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<a href="https://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">Layne&#x2019;s Chicken Fingers*</a>, the Soon to be Famous™ chicken finger franchise with over 40 operating restaurants and hundreds more in development, has seen incredible growth. From a College Station, Texas classic to a rapidly growing national concept,&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> continues to shine with guests, team members and franchise owners, largely thanks to its core values and steady commitment to doing the right thing. As the leadership team prepares for an upcoming sprint with over 30 new restaurants set to open in quick succession, CEO&nbsp;<a href="https://www.linkedin.com/in/garrett-reed-5a724a152?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">Garrett Reed</a> is confident, saying he’s made the necessary investments in the teams and tools that will support successful growth.&nbsp;As Layne’s has grown over recent years, Reed has made concerted efforts to consistently build out teams that have the same level of “GAF” (give a f***) that he does, noting that having teams who care just as much as he does and even teams that buy into his “crazy” ideas about what it means to really do franchising right is a key driver of Layne’s success.“One of my biggest fears is that people won’t love or worry about my franchisees as much as I do. Are they going to communicate the message properly?” he said. “In the last couple of weeks, I’ve seen unbelievable ownership from this group. If you look at the state of the union in terms of human capital and the quality of people we have, the future is extremely bright.”With 41 operating restaurants and 28 employees at the home office, Layne’s has an impressive support ratio. Having built the scaffolding ahead of time, which many may see as “over-investing,” Reed is able to take on Layne’s next growth spurt with confidence in both the franchise partners he has welcomed to the system and those throughout the franchise network that will support them.“Having 28 corporate employees and 41 stores open, people would say we’re crazy. And yeah, we’re crazy; we’re trying to do franchising differently. We’re actually trying to serve our franchisees,” he said. “We’re about to run into a season where we have 35 stores slated to open. The stress test is going to happen quickly … It’s really exciting. So the state of the union is great. Things are fantastic.”Reed joined 1851 Franchise Publisher&nbsp;<a href="http://linkedin.com/in/powills?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">Nick Powills</a> on a&nbsp;<a href="https://www.youtube.com/live/KeVMhU59onU?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">recent episode of the “Meet the Franchise” podcast</a> to discuss the state of the brand, his philosophy on growth and how Layne’s is preparing for the future. A transcript of Reed’s interview with Powills has been provided below. It has been edited for brevity, clarity and style.Nick Powills: All right. Garrett, first off, I love you, and I love the brand. I’m just going to get the love out of the way so that’s clear. When someone’s watching this, and they’re like, “Nick’s just blowing smoke the whole time,” it’s out of the way. I love you, and I love the brand.Garrett Reed: Feeling’s mutual.Powills: Okay, that’s good. Let’s start with a state of the union. I have a whole bunch I want to unpack, but how are things going? For anybody who watched our previous video, we can see we’re building this thing up to be what I would label a unicorn brand. How do things stand today? How are you feeling? Give me the state of the union.Reed: Yeah, first of all, things are fantastic. Some neat things that have been occurring — we’ve started to layer in another piece of the management team. We’re at that growth stage now where we need true leaders that have what I call GAF: give a f***.We’ve really promoted some people who have caused so much excitement on my part. It’s been unbelievable to watch them grow. Marketing, ops and ops services are the three big pieces we’ve added toward the end of last year into this year.We’re beginning to create structures inside the organization that have very defined roles and responsibilities. What’s neat about it is watching this team begin to gel.One of my biggest fears is that people won’t love or worry about my franchisees as much as I do. You and I have talked about that. Are they going to communicate the message properly? In the last couple of weeks, I’ve seen unbelievable ownership from this group. There’s still coaching that needs to go on. They need to speak directly in my voice, and that comes over time. But if you look at the state of the union in terms of human capital and the quality of people we have, the future is extremely bright.Now, does that mean it’s plug and play? No. There are all kinds of opportunities we have. But the team — we’ve talked about this before — Matt and I, when we bought the brand, the idea was always to invest capital early so the team would be ready.Having 28 corporate employees and 41 stores open, people would say we’re crazy. And yeah, we’re crazy; we’re trying to do franchising differently. We’re actually trying to serve our franchisees. I think we’re getting there.We’re about to run into a season where we have 35 stores slated to open. The stress test is going to happen quickly. In the last couple of days, my confidence level in this team has increased. I’ve seen the execution in anticipation of this sprint.It’s really exciting. So the state of the union is great. Things are fantastic. I think our franchisees are happy. They’re making money.I was talking to a potential franchisee yesterday, and he asked, “How many of your existing franchisees are interested in buying more territory?”