But Stan Gordon is opening a Dunkin’ Donuts shop on Gateway Boulevard this fall where he hopes people will not run, but linger awhile and conduct some business.

Toward that end, this shop will include a conference room.

Already, Starbucks and Panera Bread have elevated to a fine art the invitation to hang out in a comfy chair with coffee, pastry and a laptop. And some McDonald’s locations, like the one on Yamato Road and Congress Avenue, have installed big-screen televisions for the apparently desirable coffee-drinking loiterer.

But the idea that a group could rent a conference room for business or a birthday party is taking the coffee-lounge idea one step further.

Gordon’s new-concept coffee shop appears to be the first of its kind in Palm Beach County.

The coffee-shop conference room is already available in at least three Dunkin’ stores in Broward County – in Pompano Beach, Hollywood and Davie.

Read More: Palm Beach Post

This issue was published in December 2011.

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The Internal Revenue Service launched a new program that will enable many employers to resolve past worker classification issues and achieve certainty under the tax law at a low cost by voluntarily reclassifying their workers. This new program will allow employers the opportunity to get into compliance by making a minimal payment covering past payroll tax obligations rather than waiting for an IRS audit.

This is part of a larger “Fresh Start” initiative at the IRS to help taxpayers and businesses address their tax responsibilities.“This settlement program provides certainty and relief to employers in an important area,” said IRS Commissioner Doug Shulman. “This is part of a wider effort to help taxpayers and businesses to help give them a fresh start with their tax obligations.”

The new Voluntary Classification Settlement Program (VCSP) is designed to increase tax compliance and reduce burden for employers by providing greater certainty for employers, workers and the government. Under the program, eligible employers can obtain substantial relief from federal payroll taxes they may have owed for the past, if they prospectively treat workers as employees. The VCSP is available to many businesses, tax-exempt organizations and government entities that currently erroneously treat their workers or a class or group of workers as nonemployees or independent contractors, and now want to correctly treat these workers as employees.

To be eligible, an applicant must:

• Consistently have treated the workers in the past as nonemployees,

• Have filed all required Forms 1099 for the workers for the previous three years

• Not currently be under audit by the IRS, the Department of Labor or a state agency concerning the classification of these workers

Interested employers can apply for the program by filing Form 8952, Application for Voluntary Classification Settlement Program, at least 60 days before they want to begin treating the workers as employees.

Employers accepted into the program will pay an amount effectively equaling just over one percent of the wages paid to the reclassified workers for the past year. No interest or penalties will be due, and the employers will not be audited on payroll taxes related to these workers for prior years. Participating employers will, for the first three years under the program, be subject to a special six-year statute of limitations, rather than the usual three years that generally applies to payroll taxes.

The above is taken from the Internal Revenue Service website and was submitted by James P. Ventriglia CPA whose accounting firm has been servicing Dunkin franchisees for over 20 years

Some unintended consequences began to take shape in late June 2011, when the Federal Reserve (Fed) issued its final rule implementing the law. While its initial proposals suggested that fees between 7 and 12 cents seemed “reasonable and proportional” to the costs incurred, the Fed’s final rule concluded that all future swipe fees would be capped at 21 cents plus .05 percent of the transaction amount to account for fraud losses. This was below the past average debit fee of 44 cents per transaction. However, swipe reform supporters were disappointed at the significant concessions the Fed made to big banks and credit card companies, especially since 44 cents was only an average. They felt there were many other transactions, such as small ticket purchases, that fell well below the average rates.

While the 21-cent-cap decision was higher than expected, many agreed that overall swipe fees would decrease. What no one expected, however, was that the credit card and banking industries would find a way to generate MORE revenue–not less–from imposing swipe fees. Worse, the businesses in which franchisees sold lower-ticket items were the ones that were about to be hit the hardest.

How did MasterCard and Visa manage to profit from regulations intended to lower swipe fees? Prior to oversight by the Fed, the credit card giants were imposing differing fee schedules based on multiple factors like industry segment, size of the transaction and volume processed. As a result, fees on small-ticket transactions were 4 cents plus 1.55 percent. After the Federal Reserve issued the final rule, however, MasterCard and Visa set new rates that treated the 21-cent cap as a floor for debit card fees. That meant that almost ALL transactions, regardless of cost or size, would be subject to a 21-cent fee. Therefore, franchisees selling lower-ticket items would now be paying a much higher percentage of the cost to the credit card companies. The result: every transaction made below $15 on a non-exempt card now has a higher network-imposed interchange fee than it did prior to the law’s enactment. Further, interchange swipe fees on purchases under $2.50 have now tripled in price because of the decisions by participating networks to raise all rates to the cap.

