Popeye's 2005 Annual Report Download - page 8

It seems like whenever a new Popeyes restaurant opens,
excitement follows (see the sidebar, for a recent example).
And it’s easy to see why: nobody else offers Popeyes combina-
tion of flavors and choices—even for restaurant development.
Fulfilling needs and providing resources
The year 2005 was a solid one for Popeyes Development.
We are attracting new franchisees to the brand and stimu-
lating growth from existing franchisees for a number
of reasons. First, they know Popeyes offers a unique menu
and flavor profile that customers love.
Second, they know that we are more committed than ever to
their success and the success of the entire system and are
implementing the steps necessary to fulfill that commitment.
Third, our Development team worked to reduce new
restaurant and re-imaging costs, which provided greater
incentive to develop new restaurants and re-image existing
units. We saw a solid increase in re-imaged restaurants in
2005 and we anticipate a continuation of that trend in 2006
as we push toward a goal of having all restaurants in the
system re-imaged by 2008.
Fourth, and probably most important, was the transition
from a centralized support model to one in which opera-
tions, development, and field marketing people live and
work in the markets they support. This new model enables
our field-based team members to form closer rela-
tionships with franchisees and have greater
insight and knowledge of the market, cus-
tomer base, and franchisee needs and
issues. For the development team, this new
structure fosters better relationships with
developers and brokers in the area, improving
the development process. Decentralization sig-
nificantly improved our franchisee support sys-
tem and was instrumental in our ability to
attract many new quality franchisees in 2005—
and is why we expect the trend to continue
in 2006.
Maximizing Development
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