THE
VOICE
of Domino’s Pizza Franchisees
Adjust Your Sales
and Reach Your
2015 Destination
FEATURES:
Pg. 8 Ron Russek ll, Pg. 22 Mike Khan, Pg. 36 Malli Patibandla Rao
DFA Working for Franchisees
Advocacy, Membership Benefits and
Education to Increase Franchisee Profitability
Issue 4 2014
Spotlights
10 Ron Russek ll
“We are surrounded with so many
resources around us and the key is
using those resources. I never hope
for anyone to do poorly, but I have to
tell you it is reassuring when you call
and find out they are struggling to
staff their stores too or sales are down
or you get a bad OER score. You get
an instantly revitalized attitude as you
wipe your brow and say to yourself
whew it’s not just me. ”
Features
5 Ken’s Korner
18 Hiring Do’s and Don’t’s in a Brave New World
Brook J. Carroll
26 Trainers’s Corner- Team Say Yes
Jay Feavel
32 2014... A Positive Year
22 Mike Khan
Jim Gerety
“Focus is the most important thing in
this business. If you focus, you can
achieve anything. Do what you’re
best at… try not to reinvent the
wheel.”
40 Ebola Preparedness for Restaurant Operators
J. Hagood Tighe and Matthew Korn
44 Theater Reimage
Mike McDermott
36 Malli
Patibandla Rao
The Voice / dominosdfa.com
“With the help of the new ATS
system and the upcoming recruiting
push hoping to address the staffing
situation, my advice for new
Franchisees is to really know and
understand the business and the
challenges. Have a plan.”
De pa r t ment s
Updates
The Forum 51
Partner’s Foundation 50
Member Services
54 Membership Form
55 DFA Board Member Directory
57 Vendor Partner’s Directory
The opinions expressed in this publication do not necessarily represent Domino’s Pizza Franchisees, Domino’s Pizza, Inc., and/or any of its
agents. The Voice is printed quarterly and distributed to the entire Domino’s Franchisee Community.
4 DFA
Ken’s Korner
As 2014 comes to a close, we look back noting it was a year filled with positive and negative complexities impacting the success of
Franchisees. We faced many obstacles that created distractions as we tried to focus on great operations, exceptional customer
service, and building strong teams.
Overall, our Brand as well as our Franchisees had an excellent year despite all of the unexpected internal and external distractions
that came our way. The DFA and I are very fortunate to have a great group of elected exceptional Franchisees aka our Board of
Directors (BOD) to help guide us through all of the obstacles throughout the year.
At various times throughout this past year, an issue would arise causing Franchisees to break away from their normal operations
to analyze and decide the best way to handle the issue. The DFA BOD met several times to discuss the best way to support
Membership on some of the major issues facing them in 2014. After lengthy discussions with varying opinions and ranges
of endorsement, the DFA Board understood they always have to land on a recommended direction for the DFA. On a recent
complicated Franchisee issue, the Board was divided regarding how best to move forward.
While the factors involved were complex, the approach became simplified and crystal clear when one of the DFA BOD reminded
us of one our founding purposes. “Regardless of our individual opinions and personal experiences, we were elected to represent
the majority opinion of our Membership.”
He went on to say… when in doubt, refer to our organization’s original core philosophy, values, and purpose… and how they apply
to today’s issues and needs. This was key to getting 15 well-respected individual opinions to work cohesively towards finding one
united decision on how the DFA should move forward in helping the majority of Franchisees.
Wikipedia defines Mission Statement as follows… “A mission statement is a statement of the purpose of a company, organization
or person, its reason for existing. The mission statement should guide the actions of the organization, spell out its overall goal,
provide a path, and guide decision-making.”
DFA Mission:
“To Provide Domino’s Pizza Franchisees a unified organization working to maximize the value of our
Member’s stores.”
DFA Priority:
To protect and increase the profitability of our Franchisees.
His simple reminder to get back to the core purpose of our organization has had more impact on me than just finding a solution to
that specific issue we were working on. I am refocused in my approach to a wide variety of issues/topics in both my professional
and personal life. It does not necessarily always guarantee an easy or perfect answer, but it does make the process of finding an
answer more focused and strategic. Always making sure our processes and ultimate decisions tie back to our core values ensures
they are based on a solid foundation and not on emotions or the current environment in which we are operating.
While I was attending the Roadshows and DMA meetings this year, I noted the many obstacles facing Franchisees today. Even
with all of the increasing costs related with the Reimaging mandate, Affordable Care Act, ATS, commodities, minimum wage, as
well as various Franchisee legalities… one issue that has stayed in the forefront for a vast majority of Franchisees is in the area of
recruiting, hiring and maintaining our workforce.
In my opinion, the only way we are going to continue the positive progress we have made in recent years and especially in 2014,
is if we can fully staff our stores with great people. Before we can provide GREAT Product, Service, and Image, we have to be able
to recruit GREAT people. While I have met many exceptional Team Members during my store visits around the country, too many
of our stores are understaffed and/or just staffed with “warm bodies”. If we are truly committed to being #1 in the pizza category,
it starts with our people. The DFA has had several discussions with Corporate Leadership regarding the importance of their focus
and efforts towards building a recruiting and hiring process/system as strong as our product and advertising.
DFA 5
The Voice / dominosdfa.com
Even with understanding and using our Mission Statement to guide us, the DFA BOD continues to navigate balancing the needs
and priorities of the 900+ current Franchisees in our system.
DPLLC is in the beginning stages of rolling out their new on line Applicant Tracking System (ATS). It is too early to determine its
long term success, but the initial feedback is that it needs significant modification in order to provide the level of support needed
to be #1 in the area of recruiting and hiring. My personal experience using the new ATS to apply online for a driver’s position took
way too long and leads me to believe many applicants will abandon the lengthy process before they finish the application process.
The DFA has made supporting Franchisees in the area of recruiting and hiring a priority for 2015. We will work with DPLLC on
improving the current ATS system as well as look for parallel methods that can improve the current process for Franchisees and
applicants. The DFA BOD are having a 3 day Board meeting in January and would like our Franchisees to send the DFA what is…
and what is not working for you in the area of recruitment and hiring. We also would like to hear from everyone currently using
the new ATS program on what the pros and cons are with it. Finally, please send us your “wish list” on what you want/need to
have incorporated into any national recruiting & hiring program.
While on the subject of recruiting, hiring and retaining Great people, it is critical that we proactively deal with underperforming
employee(s) before they become a liability to you and the Brand. While I realize staffing is at a critical level, keeping poor
performing employees on your staff instead of replacing them can contribute to a poor culture that compounds your ability to
staff and improve your operations… or even worse, long term pain and suffering bigger than being under staffed.
With the recent YouTube embarrassment showing a Domino’s Franchisee’s employee negatively treating one of his customers,
I would also like to take time to remind everyone about some basic do’s and don’ts when it comes to an employee creating
negative public relations attention for you and our Brand.
Even if an issue does not directly involve you, please make sure you and your leadership teams are prepared in advance for how
to deal with the aftermath of a PR crisis. I was approached in public for a comment shortly after the recent unfortunate incident
was released on YouTube. I tried not to appear as if I was avoiding the issue, but made it very clear I was not in a position to make
an official comment… since I was not personally involved in the situation and only learned of it when the rest of the general public
was made aware. If you are ever found in a similar situation, a PR expert shared one approach I use.
Isolate and separate, which means to reinforce this incident was/is unusual and not what Domino’s Pizza stands for (isolate)
and that this person is not a fair representation of all the hard working caring Team Members we have working for us across the
country (separate). He also said it is ok to admit to being shocked by a horrifying situation as any reasonable person would have
been, which is why, in fact, it made the news.
The expert went on to say… generally speaking, “no comment” is not a good option. A legitimate and reasonable response for
the recent YouTube incident could be… “I have seen/heard about the video/story and obviously this type of behavior is totally
unacceptable. Since I do not own that store or have all the facts, it would be inappropriate for me to make any other comments
on someone else’s employee. The best resource for you to contact for an official statement would be Tim McIntyre who can be
reached at the Domino’s World Resource Center in Ann Arbor Michigan.”
If you are a Franchisee who has direct involvement in any issue that could become a Brand related issue impacting more than
your organization, you need to proactively reach out to your area leader with the details. Then, ask for their recommendation for
how best to move forward. I would also make sure you and your leadership teams have consulted with your local legal counsel to
make sure you take the appropriate steps to protect your team, organization, and yourself. Since the DFA has made supporting
Franchisees in the area of recruiting and hiring a priority for 2015 and Corporate making advances with ATS, hopefully we will be
able to nip scenarios such as this in the bud going forward.
As we boldly venture into 2015, we will most certainly face another year of varying obstacles. With a positive Corporate
Leadership Team, a strong Brand reputation and the unwavering support of your DFA Family, we all will continue to thrive as we
continue our journey on the Road to becoming #1!
The Voice / dominosdfa.com
A huge Thank you is needed to all of the Domino’s Franchisees who are DFA Members and our incredible Vendor Partners! 2014
was a record breaking year for the DFA and we could not have done it without your support.
Ken Peebles
Chief Executive Officer
Ken@dominosdfa.com
6 DFA
Franchisee Interview | Ron Russek II
Domino’s Franchisee Name: Ron Russek
II
Title: President
Company: Heaven Sent Pizza, LLC
Age: 48
Family: Wife Tracy of 22 years, Daughter
Amanda 21 years old, Son Ron III “Trey”
17 years old, Daughter Isabelle 12 years
old and granddaughter Brynleigh 2 years
old (daughter of Amanda)
Years with DP: 29
Years as Franchisee: 25
# Stores: 9
Store Locations: Granbury, Acton,
Cleburne, Corsicana (all in the DFW
DMA) and 5 stores in the Waco area
(Waco-Temple – Killeen DMA)
# Team Members: 175
The Voice / dominosdfa.com
Boards: DMA President, Pulse Steering
Committee, DNC Advisory Board
Awards/Accolades: Several 10/10
and sales achievement awards, West
Regional Manager of the Year nominee
1988, several 100/100 club and record
weeks
8 DFA
Ron in his office
Domino’s Career Path:
In 1985, I started as a driver for Bruce Gibson in Glendora, Ca. I
was diagnosed with a heart condition that same year. I had to
become a CSR since we were required to run as a driver and my
doctor wouldn’t allow it. Then, I became a pizza maker before being
released to go back to driving. In 1986, I became a MIT for Dave
George in Hemet, Ca. In 1988, I became GM at Dave’s second store
on the west side of Hemet. I proceeded to have 18 record weeks 7
100/100 Clubs as well as a couple of Silver Challenges that year and
was nominated Manager of the Year for the West Region. That was
a very hard area because Hemet is a snowbird retirement town and
the west side, my area, was where all the retirement neighborhoods
were. I had trailer parks that looked like regular neighborhoods
with 400 to 800 mobile homes occupied for about 6 months out
of the year. It was incredibly difficult to increase sales to people
in their 60’s and 70’s, not the demographics you really want when
selling pizzas. In 1989, just 3 weeks shy of my 23rd birthday, I
franchised my first store in Cleburne, Tx. My entire family, on both
sides, lived within 50 miles of each other in L.A. Needless to say,
moving half way across the country, to a state I had only stopped in
on my way to Drummond Island, was a pretty monumental event.
