One of the most important considerations for franchise organizations in today’s restaurant industry is network security for franchise partners. Providing a reliable and manageable network architecture can enable franchisees to carry the brand while meeting their own security needs.
At 2 p.m. ET on Thursday, a pair of experts will present to franchise organizations ways to identify the best strategy to standardize network security for franchisees.
Mark Cline from Netsurion and Chad Mattix from Kinettix will describe how to determine the optimal network infrastructure strategy. Cline is senior vice president of sales at Netsurion, while Mattix is founder and CEO of Kinettix.
Experts will address the following topics:
How to standardize security policies to protect the brand.
How to simplify IT support to speed up ticket resolution and reduce operating expenses.
Ways to improve visibility and control of network traffic at all locations.
Ways to streamline PCI DSS compliance and visibility of compliance across the organization.
How to support business continuity with cellular failover when the broadband link goes down.
Retired NBA player Theo Ratliff attends “The Made Man Awards 2017” at 595 North on January 26, 2017 in Atlanta, Georgia.
Marcus Ingram | Getty Images
Minority private equity firm Corlex Capital has teamed up with former National Basketball Association center Theo Ratliff to seek out sports investors interested in restaurant franchising.
In an interview with CNBC on Tuesday, Ratliff said it takes $ 100,000 to enter the fund, adding that Corlex already operates 10 Wingstop franchises and is ready to announce more closures.
“A lot of people want to be in the franchise industry but don’t have the know-how or the ability to run a franchise, and that’s what Corlex brings to the table,” Ratliff said. “It’s like investing in stocks. Let it grow, and when you decide to sell, you sell it or hold it and take away the residue of the growth. But I think it’s a great opportunity.”
Corlex specializes in finding the best quick-service restaurants that require additional management and provides liquidity options for owners, founders. Jason Bedasse noted. In addition to quick service outlets, Corlex says it’s also looking for gym and hair salon franchises.
“The clients we generally serve are those who have experienced rapid growth and who are struggling with their growth profile,” said Bedasse. “He’s a different type of person who runs five stores… versus 50 stores. They all have different needs. It is very common that when franchisees cross another threshold, they sometimes struggle with the resources to serve their franchisees at a particular level. “
Corlex charges royalties, a percentage of sales, to help run the stores, “but in most cases we’ll buy the franchise from the franchisee if they’re willing to sell,” Bedasse said.
The firm worked with Ratliff to launch its “playmakersand use Ratliff’s NBA connections to help solicit athletes for the fund and build brand awareness. The former player uses his own franchise experience to help attract investors.
A drive-in Sonic restaurant is shown in Normal, Ill.
Daniel Acker | Bloomberg | Getty Images
Ratliff, 47, played 16 seasons in the NBA and earned around $ 100 million during his career, according to Basket-Reference. He spent time with the Philadelphia 76ers, Detroit Pistons and Atlanta Hawks.
While with the Hawks in 2002, he declined an offer to invest in Sonic franchises, which he still regrets.
“I knew I didn’t have the time or the capacity to be able to make the system work, so I ended up giving them up,” Ratliff said. “It was a good deal, but I had no idea how to operate a Sonic.”
Established in 2018, Ratliff invested in Corlex and said he wanted to use the new division to attract investors and educate young players on how to operate franchises.
Former NBA Junior Bridgeman is one of the most notable names in the field of ex-athlete franchise. He bought numerous Chili’s and Wendy’s franchises before selling the units for $ 400 million in 2016. Bridgeman now operates a bottling distribution company with Coca-Cola as customer and new owner of Black media company, Ebony.
Bedasse said the company is looking to raise $ 5 million each from the franchise funds and that after five years investors can refinance the terms or sell stakes. A former principal seller of Canadian-based Dundee Corporation, Bedasse added that 20 more “established brand” franchises would be announced soon. He did not provide the brand name due to privacy concerns.
“We were hoping to launch in time for Black History Month, but we may be missing a week,” Bedasse said.
Ratliff said he was bullish on the fast food industry, even after Covid. But investments in his portfolio also include technology stocks he calls “dividend-movers” (Apple, Microsoft), and he still has his first investment, which he made in Coca-Cola.
“Quick service restaurants are booming in this market,” Ratliff said. “We’re happy with what franchises are doing through Covid, and we think it’s sustainable. Wings and pizzas – things like that – people eat them every week.
