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Updated RecentlyPop Life: Doc Popcorn Embarks Upon Aggressive Expansion
Monday, July 11, 2011
During the first quarter of 2011, Doc Popcorn awarded nine franchise agreements representing 60 new units "" a record for the company. With a pipeline that now has more than 100 new locations under development from Alaska to Rhode Island, the brand is positioned for exponential expansion in 2011 and beyond.
Doc Popcorn was founded in 2003 by Rob and Renee Israel. The couple spent six years learning the quick-service market and ironing out the kinks before starting to franchise in 2009. At the time, there were 11 units in high-traffic areas throughout Colorado, where the company is headquartered.
There are almost 30 Doc Popcorns in 22 states and Washington, D.C., But that number is just a fraction of where the brand will be by year's end.
Founders believe time is right to grow After six years of trial and error and two years of franchising, the Israels finally believe they have a "solid ROI model." "We think we have a very affordable and efficient operation that appeals to a variety of people who want to get into this game. We struggled and scratched our heads a lot in the beginning and we're still evolving, but we truly believe our branding is in place and we're confident in our brand," Rob said. "We needed the right partners to guide us strategically and the right model and we now have all of those dynamics and the foundation is ready to go." The "right model" is actually three models offered by the brand. Doc Popcorn "POPrieters" (franchise owners) have the choice to operate a PopKiosk, which can be anywhere from 150 to 200 square feet built, shipped and installed by the company; a Mobile PopCart, for those looking to operate in temporary locations; and the PopShop, the brand's inline concept that ranges from 150 to 500 square feet. (Check out the different models here).
The kiosk model is by far the most popular with franchisees "" comprising 70 percent of current or planned locations.
"We don't want big spaces because big spaces mean big rent. And we don't need big spaces. We don't need plumbing, which is rare for a food concept, and we don't have a lot of equipment. These details are huge and allow us to have a lot more flexibility," Rob said.
Getting the right equipment in place was one of the first initiatives (and challenges) the Isreals took on in the beginning.
"It was difficult to bring kettle corn popping indoors. This was something that was done in propane tanks at farmer's markets outdoors," Rob said. "I worked with an equipment company to bring that idea indoors and they did just that "" the poppers are made specifically for us. They're electric and filtrated properly so they can operate in a busy place like a mall." The Isreals have remained with that equipment partner throughout the years and prefer the company remains unnamed.
In addition to getting the right models in place, Doc Popcorn is also currently benefitting from a confluence of trends in the foodservice industry "" from a higher demand for healthier food on-the-go to a post-Recession pool of real estate opportunities and interested entrepreneurs.
"In a very strange way, the timing for all of this has been fortuitous. For the first time in 10 or 15 years, malls are flexible with their pricing. We don't want anyone to struggle, but those who didn't make it through the downturn have presented an opportunity where we can get better leases," Rob said.
Renee adds that a handful of their franchisees are mid- to- high-level executives who either lost their job or got demoted during the Recession.
"We have people coming to us because they were tired of having to downsize and they want to take back their lives. They don't want to retire; they want to be in control. It is these business-savvy people who are our target franchisees and they're why we may be one of the fastest-growing concepts," she said.
Getting the product just right Admittedly, jumping into the popcorn business was a bit serendipitous for Rob, a self-described "serial entrepreneur" who had worked with non-profits and an Internet company prior. While visiting family in Colorado in 2001, the then-New York City resident tried kettle corn for the first time.
"It blew my mind. I thought it was an amazing, delicious, addictive snack. I thought it was something that could be pretty good for you if it was done correctly and I was amazed that it wasn't around at all," Rob said.
He spent two years talking to everyone he could about popcorn, doing research, solidifying the right equipment and trying out flavors to perfect the product.
By 2003, the Isreals began looking for a mall location for the fledgling concept and found one near Boulder, Colo.
"We were at a crossroads at that time, thinking about marriage and a family. We wanted a healthy lifestyle and knew Boulder was a good fit for us and for the business, so we moved," Renee said.
In six months, the original Doc Popcorn doubled in sales compared to what its predecessor did in a full year.
"I knew we had something viable," Rob said. "We had to just figure out the right product and keep them all natural, yet indulgent. We wanted flavor to lead our business because I think that's where a lot of natural companies get in trouble "" they feed bird food to humans." Nine flavors mark the Doc Popcorn menu "" sweet butter (the brand's signature), klassic kettle, cheesy cheddar, better butter, triple white cheddar, salt-n-pepper, caramel kettle, hoppin' jalapeno and sinfully cinnamon. Doc Popcorn sells two sizes for $4 and $3.50, and offers the ability to mix flavors by request.
The Israels' goal is to keep it simple, one of the harder lessons learned during the 6-year trial-and-error period.
"We'll listen to the marketplace and continue to experiment. We want to offer choices, but from an operator standpoint, it's important to maintain simplicity," Rob said. "This was not an easy evolution and we kissed a lot of frogs and made a lot of mistakes to get here. But now it's working and we think we have something remarkably indulgent that makes people smile."
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