Episode Transcript
[00:00:00] Speaker A: Welcome to Create Wealth Through Franchising. I'm your host, Kim Daly.
Whether you're a CEO, a military vet, a real estate investor, or simply in career transition and ready to take ownership of your future, with each episode, you're gonna learn valuable insights and hear inspiring stories from within the franchise industry.
On that note, my guest stories are their own. And as a franchise consultant, I do not make personal brand endorsements or earnings claims, but I do educate, motivate, and inspire dreams.
Now onto the show.
Welcome back to Create Wealth Through Franchising podcast and Kim Daily tv. We are in part two of a little miniseries with the man, the myth, the legend, John Rachi. And if you haven't listened to the first episode, we dove into the success and or failure in franchising from the franchisor's perspective. John is former entrepreneur of the year in the ifa. I mean, he is a legend in franchising. He knows franchise systems, and he brought his genius, and he talked all about the reasons that franchisors will be successful and or then what not be successful. So in this part two, we want to go to the franchisee side. Now, this is my side of the story, but this man, he's sitting in the hot seat because he also has so much genius to share. It can't just be all about Kim Daly. So, John, welcome back to the studio. Kim Daly, thank you so much for sharing so much wisdom in our last episode. I can't wait to see what you're going to bring today.
[00:01:45] Speaker B: All right, thanks. No pressure.
[00:01:47] Speaker A: So we want to dive into the topic of success and or failure rates and franchising, who drives it, who's responsible for it. But this time we're focusing in on the franchisee side. So in our first conversation, we talked about the three attributes of a successful franchisor. So I'd like to stay with the same format, but this time I'd like to start with your three attributes of a successful franchisee. And what I'm curious is how many of ours will align? I've come up with my three. I've asked him to come up with his three. So we're going to kind of duke it out and see if we align or if we differ. So, John, you start us off number one, and these aren't necessarily in order, kind of like the other ones. What is the first one on your list for a successful attribute of a franchisee?
[00:02:33] Speaker B: It's funny, like, everyone talks about KPIs key performance indicators. The three that I'm going to talk about Kind of speak to exactly what KPIs are, but different.
As a franchisor, for years, I would always track engagement. People ask me what makes a franchisor successful, and then I would say, system engagement, what does that mean? As a franchisor, I would do events. Let's say people only want to hear so much from corporate. Corporate. The marketing person's having a webinar. Well, people may not be as excited about that. So I've always created what are called franchare events. And so as a franchisor, I used to track this. What was my system engagement? So if I had a franchair event last Tuesday on lead gen or local store marketing, and I had a hundred operating units or a hundred franchisees, let's say, and if I only had 20 of them participate, simple math, I had a 20% engagement score, well, that's not very good.
And so I would tell a franchisor, you need to track your engagement score. And so if I have a hundred franchisees, you know, I want at least 80% of them are engaged. They're listening, they're participating. Right.
I believe engagement is representative to culture.
Right. The higher engagement, the better your culture is.
And it doesn't mean that franchisees, you need to agree with everything that's being said, but you need to know what's being said. You need to be part of it. It's what you bought into. Right. You want to be part of this community and you don't want to do life alone. You don't want to do business alone. Right. And that's, it's really important. So now what does that mean?
As a franchisor, I could promise you I could go look at franchisors who are struggling if I track their system engagement.
I would bet anything in that I own that those are struggling. Franchisors have really low system engagements, are not focused on it.
Okay. Success ones have higher engagement. Now, what does that mean for the franchisee? In my brands, I could say over 35 years, the franchisees who are always in my top quartile of every brand are the most engaged people in the system. They participate, they show up at conventions, they show up at regional meetings. There are participants in franchise events, they are mentors in franchise events, they are engaged, they are part of the culture.
I said, I don't believe you could just exist. You're either a culture builder or a culture breaker. You don't just take up space, you gotta be involved in the system. So engagement as a franchisee, in my opinion, is One of the most important things that they can do is they have to be engaged in the community, in the system.
