Category

Brand Consistency

Duck Donuts to Open Over 100 Locations Using Mobile Technology

By | Brand Consistency, Press Releases, Restaurant

Rapidly Growing Franchisor Will Focus on Openings, Planning and Performance with FranchiseBlast

Released through: Cision PRWeb – See Full Release Here.

If you start strong, you stay strong, according to franchise experts. That is why Duck Donuts, one of the nation’s fastest-growing donut franchises known for serving “Warm, Delicious and Made to Order!” donuts, has increased their investment in FranchiseBlast technology, to include Store Openings, Business Planning and Performance tools.

Having just four stores as recently as 2012, Duck Donuts has experienced growth that many franchisors would dream of with more than 240 units sold by 2020.

“As we continue to rapidly grow, it is a priority for us to ensure we have the right processes and tools available to our franchisees,” explains Sophia Zulli, VP of Operations at Duck Donuts. “These tools will help the franchisees open strong, since solid performance on the opening is a fantastic predictor of healthy financial performance in the future.”

Duck Donuts is known for its delicious, made-to-order donuts which include traditional favorites such as chocolate, and more unique, such as those including bacon. Their donuts are on “best of” lists in many cities across the US.

“By expanding their toolkit beyond brand consistency, Duck Donuts is signalling to their franchisees that they are committed to improving unit-level economics.” explains Jason Kealey, President and Co-Founder of FranchiseBlast.

“Having timely access to franchisee performance benchmarks will help their coaches quickly propagate lessons learned from top performers to the rest of the system.”

FranchiseBlast is experimenting with Artificial Intelligence with some of its customers, providing actionable insights on what levers drive strong performance, for example.

“We’ve worked with FranchiseBlast since 2019 on our brand consistency and it has been a great partnership,” explains Zulli. “Now we are excited to bring it to the next level with Store Openings, Coaching and Performance Insights.”
Duck Donuts will upgrade the technology in early 2020.

About FranchiseBlast:
FranchiseBlast’s Scorecards, Business Planning 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 100 brands including Focus Brands, Liberty Tax Service and Pita Pit.

About Duck Donuts:
Duck Donuts was founded in 2006 by Russ DiGilio in Duck, North Carolina. His intention? To solve a family vacation problem: “Our family wanted a place to buy warm, delicious, made-to-order donuts, and when we couldn’t find one, we decided to start our own.”

By 2011, Duck Donuts had expanded to four Outer Banks locations and the donut business was so successful that DiGilio was continuously approached about franchise opportunities by fans who begged for a Duck Donuts in their community. The first franchise opened in Williamsburg, Virginia, in 2013, and there are now 89 open franchise locations and more than 145 additional contracts in 26 states and four countries.

For more information, contact Stefania Forbes at ssigurdsonforbes@franchiseblast.com OR 877-567-5282 x709.

7 Strategic Franchise Questionnaires

By | Audits / Brand Consistency
strategic franchise questionnaires

Some franchises, when they start, have just one quarterly audit – often driven by legislation such as food safety instead of having multiple franchise questionnaires. But did you know that the average franchisor in FranchiseBlast has six different questionnaires in the system? According to Atul Gawand, author of the book, The Checklist Manifesto, “The volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably.”

In a nutshell, this means that even in fields like aviation and medicine, checklists are needed to pool the collective knowledge. In the world of franchising, this is particularly meaningful because franchise owners are buying into a system because they want to tap into expertise. Let’s take a look at some of the common franchise questionnaires we find in our system, representing over 13,500 franchise locations. To keep it simple, we separated them out into Operations, Training and Marketing.

Operations

Most franchise questionnaires we utilize are within the Operations team. Although the stereotype is of the ops person as a checklist wielding intruder, there are many ways to make operations activities helpful and even collaborative. See some ideas below.

Quarterly or Annual Business Plan

If you fail to plan, you plan to fail. Business planning is a common questionnaire that is fantastic to build collaboratively with the franchisee, and one that you can come back to over and over again throughout the relevant period.

Pro Tip: Don’t make the common mistake of mistaking cash for profits. Profits is an accounting concept, while cash-in and out can make or break the business. See more business planning mistakes here.

