FRANCHISE


Life THEN AND NOW


Stephen Downey, one of Auntie Anne’s original franchisees, refl ects on 11 years with the brand


B


ack in 2008 when Freshly Baked Limited bought the Auntie Anne’s franchise rights for the UK and Ireland, it was time to start getting franchisees on board and more stores open. Although the system


was tested and piloted already, it was still generally an unknown brand and therefore a bigger risk to take on for a new franchisee. However, Stephen Downey from Northern Ireland saw the opportunity and took it. More than 10 years on, his store in Belfast is continuing to provide strong results. A key element that has improved over the years


is brand awareness. As the business opens more stores in prime locations and busy travel hubs, the brand continues to develop and grow. Along with an active social media and digital strategy every store is benefi ting from increasing recognition. The UK market also benefi ts from the ever-increasing number of stores in other countries, especially in the US and Asia, with many customers visiting stores after recognising Auntie Anne’s from abroad. Another big improvement has been with the supply chain. Franchisees can order all their ingredients, packaging and cleaning goods from one place at competitive market rates and with a prompt delivery service. The smart back-offi ce system tracks the stock levels and advises what should be ordered to make the process quick and effi cient. As the number of stores grows the head offi ce


team is also growing to continue giving support to the network. Stephen says: “Support has been growing more and more over the years as the


number of outlets grows. The infrastructure and the management of the business has been helped by technology in our stores we are able to gain more knowledge of what’s happening in our business and make more informed decisions that help improve bottom line.” Auntie Anne’s is looking to grow substantially over


the next couple of years. Stephen has this advice for new franchisees: “Get a game plan established from the get go and don’t be afraid to alter it when necessary. Set yourself realistic daily, weekly, monthly and annual goals and measure these along the way. Don’t be afraid to ask for help and be prepared for the long haul; it takes time to establish any business, and after the initial honeymoon period is over, that's when the real work begins. You need to be prepared to put the time and effort in to make the business a success.” Perhaps the most important element to running


your Auntie Anne’s stores is managing your team of employees. Stephen adds: “Invest in people and look after them, they are the single most important part of the business – failure to do so can result in a high turnover of staff and you end up in a never-ending circle of hiring and training, which is a costly process and ultimately effects the profi tability of the business and potentially prohibits growth. Continuity of staff is a key ingredient to the success of the business.” l


Auntie Anne's 01494 867 000 franchising@auntieannes.co.uk


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