I have been a franchisee by myself and I have had two partnerships.
One was very successful and the later, not so much. When I
started in Domino’s, I really was not a pizza fan at all. However, I
have always loved working for Domino’s Pizza and have been very
blessed by Domino’s in my almost 30 year career. When Patrick
Doyle became president, we changed our recipe and I have to tell
you, I really like our pizza now. I really love garlic, so naturally I like
all the other options like pasta bowls or sandwiches (my favorite)
or the new Chicken product or our outstanding Deep Dish. Again,
when you are not a pizza fan… you especially aren’t a fan of thicker
pizza for sure, but now our product is outstanding. Early on when
money was very tight, I made concoctions just to be able to eat, egg
omelet breakfast pizza, chili cheese dog, hamburger with mustard
and ketchup, Frito pie, and still maybe my favorite, a BLT on what
we now call a Brooklyn style and later on our cracker crust. The one
thing for sure has been my passion for our company, Domino’s. I
have never been ashamed of our logo and like any true
ambassador; I wear my uniform proudly wherever I go
in my community. The thing I like doing the most in
the company is my roots, delivery. There’s nothing like
sprinting up to a house with fresh hot pizza in your hands
as you make another customer happy for that evening.
Favorite Quote/Advice: I love quotes and I constantly use
them to motivate my Team. In fact, if YOU have spoken
at a Domino’s event I probably have written something
down you said that was inspiring or profound. I don’t just
have one favorite but a couple of my favorites that aren’t
Bible verses are: Life is 10% of what happens to me and
90% of how I choose to react to it. Success without hard
work is like harvesting a field you never planted. Never
give up! Be Nice!
Two of my guiding principles are to
always treat people how I want to be
treated and whenever possible give
everyone the benefit of the doubt.
Best Advice You Ever Received: I
have received a lot of great advice
over the years from a lot of very wise
people so I have a lot tied for bests.
Nearly everything my Mom, Dad
grandparents, aunts, uncles, pastors,
and business mentors have taught
me has been some of the best advice.
But, two of the best pieces of advice I
ever got were commit to a daily Bible
study and tithing. In 1991, I made the
commitment to daily Bible study and
in fact the last time I missed a daily
Bible study was more than 15 years
ago. Tithing, try trusting the Lord and
I promise you will see your faith grow.
That is my advice that I have passed
on to everyone as well.
Local Organizations Involved In: My church and nearly
every outreach and mission program we do… FFA and
4H, several Chambers of Commerce, the Waco area
homeless shelter and food bank, Operation Blessing,
Ride to Recovery, Fellowship Christian Athletes, Mothers
Against Drunk Drivers, Child Advocacy Center, Habitat for
Humanity, all of the local area sports and cheer programs,
local fire department free smoke detectors program,
and my family sponsors kids from both World Vision and
Compassion International a truly great organization.
Three Highest Priorities in your Life: Faith, Family,
Business. Early in my company, before marriage and early
in my marriage, business often topped the list. Somehow
when you have kids, family battles for first place. In my
opinion, when you truly have your
priorities in the right order God
takes over first place all by Himself
then family and business. Everyone
needs balance in life.
What do you do to relax and have
fun? I have several hobbies and
passions in life. I enjoy my kids
and coaching them in the sports
they have played or attending their
school functions etc. Rarely do I
EVER miss anything in which they
are involved. I have always loved
music my entire life… all styles.
One thing I do that combines my
love of music and my faith is I play
drums in my church’s Praise Band.
Ron’s family
Biggest Mistakes: After speaking to my wife, she
suggested my biggest mistake was ignoring her advice.
She never felt comfortable with my second partnership.
She voiced that several times during the process and
throughout the partnership. I concur with her that was
probably my biggest and most costly mistake.
I truly love the worldwide rallies because I receive
so much wisdom and inspiration from many great
franchisees, corporate leaders, team members and guest
speakers. It is impossible not to come home and step up
your game. I wish we could go back to having them every
year again, far too much valuable information and ideas
to have to wait for every other year.
Describe the perfect day? Easy… Thanksgiving and
Christmas. Spending time with my family. Knowing my
Team is with their families. Knowing my cell isn’t going
to ring with an oven going down, or a store opening late,
plus a driver can’t have an accident (on the clock at least),
DFA 9
The Voice / dominosdfa.com
Formative Influence/Event: My mom, dad and extended
family. My parents both migrated to America when they
were children. They are grateful for the opportunity
America gave them. My Father was always teaching us
real life lessons and spoke truth to us. He was a great
communicator and role model. He walked the walk.
I have always enjoyed helping
people in need or less fortunate. I
started as a reserve police officer
and now deputy sheriff for the
past 25 years. It has been a great
opportunity to help the community
where I live and it has had its perks too. Having a very
keen understanding of the law and vast experience in law
enforcement, my company has always had very low theft.
It helped when I was on the Pulse steering committee
and making suggestions such as my vision of a “Red Flag”
report that seemed to morph into what is today Tiger
Reports. Why don’t we have our computer analyzing
the irregularities in our business rather than all of us
scouring through countless dailies trying to find theft in
our company was my thought. Also, it has made for many
convictions and restitution paid for the ones that try and
steal from my company. I have been able to help others
in other jurisdictions as well because of my contacts
and being a brother in Blue. It helps open a lot of doors
quickly. I prosecute those who steal from me to help
deter any future theft.
Franchisee Interview | Ron Russek II
or an OER inspection on a store that just needs 1 more
week for maximum service points.
REIMAGING
How many stores do you have with the new Pizza
Theater image? None, as of yet.
How many are reimaged? Two stores about to be reimaged… probably completed by this print date.
How many relocated? None of my stores will be
relocated. All of my locations are extremely good for our
areas.
the positive is that rural areas, most of the time, have
very little regulations to navigate and most of the time
you personally know the local officials that make things
happen.
Any tricks you can pass on to help your fellow
Franchisees? Be as nice and friendly as possible with
everyone… especially city officials. They are much more
willing to say yes when you treat them nicely, especially
after they say no. Also, never miss the opportunity to
“go the extra mile” for anyone. It never ceases to amaze
me that just when I think I hit a road block somewhere,
boom I run into someone I helped in the past being nice.
How many new?
Looking at maybe
opening a new store next
year, but I am currently
focusing on the reimages first.
The Voice / dominosdfa.com
If you had to do it all
over again, what would
you do differently?
That’s hard for me to
answer because I try and
learn from my mistakes
and trials. They build
#6985 5 Star Crew: Joe, Chris, Becka, Dawn Sims (GM) Mary,
Pizza donation to Coaches Corner
character and without
Jeff Frazee (DM) & Zach
them, you lose some
They always seem to be extra helpful
ability to make good decisions. Reaching out sooner for
because they know you helped them without any strings
advice on the split of my second partnership would have attached before you knew who they were etc.
saved a lot of money and stress. I would have done that
differently and better.
MANAGEMENT
Do you have any recommendations on providers and/
or services you would recommend? I have always been
a loyal person and do not constantly change whom I
do business with just to save a nickel or two. I prefer
long stable relationships with my vendors. As long as
they take care of me, I try and take care of them by
recommendations. IRH Capitol, Powter Insurance, Birch
Telecom, Vanguard, Persona Signs, Larry Weiss CPA,
Marty Peters Accounting for my payroll (she is local but
she has been great for 25+ years now) and the DFA!
Any issues with your local municipalities in getting
permits and/or approvals? Just getting ready to start
this process but I do not expect very many issues in
my areas. The drawback of many rural areas is you are
not likely to have a 2 million dollar store. However,
10 DFA
What has played a key role in your success as a
Franchisee? My father’s advice to always work hard with
integrity, high morals and treat people how you want
to be treated. Dave George, my first GM’s relentless
focus on excellence. It was incredibly hard working for
him at the time. When the economy tanked in the early
90’s and several other young franchisees went out of
business, it was his incredible attention to perfection
that saved my company. The outstanding franchisees
in the DFW DMA, my outstanding Team with 10,15, 20
years of working for me plus my family, my church family
and most of all My Jesus!
What systems do you have in place for your team
to measure, monitor, and achieve success? We try
to communicate well with documentation on job
expectations and goals with written benefits
for their positive results and achievements.
I modify our programs based on employee
feedback. We have our Weekly Keys and Top
Guns that keep track of many key numbers we
focus on other than the core (large pepperoni
pizza times, load times etc).
What has been your greatest challenge?
Staffing great people. It becomes increasingly
harder every year to find the kind of applicant
who was raised “old school” with high morals, integrity
and a hard work ethic. Also, finding applicants to pass
a background seems to be more and more difficult.
So, clearly when staffing becomes an issue so does
service. It is very difficult to provide excellent service
to our customers when you are typically short 2-5
drivers per store. I am very excited about the possible
opportunities the new ATS system will bring us. It just
rolled out this week in my area and hopefully we will be
able to staff our stores properly and give great service to
all our customers.
police and fire, FFA, 4H, you name it and we probably
support it. Helping your community always helps
navigate issues in our business. But most of all, it’s just
the right thing to do. There are many people in need
and we can’t take all of our earnings with us so give
back as often as you can.
Are you and your team involved in local and state
government and how does your involvement positively
impact your operations? Yes and here again, when
the people in government come to know you it helps
in many ways other than just pizza sales. For example,
when you help clean up a house or yard for an elderly
person, the local city officials see you care about your
community. Then one day you need a permit for your
sign to be replaced and it is amazing how fast you get
the permit turned around. I have been asked to speak
at my schools or civic groups or city officials on a variety
of issues that affect our community and it is amazing
the things you can get done because of it.