Food Safety Audit

Food Safety is often driven by legislation thus is sometimes used standalone. Foodborne illnesses are preventable and safe food practices encourage longer lives, and a more resilient food industry.

Pro Tip: If you get your food safety assessed by a 3rd party such as Steritech or Noraxx, you can add it by integration to your Franchise Operations software. With this, you get the full picture of the franchise and create interesting comparisons such as cleanliness and customer service, for example, to gauge the customer experience as a whole.

Weekly/Monthly Phone Call Business Check-In

This is a simple audit, but helps you stay on top of communication with your franchisee. It simply records the call, and makes sure any follow-ups that you need get tracked in the Franchise Operations system.

Pro Tip: A picture can say a thousand words. Getting the franchisee to send photos for a phone check-in helps you know for sure that the topic of the call was actioned.

quick call audit

Training

Countdown to Opening Checklist

Taking a snapshot at a key time before opening will make sure new franchisees are set up for success. Countdown-to-opening is one of the most common terms in training but making it a clear checklist with follow-up tasks and built-in accountability means you won’t have surprises (negative ones!) on opening day.

Pro-Tip: Some franchisors like to take several “snapshots” such as 12-week, 6-week, 4-week and 2-week.

Trainer Arrival Checklist

Some franchisors choose to have trainers on-site for grand openings. To give customers the best experience possible, there are a lot of details to look after. While the food may be ordered, and the proper smallwares are ordered and sparkling, other details may be missing, such as giftcards at the cash or maybe employees are not able to clock-in yet.

Pro Tip: Seeing aggregate results of common issues found in openings, can help you emphasize certain things in in-class training for later groups. For example, if there is an issue across the board with franchisees not showing their grand-opening promotion in the window, you can emphasize the foot traffic that such a sign would bring.

Marketing

New Marketing Rollout Assessment

While it would be great to believe that as soon as the roll-out e-mail gets sent from the head office legions of franchisees march out and make the campaign happen, but in reality, that is not the case. Assessing a roll-out tells you about both perceived effectiveness of the marketing team from the franchisee side, and the compliance percentage from the franchisor side.

Pro Tip: When assessing a roll-out which requires specific training material on a recipe, for example, snapping a photo can act as a great proof point.

New Product Readiness Audit

When you are rolling out a new program, sometimes you need to assess the readiness of the team. This audit helps you assess where they are vs. where they should be.

Pro Tip: Training is the new marketing in many ways, as customers rely on reviews more and more for their food and entertainment options. Having training and a percentage of crew complete on your audit is a great best practice for a readiness audit.

Last Word

Once you have the right collection in place, you can build a franchise scorecard. Take a look at our Franchise Scorecard eBook here.



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12 Surprising Things You Can Do On Your Next Franchisee Visit

By | Audits / Brand Consistency, Franchise Relationships
Franchisee Visit

A visit from an Franchise Business Consultant (FBC) can stir up a lot for a franchisees. Some can see the FBC as a checklist-wielding intruder, while others may see it as a major disruption, like the Kool-Aid man bursting into the side of their operations when they are trying to get stuff done. While using your checklist is needed, why not provide them with some surprise value during the franchisee visit? Check out the tips below to learn more.

Your Next Franchisee Visit

It’s Not What You Think 

1. Recognize Good Performance

A powerful, but underutilized tool is recognition. During your visit, the franchise and their team may think you are going to “catch them doing something wrong.” What if instead… you “catch them doing something right”? Reading out an e-mail from a happy customer, or a nod of appreciation from the President or one of the Directors of the organization can go a long way. Some franchisors even send their FBCs on the road with travelling trophies. After your visit is over, a thoughtful and gracious e-mail, text or even some fun and memorable photos circulated on social media or on your internal message board can be powerful. You can also provide some recognition to the hourly team such as a verbal thank you, an Amazon gift card or a “shout out” on Social Media.

