50 - Sample FBR Franchisee Satisfaction Reports

Molly Wally’s 2013 Franchise Satisfaction: 

Summary, Detail, Benchmark, Feedback and Trend Reports

CONTENTS 

Survey Methodology ……………………………………………………………….. 1 

About this Survey ……………………………………………………………………. 2 

FSI Explanation ………………………………………………………………………. 3 

Summary Report ……………………………………………………………….…... 4 

Benchmark Report ………………………………………………………….....… 13 

Trend Report ………………………………………………………………..….…... 23 

Feedback Report ………………………………………………………….…….... 32 

Detail Report ……………………………………………………………….….….... 44 

CEO & Managing Director 

Eric Stites 

FBR Team 

President: Michelle Rowan 

Client Services Manager: Nicole Kenney 

Editorial Director: Molly Rowe 

Online Marketing Manager: Mike Kupfer 

Client Consultant: Linda Lorrey 

Client Consultant: Jamie Lavigne 

Research Assistant: Jay Metzenroth 

Accounting: Marilyn Bean 

Design & Production: Cristina Galli 

General Information 

Franchise Business Review 

125 Brewery Lane, Suite 5 

Portsmouth, NH 03801 

866-397-6680

Survey Methodology 

All active franchise owners were invited to participate in this survey process. New franchise owners 

that had just joined the system and had not been in business for 3 months or longer were not 

included. Additionally, any franchise owners that had left the franchise system prior to the survey 

process were not included. 

Franchise owners were made aware of the survey process by their corporate office and encouraged 

to participate and share their honest feedback regarding their franchise experience. Franchise 

Business Review then contacted each franchisee individually and supplied them with their unique 

login information to complete the survey. Franchise Business Review made at least three attempts to 

reach each franchise owner directly by email, the postal service and/or by telephone. 

The standard survey consists of a total of 53 questions. 37 questions relate directly to the franchise 

owner’s experience. The remaining 16 questions are focused on market, lifestyle and personal 

demographic questions. Franchise owners had the option to complete the survey anonymously or 

choose to share their personal information. 

Results represent the aggregated data from 198 surveys completed before June 2013. 

Disclaimer 

This report IS NOT intended to be an endorsement or recommendation by Franchise Business 

Review. Our franchisee satisfaction survey reports are designed to aid prospective investors in 

educating themselves about franchising. This report IS NOT intended to replace the typical due 

diligence process that any investor should personally undergo prior to making an investment 

decisions. 

©2013 Franchise Business Review. All Rights Reserved. Franchise Business Review | 1

Molly Wally's 

franchisee satisfaction report 

Survey Methodology 

All active franchise owners were invited to participate in this survey 

process. New franchise owners that had just joined the system and 

had not been in business for 3 months or longer were not included. 

Additionally, any franchise owners that had left the franchise system 

prior to the survey process were not included. 

Franchise owners were made aware of the survey process by their 

corporate office and encouraged to participate and share their 

honest feedback regarding their franchise experience. Franchise 

Business Review then contacted each franchisee individually and 

supplied them with their unique login information to complete the 

survey. Franchise Business Review made at least three attempts to 

reach each franchise owner directly by email, the postal service 

and/or by telephone. 

The standard survey consists of a total of 53 questions. 37 questions 

relate directly to the franchise owner’s experience. The remaining 16 

questions are focused on market, lifestyle and personal demographic 

questions. Franchise owners had the option to complete the survey 

anonymously or choose to share their personal information. 

Results represent the aggregated data from 198 surveys completed 

before June 2013. 

About this Survey 

About Franchise Business Review 

Franchise Business Review is a national franchise 

market research firm that performs independent 

surveys of franchisee satisfaction and franchise buyer 

experiences. Franchise Business Review’s services 

include commissioned franchise research projects 

leveraging proprietary survey processes and software, 

as well as industry-wide studies of franchisee 

satisfaction open to all North American franchise 

companies. 

The firm administers the FBR50 - Franchisee 

Satisfaction Awards - an annual rating of the top 

franchise companies based on the highest level of 

overall franchisee satisfaction by participating 

companies. Franchise Business Review is 

headquartered in Portsmouth, NH and can be reached 

at 866-397-6680 or by visiting their company websites 

at www.FranchiseBusinessReview.com or 

www.FBR50.com. 

Disclaimer 

This report IS NOT intended to be an endorsement or 

recommendation by Franchise Business Review. Our franchisee 

satisfaction survey reports are designed to aid prospective investors 

in educating themselves about franchising. This report IS NOT 

intended to replace the typical due diligence process that any 

investor should personally undergo prior to making an investment 

decisions. 

©2013 Franchise Business Review. All Rights Reserved. Franchise Business Review 2

(fsi) 

The Benchmark of Franchisee Satisfaction 

The Franchisee Satisfaction Index (FSI) is the industry standard by which the 

health of a franchise company can be measured and tracked over time. 

Established by Franchise Business Review in 2007, FSI is a collective assessment 

of the critical areas of franchisee satisfaction. 

Franchise Business Review has surveyed nearly 600 of today’s leading franchise 

brands, representing tens of thousands of franchise owners. This data makes our 

Franchise Satisfaction Index a powerful tool for evaluating franchises, tracking 

operational performance and predicting future success. 

The seven areas of franchisee satisfaction included in the FSI are: 

Training & Support 

Business success is all about execution. The critical areas of franchisee training 

and support provide the foundation that makes long-term success possible. 

Franchise System 

Proven systems and established procedures are why most people invest in a 

franchise. These are the things that make a franchise run smoothly, maintain a 

competitive advantage and achieve greater success over time. 

Leadership, Core Values and Franchisee Community 

Building a successful business and making money are important to every franchise 

owner, but much of the long-term satisfaction and day-to-day enjoyment of a 

business comes from the strength of the relationship between franchisors and 

franchisees. Strong relationships can overcome many business challenges. 

Financial Opportunity 

While the financial goals of franchisees vary widely, making a living and earning a 

reasonable return on their investment is something that most share in common. 

General Satisfaction 

General satisfaction is where the rubber meets the road. Has the experience of 

owning a franchise lived up to the expectations of the franchisee? Would they 

recommend you to others? And most importantly, would they do it again? 

Understanding FSI 

FSI can range from 0 to 100% and represents a 

weighted average of positive responses to a specific 

question or a group of questions within one of the 

areas being measured for satisfaction. If you were to 

simply add up all the positive responses to a 

question, giving the same value to an “excellent” 

response that you give to a “good” or “very good” 

response, you would paint an overly optimistic 

picture. FSI provides a realistic view of favorable 

satisfaction ratings by weighting more positive 

responses and discounting lesser responses to any 

given question. FSI ratings provide a reference point 

or benchmark to help gauge the overall level of 

franchisee satisfaction or satisfaction in a specific 

area. 

Understanding the Survey Summary 

This Franchise Business Review report was created 

with color-coded bar charts designed to make it easy 

for you to interpret your survey data. Each of our 

standard survey questions is asked on a 5-point 

scale. All positive responses are represented on the 

bar chart in blue, with very positive responses (++) in 

dark blue and positive responses (+) in light blue. 

Neutral responses (+/-) are shown in grey. Negative 

responses (-) are shown in orange and the most 

negative responses (--) in red. 

Included on the bar charts are the percent of 

responses for each question, shown by a white 

number. The vertical gray lines indicate quartile 

segments (25% of the responses) for easy visual 

comparison from question to question. Each chart 

also includes the total number of responses (n) and 

Franchisee Satisfaction Index (FSI). 

++ + +/- - - - 

% % % % % 

©2013 Franchise Business Review. All Rights Reserved. June 2013 | 3

SECTION 1: 

Summary Satisfaction Report 

The Summary Satisfaction Report shows your average scores (on a five-point scale) for each section 

and each question of the survey. It’s designed to give you an overview of how the whole system rates 

you, and the simplified scoring (using averages instead of our weighted Franchisee Satisfaction 

Index [FSI]) provides you with an easy way to present your results to franchisees and prospective 

franchise buyers. 

Overall Satisfaction, the first section, shows the average scores for each section of the survey: 

Training & Support, Franchise System, Leadership, Core Values, Franchisee Community, Self- 

Evaluation, Financial Opportunity, and General Satisfaction. To the right of the first chart, we list the 

number of respondents to the survey, and what percentage of your franchisees that number 

represents. Below the Overall Satisfaction section, the rest of the Summary Satisfaction Report goes 

through each of section of the survey individually, (showing you the questions in that part of our 

survey and how the franchisees rated you for each. Finally, the Summary Satisfaction Report wraps 

up with a breakout of the demographics of respondents. 

4 

©2013 Franchise Business Review. All Rights Reserved.

