Reporter Alyssa Huglen asks what makes emerging brand leaders tick—and presents their edited answers in this column in each issue. To suggest a subject, email [email protected]
What went into the decision to franchise, and why now?
Since I bought the company, we’ve grown from the original two stores and a food truck. Through that process, we have received nothing but wonderful feedback and great sales trajectory of the product being taken to different markets in Kansas City. As we were going through the journey in that short period of time, my original thought was to keep it as it is, bring it to more people in Kansas City and grow the brand here. The more I thought about it and the more conversations I had, I thought, why am I limiting this amazing brand to just Kansas City? In what ways can we get it to more people throughout the country? I thought about how we could get it to customers that continuously send us text messages and emails or talk in stores and say, ‘We wish that we had this here. Can I franchise with you guys? Can I open up the shop somewhere?’ As we heard that over and over and over, and we continued to see the success in Kansas City, we thought this is something we ought to open our minds to.
“For me, it’s not a numerical number of stores to open. It’s the idea of taking the time to proactively evaluate product quality and efficiency.”
—Matt Shatto
BACKGROUND
• Shatto acquired Betty Rae’s Ice Cream in 2023 and launched its franchise program this year.
• The brand was founded in Kansas City, Missouri, in 2016; it has seven corporate and two franchised locations.
What is your strategy in choosing the right markets for growth?
It’s a combination of demographics, it’s a combination of competition, and it’s a combination of desire. We want to hear from our customers. We want to hear from those people that love and enjoy the product and the brand itself, and we want to get it to them so they can be our brand advocates. So many of the locations came about not just because geographically they’re convenient and beneficial, but because we’ve had an extreme amount of interest from customers and potential franchisees. We look at demographics and the competition within those regions, and there’s opportunity for a high-quality product backed up with great customer service to take root. We’re trying to be thoughtful and look at logistics as it relates to how we grow.
With franchising underway, what are you most excited about?
The most exciting component to me is the process. We’re able to take a space and turn it into something that we’re excited about. We’re going to have families come here and create memories, and that just happens to be in a shop associated with us and our effort. That’s the excitement and the focus I have. From the business side, it’s the idea of trying to figure out ways and opportunities to get a product line that we believe in. Trying to get that product to other markets and introduce them to a product line that is likely different than what they currently have within their community. I think in the long term, we believe our product quality and customer service will win over the hearts and minds and tastebuds of those we have the opportunity to serve.
Betty Rae's stores serve a variety of ice cream treats.
For me, it’s not a numerical number of stores to open. It’s the idea of taking the time to proactively evaluate product quality and efficiency—whether it’s through our commissary location, where we make a lot of our product, or whether it’s individual stores themselves. Making sure that as a team, we’re continuing to not be satisfied with the status quo, asking ourselves the question of how we can become better. If we don’t have product quality and customer service, we don’t have a company.