“One thing I see is more (players) going into business,” added Ratliff. “We have a safe and efficient way to be involved.”
Co-founded in 2016 by CEO Sam Polk, Everytable is a mission-driven food company that fights for food justice and equality by providing healthy and nutritious food that is accessible and affordable for all.
Everytable is a fresh, multi-channel food company that mixes take-out display cases, subscriptions and SmartFridges provided by a central kitchen with meals priced according to the income level of the neighborhood. To date, Everytable has sold over 4 million meals and has 10 branches in the Los Angeles area. The goal of Everytable’s innovative new social equity franchise program is to foster the economic empowerment of entrepreneurs in marginalized communities, by providing training, marketing support and, most importantly, essential access to capital.
With a total of $ 4.5 million in program-related investments from the WK Kellogg Foundation, Annenberg Foundation, California Wellness Foundation (Cal Wellness) and Dignity Health, the program plans to open 40 Everytable franchises. in Southern California over the next two years.
The new program is led by Bryce Fluellen, a food justice veteran, who has led food justice and social equity programs at Magic Johnson Enterprises through Starbucks, TGI Fridays and Loew’s Theaters, and most recently the American Heart. Association. He is also a Master Cook.
BLACK COMPANY spoke with Fluellen about the new Everytable franchise program, as well as Dorcia Whitebrake, the first franchise candidate in training.
BLACK COMPANY: Bryce, how does the Everytable franchise program work?
Bryce Fluellen: Everytable is a food company that sells nutritious, freshly prepared meals, as well as subscription meal plans, at affordable prices for customers who live in the community. With the program funds we have secured from various foundations, we are able to offer five year loans to franchise owners to cover the cost of the location, with a very low interest rate of 2%. This removes one of the biggest hurdles for franchise applicants, as we don’t require any upfront capital, nor the traditional requirements for getting a bank loan.
Upon acceptance into the program, an applicant must attend Everytable University. This is a six to 12 month multidisciplinary educational series that provides in-depth, hands-on paid training to empower and prepare disenfranchised entrepreneurs to open an Everytable. This includes leadership training, public speaking, civic engagement, accounting, finance, marketing, management, operations, retirement planning, and more. After successfully completing the training program, the candidate officially becomes the owner of a franchise and a turnkey location. is ready to open. Our in-house real estate team secures the location and takes care of the construction. Then, we provide advice and support to the franchisee in hiring and training their staff. The average cost of an Everytable location is $ 250,000. However, the repayment of the loan does not begin until the store begins to make a profit. Plus, because most entrepreneurs of color often don’t have a cushion to lean on, Everytable franchisees are guaranteed an annual salary of $ 40,000 during their first three years of operation.
This is an incredible opportunity for people who have never been able to afford a traditional franchise and dramatically increases the success rate by removing the burden of having to worry about starting a new business while paying the expenses of a lifetime. daily.
It’s correct. This franchise program is designed to foster the economic empowerment of entrepreneurs from marginalized communities. Our social equity initiative has the potential to change lives, create equity while promoting health among those who have been marginalized from society. It is also a huge opportunity to create economic mobility, empowerment and ownership for those who have been dispossessed for so long. We believe this program can serve as a model that can be replicated across the country and the franchise industry.
Our goal is to open 40 Everytable social equity franchise stores in Los Angeles over the next two years, and then expand to the East Coast in late 2021, early 2022. We want to empower the owners economically, so that ” they are able to use their income and take advantage to open additional locations, become owners, create retirement plans and create a generational wealth.
What is the application process to consider for the Everytable franchise opportunity and what do you look for in an owner?
Well, we’re still working on the application process, so for now we’re focusing on internal applicants. Current Everytable employees, such as retail store managers or employees who work in our centralized production kitchens where we prepare and assemble all meals. We have an incredibly dedicated pool of employees to choose from, and we anticipate that many of them will want to participate in this opportunity. As the program grows, we plan to work with community colleges and economic development organizations to identify more applicants.
