“In most of the families, where the family
goes to dine out the decision is made by the
wife, then the kids, then the husband,” he
said. “In the menu and the appearance of
the store, we are interested in being more
women-friendly. We see that the families
are happy because the husband can come
with friends to enjoy the wings and the
sports. But the wife, when she is with him, is
not left over with nothing which is
appealing toher.”
The total franchisee investment ranges
between $998,500 and $2,749,500, and
candidates are required to come in with a
minimum of $300,000 in available liquid
cash and an $800,000 net worth. The
franchise fee is $35,000 with a 5 percent
royalty fee for a non-renewable agreement.
Schram said contact with the company is
frequently made by candidates interested in
more information after doing preliminary
research online. The company also takes
part in appropriate franchising shows and
advertises the opportunity in pertinent
magazines andothermedia.
Buffalo Wings & Rings has twice been
included on Entrepreneur magazine's
“Franchise 500” list, earning a No. 326
ranking in 2010 and aNo. 417 placement in
2011. Existing growth projections aim for
the addition of 10 new locations per year,
with an ultimate five-year aim of reaching
100 and becoming a strong No. 2 in the
category nationwide, behind Buffalo Wild
Wings.
“The good thing with restaurants is there
are a lot of passionate people,” Schram said.
“Some people love it. Some people see long
hours and they say 'No, it's not really forme.'
It's very important when you sit down with
the prospects that you help them discover if
this is their dream. We have the financial
means. We have the system. We have the
field support to do a quality job with that
growth.
“We want to be the undisputable challenger
in the category.Wewant to be recognized as
the top challenger, withnodoubt.”
Looking out five years, Schram said, both
remaining relevant to the applicable pool of
customers and being careful to avoid short-
term trends are vital toward achieving the
110 | BusinessWorld |
July-August 2014
