Checkers and Rally’s: Driving Food Franchise Growth

Though young when compared with Wendy’s and McDonald’s, fast food franchises Checkers and Rally’s have proven that sometimes newer can be better. The two concepts are fueling their growth with frequent menu improvements, intensive franchisee recruitment and training, and a commitment to veterans.

 

Founded in the late 80s, Checkers and Rally’s sell your traditional fast food fare: burgers, fries, cola, milkshakes, hand pies and a bevvy of other American favorites– with a twist. The restaurant franchises often update their menu. New food items include a BBQ Pulled Pork Sandwich and a Fry Lover’s Burger, which makes a literal combo out of a burger and fries. Pair either new sandwich with a Banana Milkshake and consider your appetite crushed.

 

While Checkers and Rally’s certainly have their customers’ hunger under control, it’s the franchise duo’s ability to encourage greatness in their franchisees that’s most admirable. The franchise is 800 strong and the established brands have been lauded by numerous franchise industry publications including Entrepreneur Magazine, QSR, and Franchise Times.

 

One of the secrets to Checkers and Rally’s collective success is how deeply involved the brands are in selecting franchisees, franchisee training, keeping product offerings current and maintaining Checkers and Rally’s visibility through concerted public relations, lead generation, marketing and social media efforts.

 

Once approved, new Checkers and Rally’s franchisees undergo a five week intensive training program in an established Checkers or Rally’s location. Pending a successfully completed training program, each franchisee is guided by a business team assigned to his or her location to aid in site selection, provide construction support, and train managers and other personnel. There’s not a single step that Checkers and Rally’s franchisees take alone. There’s a reason why the two concepts have been ranked in Entrepreneur’s “Franchise 500”  as one of the Top 100 franchises in the U.S. and as one of the Top 100 fastest growing franchises in the U.S.

 

The restaurant franchises are also committed to aiding veterans of the armed forces and are active members of VetFran, providing discounts to honorably discharged veterans who qualify.

 

For more information on Checkers and Rally’s or to learn how to become a franchisee, visit http://www.franchisebuy.com/franchise/Checkers-Drive-In-Restaurants-Inc.

Little Caesars Announces its New Deep Dish Style Pizza, Just in Time

With the pizza business as competitive as ever, Little Caesars introduces its new Deep! Deep! Dish Pizza, as an answer to their three biggest rivals in the pizza industry arena: Dominos, Papa John’s and Pizza Hut. Little Caesars’ new menu item is fast-becoming the brand’s biggest product launch in its 54-year history, and has customers lining up to try their new line of deep dish options.

Deep Dish Little Caesars Pizza

The new product is a necessity for Detroit-based Little Caesars to remain a contender in the restaurant franchise industry. Holding true to their roots, Little Caesars bakes their new deep dish pizzas “Detroit-Style,” which refers to the caramelized-cheese crust that is signature to each pie. Each pizza is $8 a box, and is available as one of Little Caesars’ Hot-N-Ready offerings, which can be picked up at any time without calling ahead, between the hours of 4 p.m. and 8 p.m. each day.

With its famous $5 Hot-N-Ready Pizza deal, Little Caesars took the industry’s price to a new level, positioning it perfectly underneath the price points of its biggest competitors. The $8 price of its new deep-dish pizza aligns it directly with the promotional $7.99 price for Domino’s medium pan pizza.


Not only is Little Caesars holding its own in the pizza market, it’s also become one of the largest and most valued brands in the entire restaurant franchise industry. The pizza franchise concept offers a tremendous value with their high-quality pizza made with fresh ingredients. Little Caesars makes dough fresh in each store, uses fresh, never-frozen cheese and sauce made with vine-ripened tomatoes. Pair this with a price that can’t be beat, and it becomes understandable why Little Caesars has grown to be an international staple in the food industry and will continue to be a brand synonymous with quality for years to come.

Make a Vacation Out of Work With SkyRun

 

In a famous commencement speech to Stanford’s class of 2005, Steve Jobs spoke about the importance of loving what you do. After all, if you spend at least 40 hours a week of your life doing it shouldn’t it be fun? Imagine if work went one step further and felt like vacation.