DFA 11
The Voice / dominosdfa.com
As an operator, what are the two most important
things you rely on from DPLLC? The first being their
competency. For example, Russell’s Team has done an
outstanding job for our
company. Domino’s
now has a process and
tools that measure
tangible successes and
failures. It seems to have
changed DPLLC’s way
of doing business. It
seems to have fostered
a better relationship
between the franchisee
and the franchisor. At
the end of the day, we
are on the same Team
and hopefully wanting
Ron at the White House
Ron’s dayshift: Ron, Mike, Jessica (DM) & Jeff
to succeed. Positive
innovativeness, not change just for the sake of change
How does networking with fellow Franchisees help you gives us a competitive advantage either operationally
to keep up with what is and is not working? I think this like Dom the new pizza order app or new products like
is critical. We are surrounded with so many resources
pasta bowls. It’s easy to be like our competition and
around us and the key is using those resources. I never
have a “new chicken” pizza for the 20th time but give
hope for anyone to do poorly, but I have to tell you
your customer a pizza tracker… now that’s innovation.
it is reassuring when you call and find out they are
struggling to staff their stores too or sales are down or
Who were your Domino’s mentors early in your
you get a bad OER score. You get an instantly revitalized career? Without question, Bruce Gibson, the franchisee
attitude as you wipe your brow and say to yourself
I started as a driver for in CA. He was a true blessing to
whew it’s not just me.
me. I had never heard of Domino’s Pizza before seeing a
Now Hiring Steering Wheel poster in the store window.
What other external business organizations are
Bruce has always been a great friend, advisor and
you and your team involved in that help you better
mentor to me. He was like a second dad to me. It was a
navigate issues facing small business? I really
true blessing and honor to be partners with Bruce.
appreciate Domino’s Legal department giving us
updates on legislation that affects our business. I am
Who are they today? I first met Dennis Mayhall in
the guy that calls his government officials and tells
December of 1989 at my first DMA meeting. Dennis has
them how I want them to vote on issues. We do a lot
been so much more than a mentor or friend to me. He
of charity work and donations. I try and help everyone
has gone way past the “extra mile” for me personally
that comes through my doors. All of our schools,
and my business. When my dad was dying of cancer, he
churches, veterans groups, sports teams, civic groups,
offered to send someone from his team (at no expense
Franchisee Interview | Ron Russek II
Top: Ron and his family at their property on Thanksgiving Day
Bottom: Ron as a sponsor at Kids Church Camp
Top: Ron playing drums at church
Bottom: Ron at Johnson County Sherrif Office
to me) to run my company so I could spend time with my
father in California. I will always be grateful and indebt
to his generosity, mentoring, caring, friendship and you
name it. He has always been a genuine good man to me,
my team and my family.
The Voice / dominosdfa.com
How has motivation changed for you and your team
since you started with Domino’s? The motivation to try
and be great at something hasn’t changed but maybe the
ways we go about it have. For example, OERs can be a
great tool that helps the stores but sometimes it changes
our motivation to pass a visit or a question, which takes
our focus off the ball. We get so worried about 85% DOT
our customers become a transactions.
TEAM MEMBERS
What are you and your team doing to recruit, hire and
retain Team members? We have tried everything it
seems like twice. Driver hiring bonuses is successful.
How do you recognize top performing Team Members?
I try to bonus them or have incentives to reward them. I
try to always keep cash on me when I go into my stores so
I can tip my Team members for doing their job correctly.
I try to recognize their performance in their store in
front of their teammates. I individually thank each team
12 DFA
member for our good OER visits.
BOTTOM LINE
You have been in the Domino’s system for a long time
and have been successful. Where do you turn to when
you need help and support during tough times and/or
tough issues? Prayer first! My wife also has a calming
effect reminding me of the trials we have overcome in
the past. I have an outstanding pastor and church family.
I typically will reach out to Dennis Mayhall. He has an
incredible way of lifting me up and encouraging me and
inspiring me to restore the confidence we all need in
those times.
What do you see as the biggest obstacles facing you
and your organization in 2015? Obamacare is going to
add additional focus on reporting and regulations. The
economy and hot spots around the world will also take
our focus. My Waco area for example supports Ft Hood
so when troops deploy our sales drop along with some of
our employees deploy as well. So in light of the hot spots,
it may be a difficult year in sales for us in 2015.
Where do you want to be in 5 years? Retired and doing
more church mission work.
SAVE THE DATE
2015 National Meeting
All Domino’s Franchisees Are Invited!
September 20-23, 2015
Las Vegas, NV
The Voice / dominosdfa.com
DFA 13
Hiring Do’s and Don’t’s In a
Brave New World
Brook J. Carroll
H
iring the “right” employees is
key to a successful and profitable
franchise operation. Franchisees
want to hire good employees and
avoid the bad ones during the
hiring process, without violating the
law. The real time and streamlined
benefits of an “online only”
application and hiring process give
rise to some important issues that
should not be overlooked. Following
the best practices below can make
the difference between a profitable
hire and a sinkhole of time and
resources.
The Voice / dominosdfa.com
DO Comply with All Background
Check Laws
Most franchisees are aware of
the Fair Credit Reporting Act
(FCRA) requirements for employer
background screening. The FCRA has
specific forms, notices and consent
requirements that apply employer
background screening during the
hire process (and after). Since every
franchisee uses background checks as
part of the hiring process, franchisees
should make sure every potential
employee has signed consents and
that the background check provider
uses the most current forms and
notices. Don’t rely on old forms
and notices to comply with current
law, and don’t assume the provider
is following the law. Make sure the
documents provided to applicants
online are current and compliant.
DON’T Ignore State and Local Laws
That Apply to Background Checks
In addition to FCRA compliance,
every franchisee must be aware
of different state and local laws
that apply to background checks.
For example, arrest records are
18 DFA
permissible in some states and not
others. Some specific minor offenses
must be excluded in some states.
The point is that FCRA compliance
alone is not sufficient. Use a
background check provider that is up
to date and follows the specific laws
in the franchisee’s state of operation.
Don’t be afraid to ask them if specific
forms apply to your area or state.
DO Check References
Some people lie. Job applicants
are no exception. If an applicant
states they have prior experience
at a competitor, make it a practice
to contact the former employer
and determine if the employee
worked there and why they left.
Most employers may not provide
much, if any, information, but the
extra five minutes it takes to do a
quick reference check might prevent
an expensive headache down the
line. Adopt a company policy that
states no employment offers will
be extended until satisfactory
reference checks are made; inform all
applicants of the policy as part of the
application process. The online hiring
system should not take the place of
simple, old-fashioned legwork.
DON’T Rely on Background Checks
Alone
Background check databases
are not foolproof. Sometimes
franchisees have to make a judgment
call on a new hire – perhaps the
background check shows some
potential concerns, but the candidate
otherwise seems strong and the
interview was positive. Franchisees
should look beyond the digital
results and should not exclude
people from employment based on
the fact of “any” criminal record.
Some arrests or convictions have
no bearing on anything job-related.
Or, some candidates may explain
the circumstances. Conversely, a
squeaky clean background check
is not necessarily a green light to
hire – managers should still conduct
an effective interview to weed out
candidates that might otherwise
appear strong on paper, but have
red flags during the interview. Not
only is this a good practice, it helps
the franchisee comply with Title VII
and EEOC guidelines on fairness in
employment screening.
DO Make Sure the Application
and Interviewer Ask Permissible
Questions
Applications and interviews can be a
sticky wicket for the unwary. Avoid
innocent questions that unwittingly
seek information about a protected
category. For example, instead of
asking for “date of birth,” ask if the
applicant is at least 18 years old.
Don’t ask the applicant if they are
fluent in English, or if English is their
“first language.” Instead, ask if they
are able to take orders and converse
with customers in English. Don’t ask
the applicant if they are married.
Instead ask them for emergency
contact information. Don’t ask them
if they are a U.S. citizen, but do make
sure they can provide acceptable
documentation establishing they
are permitted to work in the United
States. Franchisees should review
their application questions and make
sure each question is tied to a specific
work-related requirement. If not,
consider whether the question is
necessary to the hiring process and if
not, eliminate it.
DON’T Describe Positions as “FullTime”
Most franchisees need variable
time employees. Affordable Care
Act compliance has only magnified
this need. Franchisees should make
sure their application and new hire
documents clearly state new hires
are “variable time” and will be
expected to work less than 30 hours
per week unless told otherwise by
the company. Setting employee
expectations early in the employment
process also helps avoid the problem
of employees feeling entitled to a
certain number of hours or specific
shifts.
DO Ensure New Hires Sign Critical
Hiring Documents
Perhaps most important –
implement a failsafe system to
make sure employees sign all
required documents when they
are hired. Every hiring manager
or supervisor must use a new hire
checklist without exception. As the
employer, franchisees don’t want to
be searching for a signed arbitration
agreement when the employee fires
off a letter from their lawyer accusing
their manager of wrongdoing.
Instead, each of these important
documents must be provided to the
new hire and signed before they
start working. Supervisors and
hiring managers should make a list
of each critical document requiring
the employee’s signature and make
sure these documents are signed
at the time of hire. No new hire
should be scheduled for a shift until
the manager and franchisee doublecheck that these new hire documents
have been signed by the employee
and saved to the franchisee’s
computer system and/or personnel
file. Periodically, franchisees and
supervisors should audit employee
files to make sure each store is
implementing new hire documents
correctly.
In summation, know and follow the
rules for hiring employees. Consult
with local counsel and make sure the
hiring process is up to date, simple,
fair and legal.
Brook J. Carroll
Attoorney at Clark*Everson,
LLP in Westlake Village, CA
3 EASY STEPS 1 Get Your FREE Survey
3
$2,000+
Every Year
More
DOMINO’S FRANCHISE OWNERS
are Saving Energy. Right Now !
Call Us for a Free Consultation
866.811.5250
DFA 19
The Voice / dominosdfa.com
2 Install the Solution
Over
Franchisee Interview | Mike Khan
Franchisee Name: Mike Khan
Title: President
Company: MSK Management, LLC.
Age: 52
Family: Wife-Nek, Son-Shaan, DaughterHenna, Son-Adam, Son-Haroon
Years with DP: 29 Years
Years as Franchisee: 25 Years
# Stores: 47
Store Locations: New Jersey, Pennsylvania
and New York.
# Team Members: 1,000
Boards: NY DMA Board of Directors, SCC
Advisory Committee
The Voice / dominosdfa.com
Awards/Accolades: Gold Franny, Rolexes,
several million dollar clubs, Power Of
Possible.
Mike’s family: Shaan, Haroon, Mike, Adam, Henna & Nek
22 DFA
Domino’s Career Path: While I
was going to college, I worked the
graveyard shift at a gas station in
Culver City, CA to pay for tuition. One
night, this guy by the name of Chat
showed up for gas and wanted to buy
a snack from the convenient store
(which was part of the gas station).
