelry on the hands and wrists is limited to a plain ring with no set stones.
  7. Associates frequently washing hands to standard using correct hand washing steps.
  8. Associates not displaying symptoms of illness.

Cleaning

  1. Chemical sanitizer solutions at proper concentration and temperature per label instructions.
  2. Original containers of toxic materials have a legible manufacturer’s label. Bleach not allowed or approved in restaurants.
  3. Interior garbage containers are cleaned and emptied as needed.
  4. Exterior garbage storage is covered and doors kept closed between uses. Containers are emptied as necessary and the surrounding area is maintained clean to avoid pests.
  5. Sinks – not used for prep and dishwashing at the same time.
  6. Floor – clean under shelving.

Facilities and Controls

  1. Ventilation is adequate: vents, fans and guards are clean.
  2. Plumbing provides adequate pressure.
  3. Pest prevention program is effective.
  4. Floors, walls, and ceilings are smooth, easily cleanable and in good repair.
  5. Potable water is available from the public water system or a non-public system that is properly maintained.
  6. Air gaps/backflow prevention devices are in place where required. Sewage disposal systems, including grease traps, are operating properly.
  7. Mop sink is clean and in working condition, with mops and mop buckets hung or stored properly.
  8. Back door area – clean and organized.
  9. Shelving – clean/organized/no rust/sufficient.
  10. All employees preparing food have a valid food handlers certificate on-site.
  11. National food safety certifications posted.

Food safety audits are an important part of franchising. That is why FranchiseBlast has integrations with food safety leaders such as Steritech and Noraxx.

*The questions in this post are for information only. To do a compliant food safety audit, please consult a certified professional.



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Calibrate Your Auditors with FranchiseBlast

By | Brand Consistency, Field Audits

In a franchise environment, it’s important that the franchisee experience is as consistent as possible.  If you think of investing in a franchise as one of the most important financial decisions of a franchisee’s life, it’s understandable for them to expect to receive value from their coaching sessions. They also expect that the franchisor will hold all other franchisees to the same high standards in order to protect everyone’s investment. In this era of social media, a franchisee delivering an inadequate experience can permanently damage the system as a whole in the blink of an eye.

“Calibration”, a term many connect with engineering and music, is simply a way to ensure that measurement values are consistent with a standard. We can all hear when a guitar is out of tune, which means that the guitar is not consistent with the standard note – a C is not a true C – it is sharp, flat or otherwise not where it should be. In the context of auditors, if your auditors are not consistent, that means that they do not comply with a central standard. Instead of being consistent, each coach brings their unique point of view.

Given that each coach has their own unique strengths and weaknesses, it’s impossible to be perfect – for example, an auditor with a sales background may see personal interactions differently than someone who came up the ranks through Food Safety. Calibrating field audits is something forward-thinking franchisors should do on a continuous basis.  Calibration is usually performed with all of the coaches in the same unit at the same time, performing their visit and comparing notes. Given the associated costs and inconvenience for the franchisees, these types of calibration visits are few and far between.

However, did you know FranchiseBlast lets you review auditor calibration without having to leave the comfort of home office?  After you have performed a few audits, you can start looking at elements such as our Audit Insights report, comparing the overall score of each coach within their region.

audit calibration screenshot

This type of comparison is also available in a few of our other reports (namely the Global Performance report) and in the form of a dashboard widget. Keeping an eye on the variance in top-level scores across different regions is a good way to be proactive.

We recently took a deeper dive for some of our franchise partners during a quarterly business review. While the top-level scores seemed consistent enough, the franchise partner had a gut feeling some standards were not well calibrated. We decided to explore their biggest system-wide weaknesses together. Here’s what we found:

franchise auditor calibration table

As a first step, we took out Coach 1 who only completed a single audit where the franchisee was in compliance. We then observed a large gap between all the coaches. One coach was on average saying franchisees were respecting the standard 81.25% of the time whereas another saw just 25.71% compliance for this system-wide weakness.

We discussed this with the franchisor, and they said that it was a very interesting observation as Coaches 2-5 represent the East Coast whereas Coaches 6-9 are franchise business coaches for the West Coast. Both teams perform their calibration sessions separately. One group was clearly being stricter than the other.