 

Most vacation properties– homes, condominiums, townhouses and villas– are second homes used less than 30 days a year. For the remaining 11 months of the year, many owners lease their properties in order to generate secondary income. As a SkyRun Vacation Rental franchisee, you’ll manage a network of vacation properties and, as a result, live in some of the most picturesque locations in the world.

 

As a SkyRun Vacation Rental franchisee, you’ll have the freedom to develop your own luxury vacation rental market. It’s possible to establish a SkyRun Vacation Rental franchise anywhere as long as there is a supply of luxury vacation homes and an active hospitality and tourism market.

 

Once a luxury market as been identified, SkyRun franchisees can set to work recruiting homeowners to use SkyRun as a luxury rental management service. After all, most vacation homes go unused for much of the year.

 

SkyRun Vacation Rental franchisees are given an arsenal of tools to help them be successful as business owners:

 

– Each Skyrun franchisee will be given their own optimized, hosted website connected to SkyRun’s main website. Each franchisee’s properties can be displayed on this website.

– Back-end system that tracks all reservations, merchant accounts, cleaning and management reports.

– Portal for vacation homeowners to track and make their own reservations, view past statements and tax information.

– Network of vacation wholesalers, third parties that help with additional vacation bookings.

– Full use of SkyRun marketing materials

– Marketing campaign development

 

SkyRun is currently seeking franchisees and looking forward to helping entrepreneurs establish their own luxury vacation rental businesses in new markets.

The Brass Tap Beer Franchise

This weekend plenty of us will wear green (or risk a pinch) and celebrate St. Patrick’s Day despite lacking Irish heritage. Try as we might, we were unsuccessful in finding an Irish restaurant franchise to highlight in honor of the upcoming holiday. As such– and given the Irish culture’s predilection for imbibing– why not talk about beer?

 

Prohibition in the early twentieth century led to the demise of many U.S. breweries. Years of brewery consolidation led to the dominance of the U.S. beer market by a select few like Budweiser and Miller. Tired of uniform, mild beers Americans once again began brewing their own beer at home, marking the return of craft brewing.

 

The Brewers Association reports that as of last August, there were 2,126 breweries in the U.S., 2,076 of which are craft breweries. Of those breweries, over 300 are served at The Brass Tap Beer Bar, an upscale beer bar and  franchise that features craft beers on tap, premium wines, and cigars.

 

Over the past two years, craft beer has experienced double digit revenue growth. Consumers continue to seek options outside of Budweiser, Miller and other conventional beers.

 

The Brass Tap does not have a kitchen but does offer delivery from nearby restaurants so patrons may enjoy a meal or a snack with their libations. Lack of wait and kitchen staff significantly reduces The Brass Tap’s overhead costs.

Sushi Freak Franchise Banks on Customization

From rice, fish and occasionally vegetables, the Japanese created sushi: a food that’s become so ubiquitous in American culture it can be found just about anywhere– including gas stations.

 

While gas station sushi might not be the best choice, a new franchise concept, Sushi Freak, is offering its customers as much choice as possible.

 

The permutations are endless at a Sushi Freak franchise. You’re only limited by your imagination. Even if you aren’t a fan of “the raw stuff”, Sushi Freak’s list of available sushi filling ingredients — 51– include many cooked and seafood alternatives.


restaurant franchise

Customers follow a basic four step ordering process to create their own 8-piece sushi rolls: select your wrapper (soy or seaweed), pick your protein, choose your fillings and top it off with the sauce, raw fish or other topping of your choice. In addition, Sushi Freak offers vegetarian, gluten-free soy sauce and rice-free options, too.

 

This dedication to customization stems from Sushi Freak co-founders Michael Broder and Jenifer Duarte, whose previous food and beverage experience “got them rolling.”

 

Before Sushi Freak opened its first location in San Diego, Calif., the dynamic, sushi-loving duo worked for The Pacific Rim Asian Bistro in Albuquerque, New Mexico that boasted a 160 piece sushi menu. Guests of the bistro would often request for certain exclusions or additions to their sushi orders. After the one-millionth, “Can I substitute…” request Michael and Jenifer saw the need for a customizable sushi restaurant franchise.