During the transaction, he asked me
“Why don’t you work for Domino’s
Pizza?”. I replied, “Who’s that?”. I
didn’t know what Domino’s Pizza was
and he explained to me he delivers
for them and makes around $8.00 to
$10.00 per hour. I was getting paid
$3.35 per hour for the night shift. I
told him that sounds great. He said
Mike and his wife Nek at the 2014 cruise
it was down the street and I told
meeting in Alaska
him I would be there tomorrow. I
went there the next day and met with Paul, a small Korean American
gentleman. He interviewed me and said come tomorrow around 4:00
PM to start working. I showed up for work and he told me I needed
navy blue pants, which he forgot to mention in the interview. He said
to come tomorrow with proper pants. I said, I’ll go home and change
right now… I lived half an hour away. I went back changed my pants
to blue and came back. I started as a driver in 1985, Culver City, CA.
with Franchisee Rick Swisher. I went to school while working there
and got my MBA. I started working for Great Western Bank in Ca.
I didn’t enjoy it at all. That is when I realized how much fun I was
having at Domino’s Pizza. Why not do something I enjoy and make
my living? So, I came back to Domino’s Pizza with the focus I will own
a Franchise one day. I started with Corporate in Los Angeles in their
management program. I became GM within 60-Days and worked my
way up the ladder. I wanted to buy my first store in Los Angeles, but
store prices were very high. So, I negotiated a store in New Jersey
over the phone and put an ad in a local newspaper asking if anyone
wanted to share a ride to New Jersey. A young guy responded stating
he wanted to meet his girlfriend in Iceland and needed to catch a
plane from JFK-New York. We started our journey from Los Angeles
to New York. We drove 48 hours straight and were taking turns
driving and catching up on our sleep. I franchised my first store on
Dec 28th, 1990 in New Jersey. The store was doing $7,000/week and
closed for lunch plus a limited delivery area.
I went to straighten everything up in the store, hired entire new team,
focused on PSI and just followed basics and broke the store record
within 3 months. The store took off after that. We have been positive
every year since then. In 2014, the store AWUS was $60,000/Week.
I built my 2nd store in May of 1992 plus bought 2 Corporate stores in
March 1993. After that, they just started coming. Now, we operate
47 stores in New Jersey, New York and Pennsylvania.
Favorite Quote/Advice: Good Leaders have tough talks
when needed and make painful decisions in a timely
manner.
Best Advice You Ever Received: While I was a GM, I went
to a regular GM Monday meeting and Hoyt Jones spoke
at our meeting, He was RD at that time… he started off
the meeting by saying, keep a pen and piece of blank
paper in your pocket. Whenever a thought comes to your
mind, write it down. I ran with that… started with piece
of paper, went to a small diary in my back pocket and
now on smart phone. When you write tasks down, it’s
done smoother.
Biggest Mistakes: I tried partnerships a couple of times
in my life and it just didn’t work.
Formative Influence/Event: Rallies, meetings and
networking with others.
Local Organizations Involved In: We always support our
local Chamber of Commerce, Police dept, Fire Dept and
homeless shelters.
Three Highest Priorities in your Life:
1-God
2-Family
3-Domino’s Pizza
Mike with Senator Menendez
If you had to do it all over again, what would you do
differently? I have no regrets. I think I did fine. I wouldn’t
change anything.
Do you have any recommendations on providers and/
or services you would recommend? Whenever I need
something, I reference the DFA magazine. I go back and
look in it for providers. I use The VOICE as a guide.
Any issues with your local municipalities in getting
permits and/or approvals? Permit issues are the same in
the entire country. You have to go through RED tape, you
have understand the system, you just have to hire some
one who understands the system.
Any tricks you can pass on to help your fellow
Franchisees? Be focused and be involved with your
business. Concentrate on PSI. 30 years ago was PSI…
Today is the same PSI… Next 30 Years going to very same
thing… PSI.
MANAGEMENT
What has played a key role in your success as a
Franchisee? My family is the biggest player, then my
people are the players of my success. I have a great
Mike and his team at the Vegas Rally
What do you do to relax and have fun? I spend time
with my family.
Describe the perfect day? Great Positive sales, Great
OER, employees having fun.
REIMAGING
executive Team, which consists of my Director Of
Operations, Jerry Stephenson, Al Coulibaly-DM, Nelson
Diaz-DM, Rashid Tanoli-DM, Abdul Ghani-DM, Tony
Richards-DM and my office Staff, Camila Noronha, Flavia
Farreira, Ken Fioretti and all 47-GM’s in my company. I
would like to thank them and all of my Team Members for
making me successful in this business. It’s them who are
doing it, not me. I just get the credit.
What systems do you have in place for your team to
measure, monitor, and achieve success? We have P&L
meetings every period. Face to face with each GM and
DM in the room plus the Director Of Operations and
everybody has a chance to bring their issues to the table.
We teach our GM’s from the beginning how to read their
P&L’s, we teach them that they are our partners, they
need to keep an eye on money as well, where is it coming
and going etc. GM’s question us on P&L’s. Sometimes we
have to provide them with proof of our expense. We do
not mind doing it. The more they understand, the more
saved. Every GM has two goals every period with 2.5%
bonus for each goal added to their base bonus;
DFA 23
The Voice / dominosdfa.com
How many stores do you have with the new Pizza
Theater image? I’m working on the third one now.
How many relocated? 3 Relocations in the works.
How many new? 1. Just finalized the lease.
With so many stores, how do you handle training in
your organization?
DPLLC is very active now with training. They are offering
several classes, we have 3-Day on boarding in our
organization. We (Director and DM’s) teach a class every
period.
Mike with Congressman Leonard
Lance during his store visit
Franchisee Interview | Mike Khan
1) Food Variance must be within 0.5%. 2) DM decides this
goal each period, depending on store needs. They work
very hard to achieve their goal to make this extra money.
We reward our GM’s on 5-Star OER’s, record weeks and
recognize sales increase achievers. For every 5-Star
and record week, we also give plaques to them in our
quarterly meetings.
What has been your greatest challenge? Quality GM’s
has always been a challenge.
How does networking with fellow Franchisees help you
to keep up with what is and is not working? Networking
is a great motivational tool. It helps me run my business
better.
I attend DFA, DPLLC and Forum meetings, which are great
places to network with other Franchisees
As an operator, what are the two most important things
you rely on from DPLLC?
-Advertisement (Which makes our phone ring)
-Motivation (When you’re on top, you motivate your
people, but who’s going to motivate you?)
TEAM MEMBERS
The Voice / dominosdfa.com
What are you and your team doing to recruit, hire and
retain Team members? We use local advertisements.
We use Snag A Job for all our hiring and also word of
mouth.
How do you recognize top performing Team Members?
We celebrate 5-Stars. GMs get $1,000 cash within hours
depending on store location. Then we have a party
with either cake or dinner for the entire staff. We also
Mike at his oldest son Shaan’s graduation
24 DFA
Mike in NY 5k Run
Championship
celebrate record weeks with a $500 cash bonus.
BOTTOM LINE
You have been in the Domino’s system for a long time
and have been successful. Where do you turn when you
need help and support during tough times and/or tough
issues? It depends on the situation. Sometimes, I’ll turn
to my Team if we need sales or operation support, DPLLC
for issues with my area leader, and lawyers for legal
issues.
What do you see as the biggest obstacles facing you
and your organization in 2015? We need more quality
people. We can add 250 employees right now in our
organization. The pool is just not there and that’s our
biggest struggle.
-Obama care is the monster standing before us.
Where do you want to be in 5 years? We want to grow
as much we can handle, but those moves have to be
taken very carefully. We need to see how Reimages,
Relocations and Obama Care and DPLLCs position on
National offers impact us. I think 2015 will play a very
important role in our decision.
Is there anything else you want others to know about
you, either personally or professionally? Focus is the
most important thing in this business. If you focus, you
can achieve anything. Do what you’re best at… try not to
reinvent the wheel.
Sept. 1985- Mike started as Driver in
Culver City, CA Store
Mike and his wife Nek on
Cruise ship at 2014 Forum
Meeting
Team Say Yes Trainer’s Corner
Jay Feavel
into four key elements:
1. A great selection process.
2. A quality onboarding and
training program.
3. Employee engagement and
empowerment.
4. Positive feedback and follow up.
Jay and his team at the 2014 TSY Leadership Team Retreat
T
The Voice / dominosdfa.com
eam Say Yes is a collection of 20
stores (and growing) in Colorado,
Wyoming and recently Oklahoma
that are owned and operated by
Steve Dolan and me, Jay Feavel.
Although we do not currently
have a training coordinator,
we do have a carefully planned
and implemented training plan
executed by our operations team
led by our Operations Director,
Phil Prellwitz. We work together
as a team to set the schedule and
execute the plan.
Everything we do at Team Say
Yes is based on setting goals,
measuring results against those
goals and making any necessary
changes to achieve our goals
when we fall short. When it
comes to training, we base our
goals on lowering team member
turnover and increasing manager
tenure, both of which lead to
operational excellence, great sales
26 DFA
increases and consistently
increased store EBITDA. We all
know what gets measured gets
done. We calculate turnover
by store, supervisor area and
company, every period with a
percentage for the period and
annualized year to date. We track
three categories, GM’s, Assistants/
managers in training and all
employees total. In the U.S., quick
service restaurants average over
250% in annualized turnover. Our
goal is to be below 100%, which
we have achieved in each of the
last two years and our prospects
look good for 2014 as well. Simply
put, less turnover means less
training hours, less mistakes
from new employees and better
customer service overall.
Now, let’s talk about our tactics
for achieving our less than 100%
total team member turnover
goal. We would break it down
Employee selection: The first
step is great selection via a quality
interview and clearly outlined
candidate parameters. Phil has
insisted all management team
members be trained in the use
of the interview guide and how
to evaluate candidates based on
our expected candidate qualities.
With the new pizza theater in
mind, we have changed some of
parameters and now have “hire
the smile” as our top priority.
That combined with problem
solving skills and a customer
first attitude would be the list
of our top three candidate asset
priorities. We typically can train
the rest, especially with a top
quality training system.
Quality Onboarding: Team
Say Yes is very geographically
diverse, so a centralized NEO (new
employee orientation) is difficult
at best. We have decentralized
and currently use You Got Training
for the training of all newly hired
team members. Properly used,
You Got Training will take 3 days
to complete all NEO training
and nearly 12 hours of total
time including in store practice/
verification at the end of each
section. The new team member is
never hurried due to a store need,
which results in mistakes by the
new team member, stress on the
team member, and stress on the
rest of the team as well as possibly
affecting customers. When YGT
is used properly, the result is a
confident and well trained team
member who is ready to jump
in and make a positive impact in
the store. I do want to mention
we recently had a preview of the
updated DPLLC High Performance
University and we are excited to
test and implement this program
in our stores as a replacement
for YGT or to supplement it. In
the end, take your time with
training and on boarding to lower
turnover, greatly improve initial
employee performance and
enhance customer service. You
just have to get off the employee
turnover treadmill!
