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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.

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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...

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...

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...

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...

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...

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...

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...

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.

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