&nbsp;I said, “We’ve had five existing franchisees who have bought more or are in the process.”He said, “You’re burying the lead. Why didn’t you lead with that?”&nbsp;I don’t even realize how many exciting things are happening. Existing franchisees are buying more territory and accelerating their growth. We have quality franchise groups talking to us. Unit-level economics in the FDD we’re about to release have gotten better. Cost of goods has dropped. We’ve gotten a better handle on expenses.Construction has been great. One franchisee told me we might be doing too much for them in construction. That’s what I want to hear — tell us to back off!On all aspects, we’re hitting on the right cylinders. We want to be the unicorn brand. But we’re in the refining fire right now. We’re learning and growing.It’ll be neat to have this conversation next year when we’re at 85 or 90 stores and talk about what we learned. Right now, things are good. Normal learning experiences, but I’m really proud of this team.Powills: Awesome opening statement. I have three main things I want to unpack.I’ve been thinking a lot about this, even conversations we’ve had offline. I’ll start with a story: Netflix comes to Blockbuster and says, “We want to buy you,” and Blockbuster says no.What caused them to say no versus seeing the opportunity? The best businesses I’ve seen are always startups.When you’re in startup mode, you’re building culture, infrastructure, stress-testing everything and doing it with fearlessness. Then you get to a place like Blockbuster, where there’s ego and complacency.You got to 30 units, then said, “Let’s keep this a startup and build another startup to go from 30 to 60.”How does that connect with you?Reed: I think it’s neat. Using the Netflix and Blockbuster example, the reason Netflix is great is because Blockbuster didn’t buy them. At the time, Netflix didn’t have streaming. They were mailing DVDs. Blockbuster probably thought, “Why would we buy this? We can do it ourselves.”&nbsp;But that rejection put Netflix under pressure. They realized their model wasn’t sustainable and pivoted. Under pressure, if you’re willing to listen and learn, you can create a great company. They pivoted into streaming and became a unicorn.Powills: I’m also hearing the chip on the shoulder. I once interviewed someone from Netflix who said their core value was “kill Blockbuster.” Everything was built around that. So what’s your chip on the shoulder?Reed: It helps to have an enemy… a David versus Goliath story. There are bigger brands we respect, and we want to be better than them.We set goals: be bigger, better, grow faster. I know what other chicken brands are doing. We just have to do it better. That chip is an incredible motivator. It gels the team together. It gives us a common cause.Powills: I’ll give you a counter view. I think your chip is internal. You said your fear is your staff won’t care about franchisees as much as you do.You’re looking at franchising and saying, “We can do better.”Reed: There’s definitely an internal chip. Eric rolled out a tagline: “One great store at a time.”We want to protect the brand and the franchisee. That’s a difficult lift. Every franchisee has different goals.&nbsp;I always want to be great, and I always feel like I’m not. I go to bed frustrated that I’m not better.Powills: That’s why you’re great. Too many people get lost in ego.Reed: I hear franchisees say franchisors don’t care about their money, and I don’t understand that. When we took our first franchisee’s money, Matt and I lost a lot of sleep. That responsibility is real. Every time someone opens a restaurant, I’m nervous. I’m pacing, sweating, asking if we missed something.Powills: What about bumps in the road when expectations aren’t aligned?Reed: I take it very personally. I probably don’t handle it well.There’s always something I could do more. Everyone’s coming from good intentions, but expectations can still be missed. Managing all those voices is difficult. It takes a personal toll.Powills: You’re about to open 30-plus stores. How are you mentally preparing?Reed: We grew 100% last year. It didn’t even feel like it — you just get into the battle.There’s no fear, just excitement. I’m more concerned about managing 200 stores than opening new ones.Powills: What about attracting multi-unit operators and sending the right signals?Reed: We’re tightening the gates. Even more now. We’re scrutinizing candidates harder. I don’t care who you are; you have to live the brand and meet our standards.Powills: Did you ever expect to be in a position where you could say no like that?Reed:&nbsp;No, I don’t think I understood how important that was early on. I had mentors who guided me, but you don’t really know until you experience it. Now I know. And now I protect it.Powills: Let’s talk about capital. How important is it for growth and mental stability?Reed: It’s paramount. The better capitalized you are, the better decisions you make.At Layne’s, we’ve grown with zero debt. No decisions have ever been made based on whether we could afford something. That’s helped us make good long-term decisions.Powills: When you have the fundamentals and the capital, you make better decisions and think long term.Reed: Exactly.Powills: Garrett, I always love these conversations. I’m looking forward to seeing where this is a year from now.Reed:&nbsp;Same here. Always a pleasure.Watch the full interview above or on&nbsp;<a href="https://www.youtube.com/live/KeVMhU59onU?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">YouTube</a>. To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/layneschickenfingers">https://1851franchise.com/layneschickenfingers</a>.&nbsp;