Positive feedback and follow up:
To reinforce the “Over The Top”
customer service attitude, we
developed a couple of programs
designed to catch team members
doing things right. First, all the
managers carry OTT cards, which
they hand out to team members
for any OTT behavior. The goal
is to hand out several a day and
team members can redeem them
for prizes, including an Xbox! We
also have a period newsletter
designed to recognize five top
performers each period. Each
nominee wins $100 and his or her
story is included in the newsletter.
Lastly, we strive for quarterly
reviews and evaluations. The key
is to catch team members doing
things right!
The next big goal is to lower
management turnover and
increase tenure. We strive for
10% or less GM turnover per year
and 30% or less in all other store
management positions.
Below, I will describe our tactics:
1. Job compatibility survey.
2. Period reviews.
3. JP&R’s.
4. A regular and structured class
and meeting schedule.
5. Offsite engagement and team
building.
Job Compatibility: Does
this person fit the job, more
specifically the store management
position? The tool we use to
determine this is called a job
compatibility survey created by
Harrison Assessments also known
as E Best Hire. The manager
candidate completes a simple
30 minute survey which then
assesses the candidates likes
and dislikes as well as evaluates
how much the store manager
position (and the required
qualities and activities) fit the
candidate. It has been very
accurate and can be used to
assess candidates for supervision
or upper management. As you
know, each position requires a
different set of skills and a good
manager isn’t always as successful
as a supervisor, and so on.
Importantly, the idea is to find out
if the job fits and if the candidate
will be happy, which typically
leads to success for the candidate
and longer tenure.
Period reviews: A major training
and accountability tenant of Team
Say Yes is “bottom up reporting”.
We use a simple tool called a
period review that is catered to
each skill level and position. The
period review is required to be
completed in advance (the first
time with some assistance) by the
MIT, Assistant, GM, Supervisor or
even the Director of Operations
(there is one for every level)
following the end of each period.
They have to compile results in all
performance categories and then
meet with their direct supervisor
to review those results. The
goal would be to coach the team
member towards their goals and
to help them solve their own
problems plus the roadblocks that
are affecting their progress. It is
designed to be interactive and to
keep people directed as well as
on course with their training and
growth. It also requires MIT’s to
“know their numbers” very early
in their career and to understand
they are accountable for the
results of the store as well as
meeting their training and career
advancement goals. We try to
live by the motto “give a person a
fish and they eat for a day, teach
a person to fish and they eat for a
lifetime”.
JP&R’s: This simple tool is
a time-honored tradition of
Domino’s Pizza and with good
reason… because it works! We
do JP&R’s three times per year
with everyone GM or higher. It
is an important check point and
done properly, can really escalate
results and performance.
A regular and structured class
and meeting schedule: Even with
our geographic diversity, we meet
with GM’s and assistants every
period. Our primary focus is goal
DFA 27
The Voice / dominosdfa.com
Employee engagement and
empowerment: In the last half
of 2013, Team Say Yes adopted a
program we call “Over The Top”
customer service, or what we call
OTT. The “Friends First” team and
franchisee Brent Medders inspired
this program. In the first two
months of employment, every
new team member is required to
attend a three hour class designed
around OTT customer service and
team member empowerment.
The class almost always has Jay
or Steve as part of the facilitation
team, along with Phil and
usually the local area supervisor.
Employee engagement is required
during the class as we coach
our team members via positive
feedback to think differently
about our customers and great
customer service. We allow them
to think outside the box and solve
customer issues on the phone, at
the counter and at the door... no
need for a manager, they are in
charge and able to do whatever
it takes to keep the customer
coming back. On the proactive
side, we coach them all on OTT in
the store greeting, order taking
and the at the door delivery
experience. This has resulted in
significant improvement in our
ultimate scores, store AWUS and
employee tips and productivity.
It’s a win for the company and the
team members. An additional
benefit is we typically have a few
team members express interest in
our management program after
attending the class; they just want
to be part of a winning team!
Team Say Yes Trainer’s Corner
review and information, but we
typically have an educational
piece as well. Importantly, there
is always a celebration section,
with awards being handed out
as well as some sort of offsite
activity or team building (bowling,
laser tag, etc.). Additionally, we
have a training schedule with
all the management training
classes planned out for the year,
one class per period with dates.
This schedule is included in our
annual Game Plan book with a
copy in every store and weekly
email reminders about upcoming
educational opportunities. We
strive to engage participants
and get the room active as well
as interactive. Importantly, the
meetings and classes keep our
management team involved and
informed.
The Voice / dominosdfa.com
Offsite engagement and team
building: We believe some of the
best and most critical learning
happens away from the store
and the classroom. It happens
when you are away from the
daily grind and interacting in a
relaxing atmosphere with your
peers. That’s why we strive to
create those opportunities within
our organization. Management
team members get a chance
to exchange ideas and gain
28 DFA
knowledge. These opportunities
allow them to improve their
store, reduce stress and enjoy the
benefits of being a Domino’s Pizza
store manager.
In conclusion, our methods our
simple systematic:
1. Choose the correct person for
the job.
2. Provide top notch training to
alleviate stress.
3. Provide consistent follow up
and job review.
4. Provide positive feedback on a
consistent basis.
5. Provide opportunities for team
members to interact and learn
from each other.
6. Give the power, the tools and
the support to help them succeed.
Training and lowering turnover is
not magic, it’s systematic!!!
2014... A Positive Year
Jim Gerety
2014
is coming to a close
and it has been an exciting year to
say the least. Your DFA has been
very active regarding a lot of issues,
externally and internally, to improve
our businesses as well as the Brand.
POLITICS
We continue to increase our
involvement at the legislative level.
In Washington DC, we work with the
Coalition of Franchisee Associations
to bring critical issues to light that
are impacting the small business
owners across America. For example,
the minimum wage issue, key to
President Obama and his supporters,
was defeated in Congress. This
has afforded us an opportunity to
see changes in the debate and the
makeup of Congress with the 2014
elections. Hopefully, common sense
will win the day and any changes
to Minimum Wage will be looked
at from both the employer and
employee perspective.
The Voice / dominosdfa.com
While some parts of the country
continue to see labor unrest,
unionization efforts have not come
to fruition nationally. The NLRB was
put in check over onerous regulations
deemed illegal by Federal courts.
Specifically, the posting of employee
rights to organize.
We saw the government in California
pass Legislature providing further
protections for Franchisee’s
when dealing with the Franchisor.
However, Governor Brown vetoed
the bill so there will be a need to
bring it up again with further clarity
to satisfy Brown’s concerns.
So, we had some wins and setbacks.
The good thing is for the first time
in DFA history we became fully
engaged in protecting and supporting
Franchisee rights and governmental
issues at both the state and national
32 DFA
level.
DOMESTIC CHANGES IN 2014
This year began the march to #1
with a freshening up of stores and
the opening of new stores in urban,
suburban, and even rural markets
across the country. Franchisees
have seen successes and less
than successful openings of new
stores. The DFA has embraced the
conceptual changes to our Brand
with the Pizza Theater concept. I
discussed the potential opportunities
in rural markets for Destination
Domino’s in an earlier Voice article.
In general, there have been some
significant successes in small towns.
Due to Brand strength, we have seen
amazing results culminating in three
new opening week sales records
being achieved in towns of less than
4,000 addresses. Andrews and
Seminole Texas set the standard for
big openings. Then, Lovington NM
put the smack down on Texas with a
new all-time opening record of over
$85,000 in the first week. As Shane
Casey, the previous 2013 holder of
the record, said, “All records are
made to be broken”. There is no
telling where the next record will be
achieved.
As I stated in an earlier column, in
order to build a Destination Domino’s
you must do a very careful study of
the market where you are looking to
expand. Make sure Domino’s is a top
of mind brand. Find out, from the
community, what they think about
you opening a store there. These
new stores are expensive to open.
It is a big investment that can pay
dividends if you do your homework.
Do not be afraid to say no!
An example of when we cannot
automatically say NO is reimaging
and or relocating. Either or both are
mandated and contractually we are
obligated. I think we can all agree the
Image 2000 look is dated and worn
out. The new Theater image is a
nice freshening up of our lobbies and
for our customers. The overriding
question I hear is, “Will it drive sales
and increase profits?”.
Ask the folks in Seattle. They have
seen positive results slowly build
to where they are now #1 in their
market. In our market, we are
preparing to do our first 2 remodels.
I will share our results in 2015.
Hopefully, we will all share in positive
results with a freshening up of our
stores.
There are several good architectural
firms out there, but the DFA
sourced a great option that has
produced great quality work in
addition to driving the price down
significantly. We have worked with
corporate leadership on the need for
Equipment and Supply to improve
their operations, processes and
freight prices to make the overall
system perform better. With the
recent leadership changes having
Mike Lawton oversee the Supply
Division, we are excited to see
positive change in the support we can
expect with our reimaging projects.
Our role is always to bring awareness
to the folks in Ann Arbor when issues
arise that make building, relocating
or reimaging stores difficult. We will
always keep the needs of Franchisees
at the forefront of discussions with
Domino’s development team, E&S
and Supply Chain.
2014 CHALLENGING FOOD COSTS VS.
PROFIT
Our year began with high food costs
and will end with concerns on where
are commodity prices are heading,
both short term and long term. It
has been interesting to see our Brand
do better than our competitors at
managing our operational cost of
doing business. While cheese hit
record territory, our stores in Texas
saw only a modest rise in overall
food cost. This was, in part, to a
price increase on some side items at
the beginning of the year. Another
key focus for our organization was
in the improved management of
our coupon offers. I cannot stress
enough the importance of coupon
management to help you see
financial improvement and success
in your business. I believe the timing
was opportune for the introduction
of our Specialty Chicken. While it
was not a stand-alone home run for
us, it did bring a significant increase
in order counts and ticket, which
drove sales and profit in my business
through the “Mix and Match” offer.