When it comes to what we look for in a candidate, we are looking for mission oriented people who care about community. Of course, we want them to want to make money, but also to see the community doing well. Everytable’s operations are relatively straightforward as we don’t have to deal with the complexities of an on-site commercial kitchen. So we can focus on people who are passionate about entrepreneurship, or someone who has worked in the fast food industry for many years but does not want to run a full service restaurant. We require the business to be owner-managed, so this opportunity is not for people who want something semi-absent or passive. Having the owner operating the store also lowers labor costs. Managers typically work on the ground 30 to 40 hours per week. Finally, we are looking for people capable of showing leadership and willing to grow with the company, and in turn come up with suggestions and improvements that can be implemented. Some of the best suggestions for new menu items come from employees.
Everytable First Franchise Owner Candidate – Dorcia Whitebrake
Dorcia Whitbrake, 51, is a black single mother of three living in South Los Angeles. For decades, she has managed to make ends meet by holding multiple jobs. Today, she is proud to be the owner-in-training for Everytable in Hollywood, CA, located at 6775 Hollywood Blvd.
Dorcia is the very definition of hard work and resilience, serving as a teacher’s assistant in the Los Angeles Unified School District for many years, while also starting and running a successful housekeeping and cleaning business. ‘events. She is also working towards obtaining a double associate’s degree in sociology and liberal arts.
BLACK COMPANY:Congratulations on being the first nominee for the Everytable franchise program. Do you come from an entrepreneurial background?
White brake: Not at all! I started my event assistance and cleanup business to earn some extra money – it was more about survival. But I was never able to build it where I wanted it to be. I think I’ve always had the entrepreneurial spirit, but certainly not the background. I have worked 2-3 jobs most of my life.
How did you first get involved with Everytable and how does it feel to be selected as the first franchise candidate?
I started out as a store clerk and they offered me a managerial position. I didn’t feel ready for this, so I refused. Fortunately, they approached me again, and this time I accepted. Then, a few months ago, Sam Polk approached me with the opportunity for a franchise program, and I couldn’t believe it! It didn’t seem real.
As for being the first, it’s both an honor and a bit of pressure. But ever since I started working for Everytable, you have been taught to make it your own, no matter what position you hold. I have always felt very supported. It’s great to represent black women and entrepreneurs of color. I know that I am capable and that Everytable believes in me.
What are some of the expectations you have as an owner and what would you say to other people who might be interested in this opportunity?
My expectation is that I will be supported and successful. I have three children. Two of them worked at Everytable and my daughter is very excited to become an owner – she wants to know everything! They want to know when they can start helping out with the store. My oldest son has just been rehired at Everytable as well. Hopefully this will become a family business and we will buy additional pitches. I am focused on building wealth and making my dream of buying a house and eventually creating a trust fund for my family come true.
When you’re part of Everytable, you have to really want to serve people. You have to have a spirit of love and care about the community. We are all driven by the mission of providing healthy, affordable and nutritious meals for people who could not normally afford this type of food. It’s more than a job, you have to get into it body and soul.
KNOXVILLE, Tennessee (WATE) – Walk-On’s Sports Bistreaux has become the newest member of the Barstool Fund, which is part of the 30 Day Fund donating $ 100,000. The Barstool Fund supports small businesses that have been affected by COVID-19.
Founder and CEO of Walk-On’s, Brandon Landry decided to donate after seeing everything Barstool has done to help small businesses across the country.
He said: “The time and effort that [Dave] put in it really helps. What needs help right now are our small businesses across the country.
Walk-On’s started as a small business in Baton Rouge, Louisiana, in 2003 and was eventually named America’s # 1 sports bar by ESPN. Knowing what it’s like to be little, Landry says they “would do a great deal of harm” if they were still in this situation now.
Seeing what other businesses are going through, Landry wanted it to be on businesses and help them. “It wasn’t about getting recognition or anything like that, it was more about how can we help.”
As they grew, Walk-On’s created their own non-profit organization in 2019 called The Walk-On’s Game On Foundation. Knowing how much this can help so many businesses, he wants other great franchise owners to help him as well. “Let’s all take action and try to help these small businesses,” Landry said.
After watching Portnoy’s videos personally calling out every business owner, Landry says he became emotional and remembered the idea that America was built on small businesses.
“I want to challenge other brands there if you can afford it, support this fund. It’s amazing what your guys are doing and small businesses are the lifeblood of our country. “
Brandon Landry – CEO of Walk-On’s Sports Bistreaux
The Barstool Fund has started helping small businesses affected by the coronavirus pandemic. More than $ 23 million has been donated to the fund, which has enabled it to help 120 businesses.