[00:05:44] Speaker A: It's like a call to action for everybody, right? Because franchisees always want to be like, what are you doing for me, Mr. Franchisor? But here's like the franchisor and like the franchise mentor guy saying, yeah, what are you doing for yourself, baby? Like, you got to show up. Let's just dive into this a little bit because it's too juicy for me to leave it alone. So, you know, the very common platitudinal answer is, you know, what's the number one thing to do to be successful? Follow the system.
So when you were saying that, I'm like, that's what I'm hearing. Like, that's what follow the system means. Not just like literally A plus B in the strategy book or the manual book, but it's like, be engaged in the system. Be a part of the system. So I love that. But. So here's where I kind of want to see what you're going to say next. And I have no idea what he's going to say. Okay, so. But I have to ask, why do you think a franchisee.
Because nobody buys a franchise to not be successful. Right? I started episode number one by saying that everybody buys. I help all the people. Last month, in the month of August, I helped five people say yes to the dream. In my slowest month of the year, five people signed franchise agreements through my process. None of them are going, oh, yeah, I hope this is the worst thing I ever do in my life.
Right? Everybody starts out to be excited and motivated to have all the belief. So where does it break down? Why wouldn't the franchisee follow the franchisor?
[00:07:09] Speaker B: I can't come up with a good reason to justify why that they shouldn't. There's probably lots of reasons they don't. I don't know if any of them are good, right?
Oh, corporate doesn't get back to me, or they don't know what they're talking about. Those are things. It's a really bad album that they're playing in their head.
Right? And those are, I think, what's causing. Because I believe I. I agree with you. I think when people show up to a Discovery Day or meet the team, they. They are so excited when they get that company swagged or so excited, they want to get it in a small for their kids and they're all bought in. But then something happens, you know that. Then they don't, and then what's worse is when they choose not to participate, then they sometimes will get other people not to participate. You go back to the last episode. You talk about brand build or brand value. What people don't understand, they're self sabotaging, right? When they're getting people to rally around, it's kind of like in high school. You know, who are the most successful people? Who do you hang with? You know, there's some people would hang on to certain steps and other people hang on the other steps on the other side of the building. And then which set of steps are you hanging on around? And if you're truly in the interest of building brand value, you are going to participate again. As I said, you don't have to agree with everything that's being said, but you at least have to participate. You have to hear and then you have to have constructive way to communicate.
And a good franchisor is going to be able to help facilitate conversation and so forth. But at the end of the day, the franchisor has to be the one who makes the final decision.
The reason that is is there's too many, too many emotions, there's too many personalities or too, too much history over all the franchisees.
Like, you have to rely on the franchisor. That's what you're paying the franchisor for, right?
[00:09:12] Speaker A: So I think what happens is you step into the unknown. Say yes to your, you know, for most people confront their biggest fear, investing their money in a business, right? And they dive head down into strategy and they lose sight of their true power. Then what happens is you're not successful, your fear level kicks up. And when your fear level kicks up, your ears turn off.
And now you distrust the franchisor. One of the things that makes Kim Daly the most successful consultant of all time in franchising is the story that I tell myself. That's a mindset and it's a choice. It's a choice to wake up and serve people, not to make money. The story you tell determines how you show up. How you show up consistently determines whether you're successful or you're not.
[00:10:02] Speaker B: I wish I had a system filled with Kim dailies. And I'm not just saying that to make you feel good, but it's true. And here's what people have to understand.
Franchisors, we all, we hire people and these are people who are moms, their dads, their sons, daughters or brothers, sister, you know, they have children, they, they have mortgages to pay. They're just like all of us.
Right. It's their job.
And whether, when I hire them, I could say you have to treat everyone the exact same. You have to do this here. Here's the reality. People are human and they're going to be gravitate towards people that they are inspired by, that they respect, that they like.
And even if corporate, corporate is going to make mistakes, corporate's gonna have a bad marketing program, they're gonna roll out a bad product.