Layne’s Chicken Fingers: CEO on Scaling a Healthy Franchise

1851 Franchise

https://www.youtube.com/embed/KeVMhU59onU

As the fan-favorite chicken finger brand continues its exponential growth, Garrett Reed is honing in on the stakes of protecting the brand and franchisees and sharing what he’s doing about it.

Layne’s Chicken Fingers’ CEO ‘Over-Invests’ in People and Infrastructure to Set the Stage for Explosive Growth

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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Understanding&nbsp;<a href="https://1851franchise.com/how-much-money-do-i-need-to-buy-a-franchise-a-guide-2730910">the total investment</a> required for a franchise is one of the first questions prospective franchise owners ask. While the answer can vary widely depending on brand, industry and market, knowing what goes into it can help entrepreneurs evaluate opportunities realistically (and avoid costly surprises).So, what&nbsp;is the total investment required for a franchise? The total investment reflects everything needed to open and operate the business and adequately navigate its early stages, from buildout to working capital.<h2>Why The Total Investment Matters</h2>Transparency is important. Investment details should be front and center early in the discovery process. It should also be a significant element of the franchise development website for any business opportunity.“The most visited page is the initial investment/start-up cost,” said&nbsp;<a href="https://thejointfranchise.com/">The Joint Chiropractic</a> Senior Vice President, Development&nbsp;<a href="https://www.linkedin.com/in/cmsherwood/">Craig Sherwood</a>. “This is not a surprise. This question is almost always the first a candidate will ask during the initial phone call. It’s critical for a brand to be transparent with not just the initial investment information but the royalties and fees associated with becoming a franchisee.”Developing an accurate understanding of the full financial picture required allows potential zees to assess affordability, tolerance for risk and long-term expectations (before moving ahead or signing a franchise agreement).<h2>What Goes Into The Total Investment?</h2>While every franchise system is different, the total investment required typically includes several core components. “The investment range includes three months of operating costs, the franchise fee and related expenses,” said&nbsp;<a href="https://www.simplycabinetryfranchising.com/">Simply Cabinetry</a> owner and CEO&nbsp;<a href="https://www.linkedin.com/in/dianasimmons-simplycabinetry/">Diana Simmons</a>. So, what is the total investment required for a franchise?&nbsp;Here are five components:<ul><li>Franchise Fee – The upfront fee paid to join the franchisor system and access the brand, training and support available. &nbsp;</li><li>Buildout and Equipment – Costs tied to general construction, leasehold improvements, signage, fixtures and equipment. &nbsp;</li><li>Inventory and Opening Supplies – The initial product, materials or inventory required to open. &nbsp;</li><li>Working Capital – The funds needed to cover payroll, marketing and operating expenses during the first few months of operation. &nbsp;</li><li>Ongoing Fees – Royalties, marketing contributions, technology expenditures and other recurring fees outlined in the franchise disclosure document (FDD).</li></ul><h2>Making An Informed Investment Decision</h2>So, what is the total investment required for a franchise?&nbsp;<a href="https://1851franchise.com/how-much-capital-is-needed-to-buy-a-franchise-2716989">The amount required</a> to launch a franchise opportunity can range from tens of thousands to several hundred thousand dollars, or more, depending on the industry, concept and recognition of the brand. That’s why a thorough review of FDD Item 7 (estimated initial investment) and consultation of experienced franchise counsel is crucial.A clear understanding of the total investment required to start a franchise can help candidates navigate the process more effectively. By asking questions early and thoroughly evaluating costs, franchisees can determine whether a brand aligns with their financial goals, laying the foundation for long-term success.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