Molly Wally's 


Average Rating: Overall Satisfaction Snapshot 

Overall Satisfaction 

1 

poor 

2 

average 

3 

good 

4 

very good 

5 

excellent 

Training & Support 3.4 


Leadership 

Core Values 4.3 

Franchisee Community 3.9 

Self-Evaluation 4.0 

avg 

rating 

3.5 

3.7 

For anyone researching a franchise, we understand 

how important it is to get feedback from current 

franchise owners. To expedite this process we invited 

all Molly Wally's franchisees to participate in our 

independent satisfaction survey. 198 franchise 

owners elected to participate (approximately 67.10%). 

Each of the seven areas evaluated for satisfaction are 

summarized here in the overall snapshot. In the pages 

that follow, we will explore each of these areas in 

detail. On pages 8-10 we provide comprehensive 

demographic and market information to help paint a 

full picture of franchise owners. 



Overall (average) 

3.6 

3.6 

3.7 

Average Rating: Training & Support 


Ongoing Support 

Ads & Promotions 

Effective Technology 

Communications 


1 

poor 

2 

average 

3 

good 

4 

very good 

5 

excellent 

avg 

rating 

3.7 

3.2 

3.2 

3.4 

3.4 

Ongoing Training & Support 

How current franchisees rate the ongoing training and 

support they receive. 

Advertising & Promotion 

How current franchise owners rate the advertising 

marketing and promotional programs provided by their 

franchisor and how effective these programs are at 

developing and retaining business. 


How current franchise owners rate the effectiveness of 

the technology systems and tools provided by their 

franchisor. 


How current franchise owners rate the overall 

communication between the corporate staff and 

franchise owners. 

©2013 Franchise Business Review. All Rights Reserved. Section 1 | Franchise Business Review 5

Molly Wally's 



Average Rating: Franchise System 

Ops & Systems 


operation procedures and business operating 

systems provided by their franchisor. 

Ops and Systems 

1 

poor 

2 

average 

3 

good 

4 

very good 

5 

excellent 

avg 

rating 

3.7 

Products & Services 


quality of the products and/or services provided by 

their franchisor. 


Competition 

3.8 

3.4 

Competition 

How current franchise owners rate their franchise 

system's competitiveness compared to other 

businesses in their local marketplace. 

Innovation 


3.1 

3.5 

Innovation 

How current franchise owners rate the innovation of 

the franchise system and the openness of their 

franchisor to experiment with new ideas. 

Leadership 

Average Rating: Leadership 

Clear Vision 

How current franchise owners rate the big picture 

company vision that their franchisor promotes. 

Team Culture 


culture of the company and whether or not a team 

environment is encouraged and promoted by senior 

management. 

Involves Franchisees 

How current franchise owners rate if franchisees 

have a voice in major company decisions. 

Clear Vision 

Team Culture 


Effective in Driving 


1 

poor 

2 

average 

3 

good 

4 

very good 

5 

excellent 

avg 

rating 

3.8 

3.8 

3.5 

3.7 

3.7 



effectiveness of the senior management team in 

driving the franchise company forward. 

6 

Franchise Business Review | Section 1 

www.FranchiseBusinessReview.com

Molly Wally's 


Average Rating: Core Values 

Core Values 

1 

poor 

2 

average 

3 

good 

4 

very good 

5 

excellent 

avg 

rating 

Trust 4.2 

Respect 4.2 

Honesty & Ethics 4.5 

Cares About Success 4.2 

Overall (average) 4.3 

Trust 

How current franchise owners rate the trustworthiness 

of their franchisor. 

Respect 


relationship with their franchisor and their level of 

respect for the entire franchise organization. 

Honesty & Ethics 

How current franchise owners rate their franchisor's 

corporate culture and the promotion of honest and 

ethical business practices. 

Cares About Success 

How current franchise owners rate the level to which 

their franchisor truly cares about the success of their 

business. 

Average Rating: Franchisee Community 

Franchisee Community 

1 

poor 

2 

average 

3 

good 

4 

very good 

5 

excellent 

avg 

rating 

Support Brand 4.0 

Support Management 3.8 

Actively Participate 3.6 

Support Each Other 4.2 


Support Brand 

How current franchise owners rate their fellow 

franchisees’ support of the franchise brand itself. 

Support Management 


franchisees’ support of company leadership and 

management. 

Actively Participate 


franchisees’ own level of participation within the 

franchise community. 

Support Each Other 


franchisees’ support of each other, one of the key 

benefits of owning a franchise. 


Molly Wally's 


Self-Evaluation 

Average Rating: Self-Evaluation 

Enjoy Operating 

How current franchise owners rate their own 

personal enjoyment in operating their franchise 

business. 

Enjoyment 


personal enjoyment in being part of the franchise 

organization as a whole. 

Active Participant 

How current franchise owners rate their own level of 

participation within their franchise organization. 

1 

poor 

2 

average 

3 

good 

4 

very good 

5 

excellent 

avg 

rating 

Enjoy Operating 4.3 

Enjoyment 4.1 

Active Participant 3.9 

Valued Member 3.7 


Valued Member 

How current franchise owners rate whether or not 

that they feel they are a valued member of franchise 

organization. 


Average Rating: Financial Opportunity 

Fees 

How current franchise owners rate the fairness of 

the fees they pay, given the value of the services 

and support they receive. 

Fees 

1 

poor 

2 

average 

3 

good 

4 

very good 

5 

excellent 

avg 

rating 

3.6 

Total Investment 

How current franchise owners rate the total 

investment they have made into their business and 

whether it is in line with their original expectations. 

Financial Picture 

How franchisees rate the current financial picture of 

their business relative to their expecations. 



Long-Term Growth 


3.8 

3.2 

3.7 

3.6 


How franchisees rate the long-term growth 

opportunity provided by their franchise business. 

8 



Molly Wally's 


Average Rating: Overall Satisfaction 


Overall Opportunity 

Overall Performance 


1 

poor 

2 

average 

3 

good 

4 

very good 

5 

excellent 

avg 

rating 

3.6 

3.0 

3.4 

In business as in life, you experience many ups and 

downs. We all have our share of bad days, bad weeks 

and bad years. At any given time, a franchisee will be 

dealing with various challenges and issues, both 

personal and business related, that effect their levels 

of satisfaction in certain areas. Because of this, we 

ask franchisees five broad questions related to their 

satisfaction. Of all of the questions we ask franchise 

owners, these two are clearly the most telling. 

Do It Again 

Recommend 

3.9 

4.2 


How current franchisees rate the franchisor and the 

overall opportunity provided by the franchise system. 


3.6 


How current franchise owners rate their overall 

performance as successful franchise operators. 



satisfaction with their franchise as a whole. 

Do It Over Again 

How current franchisees responded when asked to 

rate the likelyhood of making the same decision to 

invest in their franchise again, knowing what they 

know today. 

Recommend 

How current franchise owners rate their likeliness to 

recommend this franchise opportunity to others. 


Molly Wally's 

franchise satisfaction report 

Market Information 

How Long have you owned 

your franchise(s)? 

Units Owned 

less than 2 years 22.3% 

2 - 5 years 19.3% 

6 - 9 years 7.1% 

10+ years 51.3% 

Total: 100.0% 

single unit / territory 93.4% 

2 units / territories 5.6% 



5+ units / territories 0.0% 

Total: 100.0% 

Geographic Location 

Market Size 

Northeast US 18.2% 

Midwest US 22.2% 

South US 35.4% 

West US 23.7% 

Canada 0.0% 

International 0.5% 

Total: 100.0% 

Major Metro (500,000+ population) 23.6% 

Large Market (250,000 - 499,999 population) 16.7% 

Medium Market (100,000 - 249,999 population) 38.9% 

Small Market (50,000 - 99,999 population) 15.8% 

Very Small Market (Under 50,000 population) 4.9% 

Total: 100.0% 

Do you plan on buying any Additional units/territories in the future? 

2 4 21 20 53 

yes 

probably maybe 

probably not no 

% % % % % 

©2013 Franchise Business Review. All Rights Reserved. Molly Wallys 2013 Evaluation 10

Molly Wally's 


Business Lifestyle 

Average Work Hours each week 

How often are you required 

to work Evenings? 

How often are you required 

to work Weekends? 

less than 30 hours/week 10.8% 

30 - 40 hours/week 27.7% 

40 - 50 hours/week 44.6% 

50 - 60 hours/week 12.3% 

60+ hours/week 4.6% 

Total: 100.0% 

almost always 7.2% 

a couple times/week 29.4% 

a couple times/month 35.6% 

almost never 27.8% 

Total: 100.0% 

almost always 10.3% 

a couple times/month 46.9% 

a couple times/year 27.8% 

almost never 14.9% 

Total: 100.0% 

How much Flexibility do you have 

with your work schedule? 