It's going to happen. If you're a franchisee and you want to be part of the system and you really want the support, you want to be that franchisee that the staff can't wait to talk to, that they don't expect Kim Daly to be a yes person, but they know that if they talk to Kim, they're going to be inspired and they're going to. Kim has that likability factor. Kim's going to get phone calls back from everyone. And as a franchisee, that's what they want. I've never ever, ever, ever seen a franchisor's logo swag corporate gear. Say franchisor and the franchisee says franchisee. It's one logo on the jersey, it's one team. That's it. You're a team member, period. Everyone plays a different role, but you're all on the same team, right? Don't separate.
[00:11:46] Speaker A: To your point of us, you could have Kim dailies. You know, again, another shameless plug for the C suite. So my, the whole premise of this new mindset Coaching academy is not like some people, like, oh, you're just selling positivity, Kim Daly. I'm not. It goes way beyond having a positive attitude. Of course that's part of it. But where does that positive attitude come from? Because if it's fake, you're going to burn out on positivity. Right? There's something behind it. It's belief, it's passion. Because I'm waking up and living my own dreams and I feel totally in control. The Z Suite helps franchisees and even franchisors. I have franchisors that are students inside my academy, which I love. Because if you can build top down that culture of belief, that's the franchisor's job initially. But in time there's more franchisees than there are franchisors. Franchisees ultimately are responsible for the culture because to your point, you're either a culture maker or you're a culture breaker. And if you rally other people to your breaking cause, right, then you're as responsible for the demise of that franchise as anything else, whether you want to hear that or not. So in the Z Suite, it's not just for top performers. It's not just for bottom performers. I say, if you're human, you need the Z Suite because the Z Suite helps us go into our minds, which is where everything in our life is created before it's created.
That's what Einstein meant when he said imagination.
We are out picturing our lives all day long, every day. And we're talking to ourselves all day long, every day. So do the pictures you see and the stories you tell support the life you want or support the life you don't want?
Most of us, before we become aware, spend more time focused on what we're not getting, what we thought we were owed, what we wish we were getting, how frustrated we are. Why isn't it going the way I thought? Why is this so hard? And I'm not pointing any fingers. We all do it until you become aware that we are powerful creators in all. All of those stories and words and thoughts and feelings are creating your tomorrow.
So when you become aware and you go, oh, wow. I tell my kids. I've told my kids since they were little, and they didn't even understand what I said, Use your power for good, because that's power.
And the reason your business and your life don't reflect your biggest, grandest dreams is because you're using your power to create what you don't want. And when you come into the Z Suite, I'm going to teach you the science of it, because I think it's easiest to understand something tangible, like boiling water to steam. That's what we're doing. We're transforming energy, and that's what we're doing. And so when you start to become aware and you, ooh, should I tell that story? Tell a different story. That's just one piece of what we do in the Z Suite, but it's a big piece.
So I want all franchise systems to have a portion of their franchisees here. Not because it, like, the money is, like, irrelevant to me. Like, I want to give it away for free because I'm so. I know for a fact this is the work that's missing in our industry. There are far too many franchisees who are not living the American dream.
They have everything in front of them, and they can't figure out how. Or, like me, for eight years, they reproduce the same financial results. So they're asking for more, but they're not getting it. I can help you get unstuck Just like I did 13 years ago when I went from average performing to history making 350% more revenue in one 12 month period with nothing external to me changing. How did I do it? That's what I'm teaching in the Z suite. That's what you want to know. So anyway, John, like I love that you said that and I thank you for that and I want everybody to know what I know. In fact, one of my fellow franchise consultants allowed me to mentor her a little bit and she just had, she, I just called her the queen today. She just broke a record on monthly income in our company and she's brand new. Why? Because success leaves clues. And when you follow successful people not just with strategy but with mindset, you can get the outcome too. There's nothing special about me. I shared with her. She did the work, she got the outcome. What do you think is the second attribute to a successful or of a successful franchisee adoption?
