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Freshly after an unfulfilled financial profession, Neil Hershman was looking for something different – something he could build with his own hands. This search led him to 16 handlesThe New York brand Froyo, which he visited as a client.
Astrophysics in one hand, funds resume in the other, Hershman found himself behind the counter of his first series of 16 handles, the sleeves rolled up and run a store from open to closure.
What began as a side project quickly transformed into something larger. “Open and close, every change I worked,” says Hershman. “I was able to develop my business [and] Restore additional revenues to such an extent that the profit was so great that I decided to leave all my other projects and focus on 16 handles. “
At a time when other entrepreneurs withdrew, Hershman expanded. He began to build latest stores in New York during Covid-19, when the retail lease was low-cost and the competitors closed. “Instead of being afraid, I was the one who came and built,” he says.
Soon he was not only a location run. He ran the whole company.
Since the acquisition of the brand from the founder of Solomon Choi in 2022, Hershman conducted a nationwide expansion of the Froyo chain from over 150 locations. His unexpected journey from the client to the franchisee to CEO gives him an exceptional advantage in today’s crowded dessert market.
Hershman is for one of the wildest flavors of the brand, from Harry Potter References to “French Fry Frozen Yogurt” (art on often cracked McDonald ice cream machines). “I am part of the customer base,” he says. “My family, my friends, all are part of the customer base. So these are just ideas.”
The results speak for themselves. “Our increase in sales was phenomenal, for example when we introduced a French fry or Squid games-a bitten taste or beer made of butter Harry Potter– says. “Our sales increased like 30-40% this week in which we launched compared to previous years. So it really makes a difference. “
But building a flowering brand requires greater than taste. This requires trust, consistency and loyalty – not only from customers, but from the team. That is why Lisa Mallon was the first person employed by Hershman, who was a co -owner of Fairfield in Connecticut, for 13 years with her husband.
“Who knows the brand better and believes in the brand more than people who have been successful with the brand?” Hershman says. “Someone who has 13 years of running a store open to closure and knows the interaction with clients and [what] Customers want to get the best bang for their zloty in this company. “
This strategy helps the brand to remain consistent, i.e. indifference in which Hershman appreciates the most Customer reviews.
“We used to have one girl who ordered every day, and always came at the same time, to the extent that when you heard the printer printer, we knew it was her order and what to do,” he says.
One day she left a five -star review with a photo of her Froyo on a coffee table. “I love this place, great chocolate,” she wrote.
For Hershman, these few words were a source of encouragement. “Although it seems monotonous that we pack the same order every day, at the other end there is someone who can not wait for the time of opening this bag throughout the day,” he says.
Hershman emphasized the importance of paying special attention to reviews, Is it positive or critical.
“[Loyal customers] Know what to look for best, “he says.” They are really important to us as a franchisor to know what is happening to our locations, and store operators knew what was happening in the client’s mind. “
Hershman and his team fastidiously observe review platforms, comparable to Yelp, to help improve surgery and build trust, remembering that not every criticism is a call to act.
For example, one of the challenges identified by Hershman is not getting a full picture of customer experience based on his review. “You just get the edges, so it’s difficult to use these reviews as a long-term decision-maker,” he says.
Nevertheless, critical reviews can ensure clarity, and good reviews can build credibility. Both are development opportunities as a business.
Hershman’s story concerns the potential in which others see the plateau and create really special moments for customers who will return for consistent experience.
After taking up the function of the general director and the recovery of 16 handles for the latest generation, the Hershman Council for entrepreneurs is easy, but powerful:
- Obsession with customer experience. From basic products to additional services, all the things could be improved to build trust and cultivate repetitive business.
- Build customer loyalty at every step. (*16*)Reading and responding to customer opinions He will inform customers that their voices are heard.
- Innovation with the goal. Not every business idea will see light, but focusing on continuous improvement will make your enterprise competitive.
- See your enterprise through the eyes of the client. Spending time on the front lines can offer you a fresh look at what works and what to improve.
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Editorial contribution of Jiah Choe and Kristi Lindahl