2. Teach to Fail Forward

“When challenges and problems occur, find a lesson,” says Jim Sullivan in his game-changing book Multi Unit Leadership. “Find the lesson, share it with your team and discuss how to prevent the problem from occurring again. Problems are opportunities to learn from not get upset about.” Taking this approach will get your franchisee and their team to step back, and hopefully realize that you are there to help, not judge.

3. Know Details Matter

Have you ever guessed on the cleanliness of the restaurant as a whole based on the standard of clean you see in the washroom? Reminding the franchisee that the details matter is a great message from an FBC when conducting an audit. It is easy to let things slide a bit as an operator, and having a different set of eyes can make a big difference. For example, when you walked in, did the first person you meet greet you with a welcoming smile, or were they focused in on their phone? A customer, who has driven 20-30 minutes, past dozens of restaurants, would have that same experience – whether good or bad.

4. Be a Thermostat, not a Thermometer

Jim Sullivan talks about the idea of controlling the temperature, instead of reflecting it. While you want to meet the franchisee where they are, you also want to be the voice of reason. If you are getting as “hot” or as “cold” they are, you are not going to help. Having some self control, and remembering professional boundaries creates a win-win all around.

5. Consciously Collaborate

Like it or not, with Social Media and our “always on” society, our world is more and more collaborative. Information does not flow from the top down anymore; instead it flows bottom-up and laterally. Instead of resisting this idea, roll with it. Consciously collaborating means that you help the crew be a team feel energized after your visit and there is a little more glue connecting them together. You can also create collaboration with their fellow franchisees or other people who can broaden their professional or personal expertise.

6. Put a Loudspeaker on Great Ideas

When you see great ideas at play on your field visit, why not amplify them, and share them with the rest of the system? Of course, you only want ideas that don’t go against brand standards but it can be surprising how creative great operators can be within them. Don’t forget that for McDonald’s, Ronald McDonald, the Big Mac and the Egg McMuffin were all franchisee ideas. From Marketing to operations, there are ideas you could take and run with.

7. Judge People on their Best Days

Have you ever felt unfairly judged by someone? It is a sinking feeling, which you may be unconsciously be creating for your franchisees. “Be balanced, be fair, observe often,” said Sullivan. “And consider all the grey areas before you make a decision in either black or white.”

8. Encourage Excellence

While you want to create an atmosphere of acceptance, at the same time, you want to follow the management precept of being “hard on issues, and soft on people.” That means that if you see food being prepared at a level 10/10, encourage that again. Don’t forget that being on a “dream team” feels much better than being considered second-rate.

9. Foster Financial Goals

Unit Level Economics is a hot issue at franchise conferences because it matters from both a franchisee and franchisor perspective. Franchisors are typically paid on revenue, which can create a perception among franchisees of even the most well-meaning of head office teams. Helping your franchisee meet or exceed profitability targets will show that you are there to help in the most meaningful way possible.

10. Create a Not-to-do List

Productivity experts such as Tim Ferriss talk about having a not-to-do list. In fact, these can raise performance more than adding more to your schedule.  That list will demonstrate that you are not there to put more on an already full plate. You are there to help them succeed.

11. See Service through the Customer’s Eyes

It helps to see the operation from a customer’s point of view, rather than through that of the manager’s or staff. After all, a great customer experience, may not be what you think it is.

“Not having to ask for anything,” says Sullivan. “Is the ultimate definition of customer service. Most customers don’t actually ‘want service’. Based on the thousands of customer we interview annually for the service projects we do for clients, what customers want first and foremost from business is to eliminate dissatisfaction. Yep, that’s right. They don’t want ‘excellence’, to be ‘wowed’, ‘delighted’, ‘blown away,’ or whatever the service buzzword du jour is. Customers want consistent positive experiences characterized by the absence of complaints.

12. Mind the Gap in Alignment

“Mind the Gap” is something you see at the subway station, but that advice is also good for FBCs. An exercise, suggested by Sullivan, may be exactly what you need for your next franchisee visit.

  1. Before your visit, answer the following questions: 1) what are my customer’s top ten complaints? 2) what are my customers top ten expectations? Be sure to write down your answers.
  2. Ask the franchisee, their managers and the hourly associates the same two questions.
  3. Your service challenges and opportunities will become crystal clear, comparing the synchronicity, overlap and/or disconnect among the different groups.

