How did you get into the food service industry, Ody?
I was a teacher that realized there was a need to teach people where food came from and what wholefoods are and how to help people eat healthier. I wanted to teach that real food does not come from a box and people could feel better and live better lives if they put real food in their mouths. My husband, Kenny and I saw an opportunity to make a difference in the food service market and to help people and families live better, healthier lives. When we started the Giardino’s brand, we really were the first of our kind and the response from everyone who experienced our food was so exceptional, it quickly became evident there was an opportunity to replicate the brand in new markets through franchising.
What’s New in the Business or in the Giardino’s Franchise Model?
We are growth focused, making consistent progress in technology and systems, focused on consistent, on-going training, vendor relations, environmental knowledge, community involvement. In the Giardino’s franchise model: finding quality franchisees for multi-unit sites. We have been in the franchise model for a number of years and have grown the brand successfully, but now we are positioned for much more aggressive growth and have goals to expand the Giardino’s brand into several new markets. We are EXCITED for what lies ahead!
Where do you See Opportunities or Challenges for the Giardino’s Franchise/Business Moving Forward?
We see a big opportunity In connecting with community and the new generation consumer and in leveraging 2nd generation sites. We see awesome potential in showing our variety of food combinations and offering people better choices for lunch, dinner or company events. The main challenge would probably be competing brands that have more funding and financial backing. We are still a family owned business and work very much “in the trenches”, we feel that our hands-on approach gives us an advantage over other larger brands in the healthy fast casual food service industry.
What is your Goal for the Giardino’s Business Moving Forward?
To sell, sell, sell and open successful franchises and continue expansion in Florida. To set up a consistent training program for owner and employees that allows certifications in different areas of the business, to be able to market and advertise in a bigger capacity. We want everyone to be aware of who Giardino’s is and how great of a food service experience we can offer them.
Talk to us About Training and Support from the Giardino’s Franchise Team?
We are very available to our franchisees and look at our franchisees like family members. We do initial training for the owners and their team members. Manuals and training systems are available as references. We have an open door policy and available to them at all times for any issues.
Your most difficult moment at the Franchise Business?
When franchisees do their own thing and don’t communicate. Understanding that they are owners of their business, but are part of a bigger brand. We’ve worked through improvements on our end to create better systems and develop stronger relationships with our franchisees. We feel that our operating system and franchise structure now are as strong as they have ever been and that the business model is really poised for growth and expansion into new markets.
Define your Franchise Model:
Training and Support Model?
We do initial training to the owners and their team. Manuals are available as references and we have a great online franchise training software that we just implemented.
What is the Fee Structure?
We have a $40,000 initial Franchise Fee and a Royalty Fee of 5% of Gross Sales. We are very available to our franchisees. We have an open door policy and available to them at all times for any issues. We have a 6% of Gross Sales Royalty Fee, but do not charge Royalties on the 3rd party delivery service revenues. Our goal was to make the Giardino’s Franchise financially attractive in addition to all of the great training, systems and support we offer franchisees.
Territory Definition?
We divide by towns in the city with no more than a 3-mile radius of an existing location. With 3rd party delivery, they can be over each other’s territories.
Day in the life of a Franchisee?
Check-in at the store, networking meeting, passing by the store for peak time, working on both daily routine/errands, available time to have a quality of life. We are in the food service business, so it’s taking care of people, but our franchise model is structured where you don’t have to be there every day and our model is structured for multi-unit franchise ownership.
What does Your Franchisee Do in the Business Every Day?
If they have a good staff they can manage the business and can be outside making relationships and bringing in new business. We are in the hospitality and service industry and work hard to make sure that everyone who visits us feels appreciated, informed and taken care of so they have a great experience and want to come back again. It’s crazy some days with the busy rushes, but we have a lot of fun and feel good about what we do for people.
Who is the Ideal Franchise Candidate for a Giardino’s Salads franchise?
You do not need to have food service background to be a Giardino’s Franchisee. Some of our most successful franchise owners came from completely different backgrounds, our system allowed them to get into the food service industry successfully and we will be there to coach, mentor and guide you through all of the steps involved in operating the business.
Success Stories and Failures with Franchisees?
A big success for our brand has been our Miami Lakes location which is small at 900 sq ft, but it does great volume and drives TONS of traffic. We waited for that front space even though it was smaller in square footage, in a business/residential neighborhood and the neighbors are marquee brands like Starbucks and Chipotle.
What Goals Do You Have for the Giardino’s Franchise Model in the Future?
Continue to grow the technology systems in the restaurant, connect with the younger audience, implement equipment that supports better efficiency, and production options like a drive-thru. Continue to develop our corporate infrastructure, operating systems, business model and ultimately make our model more financially and operationally efficient.