In 1971, out of a small sandwich shack in San Jose, Togo's started with a fairly simple goal: provide made-to-order sandwiches filled with fresh ingredients. After opening a second location in 1974, Togo's began franchising in the late '70s. The brand has become a West Coast original because of its high quality ingredients and one-on-one friendly service that sets them apart. While most of their franchises are based in California, Togo's is expanding throughout the West with close to 300 locations open or under development.
For customers, it starts with the quality and quantity of ingredients they get to add to their custom made Togo's sandwiches. For franchisees, it's the training and support that sets them apart. With service being one of the top priorities, extensive and on-going training for franchisees helps ensure that every time someone comes in to their local Togo's, they get the same great experience. Togo's franchise business consultants are in regular contact with franchisees to provide both operational and financial guidance. Their success is tied to your success, so Togo's invest in the resources necessary to help you meet your goals.
Togo's also has a number of corporate run locations that serve as a lab for testing out everything from new ingredients, store layouts and new ways to manage your employees to new practices designed to impact your profitability. Togo's test there so that when something new is rolled out, they already know it's going to be successful and positively impact their franchisees operations.
Togo’s has higher average sales compared to most sandwich franchises, as reported in its FDD.
Togo's provides Average Annual Revenues for franchise locations and a P&L data on their 12 corporate locations. Click here to see the numbers...
Total Investment is between $274,000 to $508,700. This range is impacted by number of locations you sign up for, location, real estate development, and financing.
Minimum Net Worth: $300,000
Liquid Capital Required: $150,000
For a specific breakdown, click here.
Glenn Lunde, President - Glenn has been a loyal Togo’s fan since his high school days growing up in the Bay Area. He joined Togo’s in January, 2017 and oversees brand strategy, concept development, marketing, and culinary innovation. A high energy, passionate leader, he comes to Togo’s with over 15 years of executive level restaurant experience in building brands for Einstein-Noah’s Bagels, Panda Restaurant Group, Round Table Pizza, and Taco Bell. Glenn is a relentless change agent focused on redefining a brand’s relationship with its people, guests, vendors, and franchisees. He has consistently delivered outstanding results by being a champion of concept evolution, menu transformation, breakthrough creative communications, operations simplification, and transparency with franchisees. Click here to read more about Lunde.
Nader Garschi, Chief Operating Officer - Nader is an avid fan of Togo’s sandwiches. He joined Togo’s in May, 2017 and oversees company owned and franchised restaurant operations, brand/operations training, operations services, concept innovation, and new market and restaurant openings. He is an innovative and high-performing executive with over thirty years of increasingly challenging experiences in operations management for Fortune 500 companies. Nader has a passion for hands-on involvement in all aspects of the business and organization and believes in the power of people development to achieve operational excellence. Nader comes to Togo’s with leadership roles at companies including Sara Lee, PepsiCo, Yum Brands and Panda Restaurant Group. Click here to read an interview with Garschi.
Mike Norcup, Vice President of Franchise Sales - Mike Norcup grew up in the East Bay of California and found love for Togo’s at an early age. One of Mike’s fondest memories as a kid, was stopping by his local Togo’s in the summer with his Dad before heading to an A’s game. The quality of a Togo’s sandwich from the daily sliced meats, to the fresh produce has kept Mike coming back year after year. Mike loves being a part of the beloved Togo’s brand, and is now responsible for working with the Franchise Development Team to continue to grow the Togo’s name. Mike spent over 15 years in the franchise sector with a variety of roles ranging from Operations, Training, and Development. Whether it’s a franchisees first venture into business ownership or the next addition to their growing empire, Mike loves to be a part of helping them throughout the entire process.
Susan Koch - Chief Financial Officer - Susan is Chief Financial Officer; she joined Togo’s in August 1997. Her hands-on experience and historical knowledge of the 40-year-old brand serves as an invaluable asset in effectively managing Togo’s finances and contributing directly to the company’s overall success. Susan is a certified public accountant, financial planner, and a seasoned professional with an outstanding history of success in managing finances for large national brands. Before joining Togo’s, she helped oversee finances for PepsiCo’s Pizza Hut division, ServiceMaster Management Services, and Arthur Andersen.
Anna Nero - Senior Vice President, Marketing - Anna’s love of Togo’s began 15 years ago when she spotted a bright, inviting sandwich shop near her new home and ordered the #24 Turkey & Avocado. Today, she enjoys Togo’s wide variety of sandwiches, salads and wraps. Anna is responsible for Menu Architecture, Culinary Innovation, Brand Creative, Promotions, Field Marketing, as well as Social/Digital and Traditional Media. Anna leads a multi-functional team focused on driving sales and marketing ROI, as well as consistent Brand standards across the Togo’s system.
