Out of more than 30 pizzerias that applied to be considered for Entrepreneur’s 2016 Franchise 500 listing, Toledo, Ohio-based Marco’s Pizza logged the greatest domestic growth, beating out industry giants such as Pizza Hut and Papa John’s. Its banner year was 38 years in the making. Italian-born founder Pasquale Giammarco began franchising in 1979, seven years earlier than “Papa” John Schnatter, but after 25 years, the company counted only a little more than 100 restaurants in three states. In 2004, restaurant-industry veteran Jack Butorac acquired the franchise rights and pulled together an experienced team to turn the modest Marco’s into a national brand.
超过30家披萨公司申请被候选为2016年Entrepreneur500强，俄亥俄州托莱多为基地的Marco’s Pizza实现了国内最大的增长，甚至打败了行业巨头例如Pizza hut和Papa John’s。是它38年以来标志性的一年。意大利出生的创始人Pasquale Giammarco在1979年开始特许经营，比”Papa”的John Schnatter还早了7年，但25年后，这家公司仅仅在三个州比100家餐厅多了点的规模。在2004年，餐饮行业的老手Jack butorac取得了特许经营权并且组建了一个有经验的团队，把谨慎的Marco’s改变称了一个国家品牌。
“Without a lot of track record in growth, we were finding it very difficult to find lenders [for franchisees],” says Bryon Stephens, president and COO of the company. “We knew that we were going to have to take some extraordinary measures.”
由于缺少很多关于增长的跟踪记录，我们发现很难为特许经营人找放款人，”公司的董事长和首席运营官Bryon Stephens说，“我们知道我们必须去用一些特别的方法。”
So they initiated captive-leasing programs to provide direct funding to franchisees. They also created Marco’s Assurance, diverting a portion of every franchise fee and royalty into a fund to guarantee franchisees’ loans. Though unprecedented, that move proved vital.
所以他们开始的捆绑租赁项目提供给特许经营人直接的资金。他们也建立了Marco’s保险，转移了一部分每个特许经营的费用和使用费到一个基金，用来保证特许经营人的贷款。虽然是史无前例的，但那个举措被证明是至关重要的。
Then in 2012, Marco’s took another outside-the-box approach to growth: a partnership with Family Video. The movie-rental chain became Marco’s largest franchisee, placing pizzerias within about 130 of their stores to date, so customers can get pizza and a movie at the same time -- in store or delivered. Today, Marco’s has almost 700 stores in 35 states, and a 10-year goal to grow to 2,500.
然后在2012，Marco’s使用另一种非传统途径取得增长：和Family Video的合作伙伴关系。这个影片租赁连锁变成Marco’s最大的特许经营人，至今铺设了他们130家披萨店，所以顾客能在买到披萨的同时得到一部电影—在店内或递送。今天，Marco’s在35个州有大约700家店，并且10年的目标是增长到2500家。
Though creative strategies have certainly accelerated growth at Marco’s, Stephens says that the foundation for its success is still good food and good service. To attract and retain high-quality people to deliver on both counts, Marco’s offers its best employees the chance to earn equity in the stores they work in. Forgoing franchise fees and instead allowing people to work toward ownership is a unique tactic designed to reward Stephens’ number-one requirement: passion. “It’s not just about how much money you have to invest,” he says. “You’ll be miserable if you can’t share our passion for our culture, our customers and our product.”
虽然有创造性的战略确实加速了Marco’s的增长，但Stephens说它成功的基础仍是好的食物和好的服务。为了吸引和保持高质量的人群去履行这两个方针，Marco’s提供给最好的员工有机会获得他们工作那家店的股份。放弃特许经营费并且相反的允许人们朝着所有权工作是一种独特的战略，这个设计是用来奖励Stephens’首要的要求：热情。“这不仅关乎到你必须投多少前，”他说。“如果你不能分享我们的文化，顾客和我们中我们的激情，你会是很悲催的.”
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