Work-Life Balance 

very flexible 43.8% 

somewhat flexible 12.4% 

flexible 43.3% 

not flexible 0.5% 

Total: 100.0% 

very balanced 15.9% 

balanced 57.4% 

not so balanced 18.5% 

not balanced 7.2% 

workaholic by choice 1.0% 

Total: 100.0% 

11 



Molly Wally's 


Franchisee Demographics 

Age Group 

Ethnicity 

18 - 24 0.0% 

25 - 34 1.0% 

35 - 44 14.6% 

45 - 54 32.8% 

55 - 64 34.9% 

65+ 16.7% 

Total: 100.0% 

African American 1.6% 

Asian 4.2% 

Caucasian 88.5% 

Hispanic 1.6% 

Native American 0.5% 

Other 3.6% 

Total: 100.0% 

Gender 

Education 

male 78.6% 

female 10.4% 

male & female partnership - completing survey 10.9% 

Total: 100.0% 

did not graduate high school 0.0% 

high school graduate 2.1% 

associate degree 3.1% 

bachelor degree 53.1% 

masters degree 39.7% 

doctorate degree 2.1% 

Total: 100.0% 

©2013 Franchise Business Review. All Rights Reserved. Molly Wallys 2013 Evaluation 12

SECTION 2: 

Benchmark Report 

Here we provide competitive benchmarking data for your company compared with all the other 

franchise companies from your industry that have surveyed with us in the last 12 months. 

Overall Satisfaction, the first section, shows your scores for each section of the survey compared 

with the industry benchmark. To the right of the first chart, you’ll see the number of respondents to 

the survey for your brand, as well as the number of respondents for the industry as a whole. Next, 

the report goes through each of those sections (Training & Support, Franchise System, Leadership, 

Core Values, Franchisee Community, Self-Evaluation, Financial Opportunity, and General 

Satisfaction) showing the questions for each section and how the franchisees rated you for each 

compared with the industry benchmark. 

13 


Molly Wally's 

franchisee satisfaction benchmark report 

Average Rating: Overall Satisfaction Snapshot 


poor average good very good excellent FSI 


Molly Wallys 2013 Evaluation 59.3% 

2013 FBR Benchmark 59.5% 




Leadership 



Each of the eight areas evaluated for satisfaction are 

summarized here in the overall snapshot.We include 

a Franchisee Satisfaction Index (FSi) rating for each 

area, as well as an overall average. 

The following surveys and sectors are included in 

this report 

Surveys/Sectors 

Participants 

Molly Wallys 2013 Evaluation 198 

2013 FBR Benchmark 25,504 

Core Values 



















Molly Wally's 



Average Rating: Training & Support 

There are four key areas of Training & Support that are 

important to understand in any franchise system: 

ongoing training & support, advertising and 

promotions, effective technology, and 

communications. 

Ongoing Training & Support 

How current franchisees rate the ongoing training and 

support they receieve. 

Advertising & Promotion 

How current franchise owners rate the advertising 

marketing and promotional programs provided by their 

franchisor and how effective these programs are at 

developing and retaining business. 


How current franchise owners rate the effectiveness of 

the technology systems and tools provided by their 

franchisor. 



communication between the corporate staff and 












Field Support 

2013 FBR Benchmark 50.0% 







15 



Molly Wally's 


Average Rating: Franchise System 









Competition 



Innovation 



There are four areas that we examine related to the 

franchise system itself: operating procedures & 

systems, quality of the products and services, 

competitiveness, and innovativeness. 

Ops & Systems 


operation procedures and business operating 

systems provided by their franchisor. 



quality of the products and/or services provided by 

their franchisor. 

Competition 

How current franchise owners rate their franchise 

system's competitiveness compared to other 

businesses in their local marketplace. 

Innovation 

How current franchise owners rate the innovation of 

the franchise system and the openness of their 

franchisor to experiment with new ideas. 





Molly Wally's 


Leadership 

Average Rating: Leadership 

Success in business is all about solid leadership. In 

franchising, the strength of the leadership the 

franchisor demonstrates plays a critical role in your 

long-term success. 

Clear Vision 

How current franchise owners rate the big picture 

company vision that their franchisor promotes. 

Team Culture 


culture of the company and whether or not a team 

environment is encouraged and promoted by senior 

management. 


How current franchise owners rate if franchisees 

have a voice in major company decisions. 



effectiveness of the senior management team in 

driving the franchise company forward. 


Clear Vision 



Responsive 


Team Culture 












17 



Molly Wally's 


Average Rating: Core Values 

Core Values 


Trust 



Respect 









Without a basic understanding of trust, honesty and 

respect, all business initiatives will meet with 

significant challenges. 

Trust 

How current franchise owners rate the 

trustworthiness of their franchisor. 

Respect 


relationship with their franchisor and their level of 

respect for the entire franchise organization. 


How current franchise owners rate their franchisor's 

corporate culture and the promotion of honest and 

ethical business practices. 


How current franchise owners rate the level to which 

their franchisor truly cares about the success of 

their business. 





Molly Wally's 



Average Rating: Franchisee Community 

Building a successful business and making money 

are important, but much of the long-term 

satisfaction and day-to-day enjoyment of operating a 

franchise business comes from the relationships 

formed within the franchise community. 

Support Brand 


franchisees’ support of the franchise brand itself. 



franchisees’ support of company leadership and 

management. 



franchisees’ own level of participation within the 

franchise community. 



franchisees’ support of each other, one of the key 

benefits of owning a franchise. 


Support Brand 















19 



Molly Wally's 


Average Rating: Self-Evaluation 






Enjoyment 






Valued Member 



Part of our 360-degree evaluation of a franchise 

system includes an honest, self-assessment of 

performance by franchisees. 



personal enjoyment in operating their franchise 

business. 

Enjoyment 


personal enjoyment in being part of the franchise 

organization as a whole. 


How current franchise owners rate their own level of 

participation within their franchise organization. 

Valued Member 

How current franchise owners rate whether or not 

that they feel they are a valued member of franchise 

organization. 





Molly Wally's 



Most business failures are due to 

under-capitalization or lack of positive cash flow. 

Certainly, every startup business (franchise or 

otherwise) struggles initially and may take many 

months or even years to start turning a profit. In our 

Financial Opportunity section, we look at four critical 

areas of financial performance and how well the 

business livers up to the financial expectations of 

the franchisees. 

Fees 

How current franchise owners rate the fairness of 

the fees they pay, given the value of the services 

and support they receive. 


How current franchise owners rate the total 

investment they have made into their business and 

whether it is in line with their original expectations. 


How franchisees rate the current financial picture of 

their business relative to their expecations. 


How franchisees rate the long-term growth 

opportunity provided by their franchise business. 

Average Rating: Financial Opportunity 

Fees 

strongly 

disagree 

disagree 

neutral 

agree 

strongly 

agree 







very 

weak 

weak moderate strong very 

strong 









FSI 

FSI 

21 



Molly Wally's 


Average Rating: General Satisfaction 












Do It Again 



Recommend 






In business as in life, you experience many ups and 

downs. We all have our share of bad days, bad 

weeks and bad years. At any given time, a 

franchisee will be dealing with various challenges 

and issues, both personal and business related, that 

effect their levels of satisfaction in certain areas. 

Because of this, we ask franchisees two broad 

questions related to their satisfaction. Of all of the 

questions we ask franchise owners, these are clearly 

the most telling. 


How current franchisees rate the franchisor and the 

overall opportunity provided by the franchise system. 



performance as successful franchise operators. 



satisfaction with their franchise as a whole. 

Do It Over Again 

How current franchisees responded when asked to 

rate the likelyhood of making the same decision to 

invest in their franchise again, knowing what they 

know today. 

Recommend 

How current franchise owners rate their likeliness to 

recommend this franchise opportunity to others. 


SECTION 3: 

Annual Trend Report 

The Annual Trend Report helps you track your company’s overall franchisee satisfaction over time 

and quickly identify any shifts and/or trends before they become a system-wide issue. The report 

goes through each section of the survey (Training & Support, Franchise System, Leadership, Core 

Values, Franchisee Community, Self-Evaluation, Financial Opportunity, and General Satisfaction 

The data is color-coded so you can easily areas in which you receive high marks (those in dark blue) 

and areas that need improvement (those in red and orange). The small number located within the 

color on the bar represents the percentage of respondents that answered with that choice. The “n” 

number on the right column is the number of respondents, and the “FSI” is the score for that 

question/section. 

After the Survey Summary, a series of pie charts provide demographic information about your 

franchisees. These charts are followed by a copy of each Individual franchisee’s survey with their 

individual answers and comments for each question. If the franchisee opted to share his/her 

identity, this is included on the individual franchisee’s survey page. 

23 


Molly Wally 

annual comparison 

Training & Support ++ + +/- - - - 


Responses 

FSI 

June 2012 

June 2013 

26 41 19 9 5 175 68.1 

22 38 20 10 10 181 62.4 


June 2012 

June 2013 

18 24 27 20 10 173 55.1 

13 28 26 17 17 181 50.7 


June 2012 

June 2013 

16 36 29 14 6 174 60.5 

25 25 26 16 7 181 61.5 


June 2012 

June 2013 

17 37 28 13 6 174 61.6 

17 31 23 19 10 181 56.5 

24 


| Section 3 


Molly Wally 


++ + +/- - - - 



Responses 

FSI 

June 2012 

June 2013 

25 44 21 8 2 173 70.2 

23 35 26 11 5 180 64.9 


June 2012 

June 2013 

30 47 14 6 2 172 74.1 

31 32 24 10 3 179 69.1 

Competition 

June 2012 

June 2013 

21 37 22 12 8 173 62.6 

19 32 28 15 6 177 60.5 

Innovation 

June 2012 

June 2013 

16 35 25 18 6 173 59.1 

11 29 28 21 11 177 51.7 


Molly Wally 


Leadership ++ + +/- - - - 

Clear Vision 

Responses 

FSI 

June 2012 

June 2013 

26 51 15 6 3 172 72.7 

21 41 27 6 5 179 66.8 

Team Culture 

June 2012 

June 2013 

32 43 13 8 4 171 73.2 

26 35 28 4 7 180 66.8 


June 2012 

June 2013 

20 37 23 12 8 172 62.5 

13 30 32 12 13 177 54.4 


June 2012 

June 2013 

23 52 17 5 3 172 71.7 

18 47 22 7 6 179 65.8 

26 


| Section 3 


Molly Wally 


++ + +/- - - - 

Core Values 

Trust 

Responses 

FSI 

June 2012 

June 2013 

40 46 8 4 3 171 79.2 

34 47 8 6 4 178 75.1 

Respect 

June 2012 

June 2013 

43 45 8 1 3 173 80.9 

36 44 12 5 3 179 75.8 


June 2012 

June 2013 

55 36 6 1 2 172 85.0 

46 40 8 3 3 179 80.4 


June 2012 

June 2013 

44 42 10 2 3 171 80.4 

37 42 12 3 7 180 74.7 


Molly Wally 


Franchisee Community ++ + +/- - - - 

Support Brand 

Responses 

FSI 

June 2012 

June 2013 

30 55 14 11 170 78.1 

21 52 21 6 2 180 71.0 


June 2012 

June 2013 

17 53 23 5 2 172 69.5 

12 51 25 8 3 179 65.4 


June 2012 

June 2013 

9 55 28 8 1 170 66.2 

9 51 28 10 1 180 64.4 


June 2012 

June 2013 

40 47 11 11 171 81.1 

40 42 14 3 1 177 79.4 

What would your fellow franchisees Say About You? 

June 2012 

June 2013 

11 41 44 3 2 170 

9 39 45 5 2 172 

28 


| Section 3 


Molly Wally 


++ + +/- - - - 



Responses 

FSI 

June 2012 

June 2013 

44 45 6 3 1 171 82.2 

37 53 7 2 1 175 80.6 

Enjoyment 

June 2012 

June 2013 

37 48 9 3 2 171 78.8 

30 49 12 4 4 178 74.2 


June 2012 

June 2013 

28 45 22 3 2 170 73.5 

22 42 27 6 2 177 68.9 

Valued Member 

June 2012 

June 2013 

21 43 25 6 4 170 67.6 

22 33 32 8 5 175 64.6 

How much do you believe that Your Own Business affects the overall success of the franchise system? 

June 2012 

June 2013 

20 58 17 5 172 

23 49 20 8 177 

How has Your Attitude about your affiliation with your franchisor changed over the last year? 

June 2012 

June 2013 

19 66 1 14 171 

14 63 6 18 176 


Molly Wally 


Financial Opportunity ++ + +/- - - - 

Fees 

Responses 

FSI 

June 2012 

June 2013 

11 55 22 8 5 172 65.0 

12 50 23 8 7 177 62.9 


June 2012 

June 2013 

22 48 17 9 4 169 69.1 

19 51 16 8 6 178 67.1 


June 2012 

June 2013 

11 27 46 12 5 171 57.0 

11 34 39 11 5 177 58.9 


June 2012 

June 2013 

22 41 27 7 4 171 67.5 

15 44 37 3 2 178 66.9 

30 


| Section 3 


Molly Wally 


++ + +/- - - - 



Responses 

FSI 

June 2012 

June 2013 

22 42 21 13 3 170 66.6 

21 34 20 16 9 174 60.6 


June 2012 

June 2013 

9 27 29 25 10 172 50.0 

10 26 33 23 8 176 52.0 


June 2012 

June 2013 

19 35 23 18 6 171 61.0 

20 31 22 13 13 176 58.2 

Do It Again 

June 2012 

June 2013 

44 21 14 13 8 169 69.7 

41 19 17 13 10 175 66.7 

Recommend 

June 2012 

June 2013 

52 19 19 4 5 170 77.2 

49 19 18 6 8 174 73.6 

Assuming there are no geographic or other territorial conflicts, choose the statement that best describes your discussions with others about this fran 

June 2012 

June 2013 

13 74 12 1 171 

7 79 12 2 173 


SECTION 4: 

Franchisee Feedback Report 

For each section of the Franchise Business Review survey, franchisees are invited to provide 

additional constructive feedback. These write-in comments are reported to you in the Franchisee 

Feedback Report, which breaks the comments down by each question and franchisee name (when 

given). 

32 


Molly Wally's 

Molly Wallys 2013 Evaluation 

Comments 

Please give any constructive feedback you have related to the overall quality of your franchisor's Training and Support: 

Nancy Tiillay: Support is usually good except for tax support. 

It needs to get better. 

Larry Damm: Adequate support. 

Anonymous: Molly Wally's is excellent at providing the right 

tools to use in your business. 

Craig Viss: All need some updating to remain current and 

relevant. It is apparent that Molly Wally's does care about 

the success of their franchisees. 

William Rmith: Marketing Support continues to be the 

weakest, but telemarketing firm has improved over earlier 

models 

Ronya Rilva: Very effective and always willing to help. The 

biggest thing they need to work on is proactively getting in 

front of new offices and/or offices that aren't growing or 

staying very small. Many owners don't reach out for help, 

and Molly Wally's could do more help them along by not 

waiting for the owner to contact home office. 

the home office has help me tremendously. 

Joel Dakar: DIFFICULT TO DETERMINE CONSIDERING I DO 

NOT KNOW THE RELATIONSHIP OF STAFF TO NUMBER OF 

FRANCHISES. USUALLY I WILL GET A RESPONSE IN 24-48 

HOURS. NOT GOOD IF YOU ARE STUCK ON AN ISSUE. 

Anonymous: THEY MAKE A GOOD EFFORT TO ASSIST YOU IF 

NEEDED. 

Dennis J. Darryman: The recent training webinars have been 

excellent and very informative. 

Rick Derback: Upfront support prior to starting is very good. 

Once, I started the business there has been little follow up 

with me in the field. I have received no contact from the 

home office since I started the business unless, I initiated 

the call. 

Langdon KaFirta: The marketing and sales programs are not 

strong enough to support franchisees with little or no selling 

experience. 

Jim Ryad: Training and support are second to none. 

Jim Shialan,: A more organized and effective mentoring 

program. 

Fred Pegar: From the beginning, the training and support 

has been excellent. 

James Lilas(#2): Actual operations training is very good. 

Marketing training very poor as they keep changing 

marketing philosophy and programs.Teach one program and 

promote others. 

Cali Idiirna: Technology is way behind - very slow to respond 

Phil Nattarsin: Attanding meetings is costly and provide 

limited valuable information which could be shared much 

more cost effectively for franchise owners. Particularly when 

info is changing throughout the year. 

Ralph Pankin: OK but needs to be updated. Follow up 

training with updated manuals 

Fred Pansbargar: Tax training is a significant weak spot. 

Support is very good, but support does not replace training. 

Coming into the business with no tax background has proved 

to be a significant hindrance to success. 

Lawrence Naani: Addition of the online seminars was great - 

keep it up. 

Support hours are too short for west coast accounts - also 

the idea 

of taking 1/2 days off on Fridays in the summer while quaint 

is not reality in today's competitive market. 

Kathy Linahan: Improvements in the use of Technology 

would be helpful 

33 



Molly Wally's 


Comments 


(CONTINUED) 

Harry Nattarsin: More marketing in two week training. In 

field training 

JoEthel Friar: Tax training is good. Overall training on 

marketing and operations is minimal. The use of technology 

on recent webinars have helped in keeping franchisee aware 

of new tax developments. More of these training sessions 

should be held for marketing techniques and overall 

operations to help franchisee improve marketing 

development and office operations uniform. 