Russell Weiner has used two things in
our current marketing plan to set our
Brand apart from the other players,
1. $5.99 works to make the phones
ring and increase order counts
2. Our stores need to systemically do
better at bringing a better margin to
our bottom line when the customer
calls us
The DFA Board of Directors met
recently in Ann Arbor and discussed
bringing education and training to
the system to promote upselling plus
proper order taking. Determining
the needs of the customer and help
find the right deal is key to raising
our ticket. Having internal contests
to promote ticket or a specific offer
I would like to challenge everyone
who reads this to make your 2015
goal a ticket average of $20.00 per
transaction. Securing a fair profit
in these times of high food cost can
be attained through driving a higher
ticket.
THE STATE OF OUR DFA
While I typically leave this important
update to Ken Peebles, our Executive
Director, I want to take up some
typing space to toot our horns a bit.
I have been a Member of the Board
of Directors since 2007. I have seen
some tough times, especially with
the Pulse debate causing a fracture
in the Franchisee ranks. Franchisees
lost faith in our organization and
the leadership at that time. Our
Membership numbers fell as faith in
our mission was tested. Yet, we did
not give up.
We have worked hard through the
last seven years to rebuild trust,
refocus on our mission of providing
value, support, protection and
education to Members and nonMembers alike. We have rebuilt our
relationship with the Franchisor to
the point where we have a working
relationship with open doors. We
agree with the Franchisor on some
issues, disagree on others, and
find ourselves being neutral on
certain decisions they make. We
have pointed out, when needed,
suggestions and concerns on key
items affecting the Franchise
community. We have effected
“behind the scene” change on a
number of issues over the past 5
years. Now, there is a mutual respect
between both parties we have not
seen in a long time.
It is refreshing to have a Franchise
leader who understands that without
healthy Franchisee profitability, the
system will not survive. While we
may disagree on the methodology, it
is important for you to know we have
a voice and it is recognized.
My commitment to the Franchise
community is to continue to be an
advocate externally and internally
for issues that concern Franchisees.
Whether it is a one store owner
in the Northeast or a multi store
large Franchisee in the West, we
are all important and your issues
are important to the Board. Lastly,
I want to thank the 2014 Board of
Directors who represents you in your
regions. These guys work selflessly
to bring issues and concerns to light
and put the needs of everyone at the
forefront of our mission to serve you,
the Franchisee! Thank you! Thank
You! Thank You!
East
Rob Rivard - MA
Rob Jonas - NJ
Chris Reisch - KY
South
Peter D’Andrea - TN & VA
Alan Murph - TX & TN
Brent Medders - AR
Midwest
Steve Gfell - OH
Bill Graves - IA, KY, OH, PA, MN, ND,
SD, WI, WV
John Glass - OH
West
Mike Brown - WA
Tareq Hishmeh CA & AZ
At Large
Brian Edler - OH
Forum
Art Hurteau - MO
Mack Patterson - NC
Lastly, I want to thank Ken Peebles,
our outstanding Executive Director.
He is a passionate yet humble servant
who works tirelessly on behalf of all
Franchisees from sea to shining seas.
We are proud to have him as our
leader and
are excited
to have him
for years to
come!
Let’s make
2015 our
year… the
best year
ever!
Jim Gerety
Chairman of DFA Board
DFA 33
The Voice / dominosdfa.com
What I mean by that is we have to
change our culture at the store level.
Most of us have awesome offers
complementing the national offer or
bring a better value to the consumer
while increasing our middle margin.
When left to the devices of your CSR,
they will most likely default to the
national offer instead of promoting
optional offers that are still great
for the customer while also having
a positive financial impact for the
franchisee. This requires a cultural
change! A great model is the Feaval/
Dolan efforts in the Denver market.
They manage their coupon offers
by limiting the number of coupon
options and focusing on driving
middle margin. Yet, still have enticing
offers for their customers.
or side item are a few examples of
what is needed in the system to help
achieve a higher ticket, higher order
counts, higher sales, and ultimately
higher profit. Our market is currently
averaging over $22.00 ticket. Order
counts continue to rise and sales and
profits have never been better. This
is year 5 of the boom and this is our
best profit year ever.
The Voice / dominosdfa.com
34 DFA
The Voice / dominosdfa.com
DFA 35
Franchisee Interview | Malli Patibandla Rao
Franchisee Name: Malli Patibandla Rao
Title: President
Company: E.M.PIZZA, INC
Age: 53
Family: Married with 2 daughters
Years with DP: 29
Years as Franchisee: 23
Best Advice You Ever Received:
“Understand the nature of business you
choose and give it all you got.”
Biggest Mistake: Not franchising earlier.
Local Organizations Involved: Several
local Chamber of Commerce, California
Restaurant Association in addition to the
DFA.
Three Highest Priorities in Your Life: Health, Family and Success
# Stores: 41
What do you do to relax and have fun? Travel with family and
playing golf.
Store Locations: California - Los
Angeles, Fresno and Sacramento
Describe the perfect day? My family, team and stores are all doing
well.
# Team Members: 745
REIMAGING
Boards: DMAC, L.A and Fresno DMA
Board, Local Distribution Center
Advisory Board and West Region
Advisory Board.
How many stores do you have with the new Pizza Theater image? 8
How many are reimaged? 3
How many relocated? 2
How many new? 3
Awards/Accolades: 3 Gold Frannies, 1
Silver Franny
The Voice / dominosdfa.com
Favorite Quote/Advice: “Be the best you
possibly can.”
Domino’s Career Path: While in College in
1985, I started as a part time delivery driver
in a Team USA store. After a lot of thought
and consideration, I decided to join the
Management Training Program. Prior to
becoming a Franchisee in 1991, I became a
Store Manager in 1986, Area Supervisor in
1988 and Corporate Operations Director in
1989.
36 DFA
With so many stores, how do you handle training in your
organization? In addition to the help of two training Supervisors who
are responsible for all training classes and onboarding of all new hires,
we also utilize all available training tools within our system.
Do you have any recommendations on providers and/or services
you would recommend? There are several good providers out there
without mentioning any specific names. Compare the rates and
lending limitations of each and pick the ones that better fit your long
term plans and needs. If possible, use a single provider for all needs.
Any issues with your local municipalities in getting
permits and/or approvals? Oh, yes, several. I do live
and operate in the state of California and several local
municipalities are taking up to 4 months or more for just
the permitting process.
Any tricks you can pass on to help your fellow
Franchisees? No tricks, believe in yourself and the team
you put together and work hard!
MANAGEMENT
Who were your Domino’s mentors early in your career?
Who are they today? Hoyt Jones, amongst many others,
helped me a lot in early days. Currently, Hoyt is the
President of Jersey Mike’s.
TEAM MEMBERS
What are you and your team doing to recruit, hire and
retain Team members? Utilizing all available options
such as Snag A Job,
Craig’s List, banners &
box toppers.
What has played
a key role in
your success as a
Franchisee? The full
support and sacrifice
of my lovely wife
and family.
What systems do
you have in place
for your team to
measure, monitor,
and achieve
success? Weekly
rankings and
contests to motivate
the team and to
recognize the best
performers along
Malli & Russell Weiner-President of Domino’s
with awards and
bonuses to reward USA @ Manager Rally
them.
What has been your greatest challenge? Finding the
right people.
How does networking with fellow Franchisees help you
to keep up with what is and is not working? Share ideas
and work as a co-op.
What other external business organizations are you
and your team involved in that help you better navigate
issues facing small business? Chamber of Commerce,
California and National Restaurant Associations.
How do you recognize
top performing Team
Members?
Through awards,
bonuses and
promotions.
BOTTOM LINE
You have been in the
Domino’s system
for a long time and
have been successful.
Malli and his wife Elida
Where do you turn
to when you need help and support during tough times
and/or tough issues? Other Franchisees
What do you see as the biggest obstacles facing you
and your organization in 2015? Cost and recruiting constantly training the Management team to utilize scales
for proper portions and accurate inventory, regularly
monitoring Tiger reports and effective scheduling.
With the help of the new ATS system and the upcoming
recruiting push hoping to address the staffing situation,
my advice for new Franchisees is to really know and
understand the business and the challenges. Have a plan.
Where do you want to be in 5 years? Keep doing what
I’m doing, but better.
Malli and his teams opening new stores
DFA 37
The Voice / dominosdfa.com
Malli with his wife Elida and daughters Emily
and Jasmine
As an operator, what are the two most important things
you rely on from DPLLC? Training tools & support.
The Voice / dominosdfa.com
DFA 39
Ebola Preparedness For
Restuarant Operators
J. Hagood Tighe,
J. Hagood
Matthew
Tighe
Korn,
Fisher
Fisher
& Phillips,
and Phillips
LLP LLP
The Voice / dominosdfa.com
E
mployers around the country
have been dealing with employee
and customer concerns regarding
the spread of the Ebola Virus in
the United States. This issue may
particularly impact restaurant
operators if customers believe
employees have been exposed.
Therefore, you should consider now
how your Company would respond in
the event of customer or employee
concerns. Because the Ebola Virus
may be considered a disability by the
EEOC, there are a variety of federal
and state laws that may impact your
response. Before responding to
concerns about the Ebola Virus, you
should consider the following:
How Should We Handle Employee
and Customer Concerns? Even
if the domestic spread of Ebola is
contained, restaurant operators may
still face questions from employees
and customers about how the
40 DFA
Company is handling the situation.
Due to the direct contact your
employees have with the general
public, developing a communication
plan is of the utmost importance. To
help reassure workers, you should
provide your managers with talking
points to: (1) give employees and
customers pertinent information
from the CDC and other health
organizations; (2) explain steps
the Company is taking to protect
its employees, customers, and the
general public; and (3) reaffirm
that the Company takes health
and safety very seriously and will
take appropriate, lawful action to
protect them. Companies should
also consider appointing a manager
to develop a protocol for handling
employee complaints and concerns.
employers can and should ask certain
questions. For example, they may
inquire about the employee’s travel
plans, whether he had contact
with anyone who was exposed to
Ebola, and whether the employee is
experiencing any flu-like symptoms.
Employers should be careful,
however, to ensure that no inquiry
is likely to reveal an employee’s
disability, which can lead to liability
under the Americans with Disabilities
Act (ADA). For instance, you should
not ask whether the employee is
more susceptible to illness than
others, as this may reveal a disability.
You should also be consistent when
asking these questions—asking
questions only of your employees of
African descent may lead to claims of
national origin or race discrimination.
Can We Ask Employees about their
Travel Plans? If an employee travels
to West Africa, or is otherwise
potentially exposed to Ebola,
Can We Take Our Employees’
Temperatures? Healthcare workers
potentially exposed to Ebola have
been taking their temperature twice
daily to monitor for fever, which is
typically the first symptom. The
Equal Employment Opportunity
Commission considers taking an
employee’s temperature to be
a medical examination, which is
normally prohibited unless the
employer determines it is jobrelated and consistent with business
necessity. The CDC and state health
departments are continuously
updating their guidance on when
people returning from West Africa
will be subject to mandatory testing.