 

Why It Works

 

A mixture of tighter budgets and greater food knowledge (thanks to the Food Network and television shows Top Chef, Chopped and The Taste) has produced a more discerning consumer: one that knows what they like to eat and how they want it made.

 

The beauty of Sushi Freak is that it allows customers to order exactly what they want without sacrificing the traditional sushi experience. Jenifer and Michael made sure to consult one of the best master sushi chefs they knew (the kind that isn’t allowed to touch rice until after a one-year apprenticeship) to refine the sushi making process at Sushi Freak.

 

The Nitty Gritty

 

While a definitive initial investment can’t be given for legal reasons, the estimated initial investment for a Sushi Freak franchise is $179,900 – $297,000.

 

Franchise term is 20 years with an option to renew for another 20 years.

 

Typical Sushi Freak restaurant franchise is 1200-1500 square feet.

 

100,000 minimum cash required.

 

An ideal Sushi Freak franchisee has a strong background in business management with a passion for serving people and very intrinsically motivated.

 

Sushi Freak is seeking franchisees in all 50 states and international locations.

 

One owner or designated manager must be involved in the Sushi Freak franchise on a full-time basis and be held responsible for the daily operations and management of said Sushi Freak location.

 

Owning and operating a Sushi freak includes: use of Sushi Freak’s brand name, trademarks, recipes, operational systems, methods and décor. Support is provided in:

 

  • Facility planning
  • Fixture, equipment and leasehold improvements
  • Lease negotiation
  • Site selection
  • Corporate training for owner/operator and general managers
  • Kitchen workflow design
  • Ongoing support from training/operations team
  • Ongoing updates for increasing profitability
  • Products
  • System efficiency
  • Favorable national contracts with suppliers of goods and services

Yummy Cupcakes: a Hot Out of The Oven Franchise Opportunity

There’s no denying the allure of a cupcake: sweet, creamy frosting (preferably chocolate) and moist, delicate cake (preferably vanilla) is a winning combination. But, can you be successful owning a cupcake bakery? Can it really make you money?

The short answer? Yes — and Yummy Cupcakes has proven it’s more than just a possibility.

 

In 2004, Executive Chef Tiffini Soforenko opened the now award-winning Yummy Cupcakes in Los Angeles, California. Since then, she’s served gourmet cupcakes and other treats to customers and celebrities the world over. (Martha Stewart, Rachael Ray and even Steven Spielberg like Yummy Cupcakes!) As of September 2012, Yummy Cupcakes began sharing its secrets to sweet success as it expands as a fresh new franchise concept.

 

Yummy Cupcakes’ hub and spoke business model positions each franchisee at the center of multiple incoming revenue streams. At the center of the business model is Yummy Cupcakes’ bakehouse, a location that both sells and bakes cupcakes. A bakehouse is capable of baking up to 12,000 cupcakes a day– enough to sustain sales at 2-4 satellite Yummy Cupcakes locations, which don’t perform any onsite baking. In addition to cupcake sells (the average ticket is $14), half of Yummy Cupcakes’ business comes from catering sales.

 

“Taste is very subjective, but our Los Angeles locations win ‘Best in Show’ each time in one of the most competitive markets,” says Dennis Mulgannon, Yummy Cupcakes’ director of franchising.

 

Part of Yummy Cupcakes’ success lies in its proprietary icing and cupcake recipes. The franchise doesn’t use a single pre-made mix for any of its 430 flavors– some of which are vegan and sugar-free– and include interesting combinations like Green Tea Wasabi and Turkey and Gravyin addition to more traditional, sweet offerings.

 

Currently, Yummy Cupcakes operates three locations in California and two international locations in the Middle East. Since it began franchising in early September of 2012, Yummy Cupcakes already has locations in Boston, France, Italy, the U.K., NYC, Texas, Nevada, Colorado, Oman, Japan and Abu Dhabi.

 

So, who are they looking for when it comes to potential franchisees?