COVID-19 has hit us all like a ton of bricks – dealing a blow to brick-and-mortar catering establishments with it. The now infamous 2020 pandemic has pushed the restaurant industry to its limits, shattering moms and dads – and some of them for good.
While we mourn the loss of many, the few and powerful have remained, expanding concepts beyond normality and ushering in a new era of innovation out of necessity. We’re seeing brands that weathered the storm stealthily take over empty real estate and revitalize downtown areas through their franchise expansion.
What does this mean for the restaurant industry? This means new sources of income that increase the value of the franchise and new convenience for the consumer. Let’s take a look at a few ways the restaurant industry has adapted to this unprecedented situation in these unexplored times.
Virtual restaurants on the rise
One franchise adaptation we’ve seen is the rise of the virtual restaurant. This is by no means a new concept, but we are seeing the first of its kind entering the franchise business, offering compelling value and a delivery model only to franchisees. In a shared kitchen space or an existing restaurant, franchisees say goodbye to decorating expenses, ambience issues and the headaches of friendly hires. Innovation is moving to touch screens from which orders are received from third-party delivery platforms. The Local Culinary, one of our most recent franchisors with whom our Franchise Marketing Systems team has worked, boasts the title of “first ghost cooking franchise”. This particular brand has over 50 brands and two models to choose from: an addition to an existing restaurant to increase revenue or start from scratch. This leads well to our next point of discussion.
Take out takes the crown
Since restaurants took the hardest hit at the onset of COVID-19, brands have had to adapt quickly or die. Restaurateurs have expanded beyond the limits of the norm, tapping into unexpected ways of on-the-go experiences. Franchises like Zaxby’s and Chick-fil-A offer full family meals. We’re seeing a boom in GrubHub, DoorDash, and UberEats, streamlining their usability and boosting the ever-popular gig economy.
The operational processes within these companies – and remember, the LOVE process of franchises – were forced to become more efficient for their take-out offerings, essentially reducing the fat that was there from the start. Invention is the mother of necessity, my friends. In some cases, established foodservice operators have shifted entirely to the foodservice delivery model in the case of LoCo, a foodservice delivery service franchise that aims to compete with established brands in the space like UberEats and GrubHub. . Their point of view, support restaurants with lower commissions and a business that aims to serve food and beverage service providers.
Drive and dine outside
Who doesn’t love a good food truck? Especially with limited seating in catering establishments causing overcrowding, food trucks have retained their charm due to their intrinsic value at outdoor events, private parties, essential workplaces, and more. Even the obstacle of site selection is thrown out the door as more food truck companies innovate and develop by franchise. Food trucks made their way into the franchise market in 2020 thanks to creativity and affordability. Brands like Benevento understood the opportunity that social distancing brought to the restaurant industry and adapted its model to be affordable for entrepreneurs looking to leave their dying businesses and go into the thriving ones.
Each of these brands has chosen to expand into new markets with growth in franchises, in large part due to the pandemic creating market conditions favorable to growth. The cost of real estate and the availability of human capital that has been displaced due to COVID has pushed many new buyers into the franchise category. With ghost kitchens, new take-out models and food trucks as the face of this restaurant revolution, the ever-evolving restaurant franchise industry is poised to face the new frontier of post-pandemic lifestyle.
For more information on how to grow your business during the pandemic, visit Franchise Marketing Systems website.
A South Asian street restaurant franchise based in Leicester has revealed plans to open 156 locations by 2023 and create 3,600 jobs.
Chaiiwala, which currently operates 32 sites across the country and employs 800 people, said growing demand for delivery services during the Covid-19 pandemic has pushed his plans forward.
The company added that a total of 40 locations are expected to be open before the end of the year.
Franchise Manager Nil Naik said, “As a Southeast Asian street food supplier with a Western fusion, our food and drink offering resonates well with desi and ethnic customers and our plans for it. expansion are centered on our goal of reaching a wider audience.
“By opening larger stores in new locations, we are confident the brand will achieve greater reach and help more customers experience what we believe to be the best chaii in the UK.
“Since the pandemic, we have increased our delivery options on all third-party platforms such as Deliveroo, Uber Eats and Just Eat, and this has increased our take-out sales by 10% – with take-out now accounting for over 80% of our sales.