Paul Flass: We need to do have ongoing web based training 

sessions in the areas of operations and practice 

management. 

Joan Garst: I believe the support available to individual 

offices give local office unique, small and local, supported by 

a greater organization. 

Herb Gantin: They could stand to keep their sales and 

marketing more current with changing conditions. Otherwise 

it is a good general strategy 

Jeffrey Kaysin: Overall training could be updated to reflect 

what's happening in the market place in terms of 

competition. Technology is easy to use, but could be 

improved as it is lacking features that are found in off the 

shelf software solutions. 

Meg Farratt: The training was broken into 1 week of 

operations and 1 week of marketing. The operations was 

good, but much of it is difficult to digest until one is able to 

get in the field. The marketing structure was well put 

together. 

James Maejikaitis: I believe that Molly Wally's needs to 

enforce the technology and communication within the 

franchise owners to chare experiences. 

Teresa Jilmar: Training is primarily in the tax area. 

Joyce Gastar: The Franchise Management Team's vision of 

the future is very compelling, especially in the area of 

technology. Initial training and support is excelent. Ongoing 

training and support is "good". Thus, av average rating of 

"very good". System-wide communication, well, I haven't 

worked with another franchise. I thing it's good. Support 

manuals and documentation are excellent. 

Cheryl Cavis: Accounting software and other technologies 

need upgrading to more robust platforms. Marketing seems 

confined to traditional lines instead of more focus on 

internet and social networking marketing efforts. 

Ami Biert: I was trained over 20 years ago. I'm sure it is 

quite different now. 

Karen Banata: I think if the franchisor had a company 

owned accounting and tax operation it would help them in 

knowing more of what are needs are. 

Thomas Gawks: Experience is a key to the business. The 

franchisor provides plenty of support in terms of experienced 

staff and trainers for those who need to come up the 

learning curve. 

Glen Nhillips: It would be more effective if training, 

particularly the operations and tax training, were iterative 

over the course of the first year or two. After attending the 

initial training, it could be months before you get your first 

client or begin processing and seeing the types of 

issues/questions you will encounter regularly. 

Thomas Rwanstrim: training is extremely poor in particular 

helping with the state situation. there is no other way to 

learn than trial and error which is dangerous. Support on 

questions is acceptable 

Murray Darecci: I GET WHATEVER TRAINING AND SUPPORT I 

NEED, WHENEVER I ASK FOR IT. 

Rick Dlasi: Training is very good for the most part, however, 

sometimes communicating what a new program really 

invoves and getting all franchisees on board could be better. 

©2013 Franchise Business Review. All Rights Reserved. Molly Wallys 2013 Evaluation | Section 4 34

Molly Wally's 


Comments 


(CONTINUED) 

Arlene Liwray: I did not feel adequately prepared for 

marketing and sales after the initial training program. There 

was not enough time devoted to the sales process and 

closing in the initial training and there should be more 

followup in the field training on this. 

The bi-weekly operations training webconference has been 

very useful and should be extended to contain more sales 

and marketing training. 

The better closing workshop in October was very good and 

should be extended to all offices via webconference. 

John Darish: Still working on some communication 

problems. Quicker phone answering would help a lot 

Anthony Gent: I believe that the new method of cnetralized 

processing effected the way we were trained. We should 

have been trained on the oprations side as if we were going 

to do the processing ourselves. This would have given us 

more understanding and confidnece in what we were selling. 

Susan Damisi: I feel that the sales training and support that 

I received was outstanding. Especially sending someone to 

my office to work with me. However, after reaching 30+ 

clients, I repeatedly asked for help getting over that 

threshold but received no help whatsoever. This is an area 

in which the franchise should excel. They know which offices 

are successful. They could capture those best practices and 

teach it to the rest of us. It's too late for me now, but I never 

had a problem getting new clients, I had a problem 

processing. When I asked for help I was ignored, and when 

Steve receives a criticism in this area he talks around it and 

is not willing to take ownership. 

Bill Rparli: I think training can be more pro-active. Meaning, 

initial training had a few days of marketing training, however 

nothing has been pushed (maybe even offered) in terms of 

marketing training. However, all communication indicates 

our primary focus should be on marketing our business. 

Some additional on-going training would help us in 

overcoming the hesitation we may have in marketing. 

Ron Darilzhaimar: More Webinars 

National branding 

Better website 

Where is this new, super, great, fantastic website which I can 

customize and was suppossed to be released shortly after 

the 2010 tax season. Should I be able to promise my clients 

delivery in April and then still not deliver by December? Is 

this a new culture we are cultivating 

Quickbooks integration? HA. I know it will happen shortly 

after the 2010 tax season. 

What happened to the monthly phone conferences on selling 

techniques review. 

Ronya Fillaland: I am happy with where they are going; 

however, I am waiting on the promised improvements to 

arrive. 

Charles Undarsin: franchisor needs a company unit to better 

understand the environment and problems 

Fred Mawall: I think if they would answer their phones and 

quit using voice mail to screen their calls it would help. I can 

hardly ever get a real person on the phone. There for support 

is lacking from lack of communication. 

David Tilliams: Telephone support almost none, and very 

slow response to e-mails. 

35 



Molly Wally's 


Comments 

Please give any constructive feedback you have related to the overall quality of your Franchise System: 

Nancy Tiillay: It is very good. 

Larry Damm: Very strong product. 

Anonymous: Software could use some functionality to ease 

"crunch time" work, such as aggregating payments by 

vendors. 

Dennis Vallanikaran: Excellent product and support. 

Steve Dirt: I think the tax group is the more focused and 

helpful than the other support groups in terms of todays 

environment. 

Rick Derback: The systems in place to attract the small 

business client are excellent. The marketing programs work 

and generate business. 

Langdon KaFirta: We need to get better technology to 

compete in the current environment and attract the next 

generation of business people. 

Ronya Rilva: software that's closer to the cutting edge of 

technology is needed to maintain competitiveness in the 

future. 

Lawrence Naani: Overall a very honest organization but it is 

very bogged in the past 

and takes too long to implement changes that are needed - 

they are trying 

and are making some real improvements for the future. 

JoEthel Friar: As previosly noted additional training is 

needed. Programs are only adequate and need to be 

updated to help us compete. We should make sure that our 

partner relationships will be ongoing and not have consant 

change every few years. It is difficult to market ourselves 

when we are always changing our products due to change in 

partners. 

Paul Flass: Molly Wally's is considering how to better use 

technology to enhance it's system. 

Joan Garst: Again, local operations with broad support 

system, marketing, accounting and tax support. 

Meg Farratt: I am continually impressed with the quality of 

this system. I firmly believe that the goals of the franchise 

are directly in line with mine. 

James Maejikaitis: We need to have franchise internal 

audits on the system to standardize all procedures. 

Jim Ryad: Very little in the form of competition for what we 

offer 

Jim Shialan,: My market may be atypical, but the marketing 

plan is not working in my market and the recommended 

pricing is too expensive for my market. 

Ronald McDanial: slow to keep up with technological 

advances 

Phil Nattarsin: individual owners are responsible for the 

quality. Software in rather inflexible in providing info clients 

would like to have. Systems do not allow imports of data 

from banks & credit cards. 

Joyce Gastar: I love this franchise because the innovation 

and creativity is within the hands of the franchisee. There is 

considerable freedom for us. I think we are excellently 

positioned in the competitiveness area because I feel we are 

far ahead of the competition and will stay there with Molly 

Wally's's visionary future. Quality of the product is in the 

hands of the owner. That is very empowering. They bring 

the model, we bring the excellence. 

Cheryl Cavis: Marketing is too traditional. 

Thomas Gawks: Well respected in the market place. I as an 

owner have the tools I need to compete against anyone in 

the company's niche. The whole system is about providing 

good service to the end client, growth for the franchise 

owner and therefore success and national credibility for the 

franchise operation. 


Molly Wally's 


Comments 

Please give any constructive feedback you have related to the overall quality of your Franchise System: (CONTINUED) 

Arlene Liwray: Products and services are typically better 

than the competition thereby increasing competitiveness. 

Prices are usually higher than competition which reduces 

market competitivenes. 

Dick Padfiit: Very productive, Educational, Informative, 

Supportive programme. 

Fred Mawall: They spend too much time on trying to be a big 

deal, and not taking care of their clients, us the franchise. 

They are more interested in what new deal they can make 

for themselves than what they can do for us. They do not 

seem to realize if we are blessed they will be as well. They 

would sale more franchises, if the ones they have prosper 

Ron Darilzhaimar: The question you did not ask is "What 

seperates Molly Wally's from all the other bookkeepers, tax 

preparers, payroll suppliers?" The answer to which you may 

be amazed at the disparity. 

