Coronavirus and Franchising: Lawn Doctor’s Eric Martin and Biggby Coffee’s Bob Fish and Lisa Oak

The coronavirus continues to have dire effects on businesses across the country, and the franchise 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.  

To that end, 1851 Franchise publisher Nick Powills and Charles Internicola, founder and partner of the Internicola Law* Firm, are covering the coronavirus and its impact on the franchising industry through a webinar series titled “Coronavirus and Franchising: Mindset + Strategy to Recover and Grow.”

In today’s morning webinar, Powills and Internicola spoke with Biggby Coffee Co-President and CEO Bob Fish and Chief Development Officer Lisa Oak and Lawn Doctor* Vice President of Franchise Development Eric Martin to discuss how the brands have adapted to better serve customers and franchisees. 

Here are some of the key insights from their discussion.

Pivot is the hot word right now. 

Brands need to figure out new ways to put themselves in front of customers in an authentic and valuable way. 

Working closely with existing franchise owners is critical. 

Business is tough right now, especially for storefront based businesses that have had to shut down indefinitely. It’s important for franchisors to work closely with owners on a daily basis to help them move forward and stay positive and forward-thinking. 

Brands must remember their core values. 

Management teams must dig into their core values and strengths to strategize their plan moving forward. That’s the only way brands will identify their true value and find ways to extend that value to a new consumer landscape. 

We’re seeing the true benefits of the franchise model. 

Veteran franchisors can speak to previous crises and can leverage their histories and infrastructures. Franchise consultants are asking more about whether or not businesses are essential. Showing a franchise candidate that you can keep going even during a challenging time is important. Having the backing of the mothership provides peace of mind to franchisees, franchise consultants and prospective franchisees. 

Brands should consider exhibiting flexibility in the sales process. 

Brands should avoid pushing too hard in the franchise sales process and be more flexible in terms of deadlines. Give prospects space and respect the unusual environment we are in. 

When communicating with new franchisee prospects, don’t think just of the sale. This is the opportunity to share the depth of the franchise’s culture and find entrepreneurs who align with that culture and can help move it forward.

Brands need to consider virtual solutions. 

No one knows when this will end, so good franchisors are thinking about how to promote activity at the front of the funnel. Getting people trained and prepared is important, but most franchisors are not built to train virtually. That is something the industry must think about. There are a lot of expenses involved in franchisee recruitment, including flights, meals and time out of the office. 

Figuring out solutions together is what franchising is all about. 

Having community forums and giving stakeholders a chance to contribute is crucial at a time like this. Brands, regardless of size, must remember their values and what they stand for because that is what prospects will want to align with when this crisis has passed. 

Figuring out how to get back to normal is not going to get you anywhere. We need to instead start figuring out what the new normal is and learn how to embrace it. 

Franchisee support must remain in focus. 

Supporting franchisees, nurturing prospects and helping everyone work through this is the most important thing we can do right now. In the franchise world, everyone is stronger, smarter and better together. People must adapt and adjust to what is going on and this is an opportunity to see what franchising is all about. Great leadership will shine.