Multi-Unit Franchisee Magazine Issue I, 2016 | Page 46

“I feel a large part of my success is because I am in only
one brand and I know it like the back of my hand.”
franchising. “Governmental regulations
such as minimum wage increases, ACA,
and NLRB issues have put a strain on
margins,” she says. “Also, more and more
competitors are offering breakfast and
new concepts are popping up everywhere,
so we are constantly fighting to keep our
market share, and that also has an effect
on margins.”
Despite these challenges, Lafreeda
says her stores and the Denny’s brand
continue to enjoy strong sales numbers

and traffic. “Our newest remodel package is proving to be very successful and
guests and employees are giving us credit
for it,” she says. “It’s my goal to upgrade
as many locations as possible as we are
seeing happy employees and increased
sales at all of our newly remodeled sites.”
She continues to be very involved
with the Denny’s Franchisee Association where she serves as a director and
treasurer. She also serves on several other
committees for Denny’s, including its

Development Brand Advisory Council,
Pilot/Flying J Committee, and Corporate Social Responsibility Committee.
“Denny’s has a very good franchisor/
franchisee relationship,” she says. “There
is a lot of inclusion, testing, and a share
of voice, which I believe has helped make
our brand stronger and better.”
For now, Lafreeda says she looks forward to “spending time with my family
and friends, supporting my community,
and building new restaurants.”

MANAGEMENT
Business philosophy: I am often asked to open other restaurants or concepts,
and while I am often intrigued and have the means to do so, I feel a large part of
my success is because I am in only one brand and I know it like the back of my
hand. I also believe in the win/win philosophy and always giving back. I reinvest
in my business and I always try to do the right thing. I am never afraid to ask
for help or take a risk. I live by these philosophies and believe they are the core
reasons I have been so successful.
Management method or style: I believe in transparency and a win/win
attitude. I feel we all win if all parties at the table are happy.
Greatest challenge: Finding and retaining good talent.
How do others describe you? As someone they can count on. If I say I
am going to do something, I do it. I am hard-working, organized, and I get things
done. I care about people, I am fair, I like to have fun, and I believe in giving back.
One thing I’m looking to do better: Get a better handle and long-term
strategy for all the facility issues we have. With a large fleet in multiple states it
is a challenge, especially in small cities where there are not a lot of vendors to
choose from.
How I give my team room to innovate and experiment: I am always open to new ideas and change. Some of the best ideas for innovation and
progression have come from my team.
How close are you to operations? Very close. My VP of operations and
I stay in close communication with everything that goes on operationally. While I
don’t get to the units as often as I’d like, I am still deeply involved in all that is going on. I have a strong and seasoned team and they do an excellent job.
What are the two most important things you rely on from your
franchisor? Delicious craveable food offerings at a great value and a great marketing plan with a strategy that drives traffic into my restaurants.
What I need from vendors: Honesty and innovation to help move my business forward.
Have you changed your marketing strategy in response to the
economy? How? Absolutely. Fortunately, Denny’s is very proactive in this arena. They are always looking at our value strategy to be sure we have something

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for everyone while paying close attention to cost-per-plate, product availability, and
execution. We have an arsenal of products and strategies to tackle the economic
challenges that come our way. Additionally, each year I also invest additional funds
into local marketing co-ops across the country that allow me to make local-based
marketing decisions that may be more tailored for my specific regions.
How is social media affecting your business? It greatly affects us, on
both a positive and a negative side. It is a great vehicle to attract customers, build
business, and send immediate messaging and offerings out. It is also something
we have to pay close attention to as a perceived bad experience in a restaurant
can taint a location or a brand.
How do you hire and fire? I have been very fortunate that my core team
has been with me a very long time and I have not had to hire or fire anyone in
many, many years. When I do have to make a hire, I look for individuals who
share the same business philosophy and understand the importance of the guests
and the restaurants. They have to have a broad understanding of the 24-hour business and have great people and support skills. The last time I fired someone was
because they did not have the right skill set and were in over their head. I believe
in the end they were relieved and happy that they could do something they were
better suited for.
How do you train and retain? In order to stay relevant, you have to continuously train and develop your team. We are fortunate that De