Shutdown of the Blog

Our public communication with everyone will now be closed.  This will be the last post on this blog for the foreseeable future.

The internal portal of breadnet.ca is ready so we will be taking the discussions internally from now on.  I’m sure CBCL has mixed feelings about that.  Anyone that has been reading the blog from around the world, I would like to say thank you for all the emails and support.  I will be contacting you to see if you would like to be guests within our portal.

Here are just a few previous blog favourites of mine I’d like to share;

How about this back on Feb 6^th tries to figure out our route statement reports.

Conviction is Contagious on Feb 13^th talks about how we need to communicate with each other and collect our contact information.

Long Term Horizon on Feb 22^nd gives a long term outlook on how the NBN should be formed.

Dear Franchise Manager on Mar 12^th was an open letter to the Franchise Manager asking to breakdown reasons for Category “A”.

Trust is Needed on Mar 20^th explains how CBCL needs to be truthful and honest with the network and how it was their deception that led to the formation of the NBN.

Imagine the Possibilities on Mar 23^rd gives some ideas on how far we can take the NBN.

Trying to Open the Lines of Communication on Mar 25^th was a letter that was couriered to Barry McLean; President of CBCL Fresh.

Commission Task Force Communication Update on Apr 3^rd explained our concerns on CBCL’s attempt to change the revenue tables.

Private Label Push on Apr 29^th gave a look into our future as to why CBCL was launching more P/L products.

Why Now? on Jul 24^th we started to highlight the changes in CBCL behavior as we built the NBN.

Motivating a Dependence on the Franchise on Sep 9^th was our big one.  Over 63 comments (most from Franchisee wives) were posted on this blog.

Workplace Violence and Bullying on Oct 26^th outlined some key concerns on how CBCL employees were making comments and creating workplace issues that affect all of us.

What is fair? on Oct 28^th asked questions on what business decisions in this system make sense in today’s business climate.

How To Play A Strategic Game on Nov 14^th talked about how CBCL is planning and strategizing for the long term and how we need to do the same.

Looking back through these posts gives you and idea of where we have come.  Our message has always been consistent.  We have always talked about being professional and holding everyone accountable.  Our ideals and goals were set a year ago and we have not wavered from those.

I’d like to say thank you to the Franchisees who have paid dues to the NBN.  It’s been less than a year and it’s been amazing.  We’ve accomplished so much this past year. 

For Franchisees who have not paid dues to the NBN;

Honestly, I have a hard time understanding why.  You and your business are a drop in the bucket for CBCL.  Consider this; if you have a small account that takes two trays of product twice a week; Would it really bother you if you lost the account? Or if they were mad at you for something you did that affected their business?  You would do what you can to mitigate the damage but you wouldn’t change your business practices to suit their needs.

Now what if you had 800 small accounts coming to you at the same time.  Would you be operating a little different tomorrow?

When it comes to the excuses I’ve heard, there are a few that stand out;

1. Distrust
2. Expensive
3. Fear
4. Free-Ride

1. There should be no distrust.  Someone in your depot has probably already paid and you know at least one Franchisee from your region that trusts enough to pay their dues for his (and your) future.  He has trusted that you would do the same for him.  He gambled on you!      2. It is not expensive.  The $8000+ CBCL has taken from you this last year and every year ongoing is expensive.  The Millions of dollars taken from the network is expensive.   3. There is nothing to be scared about.  No one knows who has paid and it stays that way.  CBCL has no right to, nor will they ever get that information.  We are the most effective distribution system for CBCL.  Why would they switch every route in Canada to franchises otherwise?    4. Free-riding; well I just love this one.  I’m a big believer in karma.  And karma’s a bitch if you’re an idiot!

Ultimately all of these excuses are just that.  Excuses.  Reasons or justifications as to why you think you’ll be better off not paying your dues.  Every Franchisee should pay their dues because it is a wise business decision.  No other reasons matter.

The $2000 investment will provide you a return.  It is an investment in your business.  It is an investment in your life. Your NBN dues are more important than truck insurance or any other expense within your business.  NBN dues are insurance FOR your business!