 

“We’re looking for candidates with business experience– be it former small business owners or former corporate executives,” explains Mulgannon. “A passion for baking is great, but we’re not looking for someone who likes to make cupcakes– we’re looking for someone who understands basic business skills, knows what a P&L is, and how to manage a growing business.”

 

For those who are interested in starting a Yummy Cupcakes franchise or simply want more information, visit: http://www.franchisebuy.com/franchise/Yummy-Cupcakes.

 

Sports Image: The answer to underfunded school sports teams?

A franchise might just have the solution as to how America can put its youth back on the global playing field– literally.

 

The education system has seen its share of cutbacks thanks to the Great Recession. A report released last year indicates that cuts to education funding has led to:

 

  • reduction in early childhood education programs
  • increases in class size
  • termination of art, music, physical education, and other elective classes
  • elimination of Advanced Placement courses, extracurricular activities, special science, foreign language, and technology programs

 

To some, sports might not be a “subject” but that’s not to say that sports don’t have their place in the education system. The disintegration of organized sports in America’s school systems is a major problem, as a recent study of 317 middle school students commissioned by the American College of Sports Medicine found that:

  • The fittest group of students scored almost 30% higher on standardized tests than the least fit group;
  • The least fit group had grades in four core classes that were 13-20% lower than the fittest group.

So, what do we do? As it turns out, the franchise Sports Image might just have an answer.

 

As a marketing consulting agency for grassroots sports teams that are in need, Sports Image solicits sponsorships from various businesses– large and small– for teams that need everything from new uniforms to a new scoreboard.

 

As President and CEO Eric Hortsman puts it, “Sports Image is a booster club on steroids.”

 

To date, Sports Image has given over $10 million in equipment and $1 million in cash to elementary school, middle school, high school, public recreation department, religious organization, Division II college, and Division III college teams.

 

Unsurprisingly, Sports Image has watched the need for its services rise considerably since the Great Recession. Then again, the public and not for profit sectors always need financial help, something that the franchisees of Sports Image are happy to give.

 

“A lot of companies do good and charitable work. Sports Image, at its core, is helping others,” says Hortsman.

 

Tom Carmichael, a Sports Image franchisee in Virginia, loves what Sports Image does for communities, as he’s “really been taken aback by how schools are hurting.”

 

“Being a Sports Image franchisee means having your own business but also being able to understand the wants and needs of a school, and then being able to go out and get it for them,” he says.

 

As for the sponsors, “They love it,” he says. “They get good advertising from it.”

 

Prior to becoming a Sports Image franchisee, Tom spent 33 years working his way up the corporate ladder at the same company, which he admits was a wonderful opportunity. He noticed that fewer and fewer new hires had a “team mentality”, something that had been instilled in him as a youth sports player.

 

During his college years, Tom played baseball and basketball despite being legally blind in one eye. He credits his coaches with giving him confidence in his abilities despite his handicap. In addition, he’s still best friends with his teammates from his college years.

 

“It’s like putting on an old jacket; it just fits me really well.”

 

@Work Staffing: The New Way to Hire

 

The Paradigm Shift to Temporary Staffing

 

In the two years since the Great Recession ended in 2009, staffing firms have created more jobs than any other industry. As Jason Deverant, vice president of sales for @Work Personnel Services says, “Private sector temporary staffing is a leader in job creation.”

Despite the economy’s sluggish recovery, if you own a staffing franchise business has been good. According to the U.S. Bureau of Statistics, the temporary help services industry put nearly half a million Americans back to work and accounted for 91 percent of non-farm job growth from June 2009 – June 2011. For @Work, this has meant a 30 percent increase in profits over just last year.

 

“We’re looking for similar growth numbers this year,” Deverant adds.

 

As an industry, temporary staffing and recruiting are hyper-cyclical, fluctuating with the contraction and expansion of the economy. A study from the American Staffing Association suggests that temporary staffing firms lose jobs first during an economic contraction and create jobs first during an economic recovery. In essence, the temporary staffing and recruiting industry is a litmus test for the rest of the economy.