Last Word

Looking for more ways to enhance your service? Check out our 5 Boosts eBook on how to enhance your Franchise Audit at every phase.



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Unit Level Economics for Franchise Businesses

By | Brand Consistency, Scorecards

We have all heard that Unit Level Economics is important in franchising, but going from understanding it in theory to transforming it into action is a big step.  According to QSR Magazine, “the success or failure of a franchise concept can pivot off of how well unit economics are tracked, managed, and improved.” In this article, we will take a look at why Unit Level Economics are important in a franchise business, and how to put it in place in your organization.

Why Unit Level Economics for Franchise Businesses

Strong Unit Level Economics is the foundation upon all business success sits. Even though most franchisors get royalties from revenue, not profit, having franchisees succeed in the long run creates genuine referrals and organic growth. Those who want sustained growth for both the franchisor and franchisee pay close attention. According to Joe Matthews, strong Unit Level Economics can also help in Franchise Development as franchise candidates look for the following:

  • Does your business make money?
  • Is the business sustainable? Will it continue to make money into the foreseeable future?
  • Can I see myself in the business?

So the focus builds that franchise business from many angles.

Core Measurements

The starting point of a Unit Level Economics initiative will take the following into account:

  • Unit Profit  and Loss (P&L)
  • Break-even point
  • Payback period

Key Performance Indicators (KPIs) take center stage when it comes to any program rollout.

Sample Unit Level Economic Program Rollout

Are you ready to rollout a program? Surprisingly, we have found that sometimes more established systems are behind newer systems who may have set up strong programs  from the beginning. The best rollouts start from the top, where the Owner or CEO sets the tone and the franchisor team is full of people who care about franchise success on an emotional level.

Step 1: Determine the Key Performance Indicators (KPI)

Every business is different, so using the wrong KPIs can do more harm than good. Develop these benchmarks with input of the franchisees and industry experts. As a starting point, we have KPIs for Restaurant, Health and Fitness, Spa and Salon, Education and Automotive.

Step 2: Track and Improve KPIs

Now that you have the information that you need, you can manage your KPIs together with your franchisees. Franchisors who have a “corporate location” have more skin in the game and can experiment with the business model. Having franchise committees or forums can also help develop and share best practices. Another way to encourage performance is to have part of your franchise consultant’s salary variable based on franchisee KPIs.

Step 3: Share Information About Your KPIs 

Sharing information about KPIs is key to an organization’s success. In fact, at FranchiseBlast we have seen an increasing amount of customers tracking scorecard performance on a monthly basis as well as getting information from their POS or online reviews.

Critically Reassess the Basis of Controllable Franchisee Variable Costs

The franchise landscape changes over time. For example, off-premise has appeared in a substantial way in the past few years leading to changes in procedures, facilities and digital assets. Reviews have also taken a front-seat in  marketing, when as little as 5 years ago they were a second thought. Reassess those KPIs over time, making sure your programs are relevant.

Parting Thoughts

Overall, a strong Unit Level Economics program is alive, with participation and tracking throughout. To learn more, download our Ultimate Guide to Franchisee Scorecards.



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357 Franchise Field Audit Questions

By | Audit / Sample Questions, Franchise Relationships

Are you looking for inspiration on your field audits? You are not alone. In fact, people have been asking for audit question resources since we started the company 12 years ago.

  • To meet the demand, we created a comprehensive resource, where you will get sample questions from the top franchisors around the world, and much more:
    357 Field Audit Questions including Customer Service, Marketing, Food Safety and Quality, Cleanliness and Management.
  • How to make sure that your questions link back to your processes.
  • How to “audit your audit”, ensuring it is as effective as possible.
  • Where to find your processes – it is easier than you think!

How to Ask the Right Questions on Your Audit

By | Audit / Sample Questions

When you are selling a franchise, what are you actually providing?

  1. A system that is proven to work in providing value to the target market
  2. A brand creating value in the market
  3. Support for the franchisee to succeed better than they would on their own

Today, we are going to take a look at the first point, but asking the right questions on the audit covers all points.

