Barnett Gillette: 6 Things Franchisors Can Learn From the DMV

The Department of Motor Vehicles is known for long lines, overcrowded waiting rooms, employees with an attitude and overall dysfunction. The movies and stories from your friends perpetuate these notions and when it’s your turn to make a visit, you grin and bear it, taking a half-day at work and assume your expectations will be met. After having changed my name more than 6 months ago, I finally decided I would drop my shoulder and plough through any hurdle the DMV would put in my way to get my new license. But instead, my experience was delightful, easy and even warrants a letter to the state to applaud my new “friend” Rhonda. When I returned home, I realized there were so many memorable moments and key components of my experience that others, specifically Franchisors, could learn from. 1. Have Rules I noticed a sign that requested you eat and drink outside, talk on your phone outside, and even take unruly children outside. Throughout the building various signs outlined what you could and shouldn’t be doing. By providing clear direction on what’s acceptable, people will know what to do. Society craves direction and structure to the otherwise chaotic world. As a Franchisor your Franchisees crave this too – think about what tools you have available immediately to guide the way, like the Franchise Disclosure Document. But once within your system, what operational manuals, policies and procedures do you provide to your Franchisees? They want to know what to do, so create the discipline with your own “rules,” if nothing else to get the cranky kids out of your system. 2. Be Organized At the DMV they have lines – in fact, their lines have lines, all clearly marked with signs on where to go and then what to do next. And then there are the forms you have to fill out – so many forms to complete, only to be asked to verify and restate your information when you get to the counter, just to be sure it’s right. A Franchise system is just that, a system of existing structure around a brand – Franchisees expect organization when they join. Be sure to methodically define processes and create the necessary tools for your Franchisees to be successful. Take extra care in how and what you communicate, make well-thought out and proven adjustments when needed and always allow enough time for change. You may even consider having one person on your team in charge of the Franchisee experience, managing what it is like in their shoes. Simply put, arrange your team and your day-to-day activities in a way that lives up to the expectation of a Franchise “system.” 3. Ask Questions Do you want to be an organ donor? What about register to vote? These are just some of the pointed questions asked when you make a visit to the DMV. As a Franchisor your most important, and seemingly difficult job, is to listen. To really listen, you’ll need to ask questions; sometimes you may not be ready to hear the answer to the tough ones, but if you don’t ask, you’ll never know. 4. Communicate. Communicate. Communicate. When I walked in I waited in line to meet a woman at the “Appointment Check-In” desk. After sharing with her what I came to accomplish, she gave me a number, then shared with me how the process would work, what I needed to do and what’s expected of me. As I then twiddled my thumbs in the waiting room, a large television screen clearly showcased the numbers currently “up” for service. When the next number was called, it flashed on the screen ten times and was noted on the loud speaker at least four times. In my opinion, no amount of communication is excessive, but how you communicate effectively is a balance of the manner in which you do it. How often are you on the phone, sending text messages or meeting face-to-face? What about individual emails versus mass communication? If you carefully balance each medium with the various messages you need to disseminate, you’ll find some Franchisees will see and capture this same message multiple times, while others will only pay attention in one space. And even when some Franchisees will suggest that they feel overwhelmed by too much communication, ask them to kindly turn a blind eye when needed. The end goal is that the Franchisees get the message and understand it, regardless of how many times they received it. 5. Be Positive From the front desk checkpoint to checkout, I was greeted with smiles, laughter and all around great spirits at the DMV. (To be transparent, I, too, was smiling and making jokes.) In a stressful environment it may feel easier to be frustrated or downtrodden, but as a Franchisor it’s your duty to remain calm in the storm and map out a plan of action when needed. Running a business can be trying and your Franchisees need to know they can count on you to greet them with smiles and laughter, then guide them through to the light at the end of the tunnel. 6. Be Accessible When I decided to finally “make a day of it” at the DMV, it was because I was under the impression there was one location that would require a long drive in traffic, followed by a long wait in line. Little did I know, there are locations conveniently located around the city – in fact, the one I went to was within three miles of my house. As a Franchisor, your Franchisees need to know they can talk to you when it’s convenient for them – whether it’s by phone, text message, email or showing-up in-person, their expectation is that you’ll be responsive and available to connect. Be sure that your first priority is answering the phone when they call, responding in a timely manner to voicemails and emails, and clearing your schedule when they ask for a meeting. If nothing else, your job as a Franchisor is to be accessible to your Franchisees – the rest will figure itself out.

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Alexis Barnett Gillette, named one of 1851?s “ 2013 Young Ones to Watch “, is a relationship-driven franchise and marketing leader. Most recently, Director of Marketing for MOOYAH Burgers, Fries & Shakes*, a leader in the “better burger” fast-casual segment, Gillette’s strategic vision for system programs, implementation of processes and procedures, along with innovation in technology and digital media resulted in nearly 100% unit growth for 2012. Contact Gillette via Email at [email protected]