STAGECOACH’S SURVIVAL INSTINCT
Stagecoach’s Andrew Walters has been talking to Global Franchise Magazine about how the company is adapting strategies to maintain operations during the COVID-19 lockdown.
“When I first joined Stagecoach Performing Arts, back at the beginning of 2018, I had a clear objective to drive the expansion of the international brand presence and establish our quality children’s performing arts franchise as an outstanding business opportunity for investors. When COVID-19 hit, we were two years into a five-year global growth plan that, within a matter of hours, came to a grinding halt.
“However, undeterred by the obvious and unavoidable business-critical scenario, the entire support team assembled – albeit virtually! – to develop at pace, a multi-faceted strategy – to reassure anxious franchisees, retain our students and uphold our standing in the international franchising industry.
“Our international growth strategy is undoubtedly about securing large-scale investments, bringing in multi-unit franchise owners and entrepreneurs with corporate experience. But, when the crisis struck, it became about focusing on the core of the business, remembering the human impact by checking in with each franchisee, and then establishing the fundamental processes that will maintain our brand for the long-term.
“The immediate focus as a team was firstly to reassure our franchisees by putting them at the heart of the strategy, engaging with them from day one, treating them as valued colleagues and, in doing so, strengthening a bond forged in the face of adversity. We began to host, and continue to offer, daily Google Hangouts for all franchisees. These have been crucial in shaping our strategy which has evolved as quickly as the news has. They have been particularly important to our international franchisees and our ongoing commitment to them to provide support like a truly local franchisor.”
Continue reading the full article here:
