Follow the numbers
Once the expectations are in place, along with the people you think can meet them, you have to make sure your standards are being met. What gets measured gets done may seem trite, but it’s key to maintaining a consistent brand.
Along with regularly measuring the quality and consistency of service and products, Travis throws in a few surprises to keep franchisees on their feet.
“Tonight I’m going to be going to another market and making some unannounced visits,” he says. “So I just turn up and see how the stores look.”
In addition to those little things, Travis keeps a constant eye on the broad metrics — most importantly, profitability.
“No one will grow in an economic environment like we’ve had unless they make money,” he says. “You have to be totally focused on making money. You have to make sure that you also deliver value.”
Metrics shouldn’t just be on your mind once a quarter. That awareness starts first thing in the morning, every morning.
“It means getting up early in the morning, looking at yesterday’s numbers,” Travis says. “This is a retail business; you’ve got to know what the numbers were yesterday. … It gives you trends that you can focus on, weaknesses and opportunities. And through that analytical approach, particularly in a retail business like this, I think you’ll be even more successful.”
How to reach: Dunkin’ Brands Inc., (781) 737-3000 or www.dunkinbrands.com; www.dunkindonuts.com, www.baskinrobbins.com
By the numbers: (2009)
Dunkin’ Brands Inc.
$7.2 billion in systemwide sales
15,393 locations in 46 countries
9,163 U.S. locations in 47 states (including Washington, D.C.)
1,126 corporate employees
1,896 U.S. franchisees
Dunkin’ Donuts
$5.7 billion in systemwide sales
9,186 locations in 31 countries
6,566 U.S. locations in 33 states (including Washington, D.C.)
