The Hamilton Spectator

The old Tim’s is vanishing


The ongoing internal feud at Tim Hortons between some franchisee­s and Restaurant Brands Internatio­nal, Inc. (RBI), Tim Hortons’ parent company, is nothing short of epic.

For more than seven years, we have seen public accusation­s and a raft of legal threats between parties. But it now looks like RBI has had enough.

RBI recently terminated the contract of a long-standing franchise owner. Ron Fox, who owned a few Tim Hortons franchises in the Brantford area for well over two decades, was leading a group of frustrated Tim Hortons franchisee­s concerned about declining profitabil­ity amid soaring costs for food and supplies charged by the franchisor.

It was also reported that RBI sent default notices to members of the group’s board, which includes none other than Jeri Horton-Joyce, the daughter of chain founder Tim Horton.

RBI stormed into the lives of Tim Hortons franchisee­s in 2014 by way of a multi-billiondol­lar merger between American fast food restaurant chain Burger King and Canada’s top coffee shop and restaurant chain, Tim Hortons. Brazil’s 3G Capital, which focuses on cost management and pennypinch­ing measures, was behind the deal, along with the famous Warren Buffett. The group creates value by cutting, restructur­ing and leveraging the value out of its supply chain to support global brands. When 3G Capital acquired Tim Hortons, the aim was to do just that and make Tim Hortons a successful global brand.

But early on, ideologies clashed between the old guard and the newly formed company. Franchisee­s prided themselves on being incredibly community focused. And they were. Tim Hortons dominated the market by monopolizi­ng hockey rinks, soccer fields, and small-town Canada.

But RBI quickly made significan­t changes in the company’s costing structure, alienating the franchise’s long-standing players. That’s why some of them formed an associatio­n in 2017 called the Alliance of Canadian Franchises, formerly the Great White North Franchisee Associatio­n, with about 1,000 stores being represente­d.

RBI’s series of marketing blunders early on galvanized the rebel alliance. RBI introduced several new products on the menu which made little sense. The delayed loyalty program launch, the introducti­on of meatless products — the disasters just piled on. But RBI turned the marketing fortunes around and has had a few marketing coups of late: several appropriat­e seasonal changes to the menu, the incredibly successful “Tim Biebs” campaign, and the launch of highly successful breakfast cereals. Suddenly, the brand connected again with communitie­s.

The franchise now has stores in 15 countries, including India and Pakistan. Tims will have 3,000 stores in China by 2026. The chain operates a little over 3,500 stores in Canada. Tim Hortons will have more stores outside of Canada than within Canada in just a few years.

Slowly, the dissenting voices within the ranks of the franchisee­s have become just noise.

The parent company wants Tim Hortons to be more like the Burger King franchise structure. A Burger King franchise owner will operate 150 restaurant­s on average, not just two or three. This comes with much less corporate and personal pampering, higher supply chain efficienci­es and sound cost-management practices.

Instead of waiting for the Alliance to exhaust its resources, RBI has clearly decided to clean house and will likely let go of a few more recalcitra­nt owners over the next several months.

Bottom line: when someone purchases a franchise, especially in the food sector, that person is simply buying a sponsored management position within a larger network, which comes with some support and moderate perks. That support will change with different ownership; when ownership changes, franchisee­s should also expect rules to change. In food franchisin­g, particular­ly, franchisee­s are rarely in control, no matter how successful their stores are.

 ?? ??

Newspapers in English

Newspapers from Canada