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December 2012
| Business World Magazine | 41
tions whose cultural composite has helped
enhance financial performance and consis-
tent competitive advantage.
Such recognition helps evidence that
at the core of Boston Pizza is a business-
minded brain trust which Otto understand-
ably credits for so much of Boston Pizza’s
prosperity. “Our franchisees have a passion
for excellence, a passion for people and a
never-ending desire to do something bet-
ter than anyone else. It is these owners, and
their entrepreneurial spirit, that has allowed
us to connect with hundreds of thousands of
guests.”
CATERING TO CULTURE
AND CUSTOMERS
There are unique differences between corpo-
rate culture and those engaged in a franchise
culture. In the case of Boston Pizza, franchi-
sees actually participate by offering feedback
andmaking recommendations that ultimate-
ly benefit the whole. Otto says the exchange
is very different from what typically occurs,
for example, with general managers in a cor-
porate structure. “Our franchisees are a great
judge of what we’re doing, and they hold us
to a different standard. As past executives,
as owners of businesses, they have opinions