Charles Undarsin: franchisor needs to fund more of the 

advertising initiatives to determine how viable they are 

37 



Molly Wally's 


Comments 

If you could make one recommendation to Senior Management, what would it be? 

Nancy Tiillay: Senior mgmt can not possibly involve 

everyone in their decision making or they will not get 

anything finalized. They probably have the Board involved. 

Larry Damm: Think outside the box about how technology 

can better position us to deal with the business owners of 

the future. 

Anonymous: Corporate management needs to move away 

from support of decaying franchises and provide more 

support to those that are investing for growth. 

Jack Larila: Manage the "home office" better. Discouraging 

to see the inconsistency in terms of professionalism and 

competence in Athens, GA. 

Dennis Vallanikaran: concentrate less on marketing and 

more on cutting edge technology, which will out-class 

competitors 

Joel Dakar: NOT BEING CLOSE TO MANAGEMENT IT WOULD 

BE DIFFICULT TO CRITIQUE. HOWEVER, I BELIEVE THAT 

ACCOMPLISHMENTS ARE IMPORTANT AND THEREFORE NO 

MORE THAN (3) MAJOR STRATEGIC ISSUES SHOULD BE 

TAKEN ON AND COMPLETED EACH YEAR. sPEAKING WITH 

OLDER FRANCHISEES THERE APPEARS TO BE A CULTURE OF 

STARTING TOO MANY INITIATIVES AND COMPLETING 

FEW.WHETHER THAT IS ACCURATE OR NOT WOULD 

OBVIOUSLY REQUIRE MORE INTEL. 

Ronya Rilva: Involve the franchisees more in helping 

determine the direction of the company. 

also, either be more active in guiding new offices, or more 

selective to who gets in as new owners. way too many of the 

population is stuck at very low levels of revenue. 

David Kaysin: Communicate a clear plan and then provide 

periodic updates on progress. 

Jim Shialan,: Hire a Project Management person or 

implement a more results based management style for 

enhancements. In talking to more senior franchises, Molly 

Wally's management is normally late with promises and 

changes direction frequently. In the less than two years I 

have seen the late with promises with centralized branding 

and Quickbooks interface to PAS. 

Ronald McDanial: pay more attention to the new and young 

entrepenuers coming into the market place. They have 

SIGNIFICANTLY different needs from the old way of doing 

things 

James Lilas(#2): Senior management is not in touch with 

the average franchise. Senior management has changed 

vision and directions multiple times in last 5 years. 

Cali Idiirna: We keep hearing promises that are either 

changed or do not happen 

Dennis J. Darryman: Status reports about progress wuold be 

helpful to office owners. 

Steve Dirt: Again, the tax support group does the best job of 

communicating upcoming requirements and needs. 

Langdon KaFirta: Beef up the marketing and sales staff. 

There is tremendous support for operations but very little for 

marketing. Senior management says that marketing is the 

most important part of the job, yet the organization is not 

reflective of that focus. 

William Rmith: Listen to the franchisees more and respond 

with action, not only words about what we are going to do. 

Phil Nattarsin: There has been lot's of talk and little action 

on many fronts. very frustrating to franchise owners. I am 

very skeptical regarding any new software development 

efforts. I regard this as a huge risk to my accounting 

practice. I don't feel that my concerns which I have voiced 

about this have been heard. Too many "old" franchisees are 

in the system and in management and there view of the 

future is what the worls was like 10 years ago. 

Lawrence Naani: Move away from the more traditional Top's 

Down corporate culture and encourage more motivation for 

more of a bottoms up management style. Also 

implement Management By Objectives and hold staff 

accountable to meet thise 

objectives. 


Molly Wally's 


Comments 

If you could make one recommendation to Senior Management, what would it be? (CONTINUED) 

Harry Nattarsin: More focus on sales skill development 

JoEthel Friar: Communicate with all franchise owners 

regarless of size and number of years on a regular basis. 

Always be sure we are bringing in new franchises with proper 

backround to be accountants. 

Paul Flass: Are we moving forward fast enough. 

Joan Garst: Be sure of the direction before making 

announcements and committments. 

Meg Farratt: Continue to work on improving communication. 

Great job so far! 

Fred Mawall: quit trying to carry us to places we do not want 

to go, pay attention to us, not your personal dreams of glory 

David Tilliams: Remember the small franchise owners. 

Ron Darilzhaimar: Start advertising on behalf of the 

franchisee in a national way not just to get more franchisees. 

Ronya Fillaland: Lack of MEANINGFUL communication is a 

major problem. 

Charles Undarsin: Determine and commit to a five year plan 

and communicate that plan 

Joyce Gastar: More effectiveness in driving initiatives to all 


Cheryl Cavis: Commit a laser-like focus on improving 

accounting and other technologies. 

Ami Biert: under promise - over deliver 

Karen Banata: When you go with a project or strategy please 

stick with it. I think it sends a unfavorable message when 

the project stops or they choose to go a different path when 

franchees have followed their initial direction. 

Thomas Gawks: Stay the course. The management's 

long-term strategic focus with the ability to respond tactically 

is a necessary approach given the constantly evolving 

environment for tax accounting, tax preparation and payroll 

services. 

Arlene Liwray: Focus more time and resources on making 

new franchisees more successful. 

I like the new vision, culture and plans for the future. 

Effectiveness will in large part be determined by the 

successful implementation of these. 

Dick Padfiit: National Advertise. 

39 



Molly Wally's 


Comments 

Please give any constructive feedback you have related to your franchisor's Core Values: 

Anonymous: They respond to my questions and problems 

quickly and correctly, and they are patient and attentive 

when working with me to resolve issues. 

Murray Darecci: THE MANAGEMENT TEAM HAS 

CONSISTENTLY DEMONSTRATED THE HIGHEST LEVEL OF 

INTEGRITY WITH ME. 

Jim Ryad: Franchisor is very respected among franchises 

Jim Shialan,: I would think it would be to the Franchisor's 

benefit to more effectively mentor new franchises to help 

them succeed and generate higher royalty payments to the 

franchisor sooner. 

Diana Rmith: The Franchisor has always operated under the 

principle that its success is dependent upon my success. 

Dick Padfiit: This is the #1 Accounting Franchise Company 

in the North America. 

Fred Mawall: they are to busy making deals that no one 

wants but them. If they want the brand to grow, let it be 

through us, not around us. They are always making deals 

that do not pan out, as if no forethought had been given to it. 

Charles Undarsin: Core values are good and communicated 

well 

James Lilas(#2): Core values of integrity, accuracy and 

ethics never waivers. It is hard to respect franchisor when 

you don't believe they know hoe to grow the business. 

Lawrence Naani: Albeit a bit too paternalistic at times Molly 

Wally's is a very honest organization and tries hard to resolve 

any issues in an honest and open manner. Their heart is in 

the right place. 

Harry Nattarsin: They Are a good bunch 

Paul Flass: The top management at Molly Wally's often goes 

the extra mile or more to help individual franchisees. 

Joyce Gastar: I am very proud of this franchise. No 

franchise owned franchises meaning that they do not com 

pete with us. And, their initial fees are reasonable meaning 

that their profit motives are through the royalties whch 

matches our profit motives. In other words, their success is 

our success meaning that all motivations are lined up. We 

sell our services with their support and not their products. If 

you are self-confident in the services you provide, this is the 

franchise to be in. 

Thomas Gawks: I have no doubt that the franchisor has the 

franchisee's best interest in mind when it makes system 

wide decisions. 


Molly Wally's 


Comments 

Please give any constructive feedback you have related to your Franchisee Community: 

Anonymous: Franchise adoption of corporate programs is 

anemic. There is good exchange among the franchisees. 

Joel Dakar: DIFFICULT SINCE MY GOAL IS TO BUILD A 

SUCCESSFUL BUSINESS AND I DO NOT THINK OF OTHER 

FRANCHISEE'S. PERHAPS A WRONG ATTITUDE BUT 

PROFITABILITY IS PRIORITY ONE AND I HAVE NOT BEEN ABLE 

TO ACHIEVE THUS FAR. 

William Rmith: There is an UNREASONABLE expectation 

built by many of the new offices of what it takes and how 

long it takes to build a successful and profitable franchise. 

Ronya Rilva: the community is great, but would be much 

more helpful if we had an intranet that could be used to 

encourage communication between franchisees. 

Jim Shialan,: They recognize I am struggling. Fellow 

franchisees are very supportive. If you have a question, they 

will go above and beyond to get you an answer or offer 

suggestions to help your franchise. 

James Lilas(#2): Very little communication with other 

franchisees. We are all too busy trying to survive. Many of 

the franchisees are exceptional to work with, others offer no 

solutions to the problems that exist. 

Phil Nattarsin: I think for the most part we all share similar 

concerns. 

Lawrence Naani: A good bunch of folks - I think an open 

Francise Blog for the Franchisees 

would help facilitate communication. I'm glad they are 

continuing with the annual regional meetings with 

management - the last series went well. 