We repeated the exercise with another franchise system and observed this gap on their own system-wide weakness:

auditor calibration table 2

Again, removing the outliers with only a handful of audits, we still end up with a huge gap between 5.56% and 92.41%. Statistically, it seems very unlikely that the territories are completely inconsistent for this standard. It’s likely a variance in how coaches are calibrated with regards to this particular standard.

How can we fix this? How do we get the coaches all “in tune”?  Pictures! In FranchiseBlast, each question can be annotated with a picture to clarify the success or failure. Similar to social media, we have a photostream for each question, allowing users to quickly peruse photos from a variety of auditors.

The franchisor can set up a remote training session where the photos in each territory are reviewed together as a group. Each auditor can comment on what is considered a failure for the question. Together, the team recalibrates in a proactive and constructive fashion. The review session is not about calling people out on doing the audits right or wrong; instead, the idea is to clarify the process for future audits. This way, the standard can be expressed more clearly and communicated to all coaches.

In both cases, some of these pictures were then re-used in the documentation for the standard, clearly recording what is considered a pass and what is a failure for future auditors or franchisees reviewing audits at a later date.

This quarter, why not review the calibration of three of your biggest system-wide weaknesses? The results can be eye-opening!



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Franchise Fraud Infographic

By | Franchise Fraud, Infographic

Have you ever wondered about how franchisors are managing franchisee fraud? See our series of three articles:

We hope that you like this series. Don’t hesitate to reach out to us if you have questions!



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How Franchisors are Managing Franchisee Fraud

By | Franchise Coaching, Franchise Fraud

Before getting into franchising, you may have had an image of what would happen if you were to catch someone committing fraud within your business. Picture a Law & Order episode, where the person committing fraud is on the stand, peppered with questions until they confess in a dramatic fashion.

But, after spending some time in franchising, you likely have realized that this is not how things go – because relationships are everything. After our popular articles on 4 ways franchisees commit fraud and how to detect fraudulent acts, we decided to add some insights on how franchisors are handling fraud once it is found.

A Family Dispute

Most franchise systems operate as families. The annual convention can feel like a family reunion. Longstanding friendships are formed beyond business, and there can be relationships, and even marriages between franchisees. As a result, franchisors and franchisees know each other’s strengths and weaknesses. They also know how to push each other’s buttons.

A fraud can then seem like a family dispute. And, far from being a “bad guy” franchisees who are committing fraud can simply be in a difficult financial situation based on a spouse’s job loss or unexpected medical bills, for example. On top of this, franchisees, especially those that commit fraud, can be highly leveraged.

A View from the Outside

Customers often have a fuzzy understanding of the relationship between franchisor and franchisee. After all, they may simply enjoy your food, and don’t need to understand the inner workings of your business. As a result, a loud and public dispute could have a negative impact on the local business, and others in the region or nation, not to mention the brand as a whole – potentially creating a self-inflicted wound. Suppliers can also get a negative perception of an internal dispute.

The Risk of Not Acting

As a result of the “family” issue, and the customer issue, sometimes fraud when discovered, goes unmentioned. In fact, a known fraud can justify poor treatment of a franchisee, or other franchisees can take notice, creating an erosion of respect and even loyalty.

Mediation

Often, the best resolution is to work together. According to law firm Nixon Peabody,

“In most instances, brand value can be preserved by quickly channeling a dispute through mediation – with all the major constituents present at the table. This type of intervention often leads to results-oriented solutions without suppliers or customers ever becoming aware of the dispute. A successful mediation can result in a successful business transaction, such as the sale of the franchisee’s locations, that can further bolster the brand’s strength. The earlier the third party is brought in to expedite the negotiated business resolution, the better it will be for the brand and the bottom lines for all concerned. “

Information is Power

While managing this situation, having a paper trail through a series of audits and corrective actions, for example, can strengthen the process. Additionally, having a record of good faith, such as a franchise coach taking an active role in helping the franchisee, can make a big difference. FranchiseBlast’s Brand Consistency software can help create that digital record.



