On the morning of our Original SoupMan opening in downtown Colorado Springs. the owners of the Boulder store showed up with cups, bowls, and other consumables. They were giving us their remaining stock; their store had closed. The news was shocking but I didn't have time to process it. We were insanely busy with customers.
In New Orleans, the success of Mardi Gras is determined by the tonage of garbage collected on Ash Wednesday. Even before closing, I knew our day had been a success by the bags and bags of garage carried out to the dumpster. We could hardly keep up with it. It took hours to clean up that night and yet when corporate's training team were saying their good-byes , I had an awful gut feeling-- a premonition of doom.
Our first month was extremely busy. After the honeymoon phase, we settled into a routine, consisting of a healthy lunch rush and many regulars in the evening.
Even though we were selling soup, our cost of goods were too high to ever turn a profit. I began trimming the fat everywhere I could but it was not enough. I called a couple of other franchisees to find out what they were doing to make their businesses successful.
Two more stores had closed, one in Manhattan and one in South Carolina. I spoke with two franchisees. Both had done everything I had--found cheaper cups, bowls, spoons, napkins, etc. We had swapped out the mandated Lindt chocolate ball that we had to give with every soup order (which costed 12 cents a piece) with an Ovation thin mint stick (at 5 cents each). One of the owners warned me, "the longer you stay open, the more money you lose".
Fear kept us open. We knew what would happen to us once the business closed. But long hours of hard work and sleepless nights forced us to surrender to the inevitable-- we closed our store.
to be continued.......
After returning from NYC, I hired a business attorney to read the UFOC (Uniform Franchise Offering Circular) and the franchise contract. The UFOC is the disclosure document which is to include all pertinent info that should protect the potential franchisees from buying a bad franchise. Having said that, it ain't necessarily so. We did our due diligence to the best of our ability, as did the other franchisees. (More on due diligence later)
I also worked with the Business Development Center at UCCS, SCORE (Service Corps of Retired Executives) for expert business counseling, wrote a business plan, financial projections, and applied for a SBA loan. Everyone I met was excited about the franchise coming to Colorado Springs and wanted to try the legendary soup.
We signed the contract and began searching for the right location. Anticipation grew with the plans; I was interviewed on the local news and in two newspapers.
A location became available downtown and our attorney reviewed the lease. Once signed, strangers would stop by, peek inside and ask, "Is it soup, yet?" When the build-out of our location was near completion, it was time to train at Corporate's facility in Piscataway, N.J.
The room was set up with two rows of banquet tables with three chairs per table. The director of training began with an overview of our training and then introduced SoupMan's P. R. guy. We were given lessons in public relations and had to chant catch phrases like "it's all about the soup" and " a gourmet meal in a cup". We practiced answering questions in mock interviews, using our catch phrases as often as possible. We trained on our Point of Sales registers, made smoothies, salads, and sandwiches--which we ate at lunch with more soup, each one equally delicious. On the last day of our training, we were quized on everything we had learned that week. SoupMan's Executive Vice President was present after the testing and that gnawing feeling of doom returned. Back home, we commuted to Boulder to work in Colorado's first SoupMan location to get in-store experience. The store appeared to be quite successful and we served a lot of soup and paninis. The week prior to our scheduled opening, we worked late into the night fixing last minute glitches in the build-out. The day finally arrived. The media and a member of the Colorado Springs Council were present at our grand opening. People lined up for the soup... after all... "it was all about the soup". to be continued...
We can either reap the reward of good decisions or face the dire consequences of bad ones.
Consequences On September 9, 1965, Hurricane Betsy hit the city of New Orleans. This hurricane was one of the deadliest and costliest storms to make landfall in the U. S. Betsy killed 75 people and was the first storm to cause over a billion dollars in damages -- inflation has it between 10 - 12 billion by today's values.
Levees along the Mississippi River Gulf Outlet (MRGO) and the Industrial Canal breeched, flooding the Upper and Lower Ninth Ward, part of Gentilly, as well as Arabi and part of Chalmette in St. Bernard Parish. Eight oil platforms were destroyed. Two of them, a Shell platform and an oil rig owned by George H. W. Bush's Zapata Corporation, the Maverick, disappeared into the Gulf of Mexico and not seen again. The name Betsy was retired from the list of storm names.
At the time, my family lived in Arabi and had to be rescued by boat. There was no flood insurance in 1965. Betsy was the storm that created the National Flood Program. I watched my parents rebuild our home and the hardships they endured.
Katrina was far worse. My dad, 91 years old at the time, didn't have the strength to rebuild, again. My family decided not to return to Louisiana. After spending a month at my sister's home in Keystone, we realized if we were to stay in Colorado, we would have to find a place of our own.
We drove to the Red Cross location in Colorado Springs. Our extended family moved into a large apartment complex on the westside of town and began looking for jobs.
We soon discovered why the cost of living and housing was so affordable in such a desirable location. Most jobs don't pay much but we had hitched our Pikes Peak or Bust sign to our little rental car (we were on vacation when Katrina hit, losing our home and all possessions, including our vehicles) and we were determined to make it here.
If salaries were insufficient, maybe we could start a business. (When your entire community is wiped out by a natural disaster, your support system is gone, too; when it comes to making decisions....you're on your own and many decisions are made in a panic).
We contacted a business broker and checked out several existing businesses, including a couple of franchises. The businesses were either too expensive, out of our range of expertise, or didn't meet our financial needs. The franchises had transfer fees, mandates to renovate in addition to the cost of the business. It made more sense to purchase a new franchise.
I searched for new franchises online and discovered one based on the Soup Nazi's Soup Kitchen in Manhattan. Yes, this is Seinfeld's Soup Nazi. The character was based on a real person and this was his soups. It not only seemed like a good idea at the time -- it seemed like a great one.
This new franchise had name recognition. People would be curious to try the soup and if it lived up to its legend, well, we'd sell a lot of soup.
My husband David was traveling back and forth to Louisiana, helping restore the oil refinery where he worked. The company provided the employees with trailers and docked a barge along the levee to provide meals. Everyone had to commute at this time, many like David, from long distances. They worked seven days on, then seven days off.
The appointed "Soup Day" to meet with the franchisor fell in the week David worked in Louisiana. My youngest daughter traveled with me to New York to investigate the franchise and its infamous soup.
We were treated to three of the fifty-five varieties. The soup delivered. There was some trepidation about the franchisor but the soup overpowered any 'gut' feelings.
So, we took our insurance money, bought a small house in Colorado Springs and an Original SoupMan franchise. It seemed like a good idea at the time.