[00:16:06] Speaker B: And let me explain that again. When I go back from my franchisor's perspective, my franchise, other franchisors would ask me what does it take to be successful?
And then I would ask them are they tracking their engagement scores? They'd look at me like what are you talking about?
Then I would say let's talk about your adoption, do track your adoption.
And what I mean by this is this isn't as clear cut but I'll give you an example. If a brand were to brands have certain system standards and they're going to roll out a certain whatever, let's say it's a certain business and they are going to carry a certain product, certain product mix, they need to understand right what the whole system, what percent of the system is adopting that product mix. And you have to track that.
And it could be on a service, how many, whatever the services that said brand is performing that they're supposed to be doing, they need to track that and understand what percent of the system is adopting this, right? Because I talked in the last segment about brand value. If franchisees in a system, if every franchisee is carrying different product, they're not following the same service or offering different membership programs or they're this and that. And no one's adopting the either recommended or better said the required process that the franchisor thing, the franchisor needs to track that adoption. Franchisors need to evolve. Franchisors can't sit in ivory tower, come up with an idea, disseminate it through whatever means dissemination vehicle that they want and then pat each other on the back that their job is done, they now have to go and they really have to inspect what you expect. They have to track the adoption and adoption there really shouldn't be much margin of error. I mean adoption is adoption. Okay, it's not like oh 8, 80% of the system adopted. No, you have to adopt 100 if you roll out something because if you're not adopting it, if then as a consumer, if a consumer were to go into the brand and Tallahassee, Florida or Boise, Idaho or wherever it shouldn't be hit or miss.
So as a franchisor you have to ensure your franchisees are adopting what's been rolled out.
I would then say this again. I go back to my top quartile. Any brand I've ever been part of my top quartile if I and not if because we would track it. My top quartile, they always had the highest engagement score and they are always just lockstep with adoption. They adopt what we're saying. They don't have to agree with it, but they're going to adopt it. That's why they bought into the system. There's method to the madness. If you want to build brand value which is going to be accretive to each franchisee, you have to have a non compromising adoption score. I said engagement is equivalent to culture.
Adoption is equivalent to discipline. If you have a low adoption score as a franchisor or a franchisee, you lack discipline.
[00:19:41] Speaker A: Okay, so from the Z's perspective, why do you think a Z wouldn't adopt?
Why did is it they just don't have faith or they don't have the money or what would be the reasons why if I bought a franchise system I wouldn't adopt to changes that they're asking me to make.
[00:19:59] Speaker B: The same reason that said franchisee wouldn't participate in a franchare event and learn it's something happened that they've lost belief, they've lost faith. And if that were ever the case, then the best thing they can do for themselves in the system is they should transition out of the system, do themselves a favor, do their peers or other franchisees a favor, life short, move on. But, but as long as you're in the system, be engaged and adopt the system. As a franchisor, you need to track it as a franchisee. Before I ever look or point a finger with anything, I have to ask myself am I following the system? Am I doing what they're saying and am I hearing what's being asked of me? Am I participating? Am I engaged.
Am I a culture builder? Right? Am I my disciplined enough to follow the system?
[00:20:51] Speaker A: I'll equate this. So I was a personal trainer for years. I'm a fitness girl. I don't know if you know that, John, but. So I have a personal trainer. He's an exercise physiologist. He's way smarter than Kim Daly ever was with our little ACE certification. But that's why I pay him, right? So but here's how I like I adopt, but I adopt through questioning.
Since I know something about training, I'm not a dummy. I'll be like, but why are you doing it that way? Now if his reason to me makes sense, I'll be like, okay, so like for example, we no longer do sit ups then apparently it's bad for your back. Like that went out in the 80s, right? So. Or the 90s. So you do a lot of these core exercises. So I took a couple of weeks off from training and I ventured down my own path and I was doing a little Pilates video on my phone at the gym and doing basic moves that he says are no longer good for you and who has a backache today? So, okay, I may be that franchisee because I'm a little bit hardheaded sometimes. Like, I think I know a lot. I mean, I, and I'm just like speaking up for the other people who are like me. Because sometimes if you have experience in a business before you buy the franchise, I tell you that can hinder you from being successful for this very reason versus if you know, you don't know. Like, there are people in my, I work in a small group, they're not questioning him. They don't know any better, so they just do it. I don't always do that. Is that bad? Would I make a horrible franchisee? I mean, I am a franchisee basically, but would I be like your nemesis?