We are always here and we welcome any Franchisee wanting to join and contribute their dues.

National Bread Network

1288 Commissioners Rd. W.

Suite 200

London, ON

N6K 1E1

P: 1-519-204-8630

F:  1-519-204-8650

Email; members@breadnet.ca

Think a year from now and there are two scenarios that will play out.  One is that the NBN fails.  Not enough Franchisees sign up and pay their dues and we end up dying out.  CBCL reigns without checks and balances and all of us lose.  Every Franchisee will lose.

The other is that we survive.  But not only that, we thrive.  We build and grow stronger.  Each of us will be responsible to grow and build the NBN one at a time.  Consider the NBN like an ideavirus.  Each of us will spread the NBN ideals to the rest of the network and the rest of the Country.

This is where we go from here.  We spread.  We collect data and communicate.  We study our system and systems surrounding us.  We build on our relationships within the media, government, grocery industry and franchise world.  We learn from these relationships and extend our ideas to others.  We protect our investments and we build our equity. 

The NBN is a permanent fixture in our system now and we have changed it forever.  No matter what happens in the future, the NBN has taken us in a new direction.

“I know not what the future holds, but I know who holds the future.” Anonymous

We now guide our own future.  Deciding whether or not you want to continue holding the future in your own hands is the choice you make today.

Tim Hortons Franchisees

Here is a blog from an ex – Tim Hortons Franchisee.  When you read through it, there are some scary similarities. 

One thing to realize is that there are other Franchisees in other systems trying to protect their families, their investments and their futures just like us.

You Should Support The NBN

This business is going to change.  Whether you or I like it this business is always changing.

Regardless of how big your route is, how close you are to the depot, or how “sweet” your major is – eventually things will change.

Do you think CBCL cares about what happens to you the individual, the value of your route, or whether you can pay your mortgage, put your kids through school, or take a holiday? 

If both you and CBCL profit; then great!!

……but if it takes your loss to make a profit for CBCL…..

Well when this happens you would be better off to have the NBN in place to prevent that from happening!

The Close of a Year

It has been a year now since we (Franchisees outside of our depots and regions) really started collecting emails, making phone calls to each other, and communicating on a regular basis.  We have come a long way since then. 

How do you measure success? 

1. Established a not-for profit corporation with a board of directors.
2. Created innovative weblog in January 2009 (jefflefler.wordpress.com, 1^st Canadian franchise system weblog).
3. Established and maintained very high weblog traffic: 49,159 views in 296 days = 166.1 views/day).
4. Fostered high franchisee involvement in weblog: 124 posts, 591 comments or 4.8 comments/post.
5. International weblog commenters: Australia, United States, New Zealand.
6. Participated as the only Franchisee attendee at the Ontario Bar Association franchise law conference in Toronto.
7. Established national NBN head office.
8. Recruited and maintained consistent, key person free-lance consultants: marketing and franchise.
9. Started cost-effective legal relationships: internationally recognized libel/new media lawyer and local corporate counsel.
10. Was only threatened once with contract termination.
11. Investigated forensic accounting relationships.
12. Created proprietary, multi-user contact management software membership database.
13. Planned the following programs: Depot Watch, suppliers, financial analysis.
14. Archived all emails, contacts, documents and paperwork.
15. Supported registered membership excellence at depots with +90% paid.
16. Implemented 1^st national membership campaign.
17. Created NBN website portal without provoking a retaliatory lawsuit (savings = $30,000).
18. Instrumental in having CBCL pay back Hand Held Computer fees (Network savings = $500,000).
19. Made presentation to CBCL executives regarding franchisee health and safety concerns.
20. Met personally with Mr. Barry McLean, President, CBCL Fresh, Toronto.
21. Frequent communication with Ms. Robyn Thompson, CBCL Vice-President of Franchising.
22. Founded first national independent franchisee association (IndFA) for CBCL Franchisees.
23. No NBN Board of Directors were directly threatened or retaliated against by CBCL.
24. Communicated and shared information to every province in Canada.
25. Made multiple information/recruitment trips across ON, AB, and BC.
26. Instituted membership category for former Franchisees (paid NBN alumni).
27. Established Ontario and Western Canada NBN leadership roles.
28. Documented to CBCL the potential for workplace safety issues.
29. Documented concerns to CBCL regarding food safety.
30. Created Work/Life Balance model (and had it almost immediately copied by CBCL).
31. The NBN was officially recognized by CBCL executives.
32. Successfully positioned CBCL to recognize the Right to Associate for all Canadian CBCL Franchisees.
33. Encouraged and developed communication between Ontario and Western Canadian Advisory Council members.

