Food and Drink International - Winter 2016 Volume 2 - 103

WaBa Grill Franchise Corp.
ers and hire really good people around
them to run the daily operations,"
Moody explains. "I think we are more
reality based. Some franchisees want to
have a small core group of stores and
run them every day and others are larger developers who are not there, but
running great locations. We are happy
whichever way they want to go."
Corporate is involved from day one,
guiding franchisees on which markets are untapped or underdeveloped.
Sourcing new sites is a collaborative
effort with franchisees and corporate
working together to identify new development opportunities. Once the site is
approved, a construction manager from
corporate will ensure the restaurant is
built properly. "The PM visits the jobsite to make sure they are on track and
doing it correctly," Moody says. "We

don't leave them to flounder. Our buildout timeline is streamlined so most
stores open in 10 weeks from construction commencement."

Working as a Team
As WaBa Grill Franchise Corp. continues to grow, upgrading its point-of-sale
(POS) system and making other technological advancements have become
critical. Corporate involves the Franchisee Advisory Board in important
decisions, such as choosing a new POS
system that will roll out in 2017. "It's so
important to make sure we have our ears
to the ground," Moody says. "When we
make a decision, it's not something they
didn't have a voice in or an opportunity
to participate. We want them to be part
of decisions and weigh in."
To meet the demands of today's cus-

tomer, the company is creating a robust
WaBa Grill app with online ordering
and a loyalty program that will make it
easier for customers to visit. "Customers are looking for great choices on the
go, so how can we make that happen?"
Moody asks.
Adopting new technology is important for a company's success, but Moody
says WaBa Grill Franchise Corp. is still
too small to be at the forefront of innovation and the beta tester. "We can't
take those risks yet," he adds. "There
are some innovations we can take
chances on and some we need to see
how it plays out in the market like the
app. We are comfortable moving forward with the app because we don't
have the culture of being the last, either.
We have to focus on what makes sense
for us and our customer."

food & drink international * winter 2016 volume 2 * www.fooddrink-magazine.com

103


http://www.fooddrink-magazine.com

Table of Contents for the Digital Edition of Food and Drink International - Winter 2016 Volume 2

Contents
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Food and Drink International - Winter 2016 Volume 2 - Cover3
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