What is the total investment required for a franchise?

What is the total investment required for a franchise? In this guide with expert tips, learn the costs of starting a franchise, including the fees, buildout, capital and ongoing expenses required.

What is the Total Investment Required for a Franchise? A Guide For Prospective Franchisees

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Building&nbsp;<a href="https://1851franchise.com/how-do-you-build-a-franchise-business-plan-2717037">a business plan</a> is a crucial operational step for any entrepreneur. But how do I build a business plan for a franchise that complements the franchisor’s system while addressing the unique needs of a given location? In this guide with expert tips, you’ll learn how to craft a thoughtful, actionable franchise business plan.<h2>Start With The Franchisor’s System In Mind</h2>So, how do I build a business plan for a franchise? Well, avoiding repetition is a good start.“You specifically don’t want to duplicate what your franchisor is doing,” said long-time multi-unit&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a> franchise owner,&nbsp;<a href="https://www.linkedin.com/in/haynes-chidsey-6a36a06/">Haynes Chidsey</a>. “There’s a reason why you join a franchise system and why you pay the fees and costs associated with it.”A strong franchise business plan should take advantage of the resources, marketing and operational systems that the franchisor provides (while utilizing daily experiences at the local level to help fine-tune what matters locally).<h2>Focus On Local Priorities</h2>A franchise business plan should be&nbsp;<a href="https://1851franchise.com/strategicfranchising/how-to-build-a-strong-franchise-brand-presence-in-your-local-community-2729771">locally focused</a>. It should reflect the unique characteristics and needs of each local market. It’s essential to identify opportunities to attract local customers, build relationships within the community at the local level and tailor services to the regional preferences required by each market.“Be complementary to what your system provides,” said Chidsey. “Stay locally focused. That’s what I would say is key. Avoid mistakes by focusing on the magic.”<h2>Practical Steps For Building Your Plan</h2><ol><li>Assess Both Market And Competition – Build a thorough understanding of local demand, competitors and potential customer base. This will lead to more informed projections. &nbsp;</li><li>Define Financial Goals – Include startup costs, ongoing fees and revenue expectations in the business plan. Staffing, rent, marketing and working capital should all be factored in. &nbsp;</li><li>Leverage Franchisor Resources – Incorporate the systems, training and support offered by the franchisor (instead of reinventing processes). &nbsp;</li><li>Set Operational Priorities – Decide which areas require hands-on local management (as opposed to areas guided by the franchisor). Focus energy where it’s most impactful. &nbsp;</li><li>Review And Adjust – A business plan shouldn’t be static. So, track performance, adjust strategies and refine priorities as the franchised business scales.</li></ol><h2>The Takeaway</h2><a href="https://1851franchise.com/chapter-3-developing-a-franchise-business-plan-2722586">Creating a franchise business plan</a> is about balance. With a clear plan that integrates franchisor resources and local insight, franchisees can confidently move forward, knowing their businesses are structured to thrive. Leveraging a proven franchisor system to make smart, locally relevant decisions is key. By slowing down to go fast, and catering to the local trends or demands unique to each market, zees can more effectively build a roadmap and franchise business plan capable of delivering long-term success.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How do I build a business plan for a franchise?

How do I build a business plan for a franchise? In this guide with expert tips, learn how to build a plan that leverages franchisor resources, focuses on local priorities and brings long-term success.

Layne’s Chicken Fingers’ CEO ‘Over-Invests’ in People and Infrastructure to Set the Stage for Explosive Growth

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