You should follow this guidance as
much as possible.
Depending on where the employee
traveled and the likelihood of
exposure, taking employee
temperatures may violate the ADA.
As the CDC guidance continues
evolving, employers should reevaluate this strategy. This situation
also presents opportunities to
remind employees of basic hygiene
practices (e.g., regular hand washing,
recommended flu shot), which are
especially important during the flu
season.
Can We Quarantine Our Employees?
This is an increasingly common
consideration among employers,
particularly where telecommuting
is not an option for restaurant
operators. Realistically, an employer
cannot “quarantine” an employee
but, it could place an employee on
leave of absence during the 21-day
incubation period to determine
whether the employee is infected.
This option presents potential liability
under the ADA. However, the ADA
not only prohibits employers from
discriminating against employees
who are disabled (being infected
with Ebola would likely be considered
a disability), it also prohibits
discrimination against an employee
“regarded” as disabled. So for most
employers, this is currently not the
best option. Again, you should
review guidance available from the
CDC and state health departments to
determine the best course of action.
If an employee is placed on leave of
absence, the employer must decide
whether or not to pay the employee
for this time. While paying or not
paying the employee does not affect
whether there was a substantive
ADA violation, paying the employee
reduces the risk that the employee
will file a charge with the EEOC and it
limits potential damages in the event
of litigation.
What If Other Employees Refuse to
Work? If other employees refuse
to work because they are afraid of
becoming infected with Ebola, their
refusal may be a protected work
refusal under OSHA’s whistleblower
protections, or similar state laws.
Additionally, if several employees
refuse to work, essentially go on
strike, this work refusal would likely
be protected under the National
Labor Relations Act. Therefore,
employers must consider whether
refusal to work is protected before
taking any adverse action, such as
termination. Before you take any
action, you should consult legal
counsel to determine whether your
plan of action is legally defensible.
Hagood Tighe is a partner with
Fisher & Phillips. He concentrates
his practice exclusively in the labor
and employment area, representing
Domino’s franchisees across the
country. Hagood Tighe can be
reached at htighe@laborlawyers.
com or (803) 255-0000. Matthew
Korn is an associate with Fisher &
Phillips who also practices exclusively
in the labor and employment area,
with an emphasis on health and
safety litigation. Matthew Korn can
be reached at mkorn@laborlawyers.
com or (803) 255-0000.
Fisher & Phillips, founded in 1943,
is one of the oldest and largest
labor and employment law firms
concentrating its practice exclusively
upon representation of employers.
For more information, please visit our
website at www.laborlawyers.com
J. Hagood Tighe
htighe@laborlawyers.com
803-255-0000
Obviously, the Ebola outbreak is an
evolving situation and employers
need to carefully consider their
response, to maintain workplace
safety and to avoid potential liability
under a variety of federal and state
laws. The strategies listed above
can help employers navigate this
challenging situation. Employers
should always consult their legal
counsel to discuss specific situations.
The Voice / dominosdfa.com
DFA 41
Theater Reimage
Mike McDermott
The Voice / dominosdfa.com
B
y this time, most of you have
at least started your Pizza Theater
reimage. By this time, most of
you are probably sick of talking,
planning, or building your Pizza
Theater store. Indulge me, if you
will. I would like to have just a
brief discussion of what went
right, and more importantly, what
went wrong with my reimage. I
think I had some pretty positive
things happen. The biggest is that
we never closed a day. I am not
sure I would recommend that.
We spent several man-hours a
day getting the store back to an
operational status. We could
have used that time to continue
construction. As you might
remember from the last issue, my
crew was small. We were already
worn thin by working overnight
every day. We could not have
extended our workday any more.
Nonetheless, we took the time
each morning resetting the store
up. The big advantage was that
we did not turn away customers. I
am not sure what we will do with
the other two stores. The sales
level is less than half of the
44 DFA
first store and I think I will have a
bigger crew down here. If I could
have different crews working day
and night, I could finish twice as
fast. That is the theory. In reality,
I am not sure it works quite like
that.
In Lewistown, we went with the
full theater. I am not convinced
that was the right decision. Since
the remodel, our dine-in order
count has hovered at about
1%. Not very exciting. Other
franchisees I have talked to
had great results though. One
franchisee said he had customers
fighting over the last available
table. Domino’s may be able
to provide us with some more
research on the type of location,
sales volume, and number of seats
that make the most sense for
us. I will continue to push dinein. It is one more option for our
customers. We are offering a free
dessert with any dine-in order
of $10 or more. Before making
the big plunge into full theater,
ask around…. talk to people who
have done it to see what kind of
results they are getting. I believe
our carryout customers are having
a better experience when they
come in. Carryout orders have
gone from about 30% to just
under 40%. That seems to be
dropping a little over the last few
weeks but that may be weather
related. Overall, I think we are
providing a much higher customer
experience for anyone that walks
in the door.
One of my favorite parts of the
new design is the child step. We
have had as many as 4 kids on it
at a time. The kids usually come
in and hop up on the step while
their parents pay and pick up their
pizza. The parent then comes
over and waits with the kid while
watching the pizza makers. After
a bit, they try to convince the
child it is time to go. Of course,
the child is not ready yet and
wants to stay longer. It is funny
how this happens so many times
a day. The parent always wins in
the end, but I think we have made
an impression with the child and
will see them again. The step was
a big win for me. I have heard
rumors of people tripping over
the step and getting hurt. My
step is at the end of the corian
bar so it doesn’t stick out into a
walkway. Keep that in mind when
designing your store. I can see
the potential for problems if it is
on the wall just by itself. It is too
bad, because kids really like it. I
think it adds an extra element of
engagement with our customers
(audience) that really pulls them
in.
Another big hit is the tracker.
Make sure it is set up correctly
and not just on the old kiosk
screen. I was talking to a
franchisee that was not impressed
with it at all. It turned out; it was
not set up for the new tracker
time to take care of the other
things you need to do to keep
your stores running. If you are
doing the work yourself, well
that is even a harder path. Take
one step at a time, and the best
piece of advice is to plan, plan and
then plan some more. Be flexible
enough and realize it will probably
take longer than expected.
You will also have to battle project
creep. Once you start putting in
nice new tile and fixtures, it tends
to make the rest of your store
look crummy. Well what do you
do? You put in more new shiny
things. You redo walls, ceilings
and maybe some floors. Before
you know it, you have redone a
lot more than you had originally
planned. Take a hard look at what
you think you are going to do.
Are there areas in your store that
could use some sprucing up. If the
budget allows, it would probably
be a good time to redo those
areas while you have construction
going on anyway. Try to visualize
that 15-year-old FRP next to some
shiny subway tile. Yeah, that’s
what I thought. There was very
little that didn’t get replaced in my
remodel.
The Pizza Theater standards seem
to be a moving target. Items get
cheaper, which is great, unless
you were one of the early people
who bought the same item for
more money. I applaud E&S for
trying to get the prices down
on the equipment, but it is very
frustrating to hear you could have
saved a couple thousand dollars
on counters if you had waited
another month. Domino’s has
been pushing us to get going
on construction, and those who
did kind of got a raw deal. If my
memory is correct, the Heritage
pictures started out in around
$600. They were a couple
hundred dollars cheaper when I
bought them. I am too afraid to
see how much they are now. I am
sure there are logical explanations
on the pricing, but it is still
aggravating to know you spent
more than needed. I am sure you
already know this upgrade is way
expensive. Like WAY. Speaking
of E&S, make sure you check with
them throughout the process.
One franchisee had his order on
hold without him even knowing.
He called to check on the progress
and found out his order needed
to be prepaid. That cost him a
couple of weeks. It may be a good
idea to have your stuff delivered
in advance to make sure you will
have it when you need it.
Overall, I am pleased with my
new Pizza Theater store. The
process took longer and was more
expensive than I had hoped for,
but it is done and looks great. I
am not sure what I am going to do
about the other two. I am leaning
towards “Theater Light”. I just
can’t see spending $100K or more
on stores with the sales volume
I have down south. I hope all of
you that have completed a store
have enjoyed the process and
learned a little about construction
along the way. It is good to
broaden our horizons. Who said
you can’t teach an old pizza maker
new tricks? Here’s to the next
mandate!
Mike McDermott
Franchisee: PA, FL
The Voice / dominosdfa.com
screen with the videos and trivia
questions. If Domino’s can keep
us supplied with new content all
the time, it will remain a great
distraction for customers while
waiting. I did not opt for TVs
in the lobby. I was at one store
that had them and I watched
the pizza makers watch TV while
slowly making pizzas. I think it is
great for customers, but for me,
the possibility of reduced pizza
making speed because employees
are watching TV was too much
a downside risk for me. This is a
question you have to ask yourself.
Other franchisees like them and
say they have no problem. I just
don’t want any extra distractions
for my crew.
There are so many positives
with this new design. I think we
give our customers a superior
experience that the other major
chains are not giving. Our pizza
makers amaze people, young
and old, and our team takes the
opportunity to show off quite
often. As of right now, the last 5
or 6 weeks have all been positive
with most of them being in the
double digits. Period 11 was
an all time record. We were up
over 20%. We added a school
lunch during that time, but we
are still up about 15% without
the schools. Everything isn’t all
puppies and rainbows though. I
talked to several franchisees to
see what the biggest hurdles
were.
One main issue is the sheer
scope of the project. Even if
you have a contractor doing all
of the work for you, it can still
be overwhelming. There are so
many decisions to be made along
the way that it is easy to become
momentarily “stuck” and not able
to work through whatever issues
you are facing at the time. The
project becomes all consuming.
You will find that you run out of
DFA 45
Women’s Leadership Forum
Your Chance to Help Build the Foundation of Your
Team Member’s Future
Do you have a supervisor or general manager with business
acumen? Have you thought about partnering with your
supervisor or general manager to grow your business or
help them start theirs? Are you interested in helping your
supervisor or general manager become the next great
Domino’s Pizza franchisee or operating partner?
Domino’s offers many ways for current and future operators
to gain experience in handling financial calculations for you
and your team members.
One simple way to do so is by encouraging them to join
the WLF Quarterly Call on Tuesday, Nov. 18 at 4 p.m. EST.*
Another great way is by helping them signing up for
Franchise Management School!
But before you do, learn about the program and how
you can help them be successful and earn a scholarship
through WLF.
The Voice / dominosdfa.com
Wilmot FMS Scholarship
When Domino’s former EVP of PeopleFirst Patti Wilmot
announced she was leaving the company, Jim and Sally
Stansik generously donated $1,000 to the WLF in her honor.
