A friend of mine runs a small local pizza franchise, and I’m concerned about how the franchisor is impacting profits. In my opinion, they’re harming his bottom line by mandating the sale of “premade” entrees with an astonishing food cost of over 80%. This is especially troubling when pizza has a food cost of only 20%—it feels like the high-cost entrees are undermining the profit potential of pizza sales. Is this typical in the industry, or is something off here?
Additionally, he’s required to use a specific supplier, which happens to be another family member, and he’s often paying three times the market price for many ingredients. For instance, a 3.87L bottle of Frank’s Red Hot is significantly more expensive than what it costs at Costco!
Is this how the industry operates these days, or are they taking advantage of him? I’d appreciate any insights, especially since he’s new to Canada and my own restaurant experience dates back over 20 years.
1 Comment
bdadmin
It sounds like your friend is in a tough situation, and unfortunately, it’s not uncommon for franchisees to face challenges like these. Here are a few insights that might help clarify the issues:
High Food Costs: An 80% food cost for any entree is indeed extremely high, especially for a QSR (Quick Service Restaurant). This would severely limit profitability and could make the business model unsustainable. Most QSRs aim for food costs between 25-35%. If the franchisor is mandating these high-cost items without any flexibility, that’s definitely a red flag.
Supplier Restrictions: Being forced to use specific suppliers, especially if they come from a family member of the franchisor, can raise ethical concerns and lead to inflated costs. Many franchise agreements do have approved suppliers, but if the prices are significantly above market rates (like the example you provided with Frank’s Red Hot), it may indicate that the franchisor is prioritizing profit over the franchisee’s well-being.
Market Dynamics: While it’s true that food costs can fluctuate and are influenced by market trends, a franchise should ideally provide items that allow for reasonable profit margins. Your experience from the early 2000s might differ from current practices; however, generally speaking, a good franchise relationship should prioritize the franchisee’s success.
Franchise Support: A good franchisor should support their franchisees with training, marketing, and product sourcing at competitive prices. If your friend feels like they’re being taken advantage of with high costs and limited menu flexibility, it might be worth exploring discussions with other franchisees in the same network or seeking legal advice regarding the franchise agreement.
Seeking Alternatives: Depending on the franchise agreement, there may be avenues for renegotiating terms or seeking different suppliers. It’s crucial for him to know his rights as a franchisee and possibly consider reaching out to a franchise consultant who can provide tailored advice based on his specific situation.
In summary, it sounds like your friend is indeed facing problematic circumstances that are not typical for successful franchises. It’s important for him to address these issues before they severely impact his business.