Every franchise that chooses to do in-person audits, is taking on a project that is a costly undertaking, including staffing costs, overhead and travel. It is important then, to make sure that the audit questions are correct, and are actually strengthening the system as a whole.

Recommended Model

Our model is to connect back-end processes to each question.

Back-End Process –> Question

For example, as discussed in our Audit of Your Audit post, a standard such as “Smiling and welcoming guests” could be categorized as “Service” but a better way would be to tag it as “Training: Going above what’s required and wowing the guest”.

Training: Going above what’s required and wowing the guest à Smiling and welcoming guests.

Other Examples

  • HR and Training: Finding the Right People –> Formal staff orientation using orientation checklist
  • HR and Training: Retaining Your Team –> High performing crew members identified for advancement
  • Customer Service: Creating a Memorable Experience –> Prioritizing the guest in front of you
  • Approved Vendors: Using Approved Products –> Authorized snacks sold only

 Where Can You Find Back-End Processes?

The franchisor’s back-end processes are within the DNA of the franchise. This DNA is typically found in the following places:

  • The Franchisee manual: This manual will show exactly the value and recommendations that you give your franchise.
  • Training: For many smaller and emerging systems, the training team is the custodian of all things process related. What franchisees are learning is a great place to find your processes.
  • FDD: Although it will not show all of your systems, the FDD can be a good place to find what is important.
  • Purchasing: for approved vendors for what, the purchasing team can help determine your back-end processes.
  • Safety Regulations: Restaurants will have to comply with local food safety regulations that may not be in the manual, but will be recommended by consultants or internal experts experienced in the space.

Making the Connection

If you are trying to connect an existing audit with existing back end processes, here is a suggested process.

  1. Match questions to existing standards found above. Some questions, such as food safety, can be reviewed by food safety consultants or internal experts.
  2. Fill in the gaps. Did you find some standards that are not being checked by your audit? These are fantastic points to add to your audit to make it more relevant. Or – are there questions currently in your audit that are incredibly relevant, but are not
  3. Remove extraneous questions. If you have questions that are not linking to any sort of process perse, it may be time to remove them.

Are You Ready?

Are you ready to bring your audit to the next level? Our auditing tools are used by thousands of users in North America, the UK, Australia and beyond.

Learn more now.  

57 Management Field Audit Questions Your Franchise Needs to Know

By | Audit / Sample Questions, Franchise Relationships

What is a core value that franchisors bring to franchisees? Management, training and systems including Human Resources (HR). Any franchise field audit is not complete without this section included. This post is part of a series on audit questions, that also included:

To wrap this incredibly popular series up, we examined over a dozen audit questionnaires, and found the following great questions that you can add to your audit:

Procedures

  1. Is there a program in place to ensure daily cleanliness, including checklists?
  2. Are monthly inventory counting procedures being completed and records retained?
  3. Is the location using the CRM, and do they have a dedicated CRM person in place?
  4. Are bank deposits made on time?
  5. Management actively monitors culture, and takes steps to further develop a positive one consistent with that of Home Office.
  6. Is there a “complaints or compliments” file?
  7. Adequate travel time in place for all schedules.
  8. Are staffing ratios to standard?

Communications

  1. Are all technical alerts from Home Office being signed for when required?
  2. Are Home Office communications being held and documented?
  3. Does the business owner and management communicate in a respectful manner towards the Home Office staff?
  4. Client schedules sent to staff by Wednesday of every week.
  5. Call monitoring system is in place.

Team Communications

  1. Is the 7 Steps Poster displayed in the center for all staff to see?
  2. Has every member of staff signed a copy of the Rules of Engagement document with copies kept in the center?
  3. Emergency phone numbers listed.
  4. Are team meetings being regularly scheduled?
  5. Are policies and procedures easily accessible?
  6. Does the management team have dependable and regular communication with the owner?
  7. Is the business owner physically in the location on a regular basis?

