Video Transcript Brian Schnell: Let's talk about achieving growth and scale. Shelly you've given our audience perspective on how they might grow their business today using the franchise model. But what do you think has been the most important factor that has led you to get the right scale for BrightStar. Shelly Sun: I think it's three things that have allowed us to scale. I think first we assessed what capitalization we needed to get to 50 or 100, not just launched into 10. So I think proper capitalization is the first thing. Brian: And you knew that-- Shelly: Because of building out the model. Brian: --at the get-go, right? Shelly: It was part of our original planning process. I think a second thing is making sure you're building the right team. So we have the team that can help us get past 10 and get to 50, 100, 200. And then looking at how do we have the right investments in technology. Because technology for us has been a key area that's allowed us to scale efficiently. The technology is really just the enabling mechanism, I think in any business, for achieving scale. Brian: As a franchisor, you also talk about the importance of staying in contact with the end user of the product or the service that's being delivered by the franchisees. Why is that important? Shelly: Well, I think it gets back to the strategy. We have to know where we're at and where we're going. And the way that we're going to grow, our franchisees are going to grow, is serving more customers. Well, we have to be tapped into what our customers want from us, and what might we not be delivering to them that they need. And the franchisees are busy just running the day-to-day, building a business, trying to make payroll on Thursday. They need to make sure someone's thinking about where's the industry going, what are the market opportunities, what are the market challenges. And a good part of strategic planning is not just looking at strategic planning from the franchisor's point of view, but we do strategic planning from three different areas. We look at it from the franchisees' point of view and how do they need us to evolve the franchisee model. We look at it from the franchisor or employee stakeholder area. But we also looked at it from the end customer. What do our end customers need us to do to continue to meet and exceed their needs, and meet more of those needs over time? So being tapped into what our customers think about us today and what do they need us to become over the next three to five years is critical, because it allows us to make the right prioritizations of our investments. Brian: You focus on the passion in building the brand, Shelly. Talk about cause marketing. What role should that play in a franchise organization in its early years? Shelly: I think it's a part of giving back. I think giving back can only happen, though, once a business is successful and it's profitable, because that's the resources that you're using to give back. And so for us as a brand, it's been about now that our franchisees are developing levels of success and we have developed levels of success, is how can we give back. And so we take care of many people that are afflicted by Alzheimer's. And so giving back to Alzheimer's in a national way. We take care of kids. And so giving back to Autism Speaks is a way to do that. And then I think our biggest commitment we've made in the last 6 to 12 months is really looking at the 60 million family caregivers that are trying to piece together the family members to provide care. And so we, again, in trying to be a leading brand, we made an investment in CareTogether, an online, free platform that family caregivers can use to coordinate care and communicate across the family. But we gave it free, much like WebMD did for a doctor's second opinion. We felt like that was a way to hold our brand up, that we're doing something for the industry and we're not looking to derive a profit from it. It's the way to do the right things, built on a solid foundation. We had to be profitable and successful first, but we have been blessed to be successful and to have the visibility on Undercover Boss. And so how can we use that to make a difference and give back to consumers at large? Brian: So if a business owner, Shelly, is thinking about pursuing franchising and wants to learn more, what are their next steps? Shelly: Well, I would say definitely read the book. There definitely is a play-by-play guide in how do you launch, but how do you sustain, a successful franchise brand that might expand into other brands or expand internationally. The step-by-step guide is absolutely there with Grow Smart, Risk Less. And then I think get actively involved in the franchising industry. Become a student. And we talk about exactly what conferences to attend and what organizations to join in the book as well. So again, it's a play-by-play resource guide to not just help you make the decision to franchise and how to do it, but also how to get more connected and to tap into more information like this on an ongoing basis.