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58 Marketing Audit Questions Your Franchise Needs to Grow

By | Franchise Audits, Marketing
Franchise Marketing Audit

Often forgotten but more important than ever is the Marketing section of the franchisee audit. Based on our research, the franchisee success on the Marketing audit, especially the section on planning, can actually predict growth. Based on popular demand, we did an extensive review of over 50 audit questionnaires from a half-dozen industries and came up with the best Marketing questions for you to add to your annual audit checklist.

Basics

  1. Exterior signage, clean, illuminated and in “like new” condition.
  2. Menu panels, clean and and in “like new” condition.
  3. Store decorated appropriately for the season.
  4. Television clean, in good working order, and playing approved images and footage only.
  5. All national campaign elements are present and in-store POP follows brand standards, placement guidelines and is clean with no damage.
  6. Uniforms are to standard – managers and associates.
  7. Name tags clean and professionally presented.
  8. Approved music playing.

Planning

  1. Franchisee provided completed quarterly marketing plan to coach by submission deadline.
  2. Competitive analysis completed in the last 12 months, using the proper form.
  3. Franchisee has used the approved forecasting tool for their marketing plan during high season.
  4. Franchisee submitted up-to-date crisis communication plan.
  5. Franchisee has the marketing collatoral required to execute on their marketing plan (coupons, signage, giveaways)
  6. Franchisee doing a live event during high season.
  7. Franchisee taking part in community events during high season.
  8. Franchisee has visited 5-10 local businesses to connect with the community.
  9. Marketing plan identifies a budget each month.
  10. Current national promotions leveraged in marketing plans.
  11. Current national platforms leveraged in marketing plans.
  12. Staff meetings are scheduled to review upcoming promotions.
  13. Franchisee and/or marketing staff attended any required training.

Print and Signage

  1. All marketing material complies with brand standard and is posted in the appropriate location.
  2. Current marketing materials being used.
  3. Hours of operation posted on doors and accurate.
  4. Promotional tents available at each table.
  5. Branded vans using approved graphics and PMS colors.
  6. Branded napkins being used.
  7. Branded trays are made available.
  8. No hand-written or typed signs in guest view.
  9. Posted media stories up to brand standards.
  10. Online ordering “call-out” available.
  11. Every off-premise bag contains marketing materials.
  12. Off-premise packaging quality standards being used.
  13. Gift card program in place.
  14. Only current and approved merchandising elements available.
  15. Franchise operator decal displayed at front entrance.
  16. Loyalty program materials have prominent placement.

Social and Online

  1. Franchisee posted a minimum of 3x/week to Facebook.
  2. Franchisee had one positive online review/month.
  3. Franchisee used on-brand content and held to on-brand Facebook strategy.
  4. Franchisee maintained updated hours and pricing on local website.
  5. Franchisee has 2 posts regarding seasonal marketing campaign on Social Media.
  6. Franchisee is familiar with Social Media posting tool and knows where to find additional resources.
  7. Franchisee boosted a minimum of 1x/week on Facebook.
  8. Social media channels monitored and comments were responded to in a timely manner.

Campaign

  1. Franchisee participated in the National Marketing campaign.
  2. Campaign details printed and posted.
  3. Prize awarded to customer.
  4. Approved display rack has current POP.
  5. Monthly POP clearly advertised on the menu board.

Compliance

  1. Franchisee reads all head office communications.
  2. Franchisee only used approved offers.
  3. Franchisee requested approval before marketing additional offers.
  4. Franchisee maintained a positive, respectful relationship with franchise marketing team (no incidents reported since last reporting period).
  5. Marketing material purchased through approved vendors.
  6. Franchisee spends $x/month in the community, above AdFund spend, as per the agreement.
  7. Franchisee is familiar with most recent campaign.
  8. Product knowledge questionnaire – all associates and managers have completed it.

If you are as enthusiastic about Marketing Audits as we are, feel free to connect with us at ssigurdsonforbes@franchiseblast.com!



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CFA Roundtables: Franchisee Scorecards

By | Events, Franchisee Scorecard
Franchisee Scorecards

Dates: Monday, April 8th, Tuesday, April 9th, 2019 at 11:30
Location: Niagara Falls, ON, Canada
Hosts: Monday: Jason Kealey, Tuesday: Stefania Sigurdson Forbes

Why Franchisee Scorecards?