Compliance

  1. Are all necessary state inspections up to date?
  2. Is there an inspection rating posted in a prominent location?
  3. Is the insurance certificate displayed?
  4. Is payroll compliant with applicable regulations, corporate policy and completed on time as required?
  5. Is the location generally in good standing with the Home Office, financial or otherwise?
  6. Is the location generally in good standing with all strategic partners?
  7. Are finances analyzed on a monthly basis with deficient areas highlighted in action plans?
  8. Are there any specific significant deficiencies that require urgent attention? If so, please describe them here along with a plan on how to address them.

Performance

  1. Is KPI information in use?
  2. Are monthly management financials being sent to Home Office within the appropriate timeline?
  3. Is the franchise business plan reviewed, updated and submitted by March 31st of each year?
  4. Is the minimum performance criteria of 85% of urgent orders completed within one hour?
  5. Are task audits being conducted?
  6. Are there any corporate orders over 1-month old with no action-items in the CRM?
  7. Does management know how the store is trending relative to the current month’s sales targets?
  8. Does management know what last week’s sales were?
  9. Does management know how their store’s performance compares to similar ones?
  10. Are finances analyzed on a monthly basis
  11. Are staff scheduled based on projections?
  12. Review franchisee’s cash flow projections to ensure that they have adequate funds to cover expenses during the summer.

HR and Training

  1. Are all hiring and recruiting processes being followed?
  2. Do all staff have a contract of employment?
  3. Have all staff received and signed for an employment handbook?
  4. Review all job descriptions.
  5. Are job descriptions available to all staff?
  6. All new hire paperwork and background check processed before staff begin training?
  7. Are all performance reviews filled out and turned in on schedule?
  8. Are all personnel files secured in a locked filing cabinet?
  9. Management is following all current mandatory corporate compensation and benefitspolicies including extended health benefits, wages, commissions etc.
  10. Management is in accordance with human rights and employment standards of the region.
  11. Every team member has enrolled in team training and is either on track to, or has already finished their learning plan.
  12. Technical training is occurring on a quarterly basis.

Health and Safety

  1. All accidents being recorded in the center accident book and previous entries available.
  2. Have there been any lost time accidents within the last 12 months?
  3. Is there an appointed First Aider – is the ratio appropriate and information available to all staff?
  4. Emergency phone numbers listed?
  5. Was the safe locked upon arrival?

Last Word

Franchisee audits are much easier when you have the right tools in place. Check out FranchiseBlast’s Auditing software for more information.



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Franchise Field Audit Mistakes Infographic

By | Audits / Brand Consistency

Are you making any of the Franchise Field Audit Mistakes? If you want to learn about some solutions, check out out post on Field Audit Mistakes, along with some solutions.



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79 Cleanliness Audit Questions Your Franchise Needs to Know

By | Audit / Sample Questions

Do you want to create a welcoming experience for your guests? It is starts with a franchise location that is sparkling clean! This is not only common sense, but it is backed by Science. In fact, according to Psychology Today, people with clean houses are less stressed out, depressed and are even healthier.

“A study led by associate professor NiCole R. Keith, Ph.D., research scientist and professor at Indiana University, found that people with clean houses are healthier than people with messy houses… In fact, house cleanliness was even more of a predictor for physical health than neighborhood walkability.”

After exploring over a dozen audits, we found the 79 best cleanliness audit questions that your franchise needs to know. This is part of a series of audit questions that we have done including Marketing, Food Safety, Food Quality and Customer Service.

Outside

  1. Customer parking clear and adequate with customer parking signs.
  2. Landscaping clean, maintained and trash-free.
  3. The outside area is properly lit.
  4. Sidewalk is clean and weed-free.
  5. Exterior garbage storage is covered and doors kept closed between uses. Dumpster containers are emptied as necessary
  6. and the surrounding area is maitained and clean to avoid attracting pests.
  7. Patio and exterior area walkways are clean, no deep visible traffic stain.
  8. Patio rails, gates, furniture and umbrellas are clean and in good condition.
  9. Drive-through menu board panel, signage and speaker post in good condition.

