Buffalo Wings & Rings Backed by Multi-Unit Owners
Buffalo Wings & Rings Backed by Multi-Unit Owners

Franchisees stick with the brand because of support and sustained success.

There’s much to consider when becoming a franchisee, such as deciding which brands are worth the investment, where to build and how much territory to purchase.
For many entrepreneurs, this can be a grueling process that demands diligent research, planning and guidance. With so many critical components in the mix that can either help or derail success, it’s essential to find a franchise system that aligns with ownership aspirations and provides the support needed to thrive.
At Buffalo Wings & Rings, the business model sells itself.
Philip Schram, chief development officer at Buffalo Wings & Rings, said franchisees appreciate the unique family-friendly approach to sports restaurants, and their personal successes has helped lead the brand to a steady year-over-year increase of locations throughout the U.S.
“We have a distinct culture, brand consistency and brand unity that franchisees get behind,” he said. “Our model lives up to their expectations, so the majority of our franchisees buy additional locations because they have seen success.”
For franchisees, the Buffalo Wings & Rings model has been proven to yield positive results. Everything from the stability in ownership and the franchisee community to the look and feel of every store, menu and plate of food served, the sports-themed restaurant franchise works.
With a sophisticated system in place, the brand has consistently produced the same percentage of increase year-over-year. Shaun Hill, a multi-unit franchisee with locations in Bardstown and Elizabethtown, Kentucky, said the support owners receive from the brand makes all the difference.
“The corporate team is there to support you in every step. They’re there for me and willing to help when necessary, but things have gone very smooth for me since I opened my first location. It’s like a well-oiled machine right from the start when it comes to working with their franchisees.” he said.
Hill credits the corporate model for making the process easy for franchisees, which in turn made opening an additional location desirable.
“The model is very streamlined,” he said. “Everything from training to the way the menu is designed and the kitchen is laid out, they do a great job making things easy for me."
Currently, 30 percent of franchisees in the company are multi-unit owners. Schram said he expects that number to increase to 45 percent by 2016 as the restaurants continue to produce strong performances across the country.
“Typically, when you find a sophisticated brand, most of the territories are gone. With us, it’s the other way around because we are still an emerging brand,” Schram said. “But we are a sophisticated brand and we provide an attractive opportunity, too.”