Issue link: https://www.e-digitaleditions.com/i/92325
think about anything except the everyday business in your stores and what causes you grief. " Although, the funny thing According to the Panera about grief is that it's often transferrable—which is why most people try to avoid it. Schmitt, on the other hand, tends to gravitate toward a good challenge. So when his customer referred to repair handling ill-timed equipment franchisee, he didn't want to be bothered with service calls, warranty issues, or lengthy malfunctions was a big hassle, and and maintenance as a problem, he lis- tened. According to the Panera fran- chisee, handling ill-timed equipment malfunctions was a big hassle, and he didn'twant to be botheredwith service calls, warranty issues, or lengthy exchanges with contractors. One num- ber—that's all hewanted.Regardless of what failed or when it happened, he wanted his management team to have one number to call so someone else could manage the process. Schmittwas intrigued.None of his dis- exchanges with contractors. tributor competitors had a model in place to take on the need and there was little interest in creating one. Some even questioned his sanity when he floated the idea. "That made me want to do it evenmore, "he says."When they reacted with such skepticism, that's when I knew it was a great opportunity for our company. The market was wide open and the barrier for entrywas very high. " Enter Chain Restaurant Solutions Like anyone starting a new venture that precariously collides with a linger- ing downturn, there are days when he wishes he would have taken his friend- s' advice. But fortunately for Rapids— which managed to replace lost business with new business during the lull—the doubts have come in dribbles and pale to the outpouring of support customers, both old and new, have shown for its service-based arm Chain Restaurant Solutions (CRS). Entering into its eighth year, CRS has remained true to its core of focusing primarily on chain accounts but has continued to refine its services via input froma growing customer base. The one Panera franchisee (and its 20 locations) has ballooned into 28 cus- 1 2 FEDA News & Views tomers with a combined 700 plus loca- tions from coast to coast, which amounts to constant feedback on how CRS can elevate its game. "Preventative maintenance tracking was a huge request from our cus- tomers, Development Matt Faber, one of two members on the CRS team charged with expanding the map. "When it comes to PM on equipment, restaurants with multiple locations really lose track of when the work was done (bi-month- ly, quarterly, etc.), or even if the work was done at all, " says Director of Business "he says."They also strug- gle with keeping track of the overall cost of repairs and accountability,when it comes to the service provider.We've built an alert system that allows us to protect their interests by reaching out to contractors a fewweeks prior to the PM date, and if we don't receive an invoice by the 23rd of each month,we request documentation confirming the comple- tion of a job. " CRS also offers routine trouble shoot- ing, contractor dispatch and follow-up as well as cost-containment solutions, such as performing invoice audits and capturing warranty opportunities. Both offer potential savings that tend to go unnoticed by the customer, says Schmitt. After a dispatch or project is complete, all invoices are sent to CRS, "where charges are verified against agreed upon rates, trip charges, estimat- ed parts cost, and hours incurred vs the hours captured as contractors check in and check out at the customer location," he says. Payback for the customer comes in two forms, help in controlling repair and maintenance costs and time saved. On average, CRS receives more than 1,400 calls a week, or between 175 to 225 calls per day. And resolving just one of those calls, usually takes an addition- al 10 calls due to a lot of back and forth between CRS and the contractor, the customer and the service agent, accord- ing to Schmitt. Recouping the time spent on multiple calls, is what sold his first customer, the Panera franchisee,on the service. "If he could take 80 percent of the continued on page 14