Five years ago Steve Hansen, Managing Director of River Rooster in Western Australia, had a business struggling in many areas. Too little funds, too few staff and everyone doing everything in the business.
Steve said, “My partner and I were both good at lots of things and we both wanted to do these things. I had a finger in every pie. It resulted in a bit of production occurring and a lot of no-production in the areas we just didn’t consider.”
With no formal organisational system being used, there was no solid structure that the company could build on and expand into the future.
An opportunity came up for Steve to implement the Hubbard management system with Linda Steele at the Perth Business Expansion Club. At that time, in Steve’s words, “The company was breaking even – just.”
Implementing Hubbard management systems into the business, starting with an organisation chart, allowed for the first time ever a clear-cut delineation of duties and responsibilities and accountability.
“For the first time I could see the business and exactly who did what. What followed was a system to measure each individual’s production. I could then see who was productive and who was not and take necessary actions.
“A simple fast-flow communication system followed which allowed the key principle of fast-flow management to be a fact.
“We were soon very solvent and very viable and expanding. Becoming organised was a dream and putting all the staff into training in the Hubbard management systems became possible.
“We have written up the policies for each area – policy arises from the successful actions which have been found to work – allowing responsibility to be pushed down the organising board to the individuals over each of the divisions. They now make the day-to-day minor decisions usual to a successful business.
“As the owner, this frees me up so I can wear my hat which is looking to the future and directing future expansion instead of being caught up in the day-to-day handling of each of the hundreds of details – which frankly, anyone could do.
“That is, anyone who knows where the company is going, knows the policy we have written up for their divisional area, and who is willing to take responsibility for their decisions.”
Three years ago Steve, his business partner and Linda undertook a massive project to change the image of River Rooster. “We were by then stably profitable with all stores doing well at the time, but we were looking tired, and our customers were telling us that,” said Steve.
As the President of the Western Australian Franchising Council, Steve is interested in rapid expansion. Linda conducted an extensive survey of customers to find out what they needed and wanted and a name change was at the top of the list. The company was being associated with their main competitor and it was impossible to grow the brand under those circumstances. Using Mr. Hubbard’s survey and marketing technology, a new corporate image and brand emerged: ‘CHOOKS…fresh & tasty.’
In the first week with the new name and image, the company’s statistics rose 18% and continued from that point. Since that time, Steve’s business has increased to 31 fast food retail stores, with stores now open in the Eastern states. The company expanded its stores from 15 to 30+ in 3 years. The level of enquiry from prospective franchisees is at an all-time high. Steve plans to expand the company to 180 – 200 stores nationwide in the next 5 – 7 years.
The company has been awarded the Model of Admin Know-How by WISE ASIA PACIFIC for six consecutive years. Of all the business awards out there, this one is the most vital as it represents effective systems going into place so you, as the owner, can put your attention where it is needed – on target to achieve your game plan. “Without a doubt, our expansion and profitability has come from the implementation of Mr. Hubbard’s management system.
“We continue to rise to greater heights on a daily basis because of it. Not only do we have the opportunity to continue to rapidly expand, but we can do it effortlessly now.”
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