The multi-unit operator point of view is more of building an organization. From real estate, capital investment and people development, it is a very different environment. And the people development is the most critical aspect for success.
Bill Welter's name may not be familiar, but one small phrase he created decades ago will place him for you immediately: "Where's the beef?" Yes, Welter was executive vice president of marketing for Wendy's when that famous campaign made a star out of a little old lady named Clara Peller, and gave Wendy's a real boost in the marketplace.
Franchising's great strength has always been that it is adaptable. Combining two kinds of ownership, one general, the other close to the ground, has given these systems quick reflexes in an ever-changing economy.
Seattle's Dennis Waldron is still in the early stages, but he's by no means an amateur. For 10 years he was president of Cinnabon, where he introduced franchises and grew the chain to 400 units. After Cinnabon was sold, "I looked at a number of opportunities and finally settled on being a franchisee," he says. More than that, Waldron set out to be a multi-unit franchisee.