For a variety of reasons, there hasn’t been a significant shift back to permanent hiring since the recovery began. Firms are, according to Deverant “a little gun shy” about returning to the old business model of hiring employees permanently.

 

“Awareness of staffing companies has increased and attitudes have changed,” explains Deverant. The Great Recession has issued a new staffing paradigm: temporary might just be the new permanent.

 

For the employer, staffing provides an obvious value. Shielded from workers compensation litigations, unemployment, and the need to offer benefits, firms are able to mitigate the inherent risks of hiring a permanent employee while still getting a project done on time. Staffing takes into account the seasonality of certain industries, too. In addition, using a staffing agency is an enormous time saver for the employer.

 

“Very often we hear, ‘It’s hard for us to find a new candidate, I don’t have the time.’,” says Deverant.

 

But what about the employee? Is staffing good for the temp, too? According to Jason Deverant, it is. Instead of being tied down to one particular job every day, a temporary hire can pick and choose which projects he or she wishes to be a part of. There’s an increase in modality that’s coveted many full-time employees. In addition, work is often accomplished in a more project-oriented manner. The temporary staffer is treated more like a contractor than just a “filler” employee.

 

How staffing benefits the employee and the employer.

The need for staffing reaches into multiple industries extending beyond the traditional administrative work, which is why @Work’s franchising model includes four distinct staffing lines: personnel, medical services, search group, and helping hands.

“Our model is more cost effective,” says Deverant, “There’s about a 30 percent savings to comparable business models.”

 

In addition to providing staffing for multiple industries, @Work prides itself on its screening process. Finding quality temporary staffers is a huge part of what has made @Work a major competitor in the world of staffing. When a firm approaches you to fill a position, they’re trusting you to do the same kind of thorough recruitment and background check they’d do– if they had the time.

Of course, @Work’s dedication to finding franchisees is equally strong.

 

“An ideal @Work franchisee candidate is, of course, someone with staffing experience,” jokes Deverant, “But most of all we’re looking for someone with relationship development skills.”

 

Many of @Works’ franchisees are former human resources professionals who have made the switch to staffing. Those who aren’t skilled in sales (or might be a little rusty) need not worry. As part of the franchise’s standard fees, @Work dedicates a substantial amount of time preparing new franchisees for their new business ownership role.

 

“Our model is fairly inexpensive when you break the costs down,” says Deverant. Of course, a lot depends on the market in which a franchisee chooses to establish his or her location, but an @Work franchise usually costs between $77,000 and $120,000. According to Deverant, this includes the franchise fee, training fees, estimation of start-up costs, equipment purchases, client development cash, and additional overhead. As Deverant notes, franchisees can make frugal choices and bring this cost down even more.

 

For more information on @Work or how to become an @Work franchisee, please visit http://www.franchisebuy.com/franchise/@-Work-HelpingHands-Services.

 

 

Satmetrix: What to do when your customers go from engaged to enraged.

 

 

The advent of social media has ushered in a new customer service paradigm. Interactions between a business and its customers — positive or negative– are now part of a company’s narrative thanks to platforms like Facebook and Twitter.

 

For businesses, this presents an opportunity to engage with its customer base and obtain feedback on its products and services. Under normal circumstances, this is a good, even great, thing. But, when a customer turns from engaged to enraged, a business is often caught off-guard, especially if a customer chooses to vent his or her frustration publicly. An angry customer is a scary thing; an angry customer on Twitter or Facebook is terrifying.

 

 

 

 

 

 

 

 

Dissatisfied customers present a unique challenge to franchises. Negative feedback expressed publicly can not only tarnish the reputation of the local outpost, but also influence a potential customer’s perception of the brand overall. As Forbes reported earlier this year, “when you make a decision to choose one brand over another, you’re influenced more by the company’s reputation than any particular product it offers.”

 

So how do you manage your reputation, keep your customers happy, and protect your bottom line? Satmetrix has a suggestion: put your net promoter score to work.