[00:22:18] Speaker B: All right, now if I'm talking to a franchisor, every brand has a Kim Daly. And that's the art of being a good franchisor is open lines of communication. And you know what? Kim Daly may have such a good point that the franchisor really needs to listen to Kim and maybe rethink or understand.
But it's all, how did Kim bring her ideas to corporate? Did she do it in a constructive way? And was corporate open minded and willing and not being closed minded? Right. At the end of the day though, once a decision is made, then the decision has to be made and then people have to. You owe it to your Fellow franchisees.
Because if, when I was a Krispy Kreme, if we said we like chocolate dipped glazed donuts and but Kim did not like it because she thinks it compromised the tradition of the original glazed donut and she was hell bent and she wouldn't carry that chocolate dipped glazed donut.
That's not good. And even regardless of Kim, like chocolate dipped glazed donuts or not, if I'm a consumer and I went into Kim's and I'm gonna, I wanna get a dozen, I want six of them, chocolate glazed and we don't carry it. Why? Because Kim doesn't like it. The person who's going to be disappointed as a consumer.
[00:23:42] Speaker A: And it's also, I think I'll add to you, it's not just like how I approach, but when, and this takes me to like when I'm working with candidates and I'm coaching you for your Meet the Team day event and you know, we have the kind of, the awkward conversation about like, you know, not everybody at that group will be approved. Right? And that a lot of that speaks to episode number one where we already talked about franchisors have to be very selective. The good ones have to be very selective about who they're offering the franchise to. But from the candidate's perspective, the person who wants to become the franchisee, you have to use some emotional intelligence about what this day is about and when to ask those questions, right? There's always like that one person who's like, you know, like a dog on the bone, like asking the question. And it's not the question, it's the tone. And then it's the follow up and the follow up, you know, and you're in a group setting and everybody's there to sort of like, you know, feel the brand and be excited about the opportunity. And then you're just like this wet blanket, you know, and that doesn't mean you can't ask difficult and challenging questions even after you're a franchisee. It's kind of the same idea. It's like, when are you asking them and what's the tone and the spirit in which you're asking them? Is it to cause an argument or is it to genuinely learn? And that's self awareness, right? And it's like, hey, when I'm, I, I'm very self aware, as passionate as I can be. Like sometimes I can be passionate when, especially when I'm the mama bear. It's things that like kids, school and I've like learned don't respond right Now, Kim Daly, nothing good is going to come out of your mouth, right? Go for a walk, sleep on it. You can still respond in two days, right? And when I respond in two days, I'm going to be an entirely different mood and entirely different mindset. And it's kind of that same thing, right, John?
[00:25:26] Speaker B: Yes, I would say in agree, I'm in total agreement. And it's seeking to understand.
So often people are so quick to challenge when really what they should be doing is seeking to understand, help me understand why this is.
And then if they don't agree with it, then pause and think about it to your point and say, got it. All right.
Especially at a Discovery Day, seek to understand. Ask the question. That's not a time to challenge, right? That you're seeking to understand. Take it back, process, work with your Kim Daly, explain, and then, you know, let time help you.