One of the biggest trends of 2019 is Franchisee Scorecards. This simple but powerful tool helps you understand what is happening with your franchisees. At these roundtables, we will chat about what metrics are most relevant to franchisors and which ones will drive growth for franchisees.

To join us, register for the CFA convention.

USDA-Certified Organic Juice Bar Partners with FranchiseBlast Mobile Technology to Drive Brand Experience and Quality Processes

By | Press Release, Restaurants

Clean Juice leads the way in delivering healthy fast with a smile.

For Immediate Release: PRWeb.

Clean Juice, the first and only USDA-certified organic juice bar franchise with more than 55 stores in the U.S., has partnered with FranchiseBlast to help deliver, measure and ensure a high-quality guest experience at each store.

By utilizing FranchiseBlast’s powerful software and performance tools, Clean Juice will be able to audit its stores more effectively and ensure the same quality processes it uses for its CCOF and USDA-organic certifications will be used in delivering an unparalleled guest experience that drives results systemwide. FranchiseBlast is set to roll out across Clean Juice’s locations in early February.

“Being the only certified organic concept is what makes us unique,” said Landon Eckles, co-founder of Clean Juice with spouse Kat. “But it’s our brand experience – delivered with speed, a smile and a servant’s heart – that sets us apart in creating our community of loyal guests. This partnership with FranchiseBlast will help us reach a level of excellence we expect.”

While the concept of juicing has been around since the 1970s, the Eckles discovered a market need for an all-organic juice bar and healthier fast food options, especially for young families with children. With no existing concept, they created their own store in Charlotte, North Carolina that ultimately led to franchising and an unrelenting mission to provide communities with a truly healthy and delicious organic product. Earlier this year, the franchise announced the opening of its 50th store and more than 70 in development. It expects to exit the year with more than 100 stores in less than 3 years.

The performance package from FranchiseBlast will also assist the fast-growing company with their store openings. The mobile-friendly app will help them ensure that their brand experience is uniform across all location in accordance with its aggressive development schedule and it will help their associates monitor important key performance indicators and ratios.

“Having a strong brand experience is what keeps customers coming back,” said Dean Hatzitheodosiou, Sr. Business Development Director of FranchiseBlast with a track record of helping companies experience fast growth. “Strong customer retention will help grow both the stores, and the franchise concept itself.”

Brand experience is more than just logo and colors. Clean Juice will also use the stores to monitor important elements such as ensuring: 

  • “Juiceristas” (store associates) educate customers on the product and its health benefits
  • Guests get a genuine, personal “connection” when they enter and throughout their experience
  • Product is arranged in an engaging manner with most popular items at eye-level and the retail space is warm, friendly and well-designed

Other important factors for the company that will be consistently monitored include cleanliness, freshness and food-safety, as well as branding.

Clean Juice continues its rapid ascension as the country’s first and only USDA-certified organic juice bar after recently announcing the opening of its 50th store in East Nashville, Tennessee earlier this year. The company has another 70 stores in development and expects to exit 2019 with more than 100 stores operating. For franchising opportunities, please visit: http://www.cleanjuicefranchising.com.

About FranchiseBlast

FranchiseBlast’s Scorecards and Franchisee Field Audit Apps empower franchisors to achieve brand consistency across locations. The apps can be used by the franchise business coaches during their field visits or directly by franchisees themselves via self-assessments. Their user-friendly apps are used by over 13,500 locations including Focus Brands, Pita Pit and Liberty Tax Service.

About Clean Juice

Realizing the importance of an organic, plant-based diet, co-founders Landon and Kat Eckles started Clean Juice in 2016 as the first and only USDA-certified organic juice bar franchise. Rooted in “healthy body and a strong spirit” (3 John 1-2) scripture, Clean Juice offers organic açaí bowls, cold-pressed juices, smoothies, and other healthy food to on-the-go families in a warm and welcoming retail experience across the nation. For more information about Clean Juice, its leadership team and its core values, please visit http://www.cleanjuice.com.

Contact:

Stefania Sigurdson Forbes
Sr. Marketing Director
FranchiseBlast
877-567-5282 x709
ssigurdsonforbes@franchiseblast.com

See original PRWeb Submission.