 

There are three types of customers: promotors, passives, and detractors. Customers that support and advocate for your brand are promoters. Those that support your business but aren’t telling their friends and family about you are considered passives. Customers that speak out against your business due to a poor experience are labeled as detractors. A brand’s net promoter score is calculated by subtracting the percentage of detractors from the percentage of promoters and provides a company with a numeric indication of its customer base’s level of satisfaction.

 

 

 

Traditionally, a net promoter score was calculated through surveys, which have become so ubiquitous they’re ineffective. Fewer and fewer customers care to respond to surveys because they get so many. Spark Score, a program from Satmetrix, surveys what customers are already saying by sweeping the Internet and social media.

 

At this point, the folks at Satmetrix decided to go a step further. After the net promoter score has been calculated, more questions are asked. In doing so, Satmetrix is able to draw a correlation between the net promoter score and what’s causing a customer to recommend your brand or, in some cases, to not recommend your brand. The goal is to identify the moment that franchises (and other businesses) are dropping the ball in order to fix the underlying error, improve overall customer relations, and ultimately win customers back.

 

A recent study performed by the Gallup Business Journal indicates that bringing on new customers is about emotion, not price or product. It costs more money to woo a new customer than it does to keep an existing one. In addition, satisfied existing customers spend an average of 2.6 times more than one that’s relatively satisfied and 14 times more than one that isn’t satisfied.

 

In the graph below, total revenue is represented by the total sales from passive and promoter customers in a nonexistent company. Total potential revenue represents the total sales from promoters, passives, and detractors who have returned as passive customers after having their customer service issues resolved. On average, the difference between the total and total potential revenues each month is $9,333.

 

The way Satmetrix has designed their program gives franchises the ability to assign each customer type a value, placing into perspective the real cost of a dissatisfied customer. In the case of the nonexistent company above, one detractor equals 2.6 passives and 1 promoter. So, when you lose a customer due to a poor customer service experience, you may need two customers to make up the difference in lost revenue.

 

At the end of the day, it’s more than the loss of a customer and sales; a detractor also has the ability to turn potential clients into detractors before they’ve even become a paying customer. When you’re looking to try a new restaurant or need help mowing your lawn you turn to family members and your friends for recommendations. The same applies to every business.

 

Satmetrix hasn’t stopped at creating a better net promoter score or helping companies assign a value to each customer type. With Satmetrix, sales teams can respond to customer service emergencies in real-time, assuaging a dissatisfied customer’s frustrations before they’ve said sayonara and been welcomed with open arms by a competitor. It’s also at this point that Satmetrix can help companies identify exactly where they’re going wrong in the sales process. As Carol Tice of Entrepreneur magazine points out, two of the best ways to keep angry customers from storming out and never coming back are reaching out via social media and fixing the broken policies.

 

Beyond the Easy Bake Oven

 

How One Franchise Is Teaching Kids to Cook Better Than Their Parents

 

The idea of a child using a knife is enough to make any parent nervous. For Barbara Beery, it’s not so bad. For the past 25 years, Barbara has been surrounded by children with knives as a cooking instructor.

 

Born and raised in Austin, TX, Barbara has spent most of her life cooking. As a child, she was always in the kitchen with her mother. As a mother, Beery was always in the kitchen with her three young children. After the arrival of her third child, Beery needed a little extra cash.

 

Not wanting to put her kids in daycare, Barbara put her degree in education to work as a part-time preschool teacher. In her spare time, she taught cooking classes for children out of her home in Austin, Texas. She realized that, as a teacher, she had access to a large potential customer base: children and their busy parents.

 

All it took was a flier to fill a few of Beery’s cooking classes  After a few years of teaching both preschool and cooking classes, Barbara saw children’s cooking classes were something she could pursue full-time. That was 25 years ago.

 

From Kitchen to Franchise

 

From the very beginning, Barbara never simplified the recipes she taught to her students. “Kids can do so much more than just frost a cupcake,” explains Beery.

 

Most of the recipes Beery teaches are inspired by adult cookbooks (as opposed to those penned for children). Instead, she substitutes ingredients and changes a few names to make them appropriate for younger and smaller chefs. “Children are so beyond throwing a peanut-butter-and-jelly something together,” Beery says.

