In the article, Weathington highlights how market differentiation was key for the seafood and oyster bar that started out as a 900 square foot oyster shack in Carolina beach, before making the decision to start franchising in 2014. 

Weathington joined the brand in 2014 as the Vice President of Franchise Development and was shortly promoted to CEO. Since serving as chief executive officer, the brand has grown to over 15 locations in four, (soon to be five states) with several more locations scheduled to open by the end of 2020. In the article, Weathington discusses the most important aspects of growing the brand.

“My goal is opening healthy restaurants, period. Whatever decision we’re making, I’m not thinking about that moment. I’m thinking about one, three, five, 10 years down the line.” says Weathington, in the article. 

Because the brand hasn’t relied on traditional marketing channels, heavy community involvement is essential for an ideal franchisee. Weathington highlighted franchisee personality and cultural fit to be far more important than operational background. 

“We can teach people how to do what we’re doing within our four walls. What has proven to be a lot more difficult is what needs to happen outside. Personality, desire to participate in the community—those are qualities that either you have or you don’t,” Weathington explains in the article. 

While Shuckin’ Shack initially targeted nearby areas to their home market for regional recognition and supply chain access, the brand is now looking to grow in locations throughout the U.S. with key growth markets including areas throughout Florida and Tennessee.

To read the entire article, click here.