FRANCHISEFOCUS Roberts grew up in a small town in


Newfoundland where his family ran the local petrol station. From an early age, he remembers his father helping customers after hours, even rescuing customers with a flat tyre in the middle of the night. In his hometown, businesses going beyond the call of duty was a way of life. When Roberts bought the Mary Brown’s brand in 2007, he was faced with the challenge of growing a franchise system that still was connected to these values and homespun hospitality. He knew how important it was, and from the beginning, insisted on it as part of doing business. As Roberts points out: “Newfoundland hospitality is about actually getting involved – not just writing a cheque for a local sports team and bringing in PR. Number one, it’s the right thing to do, and number two, it lets people know that these are business owners who care. We’re in the trust business, really.” According to Mary Brown’s COO, Hadi Chahin:


“Greg has put a lot of time, money and effort into the people he works with – some of whom have been with the brand for 10, 20 or 30 years.” He explains further: “Greg treats everyone like a part of his family, so growing Mary Brown’s and keeping that feeling is my biggest challenge.”


hoosing the ight anes and giing them the tining and tools they need to connect meaningfully with their customers and community is essential to ary ons hicen


With this in mind, choosing the right partners – or “Operators Who Care” in ‘Mary Brown’ lingo – is essential, and then giving them the training and tools they need to connect meaningfully with their customers and the community.


Operators who care Chahin elaborates: “Our partners are the face of Mary Brown’s around the world and are responsible for delivering our brand promise to every guest, every time. We take partner selection seriously to ensure not only that they have the required financial and operational capability and capacity, but also that they share the values that underpin our incredible success to date. By choosing partners who ‘get’ that connecting meaningfully with the community is not just good for business, but also the right thing to do, then the discussion becomes one of how, not why. Our


guests want authenticity and are ready to support brands that demonstrate it.”


What about the Food? While hospitality is critical for Mary Brown’s, nothing is more important than the menu and incredible taste. “Most of our industry relies on frozen, fryer, factory food,” says Roberts. “Because our mandate is ‘made fresh’, we teach our franchisees how to cook on-site, and bring in full chickens from local farms, which isn’t being done by our competitors.” This commitment to freshness and premium quality will continue no matter whereever Mary Brown's serves their guests.


Mary Brown’s Promise to You “Mary Brown’s Chicken has been making Canada’s favourite fried chicken since 1969. Our recipe then is still our recipe today. It’s uniquely ours and at the heart of Mary Brown’s unmatched taste. Our cooking technology is also exclusive to Mary Brown’s and creates mouth-watering results that can’t be duplicated by competitors. What’s more, we have not, and we will not, compromise our premium quality. Quality in our ingredients. Quality in our methodology. Quality in our warm, hospitable service. As our brand grows around the world, we will


hold true to the quality that makes Mary Brown’s Chicken singularly delicious. You have my word.“ Greg Roberts, Owner & CEO 


MARY BROWN'S CHICKEN Fried chicken international@marybrowns.com


BUSINESSFRANCHISE.COM 45


Investment level: £100k+


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