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.
In the U.S. and Canada, we have one store for every 12,000 people.
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.
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.
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 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.
Back when we started, people didn't even know what a submarine sandwich was. The product was only sold in a few markets.
I made the first sandwich before entering college.
If I'm spending time on something, I may as well do good as opposed to average.
Even if you set a long-term goal, that doesn't mean it's a straight-line journey. Often, there are problems and obstacles along the way.
How you handle the obstacles has a big impact on how you do. If you give up, then you obviously don't get there, but if you're persistent, and you keep thinking of new ways to approach the business, you're more likely to reach your goal.
By and large, we're a bread-eating culture. People like sandwiches. We don't really over-think that one.
I was 17 years old when I built the first store... A very simple, basic store with a basic counter - not very much equipment, all purchased second-hand. And the menu was very simple.
I don't think I ever dreamt of going into business. No one in my family was in business.
