Layne’s Chicken Fingers is rapidly expanding with 30 restaurants open and over 300 awarded. The brand consistently sees strong traffic and revenue numbers, and franchisees in the system continue to scale. All of these point to an attractive investment opportunity, but some prospective franchisees want to know more.
Here are three key questions with the Layne’s leadership team for even more information on the opportunity:
Garrett Reed, CEO: Our philosophy has always been to protect the brand and protect the franchisee. Really, these are two pillars in the same overall effort. Layne’s is a strong brand, and our reputation supports and protects our franchisees. When our franchisees are successful and dedicated to the brand, the Layne’s name and reputation are protected. Our numbers speak for themselves, but the opportunity to join a brand that is healthy — and backed by a group of people who are deeply committed to that health and continued success — is a rarer opportunity.
Samir Wattar, Chief Operating Officer: We want to do franchising right. Our biggest thing has always been to protect the brand and protect the franchisee, and we’ve seen the results of that. All of our franchisees are doing very well. Chicken is a high-demand segment, and franchisees who want to break into that market with a quickly growing brand see Layne’s as a great platform to do that with.
Matt O’Reilly, Franchisee Liaison: From a broad market perspective, we’re one of the hottest brands out there. Our franchisees are very happy with the investment they made, and we partner up with these franchisees in a true partnership. We’re truly invested in their success. For example, we don’t approve a real estate site unless it’s somewhere we would build one of our own restaurants.
Culturally, we have a great alignment of interest. Most of the time, when we say no, it’s about real estate. But we’re willing to say no whenever necessary. We want successful franchisees who are going to make money and expand, and if we have to say no to a choice that will prevent them from doing that, we will. Samir always says, “I say no to my kids all the time. That doesn’t mean I don’t love them.”
Reed: A big component is the cultural piece. Within their teams, do they have a strong culture? A good work environment translates to a great guest experience, which comes back to higher sales. At the end of the day, someone who aligns with the Layne’s culture will benefit the entire system, and that alignment will also power their own growth. At the end of the day, higher sales and higher repeatability of guests creates a bigger return on investment. Then, franchisees are more able to replicate that to make the second unit, the third unit and so forth.
Wattar: We owe it to our existing franchisees to be diligent on who we choose to grow with. We are less focused on the number of units we want to open and more focused on identifying and growing with true partners. We want people who are as passionate as we are about the brand to join us on this journey. They need to understand what the restaurant business is, and if they don’t have restaurant experience, they need to have a strong team lined up to run the operations.
O’Reilly: Strong franchisees come in all different shapes and sizes, so to say. We love them all. However, if you want to check the boxes, we’re looking for someone who has a high enough net worth that they can make strategic real estate decisions, and someone who has the operational experience to run a great restaurant. Whenever we talk about potential franchisees, those are the two big questions that come up — the operational experience and the capital behind that group.
Reed: Franchisees should understand the leadership team’s approach to support. We aren’t here just to make and enforce rules. We see ourselves as temporary caretakers of something bigger. It is our responsibility to make decisions, in partnership with the necessary parties, that will maintain the quality of Layne’s and the health of its future through time. We are here to help guide franchisees in building legacies, and we celebrate and support them as stewards of our brand.
Wattar: We’re still a small company, but we support you like we’re a big company. Everyone here in the home office is not in the restaurant business; they’re in the service business. Our “customer” is the franchisee, and it is our job to provide them the same level of service (support) we expect them to provide their guests.
O’Reilly: Many franchisees feel nervous and think, “Am I making the right decision?” But once we start working with them, they get that relief. They see how we work with them, and they can trust us. They trust the system and see it working when it’s in action.
We have a very large team to support our franchisees, and we continue to staff to make sure that experience grows. This way, the same great experience our existing franchisees have will hold true for future franchisees, too.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/layneschickenfingers.