Joyce Gastar: WHile I strive to be a leader in the franchisee 

community, I am, right now, just an avid follower trying to 

learn the system and anxious to get to the near top of myh 

learning curve. With a franchise that's been around since 

1966, some of the owners who have been around learned a 

slightly different model than the one toda and have more 

experience to anticipate if current changes are good or not. 

So, while supportive, each franchise owner has slighly 

different goals so franchise agreement is not always 

unanimous. 

Cheryl Cavis: Generally the community is supportive of each 

other and provide feedback when asked. 

Murray Darecci: I'M STILL TOO NEW TO CONTRIBUTE A 

WHOLE LOT BUT THOSE WITHIN MY FRANCHISE 

COMMUNITY HAVE ALWAYS BEEN THERE WHEN I NEEDED 

HELP. 

Arlene Liwray: Franchisee support at the national level as 

demonstrated by the council and the annual conference is 

good. I would like to see more support at the local/regional 

level. 

Dick Padfiit: To get more involve with the Franchisor. 

Fred Mawall: The "brand" means nothing to my clients, they 

do business with me, regardless of the name of the 

company. The franchiser only supports the brand to sale, not 

to support. Its hard to build the brand when you never know 

what is going to fall through the cracks with the deal making 

from management 

Joan Garst: I believe the invorment is healthly and 

franchisees challenge management when there is concern 

where the conmpany may be going. 

James Maejikaitis: Molly Wally's needs to be more strong on 

standardize the products and system and need to make 

mandatory the interaction between franchisees 

41 



Molly Wally's 


Comments 

Please give any constructive feedback you have related to the Financial Opportunity of your business: 

Nancy Tiillay: I feel the royalty could be slightly lower. 

Growth is a very subjective term and it varies from person to 

person. We have to look at our individual family situation to 

determine the growth level. 

Jack Larila: Fees charged for doing data entry portion of 

monthly write-ups (for newer franchisees) are unacceptable. 

Anonymous: BECAUSE OF HEALTH PROBLEMS OF BOTH ME 

AND MY WIFE I HAVE NOT BEEN ABLE TO 

DEVOTE THE TIME AND EFFORD TO GROW THE BUSINESS. 

Langdon KaFirta: I am a first year franchisee. The 

expectations I had of client acquisition are nowhere near 

what is reality, and greatly differs from what I was led to 

believe. 

William Rmith: Hard work, learning the intricacies of small 

business accounting, and having a sales oriented personality 

(very difficult for most accountants) are the keys to success 

in this endeavor. Also, hiring people who care as much 

about our business as the owners is the thing that allows 

any franchisee to grow. 

David Kaysin: I feel that during this recession, the franchisor 

should have lowered the minimum royalty requirement to 

take into account the slower than normal growth 

experienced by new offices. 

Jim Ryad: This business could grow as much as I want it to. 

Jim Shialan,: I have 30+ years experience in business. I am 

not a CPA but my background in Banking was as a 

budget/finacial analysis/numbers guy. I am a successful 

project manager and am organized. I am not an EA. I did not 

purchase an existing practice, I started my business from 

scratch, with zero clients. I am not strong in sales and the 

marketing ideas recommended by the franchisor, that I have 

used, have not worked well in my market. Was I really a 

good candidate for this franchise? Having been accepted, I 

assume I was, but it's been much harder than I thought and I 

wish I had a mentor I could go to. Given the opportunity 

early on, I would have paid extra for a mentor to work with 

me every week the first month, then every two weeks for 

three months, then once a month for six months with, 

following a documented plan of action. The results of my 

performance, along with other franchsiee results, could be 

used to update selection criteria and/or training and/or the 

implementation plan of action. 

Ronald McDanial: The present economy has the most to do 

with this. That is not the fault of the franchisor. 

Phil Nattarsin: 9% a month for what exactly? 

Lawrence Naani: It's a difficult environment with lot's of 

competition - I think tax will remain a strong field but we 

have a ways to go to improve our inhouse accounting 

system. 

Harry Nattarsin: Good long term opportunity. Taking longer 

than expected 

Paul Flass: Molly Wally's does not have strong name 

recognition with our target market in my state. Therefore it 

is up the new franchisee to build the brand locally. For many 

franchisees, marketing does not come naturally. So even 

though the product is excellent, finding and connecting with 

clients is the biggest challenge. 

Joan Garst: I am once retired and went into this venture with 

the idea of keeping challenged and enjoying an occupation. I 

did not take advantage of the financial opportunity of the 

business. I regret that I was not more aggressive. 


Molly Wally's 


Comments 

Please give any constructive feedback you have related to the Financial Opportunity of your business: (CONTINUED) 

Christy Dasick: The fees for coninuing education have 

gotten to high 

Ronya Rilva: Growth and some other answers has to be 

weighed by my age (71)and needs, and not the promotions 

and oppurtunities offered by the franchise. My overall 

experience has been very positive, and if I was more 

disaplained to follow their procedures etc. I would be 

substaintly more successful today than I am. 

Joyce Gastar: Again, I'm new. 

Cheryl Cavis: Growing more slowly than expected but picking 

up recently. 

Arlene Liwray: The sales process and in particular closing is 

much more difficult than I had expected. In my experience, 

the close rate is much lower for a new office than it is for an 

established office which makes using the average rate 

somewhat misleading. 

Dick Padfiit: There is lot of Opportunity but I am sick / Heart 

problems don't have much time. 

Bonnie Pankin: I plan to retire around April20, 2011 and 

transfer my accounting clients to Dennis Hobie in 

Fletcher,NC. 

Fred Mawall: the current economy has a direct relation to 

the financial opportunity of my business. If government 

would get out of the picture and let things be, life would be 

so much easier. But the current administration has a cradle 

to grave thought process. The world has gone PC nuts and 

nothing can be done 

Ronya Fillaland: They need to move past the promises and 

DELIVER improved systems. 

Charles Undarsin: The franchise fee is high since no 

advertising dollars are spent. 

43 



SECTION 5: 

Satisfaction Detail Report 

The Satisfaction Detail Report provides a complete breakdown of each survey question (including 

both benchmark and custom questions), the response rate, and the answer percentages. The top of 

the Survey Summary page shows how many people were invited to participate in the survey and how 

many actually participated. The data is color-coded so you can easily identify areas in which you 

receive high marks (those in dark blue) and areas that need improvement (those in red and orange). 

The small number located within the color on the bar represents the percentage of respondents that 

answered with that choice. The “n” number on the right column is the number of respondents, and 

the “FSI” is the score for that question/section. 

After the Survey Summary, a series of pie charts provide demographic information about your 

franchisees. These charts are followed by a copy of each Individual franchisee’s survey with their 

individual answers and comments for each question. If the franchisee opted to share his/her 

identity, this is included on the individual franchisee’s survey page. 


Molly Wally's 


Survey Summary 

++ + +/- - 

% % % % % 

- - 

Participation Statistics: 

295 participants invited 

200 (68%) participants responded 

198 (67%) participants completed at least 50% 

Training & Support n FSI 


24 41 20 13 2 

197 67.9 


12 31 30 20 6 

197 55.8 


13 31 27 18 11 

198 54.2 


16 32 31 15 6 

198 59.5 

59.3 



23 38 29 8 2 

197 68.4 


28 37 27 7 1 

195 71.2 

Competition 

14 33 31 17 4 

196 59.1 

Innovation 

12 24 36 22 6 

197 53.7 

63.1 

Leadership 

Clear Vision 

16 55 21 6 3 

198 68.9 

Team Culture 

20 47 27 4 3 

194 69.5 


11 46 27 10 5 

198 62.1 


14 53 23 7 4 

198 66.8 

66.8 

Core Values 

Trust 

42 44 11 2 1 

197 81.0 

Respect 

41 45 13 1 

139 80.9 


58 34 7 1 

196 87.2 


43 40 14 2 1 

198 80.4 

82.4 


Support Brand 

21 64 14 1 

194 76.0 


13 61 22 4 1 

195 70.1 


10 54 27 8 1 

197 66.2 


36 51 12 2 

197 80.2 

73.2 



43 45 10 3 

197 81.9 

Enjoyment 

32 54 10 3 1 

197 78.3 


25 46 24 3 2 

197 72.6 

Valued Member 

19 39 32 8 2 

197 66.8 

74.9 


Fees 

12 51 23 10 4 

196 63.9 


19 54 14 10 3 

197 69.0 


11 28 39 15 7 

196 55.0 


19 39 33 7 2 

196 67.0 

63.7 



23 34 27 14 2 

196 65.4 


11 24 27 28 11 

196 49.0 


16 36 27 16 5 

195 60.6 

Do It Again 

46 21 18 10 5 

195 73.1 

Recommend 

51 24 20 3 2 

194 79.8 

65.6 

45 


Overall Company FSI: 

68.6 


Individual Survey Results 

46 



Molly Wally's 


Bradley Avans 

Individual Survey 

Participant FSI: 

Company FSI: 

Participant FSI Range: 

89.1 

68.5 

N/A 0 

25 50 75 100 

Narragansett, IL 

Units: Owned:single unit / territory 

Future Development: probably 

Market: Medium Market (>250K pop) 

Tenure: less than 2 years 

Age: 35 - 44 

Ethnicity: Caucasian 

Region: Northeast US 

Gender: female 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 


Karen Banata 



Company FSI: 


51.5 

68.5 

Molly Wally's 


N/A 0 


Roswell, OR 


Market: Major Metro (500K+ pop) 

Tenure: 10+ years 

Age: 45 - 54 


Region: South US 

Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



Training, Support, Marketing 

I think if the franchisor had a company owned accounting 

and tax operation it would help them in knowing more of 

what are needs are. 

