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Option 3 Common Errors 19GRLC Final 26 Oct 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 Little Caesars • 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 @ Wingstop.com • President-International at Wingstop, Inc. • Group President-International at Focus Brands • Chief Development Officer/Head of US Franchising at Taco 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 Cinnabon, Seattle’s Best Coffee, Zataar w Zeit, The Steak Bar, Carvel Ice Cream, and Five Guys 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 Pizza, 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 China, coming to Nigeria 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 restaurant 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 .
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