Layne's Chicken Fingers
SPONSORED
The chicken finger franchise’s performance statistics speak for themselves. Here’s what candidates need to know about the opportunity, owner expectations and franchise support.
Layne’s Chicken Fingers is rapidly expanding with 30 restaurants open and over 300 awarded. The brand consistently sees strong traffic and revenue numbers, and franchisees in the system continue to scale. All of these point to an attractive investment opportunity, but some prospective franchisees want to know more.
Here are three key questions with the Layne’s leadership team for even more information on the opportunity:
Garrett Reed, CEO: Our philosophy has always been to protect the brand and protect the franchisee. Really, these are two pillars in the same overall effort. Layne’s is a strong brand, and our reputation supports and protects our franchisees. When our franchisees are successful and dedicated to the brand, the Layne’s name and reputation are protected. Our numbers speak for themselves, but the opportunity to join a brand that is healthy — and backed by a group of people who are deeply committed to that health and continued success — is a rarer opportunity.
Samir Wattar, Chief Operating Officer: We want to do franchising right. Our biggest thing has always been to protect the brand and protect the franchisee, and we’ve seen the results of that. All of our franchisees are doing very well. Chicken is a high-demand segment, and franchisees who want to break into that market with a quickly growing brand see Layne’s as a great platform to do that with.
Matt O’Reilly, Franchisee Liaison: From a broad market perspective, we’re one of the hottest brands out there. Our franchisees are very happy with the investment they made, and we partner up with these franchisees in a true partnership. We’re truly invested in their success. For example, we don’t approve a real estate site unless it’s somewhere we would build one of our own restaurants.
Culturally, we have a great alignment of interest. Most of the time, when we say no, it’s about real estate. But we’re willing to say no whenever necessary. We want successful franchisees who are going to make money and expand, and if we have to say no to a choice that will prevent them from doing that, we will. Samir always says, “I say no to my kids all the time. That doesn’t mean I don’t love them.”
Reed: A big component is the cultural piece. Within their teams, do they have a strong culture? A good work environment translates to a great guest experience, which comes back to higher sales. At the end of the day, someone who aligns with the Layne’s culture will benefit the entire system, and that alignment will also power their own growth. At the end of the day, higher sales and higher repeatability of guests creates a bigger return on investment. Then, franchisees are more able to replicate that to make the second unit, the third unit and so forth.
Wattar: We owe it to our existing franchisees to be diligent on who we choose to grow with. We are less focused on the number of units we want to open and more focused on identifying and growing with true partners. We want people who are as passionate as we are about the brand to join us on this journey. They need to understand what the restaurant business is, and if they don’t have restaurant experience, they need to have a strong team lined up to run the operations.
O’Reilly: Strong franchisees come in all different shapes and sizes, so to say. We love them all. However, if you want to check the boxes, we’re looking for someone who has a high enough net worth that they can make strategic real estate decisions, and someone who has the operational experience to run a great restaurant. Whenever we talk about potential franchisees, those are the two big questions that come up — the operational experience and the capital behind that group.
Reed: Franchisees should understand the leadership team’s approach to support. We aren’t here just to make and enforce rules. We see ourselves as temporary caretakers of something bigger. It is our responsibility to make decisions, in partnership with the necessary parties, that will maintain the quality of Layne’s and the health of its future through time. We are here to help guide franchisees in building legacies, and we celebrate and support them as stewards of our brand.
Wattar: We’re still a small company, but we support you like we’re a big company. Everyone here in the home office is not in the restaurant business; they’re in the service business. Our “customer” is the franchisee, and it is our job to provide them the same level of service (support) we expect them to provide their guests.
O’Reilly: Many franchisees feel nervous and think, “Am I making the right decision?” But once we start working with them, they get that relief. They see how we work with them, and they can trust us. They trust the system and see it working when it’s in action.
We have a very large team to support our franchisees, and we continue to staff to make sure that experience grows. This way, the same great experience our existing franchisees have will hold true for future franchisees, too.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/layneschickenfingers.
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