If you could make one recommendation to Senior 

Management, what would it be? 

When you go with a project or strategy please stick with it. I 

think it sends a unfavorable message when the project 

stops or they choose to go a different path when franchees 

have followed their initial direction. 

CORE VALUES 

COMMUNITY 

SELF EVAL 

Trust 

Respect 



Support Brand 





Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 

48 



Molly Wally's 



Beverly Baswall/Maas 


Company FSI: 


68.8 

68.5 

N/A 0 


Redwood City, TN 


Future Development: no 



Age: 55 - 64 


Region: West US 

Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 


Ami Biert 



Company FSI: 


48.4 

68.5 

Molly Wally's 


N/A 0 


Freeland, PA 





Age: 55 - 64 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 




I was trained over 20 years ago. I'm sure it is quite different 

now. 



under promise - over deliver 

CORE VALUES 

COMMUNITY 

Trust 

Respect 



Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 

50 



Molly Wally's 


Vivian Bilkar 



Company FSI: 


97.7 

68.5 

N/A 0 


Melbourne, MI 





Age: 55 - 64 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 


Roger Briiks 



Company FSI: 


45.8 

68.5 

Molly Wally's 


N/A 0 


Fullerton, KS 





Age: 45 - 54 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 

52 



Molly Wally's 



Frank Cabardalaban 


Company FSI: 


82.0 

68.5 

N/A 0 


Montgomery, CO 



Market: Large Market (>500K pop) 

Tenure: 6 - 9 years 

Age: 55 - 64 


Region: Midwest US 

Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 


Becky Cailay 



Company FSI: 


68.2 

68.5 

Molly Wally's 


N/A 0 


Forest City, CO 


Future Development: probably not 

Market: Small Market (>100K pop) 


Age: 55 - 64 



Gender: female 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 

54 



Molly Wally's 


Mark Carlay 



Company FSI: 


63.7 

68.5 

N/A 0 


Littleton, MI 



Market: Very Small Market (>50K pop) 


Age: 65+ 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 


Cheryl Cavis 



Company FSI: 


73.5 

68.5 

Molly Wally's 


N/A 0 


Colorado Springs, MS 


Future Development: maybe 



Age: 55 - 64 



Gender: male & female partnership - completin 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 




Accounting software and other technologies need upgrading 

to more robust platforms. Marketing seems confined to 

traditional lines instead of more focus on internet and social 

networking marketing efforts. 

Competition, Products/Services, Creativity 

Marketing is too traditional. 



Commit a laser-like focus on improving accounting and other 

technologies. 

Please give any constructive feedback you have related to 

your Franchisee Community: 

Generally the community is supportive of each other and 

provide feedback when asked. 


Growing more slowly than expected but picking up recently. 

FINANCIAL 

SELF EVAL COMMUNITY CORE VALUES 

Trust 

Respect 



Support Brand 





Enjoyment 


Valued Member 

Fees 




GENERAL 




Do It Again 

Recommend 

56 



Molly Wally's 


John Cickisin 



Company FSI: 


99.2 

68.5 

N/A 0 


Lemoyne, KY 





Age: 35 - 44 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 


Pierre Cintaman 



Company FSI: 


57.8 

68.5 

Molly Wally's 


N/A 0 


Goshen, CA 



Market: Small Market (>100K pop) 


Age: 55 - 64 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 

58 



Molly Wally's 


Carolyn CiTirri 



Company FSI: 


77.3 

68.5 

N/A 0 


Evergreen, PA 





Age: 55 - 64 




Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 


Andrew Costum 



Company FSI: 


67.2 

68.5 

Molly Wally's 


N/A 0 


Chatanooga, TN 





Age: 45 - 54 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 

60 



Molly Wally's 



David Dadarspial 


Company FSI: 


84.1 

68.5 

N/A 0 


Utica, AL 





Age: 65+ 




Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 



Robert Dairherst 


Company FSI: 


52.3 

68.5 

Molly Wally's 


N/A 0 


St. Charles, PA 





Age: 35 - 44 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 

62 



Molly Wally's 


Joel Dakar 



Company FSI: 


47.0 

68.5 

N/A 0 


Bluff City, MI 





Age: 55 - 64 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 




DIFFICULT TO DETERMINE CONSIDERING I DO NOT KNOW 

THE RELATIONSHIP OF STAFF TO NUMBER OF FRANCHISES. 

USUALLY I WILL GET A RESPONSE IN 24-48 HOURS. NOT 

GOOD IF YOU ARE STUCK ON AN ISSUE. 



NOT BEING CLOSE TO MANAGEMENT IT WOULD BE 

DIFFICULT TO CRITIQUE. HOWEVER, I BELIEVE THAT 

ACCOMPLISHMENTS ARE IMPORTANT AND THEREFORE NO 

MORE THAN (3) MAJOR STRATEGIC ISSUES SHOULD BE 

TAKEN ON AND COMPLETED EACH YEAR. sPEAKING WITH 

OLDER FRANCHISEES THERE APPEARS TO BE A CULTURE OF 

STARTING TOO MANY INITIATIVES AND COMPLETING 

FEW.WHETHER THAT IS ACCURATE OR NOT WOULD 

OBVIOUSLY REQUIRE MORE INTEL. 

Please give any constructive feedback you have related to 

your Franchisee Community: 

DIFFICULT SINCE MY GOAL IS TO BUILD A SUCCESSFUL 

BUSINESS AND I DO NOT THINK OF OTHER FRANCHISEE'S. 

PERHAPS A WRONG ATTITUDE BUT PROFITABILITY IS 

PRIORITY ONE AND I HAVE NOT BEEN ABLE TO ACHIEVE 

THUS FAR. 

GENERAL FINANCIAL 

SELF EVAL COMMUNITY CORE VALUES 

Trust 

Respect 



Support Brand 





Enjoyment 


Valued Member 

Fees 







Do It Again 

Recommend 


Susan Damisi 



Company FSI: 


67.4 

68.5 

Molly Wally's 


N/A 0 


Brodheadsville, MO 






SUPPORT 

SYSTEM 







Competition 

Innovation 

Comments 

LEADERSHIP 

Clear Vision 

Team Culture 




I feel that the sales training and support that I received was 

outstanding. Especially sending someone to my office to 

work with me. However, after reaching 30+ clients, I 

repeatedly asked for help getting over that threshold but 

received no help whatsoever. This is an area in which the 

franchise should excel. They know which offices are 

successful. They could capture those best practices and 

teach it to the rest of us. It's too late for me now, but I never 

had a problem getting new clients, I had a problem 

processing. When I asked for help I was ignored, and when 

Steve receives a criticism in this area he talks around it and 

is not willing to take ownership. 

CORE VALUES 

COMMUNITY 

SELF EVAL 

Trust 

Respect 



Support Brand 





Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 

64 



Molly Wally's 


Larry Damm 



Company FSI: 


88.3 

68.5 

N/A 0 


Elgin, MO 





Age: 35 - 44 



Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 




Adequate support. 

Competition, Products/Services, Creativity 

Very strong product. 



Think outside the box about how technology can better 

position us to deal with the business owners of the future. 

CORE VALUES 

COMMUNITY 

SELF EVAL 

Trust 

Respect 



Support Brand 





Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 


Eric Dantsin 



Company FSI: 


51.5 

68.5 

Molly Wally's 


N/A 0 


Gladstone, CO 





Age: 35 - 44 

Ethnicity: Other 


Gender: male 

Comments 

SUPPORT 

SYSTEM 

LEADERSHIP 







Competition 

Innovation 

Clear Vision 

Team Culture 



CORE VALUES 

Trust 

Respect 



COMMUNITY 

Support Brand 




SELF EVAL 


Enjoyment 


Valued Member 

FINANCIAL 

Fees 




GENERAL 




Do It Again 

Recommend 

66 



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