“We couldn’t have achieved this success without our franchise growth partners who live and breathe the brand.
“The first Chaiiwala locations will open in Canada in early 2021 and we plan to expand into South Africa, Europe and the Gulf.
“In total, we have sold 189 locations in total and will open 52 stores per year over the next three years, employing 1,200 additional people per year until 2023.”
I recently read an article assuming that this coming year will be one of the strongest times on record for the franchise because of (not despite) COVID-19. So is it possible that next year will be the best year for franchisees? This kind of speculation is reckless. However, it’s fair to say that franchises are relatively large investments in restaurants during the COVID-19 pandemic.
Decline and rebound in restaurants
There is no sugar coating – COVID-19 has absolutely ravaged the restaurant industry as a whole. The National Restaurant Association said the restaurant industry lost $ 120 billion in sales in March, April and May collectively, and that amount is expected to double by the end of 2020. Although the bulk of that loss has been absorbed into full-service restaurants, fast-serve were not entirely spared.
While restaurant chain transactions were down 43% year over year in the week ending April 12, early June, when the majority of restaurants had reopened to some extent , the chains at the table had recovered a decrease of 30%. Year after year. Fast-service chains had recovered to show only a 13% year-over-year decline. Some counter service franchises even recently reported positive year-over-year sales during the pandemic. After experiencing a first hit on sales, A&W Restaurants reported sales were up double digits, Papa Johns noted a 24 percent increase in sales in North America and Popeyes bragged that sales had increased by “very high 20%”. While full services have generally not rebounded as quickly, there is also some positive news for the industry, with some franchises reporting that sales are returning to normal, such as Outback Steakhouse, which notes that its reopened locations have recently approached the 90 percent of business before the pandemic.
Benefits of the franchise
So what makes franchises better suited than independent restaurants to survive and even be seen as a relatively attractive investment in the midst of a pandemic? Franchises tend to have a solid and proven infrastructure to help franchisees adapt as needed to survive and succeed in tough times. For example, a franchisor can quickly develop and help implement technologies such as online ordering systems, push the expansion of business channels to include takeout and delivery, and implement payment processes. contactless in an accelerated manner. These adjustments have proven to be absolutely critical during the pandemic with the boom in sales using these services as dining room seating has been discontinued or downsized – and as independent restaurants may struggle to change their operating procedures. and to implement new technology in such a rapid timeframe. manner.
Domino’s is an excellent example of a franchise system benefiting its franchisees. Domino’s reported a 20.9% year-over-year increase in comparable store sales between April 20 and May 17. Part of this increase can likely be attributed to Domino’s corporate shift to a 100% contactless model nationwide. This was a massive change in operating procedure that happened over a period of several weeks, which the franchise concept allows to happen.
Despite all the negative effects the pandemic has had on the restaurant industry, it has also created unique franchise investment opportunities. Some franchisors have reduced their royalty rates to encourage continued franchise sales. Some existing franchisees may be flustered by the effect of the pandemic on their operations and seek an exit, which, coupled with declining sales, can open the door to potential acquisitions at favorable prices. Landlords can find themselves in a difficult position due to defaults and difficulty collecting rent from their existing tenants, which can give franchisees stronger negotiating power over their lease (s). In addition, the potential employment pool is large with many layoffs and holidays (especially in the service sector), creating a solid base on which to draw for new franchisees. Finally, there will inevitably be less competition from permanently closed restaurants.
Steps to invest
If you are looking to become a franchisee or expand your franchise portfolio, your first step should be to identify the concepts that you think are right for you and that allow you to successfully manage the challenges posed by this pandemic.
Whether you choose to develop new locations or purchase existing locations from the franchisor or existing franchisees, there are a host of legal and documentation issues to resolve with the franchisor, including reviewing the franchise disclosure document. (“FDD”) and the franchisor’s franchise agreement. , which should list all potential expenses, fees and restrictions imposed by the franchisor on the franchisee. While franchisors don’t like to deviate from their standard franchise agreements, it’s certainly possible that franchisees now have more bargaining power than they did before.