To Togo’s, There Is No Such Thing As “Too Much of a Good Thing”: The “Best Turkey Sandwiches Ever” Just Got Even Better
Togo’s Continues to Saturate the West Coast by Targeting Fresno and Bakersfield, California for Development
Interview with Travis Grubb, Togo’s franchisee:
Togo’s franchisee Travis Grubb attributes his success to being dedicated to all aspects of his three locations. Having focused on and invested specifically in marketing, Grubb’s business has grown year over year since he opened his first Togo’s location in 2007. Togo’s took notice, awarding Grubb the Franchisee of the Year at the company’s annual convention.
After working with Togo’s corporate for 25 years, Grubb saw an opportunity to stay with the company, but on a more autonomous level.
“I think many people have a little bit of a dream to own their own business,” he says. “And the product quality and abundance was something to be proud of. When we produce our product for our guests, it looks like the pictures. When you lay a foundation like that, as long as you’re operating properly, it’s a recipe for success.”
Unsurprisingly, Grubb has a wealth of knowledge when it comes to positive business practices. Like any other business owner, years of overcoming challenges has led to absorbing some beneficial lessons along the way.
“I realized that it’s not about the restaurant business,” explained Grubb. “It’s the people. If I’m not taking care of myself, my family, my health, trying to be a good person and setting a good example, who am I to be the leader in my own restaurant? And then I manage and enforce the golden rule among my employees. If you take care of yourself and your employees, your guests will be taken care of, too.”
When it comes to being a successful business operator on the actual, brick-and-mortar level, Grubb says it’s all about showing up and being able (and willing) to wear multiple hats. Developing relationships with both his employees and customers gives Grubb a good idea about where his focus needs to shift that day, month, or even year.
“At the turn of this year, I decided to wake up every morning and force myself to put on my marketing hat,” explains Grubb. “I’ve developed a pretty positive system and Togo’s has recognized that.”
Togo’s corporate has been reaching out to Grubb to learn more about his systems, which have led to his year over year success.
As for now, Grubb is sticking true to what’s worked for him in the past: focusing on how to best run his existing locations before committing to opening a new one.
“While I’m not against opening a new location, I’m not quite ready because there’s still more I want to accomplish at my current restaurants,” Grubb said.
It’s that type of dedication to each of his restaurants, and realistically taking stock of his own bandwidth, that makes Grubb such a valuable franchisee for the Togo’s concept.
Executive Q&A: Nader Garschi, Chief Operations Officer
1851: Tell us what you do in one sentence.
Garschi: I oversee company-owned and franchised restaurant operations, brand and operations training, operations services, concept innovation, new market and restaurant openings.
1851: What’s your approach to working with franchisees?
Garschi: Franchisees are my customers. My job is to understand what their needs are and be a true partner. I look at us as one system sharing the same purpose. Our success comes from a strong commitment to each other and upholding Togo’s brand integrity. The community wins when I operate as a true partner. Our franchisees want labor efficient, quality and easy-to-execute programs and an effective way to train and develop people in this job market. They clearly want to have the best product and to encounter profitable growth.
1851: Describe your philosophy that forms the base of your foundation for thinking about Togo’s business model.
Garschi: My business model is a pyramid. The bottom of the pyramid is Great Operations. Great Operations means friendliness of staff, cleanliness of restaurants, quality of product, accuracy, speed with service, connecting with our guests and using technology to create win-win processes. In order to achieve great operations, we need great people and the next level on that pyramid is People Development. I believe people development and profitability can become one. Most companies focus on profitability and feel people development is an additional step. I believe that if we can create an environment in which our people can organically develop and grow, Our Company can grow due to our employees’ focus and efforts to enhance our guests’ experience. At the top of the pyramid is profitable growth; we need to generate enough excess capital to keep growing our business and enhancing our mission. But we can’t do this without Great People. It’s a formula I call GP2. Great operations starts with “G.” People development starts with “P.” Guest experience and profitability form the second G and P.
1851: What’s a typical day for you like?
Garschi: I try to keep my efforts focused on the components of the GP2 formula I just mentioned. At the end of each day, I ask myself if I made a difference in our guest experience or on our people development. The rest of the stuff I do is just additional fun. So I try to keep myself focused on those two.
My typical day starts at 7 and sometimes goes to 11. It varies from conference calls, visiting stores, creating processes and being in touch with GMs, employees, franchisees, and business partners and continuous learning.
1851: What are your thoughts on the state of the sandwich industry?
Garschi: The sandwich business is around $22 billion in the US. Our sandwich product is the best quality. Our bread is much larger, artisan, baked fresh daily and four inches wide versus two to three inches among our competitors. People call our sandwiches “meaty.” The other day, I was looking at competitors, the amount of meat we use in a six inch sandwich is more than what some of our competitors use in a larger sandwich. In short, we are well positioned!
No. Of Units Currently Open:
$274,000 to $508,700
More Information :