Fred Deluca Quotes

Most Famous Fred Deluca Quotes of All Time!

We have created a collection of some of the best fred-deluca quotes so you can read and share anytime with your friends and family. Share our Top 10 Fred Deluca Quotes on Facebook, Twitter, and Pinterest.

Popular Quotes Topics for You.

In a typical situation, it's going to take pretty close to a year to get your location in, get your permits, and then get open.

There are so many ingredients that are approved for use. You can't be an expert on all of them.

When I started in the business, the minimum wage was $1.25. I've seen an enormous number of wage increases. Basically, it applies evenly to everyone in the business.

The people who come to work deserve to be paid properly, and there's no excuse. I could understand someone making a small error, but sometimes people make systematic errors, and that's not right.

It's tough for people to get into business, especially a small business.

The payroll tax is affecting sales. It's causing sales declines.

If I were in charge of the government, I would index the minimum wage to inflation, so that way, everybody knows what they can count on.

Everybody who goes through the business will make mistakes. The big question is how big will the mistakes be? How fast will they learn from the mistakes, and how quickly will they get the business in the correct direction?

Six months after we started, in 1964, there was a day when we sold only seven sandwiches. If we'd taken all the money from the register, we couldn't have paid an employee, much less the food or the rent or all that. It could have been a turning point. We could have given up.

There's huge access to information. If you need to learn something, you can go on the Internet and learn very quickly. You can reach across miles and miles to find companies that can assist you.

I watch 'Shark Tank,' of course. It's very entertaining. I think it's actually good to help people think about the business they might start, and sometimes you get encouraged by looking at someone going into business and saying, 'Hey, I could do that.'

We give great value for our franchisees: They can build a store for well under $200,000. And we have extremely simple operating systems. The preparation is mostly done in front of the customer. That simplicity is really what attracts our Subway franchise. You see it, and you can do it.

Subway is a real point of pride. We have influenced the way people eat.

If someone wants to eat healthy, they can do that and get the sandwich exactly right. I'm so pleased we're able to influence so many people and their eating habits.

I don't have much of a bucket list. I don't have a lot of needs and desires.

I guess that's one of the benefits of being sick. Your wife lets you have a big-screen TV in the living room.

You have to be able to communicate the vision to the people in your organization so that they know where and how they should direct themselves on a day-to-day basis.

Profit or perish... There are only two ways to make money: increase sales and decrease costs.

If you treat people nicely, and you allow them to fulfill a role that is satisfying for them, they'll accomplish a lot, and they'll enjoy their work.

Every time I come across learning items of interest, I'll send distribution voice mail to the appropriate group in the organization.

Higher unemployment generally bodes well for franchising. People are looking for a new opportunity, and people who have jobs are a little less confident they'll always have a job.

We have always had many more franchisee candidates than available locations.

In some markets, we don't have a lot of room to expand. We've done studies of store density and essentially found our more dense markets have more than one store per 15,000 people.

The United States is a huge market, and once you get rolling, you can replicate that model over and over pretty easily. Your supply lines are taken care of. You don't have technicians to deal with. You've got your customer base.

When we first started the company, I didn't have any thoughts of franchising. We just had company-owned stores.

When you're invested in your own business, you're going to run it better. When people are financially responsible for whether their store succeeds, they're going to have that kind of entrepreneurial spirit that's harder to get if headquarters is running things.

If you have company-owned stores, you make 100 percent of the profit from each one, but you have less entrepreneurial spirit.

There may be a perception that, with franchises, they're all the same, so that limits the ability to experiment. But that's not true. We've always kept two slots open on the menu of each Subway franchise - slots that franchisees can use to come up with their own sandwich ideas.

We find that no matter what country we're in, if we hit the right economic notes and appeal to the mass market, we're able to build the business very, very rapidly.

Everybody eats three times a day; it's only a question of where they choose to eat. The longer-term trends are people eat out more often.

In the U.S. and Canada, we have one store for every 12,000 people.

In 1974, we began franchising. We didn't have any big thought process except that, 'OK, franchising will help us get to our goal of 32 stores and help us run stores farther away from home.'

Because the stores worked, franchisees wanted to build more stores. If your model works, folks who are happy with it will buy out the ones who aren't happy.

A lot of stuff happens daily when you're running a company like Subway. If you get too happy about some things or too unhappy about others, you get worn out. It's best if you can pace yourself a little bit more.

I tell everybody there are only three things that we do. We build sales at the store level, we build profits at the store level, and we build more stores. The first two things go in tandem, of course. It's pretty tough to build profits without sales.

After 39 years of business, I'm still learning. I go through this every year -identifying new strategies that are extremely important.

From my point of view, my job is just to work hard for our franchisees, so they can maintain the position they're in, and to grow market share.

From my point of view, what I really like, what I think is really terrific about my work, is that the company's had the opportunity to train literally thousands and thousands of brand new franchisees to successfully run their very first business.

A couple times a year, I get in the car, and I'll drive 1,000 miles cross-country, going through side streets. I'll stay off the highways as much as possible. And I realize it's a huge country, and for us to be in so many places in the country is an amazing thing.

The franchisees are uniquely in touch at the local level. They see what's going on in their communities in a way we couldn't ever imagine.

We're very much in the people business in that there are two important groups you have to work with: customers and employees.

You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.

To a large extent, we're working hard to fulfill the consumer demand for Subway sandwiches.

I don't have any interest in cashing out or leaving the business or doing something else. I just love Subway, and I want to keep focusing on the company for the benefit of all our franchise owners. So I'm kind of like married to the job.

I know a lot of people at some point in their business careers decide they'll just cash in and do something else, but for some reason, I've never had that feeling.

Guys, we are trying to share Unique Fred Deluca Quotes, so you will not get to read the same things again and again on our website. You can also share your favorites on Facebook or send them to a friend who loves to reading quotes.