Front or Front of House (FOH)

  1. Air temperature is set for the comfort of the guest.
  2. Entrance and waiting area clean, tidy and welcoming.
  3. Layout is set as per operations manual.
  4. POS work station clean and organized, no visible clutter in the workspace, online pick-up sign properly displayed.
  5. Customer seating made available while waiting.
  6. All lights and lamps in working order.
  7. Ventilation is adequate: vents, fan guards, ceiling fans and filters are clean.
  8. Windows and ledges clean, streak-free with no physical damage to glass or frame. Main entrance doors and threshholds are in good condition or clean.
  9. Ceiling or ceiling tile areas do not show dust or water damage.
  10. High chairs and booster seating are clean, no broken straps, or visible physical damage.
  11. Tables are maintained clean, no physical damage to laminate or table edging.
  12. Booth seating and chairs clean, materials are clean of dried food, debris or damage.
  13. Paint, walls and chair rails are clean with no physical damage.
  14. Floor tiles, grout lines, baseboards and drains are clean, in good repair and free ofexcessive build-up or standing water.
  15. Beverage systems ice machines do not have mold or dust build up. Top not used for storage.
  16. Display case is clean inside, outside and around.
  17. Pictures and décor is approved, dust-free and straight.
  18. No graffiti present.
  19. Sanitized rags used to wipe down counters and tables.
  20. Garbage containers are cleaned and emptied as needed.
  21. No hand-written signs.
  22. List recommendations to increase visibility of location.

Back or Back of House (BOH)

  1. Walls and ceilings are in good repair and fre of excessive dust and debris.
  2. Ventilation is adequate; vents, fan guards and filters are clean.
  3. Hand mixer clean, in good repair and safely stored when no in use.
  4. Can opener maintained clean, no rust or food debris present.
  5. Knives are clean, no physical damage, properly stored in holders without rust or debris.
  6. Sinks, pans and smallwares washed and sanitized.
  7. Trays and baking sheets are clean and in good condition.
  8. Workshop floor layout as per operations manual?
  9. All lights and lamps and light shields in working order, fully lit and clean?
  10. Counters and island clean and clutter-free.
  11. Oven is clean.
  12. Stainless steel/chrome surfaces polished daily.
  13. Refrigerator and freezer clean and organized.
  14. Pans free from excessive build-up.
  15. Proper dish washing method observed.
  16. Hand-washing sinks are clean and used only for hand-washing.
  17. Hand-washing reminder signs at all sinks.
  18. Under counter area cleaned and organized.
  19. Mop and utility sink clean, organized, in good condition with no standing water.
  20. Approved cleaning and sanitizing products used and labeled.
  21. Back room/off-site storage areas/shelving organized and clean.
  22. Chemical shelf clean and organized.
  23. Exit doors close automatically: secured, without damage.
  24. Location free of other cleaning or maintenance issues. If not, please list below.

Merchandise

  1. Retail area including shelves and displays are clean, dusted and in good repair.
  2. Retail is mechandised according the brand standards.
  3. Retail area only sells approved products.
  4. Only approved displays, shelving and signage are present and in good repair.
  5. Proper min levels are set for all active products in ERP.
  6. Min levels and product mix are actively monitored and adjusted based on product performance, upcoming promotions, seasonal increases etc.
  7. Inventory numbers in ERP are accurate.
  8. Inventory on-hand level appropriate for sales volume.
  9. Retail shelves and displays fully stocked with minimal preventable out-of-stocks.

Restrooms

  1. Restrooms clean (floor, faucets, handles, toilets, trash can) .
  2. Restroom stocked with toilet paper, soap and paper towels.
  3. Employees must wash hands sign posted in bathroom.
  4. Record temperature of hot water in the men’s restroom.
  5. Record temperature of hot water in the women’s restroom.
  6. Deodorizers are stocked and working.
  7. Walls, mirrors, doors and stall partitions are clean and streak-free.
  8. Baby change table is clean and sanitized with liners available. The safety buckle is also in good repair.
  9. No visible political, religious or offensive postings.

Health & Safety

  1. First aid kit onsite and stocked.
  2. Insurance certificate on display and up-to-date.
  3. Crisis event poster properly displayed in kitchen area, replacing any outdated copies.
  4. Wet floor signs are clean and available, used for any spills present. They are stored out of guest view.
  5. Fire extinguishers, serviced and not expired.
  6. Staff in uniform and wearing safety boots when needed.
  7. CO2 tanks are secured in accordance with safety protocols.

