One problem our company noticed is that we totally over marketed our areas. That with the combination that we were fierce as hell in the market place and we were such an evolved business model that wherever we went people loved us. Literally young women would ask out our Car Wash Guys. Our company in the business of washing cars at office buildings got to be so popular you would swear we were related in some way to Howard Schultzs Starbucks. Unforunately success at this level comes at a price, for us it was; Franchisee Burn Out; too much business. In fact several of our regional directors identified this as our companys major weakness, listen to this email I received in October of 1999, when I asked about potential weaknesses in our franchise system, at the time in 20-states and growing fast: A potential weakness I have heard in some of my phone conversations is burnout. Employees getting tired of doing a specific redundant task. It seems to me that one way to avoid this is cross training employees and setting up a business mix that is varied. This idea of course accomplishes a number of things. First, it positions The Car Wash Guys in more locations in each market making it more visible and the obvious supplier of choice for any mobile cleaning service. It keeps variety in the job so that employees and the owners don't get bored. New locations everyday, different services, contact with a variety of customers, everyday brings something new to look forward to. So, if you have a bad day washing dealer cars or whatever, tomorrow will be different and can recharge your battery before you go back to the lot. Another recommendation was for each franchisee to share with the others what they are doing to make work fun. Call it another best management practice or BMP. It is easy to forget about having fun, but with a little effort and ideas from your fellow teammates, each owner can adapt some ideas to make work fun. This would help to eliminate burnout and employee dis-satisfaction, making it easier to keep people around. Think on this in 2006. |
