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The coronavirus continues to have dire effects on businesses across the country, and the franchising industry is no exception. Franchisors across segments are strategizing new ways to support their franchisees, keep customers satisfied, help local communities and come out stronger on the other side of this crisis.&nbsp;&nbsp;To that end, 1851 Franchise publisher Nick Powills and Charles Internicola, founder and partner of the <a href="https://www.franchiselawsolutions.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=coronavirus-and-franchising-joe-mathews-of-franchise-performance-group-and-michael-haith-of-teriyaki-madness-2712671" target="_blank" rel="nofollow">Internicola Law Firm</a>, are covering the coronavirus and its impact on the franchising industry through a <a href="https://mbf6e734.clickfunnels.com/webinar-registration1584137477175?utm_source=1851franchise.com&utm_medium=article&utm_campaign=coronavirus-and-franchising-joe-mathews-of-franchise-performance-group-and-michael-haith-of-teriyaki-madness-2712671" target="_blank" rel="nofollow">webinar series titled “Coronavirus and Franchising: Mindset + Strategy to Recover and Grow.”</a>In today’s morning webinar, Powills and Internicola spoke with <a href="https://franchiseperformancegroup.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=coronavirus-and-franchising-joe-mathews-of-franchise-performance-group-and-michael-haith-of-teriyaki-madness-2712671" target="_blank" rel="nofollow">Franchise Performance Group</a> CEO Joe Mathews and <a href="https://franchise.teriyakimadness.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=coronavirus-and-franchising-joe-mathews-of-franchise-performance-group-and-michael-haith-of-teriyaki-madness-2712671" target="_blank" rel="nofollow">Teriyaki Madness</a> CEO Michael Haith to discuss how their brands have pivoted to better serve customers and franchisees.&nbsp;Here are some of the key insights from their discussion.<h4>Restaurants that were already equipped with third-party delivery and online-ordering have a big advantage.&nbsp;</h4>Brands, particularly fast casual brands, who don’t have to scramble to introduce technology to reach customers right now are in the best position to survive this crisis and can direct their efforts toward other improvements to ensure their success when the crisis is behind us.<h4>Lead generation is down, but the quality of leads is improving.&nbsp;</h4>Lead generation is down. However, the people who are interested in franchising right now are those who understand the model and its benefits in a time like this. They may be looking nine months ahead and looking for a savvy investment, rather than a new career path that they may not know much about.&nbsp;<h4>Brands should take this opportunity to get their house in order.&nbsp;</h4>Right now, franchisors need to focus on their message. Take a breath and make sure the business is prepared for the next three to five months. Make sure portal messaging is consistent.&nbsp;Consider the story you are telling, how it is being told and how it will be told in the future. That largely comes down to how you are supporting franchisees through this crisis. The strongest storytelling comes from franchisees who speak from experience.&nbsp;Franchising, as an industry, has allowed too many non-viable brands to enter the market. Franchise brokers have put bad opportunities in front of prospective franchisees who won’t succeed in them. The silver lining is that businesses who get to the other side of this will have very strong stories to tell.&nbsp;<h4>Think about your value and how it is demonstrated to the marketplace.&nbsp;</h4>It may be crude, but part of your brand’s story is going to be your cash position. At cocktail parties, people ask, “What’s hot?” The market props up a lot of weak players and recession exposes that.&nbsp;Franchising is about model replication. This is the time to look at your business model and make it resilient. Look at how you can add value and go after the people who look at franchising as more than an option for self-employment.&nbsp;<h4>Franchisors need to be of value to their franchise systems.&nbsp;</h4>Franchisors should have the ability to provide the kind of expertise that independent business owners lack because they’re on their own. The franchisor has a team looking at every way to make the business model better. The economy has allowed for a lot of franchisors who have business models that simply do not work.&nbsp;<h4>Modifying your message.&nbsp;</h4>There is a high demand for information right now. Brands need to modify their messaging. That goes for consumer-, franchisee-, and prospect-facing messaging. It’s not business as usual. Be sensitive and empathetic to the times.&nbsp;<h4>At the end of the day, it’s all about value.&nbsp;</h4>Franchisors exist to add value for franchisees. And franchisees exist to add value for the customer. If there is any lapse in that chain of value, the whole brand suffers. Customers do not see the distinction between franchisors and franchisees. They see a brand. Franchisors and franchisees need to work together in order to create value and have a constant dialogue.&nbsp;

Coronavirus and Franchising: Joe Mathews of Franchise Performance Group and Michael Haith of Teriyaki Madness

1851 Franchise

Nick Powills and Charles Internicola are joined by Franchise Performance Group CEO Joe Mathews and Teriyaki Madness CEO Michael Haith to learn how the two brands are tackling the challenges of the COVID-19 crisis.

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Home Halo

Home Halo’s 160-Step Launch Process: Setting Franchisees Up for Success

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VA Reimbursement: A Unique Opportunity for Home Halo Franchisees

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Home Halo’s "Frank" Method: Coaching Franchisees to Greatness

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Dan Deak's Personal Journey: From Caring Son to Home Halo CEO

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10 Reasons Why You Should Invest in a Home Halo Franchise

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Coronavirus and Franchising: Joe Mathews of Franchise Performance Group and Michael Haith of Teriyaki Madness

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