Last Word

When doing your cleanliness audit, it is great to have tasks that you can assign and track to franchisees, their staff or others on your home office team. FranchiseBlast’s Audit app has this functionality and much more.



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59 Customer Service Audit Questions Your Franchise Needs to Know

By | Audit / Sample Questions, Brand Consistency

Some call it customer service, others call it guest experience. No matter what, understanding the end-to-end experience that you are giving customers is key to keeping them coming back again and again. But, when was the last time you reviewed your service audit? We researched over a dozen audits, and found some of the most relevant questions in them to effectively manage service. Please note that these audits come from an array of businesses, including restaurant, both table service and QSR, salon and education. This is part of a larger series including questions on Marketing, Food Safety and Food Quality.

Overall

  1. Hours of operation current and posted.
  2. The store atmosphere – energy is positive.
  3. Staff is engaged in “guest first” culture.
  4. Employee teamwork, positive attitude and high morale apparent.
  5. Proper staffing levels to handle current sales volume.
  6. Manager present and on the dining room floor and conducts table visits.
  7. Manager conducting shift huddles every shift.
  8. Manager visibly leading shift and coaching team through peak periods.
  9. Music style playing in keeping with brand standards.
  10. Sound quality good and all speakers are working.
  11. Temperature is appropriate for the time of year.
  12. Additional information available on nutrition and allergies – take picture.

Timing

  1. Was there a sense of urgency while making products?
  2. Dine-in food order – record time off of timer.
  3. Dine-in coffee order – record time off of timer.
  4. Drive-through food order – record time off of timer.
  5. Drive-through coffee order – record time off of timer.
  6. How long does it take to make a smoothie – record time off of timer.

Uniform

  1. Each crew member wearing an approved uniformed shirt and it is clean and crisp – provide picture.
  2. Each crew member wearing pants or shorts, consistent with uniform policy.
  3. Each crew member wearing an approved hat or visor.
  4. Each crew member wearing an approved apron which is crisp and presentable.

Quality

  1. Focused service on the guest in front of crew member.
  2. Genuinely interested in customer and natural.
  3. Knowledge of ingredients and able to suggest toppings.
  4. More than two plates are delivered on trays.
  5. All drinks are delivered using a tray.
  6. Teachers are applying lesson standards according to the curriculum for the appropriate level.
  7. Teachers are giving proper assistance for students including on the spot corrections.
  8. Lesson equipment in good condition.
  9. Teachers are rotating at correct times during lessons.
  10. Reception team properly handing the guest off to the stylist with an introduction.
  11. Reception is checking notes in the CRM regarding the guest’s previous experience.
  12. There are no magazines older than two months and no newspapers older than one day.
  13. All tablets are clean, charged, functioning and have cool apps installed.
  14. Refills are offered on the dining room floor.

Promotional

  1. Customer asked if they have a rewards program card or app.
  2. Process stamp card or introduce new guests to the loyalty program.
  3. Upselling opportunities are consistently observed; friendly in nature to assist building in store sales.
  4. Utilize suggestive selling and talking points at POS.
  5. Sampling program implemented.
  6. Customer informed of upcoming promotions.

Experience Management

  1. Customer feedback management in place.
  2. Has more than 20 guest experience reviews.
  3. Store resolves complaints within 48 hours.
  4. Store has an over 70 NPS score in the last 30 days.
  5. Feedback is actively being used to adjust and improve the guest experience.

Exit

  1. Guests are thanked upon leaving the counter or exiting the building.
  2. Team members using the guest’s name during check-out process.
  3. Thoughtful closing: close the transaction in a friendly manner.
  4. Any notes that might make the guest’s next visit better is getting added to the CRM.

Question for You

Now that you have looked at the questions from our research, we have a question for you. Are you integrating timers, pictures and forced tasks into your audits? You can do this using the Field Audit app with FranchiseBlast. With a 30-day free trial, it is simple to see what our audits can do for you.



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