The WLF Board of Directors created a scholarship in Patti’s
name to highlight her commitment to the advancement of
women. The Wilmot FMS Scholarship is an exciting addition
to the WLF and aligns with the organization’s mission to
promote the professional growth of women in leadership
roles within our system. The scholarship’s purpose is to
recognize and reward two female FMS graduates annually.
Each recipient receives a $500 award that covers the cost
of the FMS series. Please visit the WLF site on dLive** to
learn about the scholarship and the WLF.
First Step to Franchising
The first step to franchising with Domino’s Pizza is
graduating from Franchise Management School.
In order to begin the process of becoming a franchisee or
operating partner, the general manger or supervisor must
meet the following requirements:
• 1+ years as Domino’s general manager or 2+ years as a
supervisor
• Average 4 Star OER over the past 52 weeks for general
managers and 3.5 for supervisors
• Clean MVR and CBC (needed to franchise, but not to
enter the program)
• 650+ credit (needed to franchise, but not to enter the
48 DFA
program)
• $50,000 liquid capital (needed to franchise, but not to
enter the program)
Once these requirements are met, there are steps to
joining a FMS track:
• Franchisee Potential Pre-Screen
• Area Leader Interview
• Franchise Development Phone Interview
• Skills Assessment – This is a timed, closed book, online
test consisting of 100 multiple choice questions, focusing
on four sections: People, Operations, Sales, and Profit
• Comprehensive online Assessment
Once successfully completing all the steps, your general
manager or supervisor will be invited to attend FMS.
Franchise Management School (FMS)
Franchise Management School is a required course for
aspiring franchisees offered by the Franchise Operations
and Development team. FMS is packed with in-depth
learning, constant feedback and communication, as well
as rewards and incentives. Participants will gain the skills
needed to be a successful operator of a Domino’s store or
a strong operating partner with an existing franchisee. FMS
consists of three, three-day classes over the course of five
months. There is a $500 registration fee, and all classes are
held at the World Resource Center in Ann Arbor, Michigan.
Participants must attend all nine classes in order to
graduate from the program. The training program includes
workshops that delve deep into finance, leadership, people
management and marketing.
Do you think your general manager or supervisor should
enroll in FMS?
The first track in 2015 runs Feb 10-12. Now is your chance
to help build the foundation for your team member’s
future!
Email Liz Henderson (liz.henderson@dominos.com) if you
are interested in having your manager or supervisor join
the next generation of great Domino’s Pizza franchisees.
Visit the FMS wiki on dLive* to learn more.
*To join the WLF Quarterly Call, dial in: 209-255-1000;
access code: 663654#
**To visit these sites, please log onto dlive.dominos.com.
To access the WLF site, please use the url : https://dlive.
dominos.com/group/wlf/home
To access the FMS wiki, please use the url: https://dlive.
THANK YOU to our valued Vendor Partners for
your partnership and support this year. We look
forward to a successful 2015!
PLATINUM
Cintas
Coca-Cola
EasyRun
Eco Energy
Middleby Marshall
Ross Print Marketing
XLT Ovens
BASIC
CapitalSource
Fisher & Phillips, LLP
First Franchise Capital Corp
Renaissance Dental
Rust Architecture
GOLD
Concklin
DP Reporting/Hightech
Grafix
Gnich Architecture Studio
MassCorp
MDI
Paychex
Sterling (Acxiom)
You Got Training
SILVER
Ascentium Capital
Direct Capital
Ecolab
Horne, LLP
Lloyd Pans
Monterra Franchise
Services, Inc.
Plasticard/PLI
Ansira/ConnectMarketing
Sprint
SBM International
The Bottom Line
Wizardline
Happy Holidays!
DFA 49
The Voice / dominosdfa.com
The DFA would like
to wish you and your
family safe Happy
Holidays and a
New Year filled with
prosperity and success!
The Voice / dominosdfa.com
DFA 51
THANK YOU for the
many years of unwavering
service and dedication to
the Domino’s Franchisee
Association. You will be
greatly missed!
The Voice / dominosdfa.com
Daniel Dain
26 Years in Dominos
12 Years Franchisee
8 Stores in Texas
WELCOME Mack
Patterson to the
Domino’s Franchisee
Association Board of
Directors!
Mack Patterson
35 Years in Domino’s
33 Years Franchisee
38 Stores in
North Carolina
52 DFA
The Voice / dominosdfa.com
DFA 53
Your DFA Board Members
For complete Board Member bios, terms of service and election process, please log onto dominosdfa.com.
M idwest C hapter
John B. Glass
25 Stores in OH
513.886.2639 (office)
gfpi96@gmail.com
Steve Gfell
15 Stores in OH
419.706.8571 (cell)
gfells4neo.rr.com
N orth C hapter
Chris Reisch
DFA Board Vice Chair
7 Stores in KY
502.867.7087 (office)
502.316.3456 (cell)
cdreish@msn.com
Peter D’Andrea
15 Stores in TN & VA
740.905.9220(cell)
pdandrea@dominsovols.com
Rob Rivard
20 Stores in Boston
978.697.4396 (office)
978.697.4396 (cell)
dominosboston@gmail.com
Bill Graves
DFA Board Officer
94 Stores
612.306.0679 (cell)
320.235.8277 (office)
badgraves@aol.com
Rob Jonas
1 Store in NJ
609.846.6872 (cell)
jonaspizza@hotmail.com
S outh C hapter
Alan Murph
55 Stores in TX & TN
DFA Board Treasurer
210.657.4043 (office)
512.844.4594 (cell)
alan.murph.d@gmail.com
Brent Medders
14 Stores in AR
501.753.4111 (office)
imaugaman82@aol.com
Tareq Hishmeh
76 Stores in AZ & CA
805.901.7407(cell)
tareq@hishmehenterprises.com
Mike Brown
Jim Gerety
8 Stores in Seattle
253.474.4831 (office)
253.468.8557 (cell)
mbrown8582@aol.com
13 Stores in TX
DFA Board Chairman
432.570.1990 (office)
432.967.3030 (cell)
gerety@clearwire.net
The Voice / dominosdfa.com
W est C hapter
DFA 55
F o r u m R e p re s e ntat i v e s
B o a rd A p p o i nte d
Mack Patterson
Art Hurteau
Brian Edler
38 Stores in North Carolina
704.516.8856 (cell)
mack.patterson@gmail.com
13 Stores in MO
417.353.1726 (cell)
dominosteam@aol.com
9 Stores in OH
419.425.1130 (cell)
bedler@woh.rr.com
Your DFA Staff
Ken Peebles
Amy Villastrigo
Chief Executive Officer
210.845.1072 ext. 1 (office)
ken@dominosdfa.com
Operations Manager
210.845.1072 ext. 2 (office)
amy@dominosdfa.com
Jamie Reams
The Voice Editor & Designer
210.845.1072 ext. 4 (office)
jamie@dominosdfa.com
The Voice / dominosdfa.com
Advertisers Index
Page
Advertiser
Page
Advertiser
35
Ascentium Capital
14
MaSSCorp
7
Cintas
16,34 Middleby Marshall
2
Coca-Cola
25Monterra
3
Concklin
30,31 My Domino’s Insurance
58
Connect Marketing
29
Paychex
29
Direct Capital
39
Persona
19
Eco Energy
38
PLI
20
Ecolab
60
Ross4Marketing
43
Equipment &Supply
35
Rust Architects
42
Gnich Architecture
38
SBM
15
HighTech Grafix
46
Sprint
21
Horne
17Sterling
47
LandAirSea Systems Inc.
13
The Bottom Line (TBL)
28
Lloyd Pans
59
XLT Oven
56 DFA
Follow DFA
on Facebook
dominosdfa.com
Bookmark our website
for up-to-date news
and information!
Vendor Partner Directory
Log onto dominosdfa.com for the most current list of partners.
Accounting & Tax
Human Resources
Horne, LLP
Paychex
Michael Sassano | 866-281-3950
Karen Sladden | 877-216-3655
Monterra Franchise Svcs
Susan Burhans | 800-481-8990
The Bottom Line (TBL)
Marnie Feinour | 800-237-0704
Insurance [Business]
Concklin Insurance
Supplies & Products
Coca-Cola
Midwest: Lisa Mayer | 248-318-7630
Northeast: Jennifer Goodyear | 410-330-4434
Southeast: Ryan Cochell | 404-676.6093
West: Stephanie Somenek | 480-797-4527
Lloyd Pans
Traci Rennaker | 800-748-6251
Craig Concklin | 800-451-1565
Background Checks
Sterling Info Systems
Kara McConnell | 800-853-3228
Cleaning Products
Cintas Corporation
Mike Hoffman | 513-701-2342
Ecolab / SSDC
Philip Perry | 859-312-4041
Construction
Gnich Architecture Studio
Jason Gnich | 503-552-9079
Rust Architects
Jessica Rust| 651-429-1913
MaSSCorp
Jeff Murphy | 800-766-5677
My Dominos Insurance (MDI)
Jason Upton | 800-251-7407 | 256-738-6752
Renaissance Dental
Tom Dimmer | 517-381-4222
Labor Lawyers
Fisher & Phillips, LLP
Marketing Services
Ross4Marketing
Eileen Bromwell | 800-421-1684
Ansira Engagement Marketing
Carlos Green | 800-546-2993
Tracy Morris | 800-752-1017 ext.1299
ECO Energy
Ovens
Brian Kalan | 727-331-5075
Finance & Lending
Jared Curko | 732.540.0154
Middleby Marshall Oven
Jason Bireta, Sam Fauser or Larry Bireta
248-302-1199
XLT Ovens
Nick Roths | 316-719-3722
CapitalSource
Doug Bagnasco | 516-361-3769
First Franchise Capital
Karen Johnson | 402-562-5111
SBM International
Rafael Lee | 855-726-4685
Wizardline Technologies
Shawn Brunelle | 978-423-0875
Is your company
interested in
partnering with
the DFA?
Log onto dominosdfa.com
and visit the Vendor section
for information about:
• Partnerships
• Advertising
Direct Capital
Richard Henderson | 603-433-9434
Bryan Nichols | 817-268-4040
Phone Service
Sprint
Gale Wilcox | 248-388-0014
• Sponsorship
or contact
Amy Villastrigo
210-845-1072 ext. 2
amy@dominosdfa.com
DFA 57
The Voice / dominosdfa.com
Ascentium Capital LLC
Hightech Grafix/dpReporting
BR Technologies
Hagood Tighe | 803-255-0000
Plasticard-Locktech Intl (PLI)
Energy Savings
Technology