[00:26:03] Speaker A: And when you zoom out, I think by and large you just have to figure out, like, is there enough? Like, if you're a person who has very strong opinions, it doesn't mean you can't find a franchise system where your opinions are going to be heard and validated and you'll have the right to, you know, express them. There are some systems where they're just so established and so proven and so, you know, like, no, every eye is dotted and every T is crossed this way because we've been there and done that, right? So, and that's part of working with an experienced franchise consultant. Because I know, you know, in a category, let's say the painting industry, I could have 10 franchise brands and I know the culture of each one. I know the one where the person who wants to challenge it is never going to be approved. And then in the same industry, another franchise or with a very different culture where you would be very welcome and they'd be receptive to you. And often it does have to do with emerging versus more established and proven, but sometimes not right. Sometimes it's just more just the culture of the franchise. So that speaks to also like to John's earlier points in episode number one, not buying a franchise through a Google search, but using an experienced franchise consultant. Because I can align you to the right types of franchisors, where you're going to find that resonance and where you're going to find that if I am that kind of person, which I pick out very easily in consultation, you know, where you're going to be met with enough of a safety net so you can't go off the rails, but enough openness. To where you feel you can grow there. Like, that's what I found at Franchoice. Like, let's be real, like, I'm 20. I was an entrepreneur, I'm still an entrepreneur, while I'm basically a franchisepreneur. But, like, at Franchoice, there was enough structure but enough freedom for me to thrive. And look, I've been here for 23 years. You know, nobody told me to do things that I've done that have made me, you know, build the business. I have. They. They gave me a certain framework to work within, and then I took it and then I applied myself to it. And so, long story short, I mean, I. I can help you with that if you're out there, but I think this is a very, very valid point because we're all humans and we come with experience and we're not dummies. I just helped a guy and he told me that every time I challenged him, he's like, I'm not a dummy. I'm like, why am I implying that you are? I'm never implying that you're a dummy. Right. But I'm just saying, like, if you want to be a part of the franchise, you've got to let go of that a little bit. Ego. That ego and that control and surrender. Because this particular franchise had no failures since 2016.
No resales. Why? It's too good. Nobody's selling them. Right. Like, a hundred units open, 300 sold. Like, there was, like, literally no red flag. And he was just challenging. And I'm like, you gotta. You know. And then in the end, we got him approved, and hopefully he learned through the process that he's going to follow their lead first and ask questions second. But it's. We're just all humans. I'm not judging. I'm just here to guide and help you so that you can align yourself to the right franchisor and then align yourself to be successful within the franchise. That's what we're talking about here. All right, awesome. So we've said engagement and adoption. These are not things I would have ever thought to say. This is why, like, I'm so glad I turned this conversation on you, John Raji. So. But it's all good. It's all things I say, just not in the way that I say it. So that's what makes it so fun. So what's the third attribute to it of a successful franchisee?
[00:29:26] Speaker B: Yeah, so you had mentioned it earlier on what's within my control.
Right.
And I call these keys to victory.
Okay, so People very often will say, KPIs key performance indicators.
My KPIs, in my opinion, are that's your score after the fact.
Okay? Like, for instance, if a brand. While your KPIs, you need to have X closing rates, you need to have X number of leads a week or a month. And you're. How many new leads did you have?
What's your closing percent?
What's your average ticket? Okay, those are typically KPIs. What the franchisee and franchisor need to know, what are the keys to victory? What are those things that they need to do that you as a franchisee need to do to be able to achieve those KPIs?
I'll give you an example. I had a brand.
Yeah. The founders were very young.
I love. They were such great people.
And the co founder also is marketing.
And one day she wasn't acting like herself and there was a new brand. They probably had like 20 franchisees.
And I said to said person, I'm like, you doing all right? He's like, no, it's. This is like the hardest thing. I'm up all night.
And I'm like, why? She said, because my franchisees, they're not getting the number of leads that they need to. To be profitable, to be successful. And they're all asking me. And I said, I said, oh, my goodness.
I go, wait a minute. Why do you think that's your job? And I said, I go, okay, then maybe I'm not doing my job as a mentor to you as a young franchisor. That's not your job, right? Well, you will. Your job is, is to teach your franchisees what the keys to victory are for them to do when they wake up in the morning and before they lay their head on their pillow at night to ensure that they did it. That you as a franchisor, it's your job to equip your franchisee with the keys to victory. These are the things you need to do to be successful. We as a franchisor, that's our job, is to teach you what the keys to victory for which you're responsible to go out and do.
