After talking to other franchise owners, I realized something:
My average store sales & gross margins were too low
I was leaving so much money on the table.
Not just money for me, but for my managers & techs as well.
Unfortunately, pep talks & meetings weren’t going to move the needle.
I needed to change the bonus plan, which is never fun.
Employees always think you’re trying to screw them over.
Owners are worried they did the math wrong, will overpay, and destroy cash flow.
So I took my time. I learned from others. I weighed the pros & cons of each approach.
I modeled out scenarios for great/good/bad to see how they would affect payroll & cash flow.
Here’s what I got right:
I started paying on the best metric.
I reward progress, not just performance.
I made sure nothing was paid if we didn’t make anything
I created urgency to push harder at the end of the week & month
The results:
I started this 8 years ago with 3 shops.
Today, I own 35 and have grown sales every year.
Our best managers make $200K+ with this plan.
So I’d say it’s worked pretty well.
Tomorrow, inside the Cash Flow Club, I’m releasing the full breakdown.
I’ll walk through the logic behind each component of this plan.
I’ll share the exact spreadsheet so you can plug in numbers to test different scenarios.
Join Cash Flow Club today for just $29/month or $290/year.
Cancel when you’ve made enough money.
Every Tuesday at 12pm EST you get insights, strategies, and tools directly from my 8-figure franchise business.
Cheers!
Brian
P.S. As soon as you join Cash Flow Club, I’ll immediately send 7 of my favorite bonus plans that cover managers, individual sale reps, mobile route managers, and leadership.