 This is not a comprehensive list as there are some things that are not intended for public viewing and will be detailed within the privacy of our new InFA’s internal portal.

This has been one successful year for our Network!!

NBN Merchandise

We are taking orders for our new NBN clothing line!!  All orders are due in to the NBN office by December 15th

For this order we have 3 items;

A: Jacket — $199.00 — Sizes XS – 3XL

Black/Grey, Full zip bonded soft shell has a colour blocked side panels. It’s durable fabrication makes this style great for year round wear. Chest pocket, shock cord waist, zipper garage at neck and stretch side panels.

B: Golf Shirt — $99.00 — Sizes S – 3XL

Navy/Silver, Polo features asymmetric colour-blocked mesh side panels engineered with 3M™ developed wicking to further enhance moisture transfer and help keep you dryer and more comfortable.

 C: T-Shirt — $29.00 — Sizes S – 2XL

Oxford Grey, Enzyme Washed, 100% Cotton, 1×1 Knit Crew Neck, Taped Neck & Shoulder Seams, 8mm Metal Stud – Bottom Right on Side-Seam.

There are plans to extend our NBN merchandise to gloves, pens, notepads etc. as we grow.

The items above, and any additional items produced and distributed by the NBN, will be high-end quality items.  We are not willing to put the NBN logo and trade name on poor quality items as we feel that our merchandise is a representation of the NBN and we take pride in holding ourselves to a high standard.

Logo embroidery, sales taxes and shipping costs are all included in this price.  As we build our merchandise program, and any additional buying programs created, 100% of all revenue (kick backs) associated with these programs will be invested back into the NBN. 

Email merchandise@breadnet.ca to place an order.  All cheques are made out to National Bread Network.

Every Unit Short

Each unit shorted/damaged costs a Franchisee a $1.00.

Between lost revenue and lost time involved to fix the shortage we lose a $1.00/unit.  Look at your load sheet tomorrow and add up the losses.

Are We An Income Stream?

What sort of dollar amount does the Network contribute to CBCL’s bottom line?  How much of a revenue stream are we?  I wonder if our contribution offsets an entire department‘s expenses on a yearly basis?

Every 5 years could we be a $100,000,000+ revenue stream for CBCL?

Mix Shift Analysis

Does anyone know the impact of what a 1% product mix shift does to our revenue stream?

All things being equal; if 1% of our units shift from Branded sales to Private Label sales, how much does that affect our bottom line?

How much does that affect CBCL’s bottom line?

What has been the mix shift trend over the last 5 years?  How has that impacted Franchisees and CBCL?  How has that been taken advantage of by CBCL?

Any one Franchisee has the raw data to crunch these numbers.  But who has the time.

This is what the NBN is.  This is what the NBN does.

Commodity Costs

Looking back over the last 5 years, how has changes in commodities affected our business?

What impact did that have on Franchisees; both direct and indirect costs?  What losses were incurred by the Network?  Where did those losses come from?

What impact did wheat costs have on CBCL?  What is as big an impact as previously stated?  What is exacerbated due to media coverage?

Does any Franchisee have the time to quantify and understand these variables that affect each and every one of us?  Anyone paying attention to future trends?

NBN has the ability to provide this information to Registered Members.  It’s about having a better understanding of our businesses and our system.

50,000

FIFTY THOUSAND HITS!!!!

Unbelievable. 

First post was January 26th, 2009 “The rise of the Association“.

How far we’ve come since then!!