You need to know what those keys to victory are. The problem here, by people not understanding the importance of KTVs, this poor gal, this poor founder was sleepless nights because she had 20 new franchisees. None of them were successful.
She was thinking she had a bad.
Did she hire the wrong lead gen company?
Did she do this?
Well, she's not sleeping. Her franchisees aren't sleeping right. Then I asked her. I'm like, tell me about your business, the one you built the franchise off of, that was in a said market and it's doing millions of dollars.
What did you do? Oh, well, I did this every single day. I'd be networking, I'd be talking to this group, and I would be dropping off candy dishes. I would be refilling the candy dishes. I would be. Okay, how many candy dishes a week were you passing out to these referral contract partners? Oh, oh, I don't know, like 50. And he said, what would happen if you weren't passing out any candy dishes? I'm making it. Right. And, well, then our, our leads would go down.
When these candy dishes would be empty and you didn't go back and refill them with your branded company, branded candy, then what happened? Well, they eventually just got rid of the candy dishes and just took them off their desk. Versus what happens if you kept refilling them?
Well, I get more leads like, okay, how many candy dishes a week are your franchisees pass out? Well, none. I mean, we're, we haven't. That's not part of the system. Well, why? Because wasn't that a key to victory for your success?
Yes, but they're my franchisees now. I'm responsible for doing it for them. That is. I said it's. No, you're not responsible. It's like a parent.
Right, A parent. You have to teach your kids to do certain things because eventually they're going to move out of the house.
They have to figure out how to do it on their own.
And franchisors who don't teach ktv, they're doing. They're. They're in for a rude awakening and they're doing a disservice to their franchisees.
Franchisees who are expecting that corporate is going to do it for me, they are delusional and they're in for a tough road because I would never.
If I'm investing my life savings or more, my 401k, the last thing I'm going to want to do is rely on anyone else to, you know, make me successful. What I'm going to do when I buy the franchise system is I'm going to say, what tools and resources do you have that you're going to be able to teach me that are within my control, that I know if I do this that I am not guaranteed success, but I'm going to have a much greater likelihood of success if I do these things.
[00:35:24] Speaker A: So KT leads, this is my ownership versus ownership Business ownership is always about customer acquisition. Always. If every business had all the customers that ever wanted or needed, no business would ever fail. I dare you to think about that and challenge me if you believe I'm wrong. Having enough customers cures anything that ails your business. You can be the crappiest at delivering your service. You can have employees turning over and over, but if you always have enough people spending money, it's going to correct. Now, obviously you don't want to run a big sloppy mess over time, but this is the thing I. I preach the most about. And it is preaching on my soapbox, on Kim Daily tv, and in the Z Suite. That's the thing that I woke up in my ninth year and was like, I want to make more money. How do I make more money?
I got to help more people. How do. How do I help more people? I got to know more people.
And in my ninth year of business, John Rachi, I was like, oh, I'm not a consultant. I'm a prospector. And that one mindset shift changed everything, including history and franchise consulting. And you know what? So I never went back to average performing.
Why? Because once I saw that, I could never unsee it. Once you see truth, you can't unsee it. Now you can. I could refuse to look at it, but this is not my personality, right? I'm in control, baby. Once I saw that this was the gas pedal, I'm pedal to the metal every single day. And am I grinding it out? No. Because if I was grinding it out, I would have burned out.
But instead, year over year, I just got better at it.
I went from doing seven figures in a year to seven figures in six months to seven figures in three months, to cutting my hours in half. I've done every single thing with my business. It's in the palm of my hand. So when you call me and you're like, Kim Daily, I want some of you. Why are you so passionate? I know what you want. It's why I started the Z Suite.
It's not my passion. You want your own passion or version thereof, but what you want is control.
And you can never have control when you give your lead flow to your franchisor ever.