Today, Barbara Beery is the President and Owner of Foodie Kids, a franchise opportunity that teaches children’s cooking classes and sells child-appropriate cooking materials. She still teaches classes at the franchise’s Austin, Texas location; it’s what she “really loves.” In addition, Barbara writes the franchise’s curriculum, divines new recipes, and creates new classes.

 

When it comes to new classes, Barbara feels it’s important to stay up-to-date with the media, food trends and various new movies. For example, one summer she built a series of classes around the movie “Ratatouille” following its release. Of course, she’s constantly in contact with her little chefs and their parents. “There’s nothing more invaluable than listening to our customers.”

 

How Foodie Kids Works

 

As a franchise, Foodie Kids generates revenue in two ways: through cooking classes and its retail store. Each location separates the retail portion from the kitchen area for obvious health and safety reasons, but onlookers are able to watch cooking classes through large glass windows.

 

The retail area of the franchise is, according to Beery, “a cross between a kitchen supply store like Williams-Sonoma and a fabulous toy store like FAO Schwartz.Everything you can imagine having to do with kids and with cooking we sell,” Beery says.

 

Anytime the retail portion of Foodie Kids is open, kids can come in to make a snack for free. Not only does this entice children into the retail area (which is great for franchisees), it allows parents the opportunity to sit down, relax, and enjoy a cup of coffee while their little ones are happily playing. An added bonus? “It’s not their kitchen,” says Beery. There’s nothing to clean up.

In the Foodie Kids kitchen, children are taught according to their age and/or experience level. Those who are new to cooking or are very young will use child-appropriate safety knives, which are sold in-store. Foodie Kids also teaches a knife skills workshop. According to Beery, most children between 7 and 8 cannot use sharp knives that aren’t designed for children. “A 7 or 8 year old who has grown up in a cooking family can use a sharp knife,” says Beery.

 

“As many recipes as you can think of– that’s what we do,” says Beery of the cooking classes. “Children have made turkey sliders, homemade buns, vanilla ice cream, crêpes, chocolate croissants and coq au vin,” she says. Several of her students have gone on to culinary academies to become chefs.

 

“Cooking is one of those things that with the right environment and instruction, a child can be instantly successful. The best part of my job is when the little light bulb goes off in a child’s head, when they accomplish whatever we’re working on for the first time. It doesn’t matter if it’s a 2 year old or a 10 year old.”

 

Finding Franchisees

 

While the only location in current existence is the original in Austin, potential franchisees shouldn’t be alarmed. Barbara has been in the business for 25 years and Foodie Kids has only been franchising since mid-May of 2012.

 

If you’re interested in becoming a franchisee, loving to cook and loving kids are both important but they’re certainly not all Barbara looks for when selecting entrepreneurs to further Foodie Kids. “This is a business, it’s not a hobby. This isn’t something to tinker around with for three to five hours a day and walk away from,” Barbara says of her franchise. She makes the point that it is a small business.

 

“We don’t want an absentee franchisee. These parents and grandparents are bringing in their most precious possession to teach and do right by. You need to have your face in that store.” Beery asserts.

 

Once an entrepreneur becomes a Foodie Kids franchisee training begins in Austin at the original Foodie Kids location. Additional training is provided on-site at the franchisee’s new location for 3-5 days during the initial opening week. Barbara hopes that the new franchises who join Foodie Kids will incorporate new ideas into the program.

 

“You can’t think of everything!” she quips.

 

 

Success Story

 

If you’re wondering as to the practicality and profitability of a children’s cooking franchise in this economy, Beery has proved that it’s possible be successful. Foodie Kids in its current incarnation began two years ago and, despite never advertising, experienced the kind of success you don’t hear of– even in a booming economy.

 

“We opened the doors and we had profit in the first three months,” says Beery, much of which she credits to her local reputation.

 

That said, Foodie Kids provides a service that busy and working parents need and feel are of value. Barbara feels that cooking classes for children were once considered a luxury but now are ways for busy parents to keep kids busy during the summer months and after school when parents have to run errands, be at work, or need alone time.