Common Errors in International Expansion

Singapore November 5, 2019 Who is the audience for this session?

Franchisors, Franchisees, Investors, Suppliers, Marketers, Financial Managers, Operators, and others:

• Planning their first international venture

• Recently opened their first international location(s)

• Need to re-assess an existing business

• Successfully operating internationally Why talk about errors in international expansion? • They all seem to be common sense

• But at some point, almost every franchisor or franchisee has committed one or more of these

• Today’s objective is simply to provide an opportunity to learn from some common pitfalls

“Those who cannot remember the past are condemned to repeat it” -George Santayana The Life of Reason: Reason in Common Sense. Scribner’s, 1905 Today’s panel Jim Hartenstein jim @ hartensteinglobal.com

• International franchise consulting • GRLC Advisory Council • SVP-International at • SVP-International at Wendy’s • Also Regional VP-Latin America/Caribbean • Previous international General Management and Marketing experience at Goodyear, American Express, and TNT Express Nicolas Boudet NBoudet @ .com • President-International at Wingstop, Inc. • Group President-International at Focus Brands • Chief Development Officer/Head of US at Bell Corp. • Chief Development Officer- Latin America/Caribbean at Yum! Brands • SVP-Real Estate at Club Med, Inc. • VP Joint Venture Real Estate at Starwood Walid Hajj w @ kairos.cc • Founder at Cravia • >100 locations with over 3000 people • UAE, Saudi Arabia, Bahrain, Qatar • Brands include , Seattle’s Best Coffee, Zataar w Zeit, The Steak Bar, Ice Cream, and Burgers and Fries • Sold to PE firm • Kairos investment/consultancy entity • Seeking new investment opportunities • Consultancy to organizations in this field • Several Board positions in region and Europe Fyodor Ovchinnikov f @ dodopizza.com

• Founder and CEO of Dodo , a digital-first pizza franchise • Launched in 2011, now #1 pizza chain in Russia • Larger in Russia than Domino’s and Papa John’s combined • 520+ units in 12 countries; developing UK and , coming to this year • One of the world’s fastest-growing QSR chains (100% growth in 2018 YoY) Today’s panel collectively has:

~90 years of international market experience

~70 years of experience

~70 years of general management experience

… and we’ve all seen people commit these errors multiple times… Common Errors in International Expansion Lack of genuine senior management commitment

• Is there real CEO commitment? Senior management?

• Is commitment communicated and “signaled” consistently?

• Is international investment approved / in process?

• The CEO’s “vibe” is critical, both internally and externally Selling franchises without a complete support plan • Is the focus on that tempting immediate fee, or on a long-term strategy?

• “Sign the deal now and figure out how to support it later”

• Will international franchisees receive the same level of support that home-market franchisees enjoy? • Have all support elements and costs been considered?

• “There’s never enough time to do it right, but there’s always enough time to do it over” -Lt Gen (Ret) Jack Bergman, USMC Not considering franchisee viewpoint • Is the proposed arrangement being evaluated from the franchisee’s perspective?

• How can the franchisor ensure that the unit economics work to allow the franchisee to continue to want to invest and expand?

• The franchisor should be the Brand expert; the franchisee should be the local market expert – listen to him

• If using a broker, are the initial offer and ongoing support being accurately described?

• Flexibility in execution is critical. Take-it-or-leave-it doesn’t work. Unwilling to adapt to local market

• It is a certainty that adaptation will be required

• Is the franchisor prepared to support such adaptation?

• Internationally-experienced teams must lead an international strategy

• Do home-market staff recognize the importance of personal relationships in International?

• It’s not about flexibility at any cost – maintain your core standards Opportunistic rather than proactive development

• “I just had a call from Country X offering US$500,000 for rights to his country…”

• Do you have a process to target and prioritize potential regions and countries?

• Are you prepared to do the necessary “homework” prior to seeking franchisees?

• Are you willing to say “no” if an inquiry or offer doesn’t fit your plan?

• Are your Development goals realistic?

• And, when addiction to accelerating development causes you to think you can shortcut the plan and the process, try to avoid the temptation… Supply Chain not developed prior to entry • Supply Chain is often the most critical element in international expansion

• “Just assume we’ll export everything and sort it out later”

• A longer-term plan must be developed prior to entry

• Export strategy • GMO, Halal, import quotas, freight, shelf-life, currency risk, cost

• Local sourcing strategy • Spec adaptation, volume expectations, quality, cost Not having a long-term perspective

• Agile approach and step-by-step strategy

• Don’t give up too soon

• International markets seem to have more obstacles

• It will take longer and cost more than you had expected

• Believe in your Brand

• Stay the course Franchisor vs Franchisee • Limited testing in Franchisor-owned locations before mandating to Franchisees

• Franchisees required to comply with programs with little explanation of rationale or solicitation of input

• Franchisor “hidden fees” such as ingredient/equipment mark-ups

• Concerns about financial disclosure vs financial transparency

• Finding strong motivated entrepreneurs as franchisees Other common errors

Lack of disciplined profile/review/selection process for franchisees

Insufficient local consultation for legal/tax/trademark considerations

Underestimating the required level of local market support

Believing all home-market practices are valid internationally

Inadequate advance consideration of possible termination options The errors we talked about are all very obvious – right? You’d never do such things – right?

Let’s all take Mr. Santayana’s advice: … learn from what the others did! Conclusions • International expansion can set the course for long-term growth • Ensure CEO and Senior Management commitment • Use internationally experienced people • You manage Development; it doesn’t manage you • Local adaptation will be required; be ready for it • Evaluate from the franchisee perspective • It will take longer and cost more than hoped • Make a plan – and stick to it Common Errors in International Expansion

Singapore November 5, 2019