Daily customer turned Subway franchise owner shares tips on how to build a local brand
Supporting the community via sports activities or donations can develop a business.
In college, Adrian Johnson was already a loyal customer of QSR Subway, ordering the “Sub of the Day” whilst studying. He was then approached by a manager who offered him a job for the brand and eventually, he started as a part-time Sandwich Artist.
Now, Johnson is a business developer for Subway. He is already a franchise owner of 17 Subway stores in England, where he spent a third of his life working for the QSR brand.
“I’ve been very fortunate throughout my career to work with some incredible people, from my direct line managers, company team, and my business partners. The Subway system is made up of an incredibly diverse workforce which has allowed me to learn so much along the way,” said Johnson over an exchange with QSR Media.
How to build a local brand
As an expert in franchising, Johnson advised owners to “take advantage” of support and training available from the brand.
“The fact that, whilst it’s a globally recognised brand, its owners are essentially local businesses,” said Johnson.
Another strategy to build your brand with the community is investing in becoming an active and engaged member of local activity groups.
For example, Johnson pointed out, creating authentic community experiences such as supporting local youth groups, sports clubs, youth programmes, and community clean-ups.
In Subway, Johnson said, they donate their unsold baked bread to local food banks and charities.
“You can do this by talking to your team, your customers, on social media, and following your local news reports to see what issues are affecting local people. Think about how you as a business can actively contribute to the local community,” he also said.
Pinch points, investing in franchising
Rising inflation has an impact on small businesses such as QSRs ranging from cost pressures for ingredients, supply chain disruptions, and labour woes, Johnson shared.
But for Johnson, Subway has become resilient due to its business model, which helps it resolve these kinds of problems.
He shared Subway’s asset for supply chains, operated by IPC Europe, an independent non-profit making organisation owned by Subway Franchisees.
IPC Europe was launched in 2001 to allow Subway franchisees to benefit from discounts that stem from purchasing and supplying products in large volumes.
“[This] helps franchisees be more profitable and competitive today and in the future,” Johnson pointed out.
Subway also wants to ensure that its consumers have a healthy option when looking for quick and affordable meals. It is currently offering a nutritional menu or “better-for-you menu” that serves thousands of tonnes of greens and vegetables to customers annually.
“As a brand, we pride ourselves in being one of the most health-conscious, quick service restaurant options on the high street, at a time when we’re all becoming more aware about what we eat and drink and how that will influence our health in the future,” Johnson said.
With over 50 years of operations, the Subway franchise offers the lowest upfront costs of all QSR brands because it does not require heavy-duty cooking or frying equipment.
“Historically, we’ve not just survived in challenging economic environments, we’ve thrived. I think that’s down to our flexible menu choices for consumers, offering great everyday value, and our franchisee's entrepreneurial spirit. At the end of the day, we’re all independent business owners allowing us great adaptability,” said Johnson.