It's what we do as business owners. So, I mean, I didn't set him up to say that one, but that is my number one soapbox right there. John Roche, you just hit the nail on the head. It's why I've actually been invited multiple times to be keynotes. Because imagine franchisors love It. When Kim Daly says, don't rely on your franchisor for leads.
He'll pay me any amount of money to get on stage and say that. Why not? Because it takes the. Makes them not the scapegoat. Because it gives you ownership. You want freedom.
Freedom comes through owning customer acquisition. It's the only way.
[00:38:20] Speaker B: Well, you know, it's funny, you had mentioned the Queen or however you referred to her. Who? Someone you're mentoring at Fran Choice.
That's a perfect example. So I don't know what you said to this person, but I would have to imagine you shared your keys to victory, your KTVs, and this person adopted those KTVs. So, number one, she was engaged.
Okay, she was engaged. Right. Culture. She reached out to someone in the system. She was engaged.
She wasn't a lone wolf who joined Franchoice and was expecting corporate to send her leads. Nope. She got engaged. She participated in Franchair event. She. She got a hold of Kim Daly. Kim Daly shared her keys to victory.
She adopted these keys to victory, and now she just had a record whenever she had. So it. It's fundamental. It doesn't change you.
Be engaged, adopt and understand the KTVs.
[00:39:29] Speaker A: And, you know, it's so simple. Sometimes our egos are like, you know, and I use ego in the term of like, it's what drives us.
Our minds want it to be more complicated.
Right? Like, we always want to complicate everything. I'm like, you have no idea how simple my business is. Like, people make all kinds of jump to all kinds of conclusions. I can't be Kim Daly. Like, you don't even know what you're talking about. Like, I'm so simple, I don't even keep what I'm doing on in the computer. It's all on paper in front of me every Sunday. I'm just intentional. I made a big thing small. It's a daily goal and a daily focus. This is so amazing. I mean, clearly, this man and I, maybe we're going to teach a course together. Maybe. This is a preview. We want to know if you enjoyed this. You got to put in the comments below. Like, I love this. These two people need to put out more content because I think this might inspire us to do that. So if you love these episodes, please leave a review, let us know what your takeaways were, let us know even other topics that you would enjoy learning from both sides of the fence, especially from this man who has, you know, graced many stages and has been in all parts of Franchising and excelled, and he's just a leader in our industry. And listen, I mean, he just spoke to us for almost two hours, and we probably just touched the surface of what he knows.
John Rachi, thank you so much, number one, for blessing Kim Daly by reaching out. And I. I have to say this. So back in, like, 2018 or 2019, when I first started my YouTube channel, I receive a handwritten note, and at that point, I think you were the. Were you the president of the ifa?
[00:41:06] Speaker B: No, just run on. I was on the board of directors.
[00:41:09] Speaker A: Okay. He signed it something like, official to the ifa. I knew you through a franchise, but more of you than I knew you personally. Anyway. Young consultant making my way in the world. So he watched one of my videos, the top 10 biggest myths in franchising, and he takes the time to handwrite a note and mail it to me. Like, who sends handwritten notes? It's still on my bulletin board over there because I was like, oh, my God, somebody famous in franchising is watching my videos. Like, you blessed me then you blessed me. When you reach back out to be like, hey, what are you doing in this coaching business? And you bless us now with all of your wisdom and your time that you dedicated to this. I can't wait to just get this all edited and out there for my audience and for your audience and to see what may happen next between the daily coach and the franchise mentor.
So thank you so much for being our special guest. Really, it's been an honor.
[00:42:08] Speaker B: All right, well, thanks, Kim. It was my pleasure. Was all mine. Appreciate it.
[00:42:12] Speaker A: It's so great. Well, for those who are inspired to get into your own game of business ownership, but through franchising and you want Kim Daly to be your franchise consultant and your daily mindset coach, you know the drill. Follow the link in the description right now, because I can't wait to meet you.
You can find more content just like this on my YouTube channel at KimDaily TV. And if you're inspired to take the next step to explore franchises matched to you, please, please email me right now at InquireimDaily TV. That's InquireimDaily TV.