If you decide to buy an existing portfolio from another franchisee, in addition to the relationship with the franchisor, the process also involves negotiating, documenting and closing the purchase transaction with the existing franchisee. An experienced franchise lawyer can greatly assist you in your review and digestion of the FDD and the franchise agreement, as well as in your negotiations with the existing franchisor and / or franchisee.
While no one can tell you for sure that next year will be the best year ever for franchisees, the ability of franchises to adapt quickly to survive, recover and even thrive in tough times, as well as Today’s unique benefits and investment incentives present an intriguing opportunity to explore the possibility of becoming a franchisee or expanding your existing franchise portfolio.
Brian R. Tunisis a member of the Commercial Transactions group at Trenam Law in Tampa. He represents buyers and sellers in the sale and financing of franchises and other businesses. He can be contacted at email@example.com.
ST. PETERSBURG, Florida – The popular local restaurant reviewers website and the St. Petersburg Foodies Facebook group received a strange email on July 30. connect.
The only problem was that the link was directed to Restaurantji.com’s online food delivery service rather than the restaurant itself – and “Linda Alvorado” has no affiliation with the restaurant itself, although the formatting the email strongly implied that she would.
What would you like to know
The popular St. Petersburg Foodies blog admitted that an unsolicited email was not from a restaurant employee
Online food delivery services often resort to underhanded measures to boost business
Make sure your delivery service works with and for your favorite restaurants
“I knew it was wrong right away,” says Kevin Godbee, founder of St. Petersburg foodies. “But imagine if I didn’t know the owners and chefs of the restaurants. The signature reads The Big Catch, along with their address and phone number, and that implies that it is someone who is authorized to speak on behalf of the restaurant.
The email St. Petersburg Foodies received from “Linda Alvorado”. (Screenshot)
The web landscape is littered with online food delivery companies, and some of them have been arrested for shady practices, like when Grubhub was called in for setting up several bogus websites to offer delivery from restaurants. with whom he had not formally entered into a partnership. These web businesses survive on the fees they charge for delivery, which can sometimes be outrageous (and trick customers into not tipping drivers whether or not they think the fees are going to the driver, which is not), and they’re willing to adopt excellent and sometimes allegedly deceptive practices to drive business.
What really infuriates Godbee, however, is her perception that “Linda Alvorado” has presented herself as the spokesperson for the restaurant itself.
“At the very least, yes. It really is something, ”he says. “The reason it failed miserably when it was sent to us is because St. Pete is such a tight-knit community, it’s almost like everyone knows each other, at least in the hospitality industry. Restoration. “
This is not the first time that “Linda Alvorado” has called upon St. Petersburg Foodies, which was founded in September 2016 and has since become a significant influence on the St. Pete’s culinary scene. In May, the group received an almost identical email asking to update the link for ultra-hip downtown restaurant Brick & Mortar.
So, the next time you feel like a delivery, think about the service you’re using and maybe consider going for your meal. You will avoid the sometimes high delivery costs, make sure you get what you ordered, and let your local restaurant know that you are one of the people behind their business.
Bay News 9 has confirmed with The Big Catch in Salt Creek that no one by the name of “Linda Alvorado” has ever been affiliated with the restaurant, which doesn’t even offer delivery in the first place. Neither “Linda Alvorado” nor Restaurantji.com responded to requests for comment.
COVID-19 has disrupted thousands of businesses on a multitude of levels. Restaurant franchise owners are among those hit particularly hard, and employees at these companies fear they may be able to afford medical care in the future plagued by pandemics. The journey to a post-COVID-19 world is filled with uncertainties, and as these companies reopen and find their place, they face a great challenge: how to rebuild their businesses in an uncertain time while ensuring that their employees stay healthy and are not distracted by the challenge of acquiring health care.
Take a closer look at health care policies and programs
The ongoing global pandemic will force restaurant franchises to take a closer look at health policies and programs. Before COVID-19, franchise owners looked to standard practices to establish standard health policies. As a result, many companies have not been able to provide support and access to health care to all employees during the pandemic, especially part-time and low-income workers. Continuing these practices would entail risks for employees at all levels and, in turn, would have a significant effect on company performance and employee sentiment.
From a cost perspective, many health care plans are also incredibly expensive for franchise owners and employees who pay premiums. Due to pricing, these policies and programs limit the number of employees who can access health care and, therefore, medical assistance. Homeowners are now trying to find alternative programs that will provide better access to care for all of their employees, including low-paid and part-time employees.
Prepare for rising healthcare costs
The overall impact the pandemic will have on health insurance programs is unknown, but premiums are expected to skyrocket. This means that it is likely that many employees will not be able to afford access to care. Sadly, healthcare is already expensive, and many low-wage workers can’t afford the premiums – worse yet, part-time workers often don’t qualify.
So why should these already high costs skyrocket? Premiums are expected to become even more expensive because of two words: workers’ compensation. If a person contracts COVID-19 from exposure at work, they will be able to make a claim. These types of claims could end up costing homeowners a significant sum of money, adding to the turmoil caused by the pandemic.
Overall, these high premiums will eventually create a burden for employers and create uncertainty for employees. This uncertainty can be detrimental to employees who need unplanned medical assistance, including those with lifelong COVID-related complications. To address these potential concerns, employers will need to prepare for a more intense healthcare process and costs.
A new approach to healthcare
There has to be a fundamental change in health care in the United States that allows franchise owners to feel confident that their low-paid, part-time employees have access to health care without breaking the bank. The health and well-being of all employees should not be a burden on any business, especially restaurant franchises, whose owners are currently focused on how to safely reopen and restore their businesses after the devastation. of COVID-19.
When thinking about the future of healthcare, restaurant franchise owners should consider a new healthcare plan. This plan must have the capacity to enable employers to provide low-wage, part-time employees with ERISA and ACA compliant health care free of charge, and to create a sense of relief for worried owners. With this new type of healthcare system, owners will have confidence in a successful business and improved employee satisfaction.
As the pandemic continues to change the way businesses operate, one thing is certain: the health and well-being of employees should be a priority and all employees should have access to healthcare. It’s unclear when this global crisis will end, or if we haven’t seen the worst yet, but focusing on what franchise owners can do to help rebuild their businesses and keep their employees healthy, the road to recovery seems a little clearer.
Dr John Zabasky is co-founder and CEO of HealthWorX, a new type of health insurance plan that uses an innovative approach and a technology platform that is committed to providing access to health care for all employees. His stint as CEO at WorXsiteHR (part of HealthWorX), SoftEx and Venturcorp gave him not only the opportunity to lead and build organizations from scratch, but also the opportunity to participate in many projects. as a practical enterprise technical architect. and program manager. He has extensive experience in databases, program / project management and software development cycles, and has applied most of these elements to a variety of disciplines including ERP, Benefits Administration, payroll, HRMS, insurance, IT outsourcing, staffing and employee leasing. Whether it’s exposing Adam Smith’s ‘theory of steps’, using trend analysis, or designing complex business software, building systems has always been John’s passion.
ONTARIO, CANADA / ACCESSWIRE / June 30, 2020 / It’s always inspiring to see ambitious entrepreneurs take their brand from nothing to something much bigger than ever imagined. In the case of Misael Guerrero, he took his humble beginnings working in his parents’ restaurants and grocery stores in Mexico and turned it into a successful Mexican food franchise.
Growing up in his home state of Sinaloa, Mexico, Misael Guerrero has always been surrounded by food influences. So, he moved to California 12 years ago, it’s no surprise that Misael stuck to his dietary history for a living. Misael started his first small businesses selling food that would bring the flavor of his home to the United States.
Misael’s career would change dramatically after realizing that one of Sinaloa’s greatest delicacies, Mexican-style sushi, was not available in California. So, taking this opportunity, he decided to take it upon himself to bring this dish to California.
Misael started selling Mexican sushi in his garage, and people quickly started to love him. Word of Misael’s new food business spread quickly and his small garage sushi business became a hit. Misael then rented his first restaurant, stepping up his game and creating the first CulichiTown in Rialto, California.
Since then, the restaurant has only gained in success. With a focus on maintaining the authentic experience, CulichiTown imports ingredients directly from Sinaloa to deliver a “100% Culichi” taste. Misael also has intensive training for his staff to ensure that everything is done the Sinaloan way.
The business has grown incredibly since the days of garage sushi, with the CulichiTown franchise expanding to 15 different locations across the United States with more planned for the future. Misael Guerrero turned his humble beginnings into something truly amazing, and the franchise intends to continue to grow. Misael will continue to bring the authentic flavor of Sinaloa to the United States for the foreseeable future.