How did this happen? According to the organization primarily responsible for advocating the law’s passage, the Merchants Payments Coalition (MPC), two parties are to blame for this result: the Fed and the credit card companies.

According to MPC, the Fed did not set a truly reasonable and proportional standard and therefore is now allowing banks to collect almost six times the transaction cost in debit swipe fee revenue. Also, because the Fed did not require merchant routing choices on every transaction (i.e., a signature or PIN number), they limited the competition between Visa, MasterCard and the other debit networks. As for the credit card companies, MPC points out that while the 21-cent rates are not required by law, Visa and MasterCard still raised the debit swipe fee to the 21-cent cap, which now serves as more of a floor in the eyes of the networks.

In late November 2011, retailers began fighting back. The National Retail Federation, the Food Marketing Institute, the National Association of Convenience Stores and other organizations filed a suit against the Fed for setting too high of a cap on interchange fees; buckling to pressure from the banking industry; and considering outside expenses, such as fraud, when determining swipe fees. The suit maintains that the Fed’s cap is an “unreasonable interpretation” that exceeds its authority under the law. In addition, the suit contends that the Fed wrongly interpreted another provision in the law—one that requires merchants have a choice of which network handles their transaction.

In the long term, hopefully the networks will begin to face some competitive pressures and swipe fees will decrease. Until that happens, however, franchisees need to write to their members of Congress and relay their personal stories of how the new swipe fee law is hurting–rather than helping–their business.

Fidelity Bank

Based in Central Massachusetts, Fidelity Bank is one of the oldest, strongest and continually growing independent community banks in the region. Fidelity Bank offers the experience of a big bank with the personal service of a community lender. As a franchise owner client, you deal directly with the decision makers who are committed to responding quickly and knowledgably from day one of your relationship.

Fidelity Bank offers mid-to-large scale financing to franchisees throughout New England and New York State. The lender provides network financing for new stores, store acquisitions, expansions, remodels and related real estate. Fidelity Bank tends to work with franchise owners or owner networks with at least four or five shops. Its minimum transaction amount is $500,000 and the maximum is $10 million. The bank is a “relationship lender,” meaning its aim is to finance the relationship and be the primary lender for an operation, not just to fund a single transaction. Fidelity Bank can fit the bill no matter the size of the network, serving all of the needs of a network with a handful of stores or helping franchise owners with more than 100 stores to diversify their banking relationships.

While Fidelity Bank just initiated its Dunkin’ Donuts Commercial Lending Program six months ago, President and Chief Lending Officer John Merrill and Senior Business Banking Officer Sally Buffum each have more than 10 years experience providing financing to Dunkin’ franchise owners.

“We may be small, but we’re experienced. We understand the capital needs of a growing or existing network of Dunkin’ Donuts stores, but also recognize that each network is different and we’re nimble in our customization of services for individual franchise owners,” said Merrill. “We’re putting a lot of effort into growing our lending program, and we’ve had a number of early successes.”

Through Fidelity Bank’s LifeDesign approach, your relationship would typically begin with a conversation with one of the bank’s commercial lending Relationship Managers to discuss what you’re trying to accomplish and what your capital needs are. Your Relationship Manager would require financial statements and other documentation to fully grasp how your needs and goals fit into your overall business plan. When it comes to the application and decision-making process, everything is tailored to the transaction type and complexity as well as the franchisee’s needs. Fidelity Bank would ask for a project timetable upfront and design a plan to meet that timetable. This would be part of the complete financial package and transaction outline ultimately provided by the lender. Throughout the process, your Relationship Manager is there to walk you and your associates (e.g., your accountant) through the steps and/or to answer any questions.

To find out more, visit www.fidelitybankonline.com or contact Sally Buffum at 508-762-3604 or sbuffum@fidelitybankonline.com.

Direct Capital Franchise Group

Headquartered in Portsmouth, New Hampshire, Direct Capital is a national direct lender that has worked with Dunkin’ Donuts and Baskin-Robbins franchise owners for more than a decade. In fact, the lender has a team of Franchise Finance Managers specifically trained to work with the Dunkin’ Donuts community. Offering small-to-mid scale financing for new store development, equipment and technology replacement and upgrades, remodels, store acquisitions and even relocations; Direct Capital’s typical minimum transaction amount is $2,500 and the maximum is $1 million.

In addition to traditional finance structures, working capital loans are available. Direct Capital has a brand new program exclusively for Dunkin’ Donuts and Baskin-Robbins franchise owners: All are automatically pre-approved for $25,000 of working capital financing per location and may be eligible for higher amounts. These short-term, unsecured loans can be used to boost liquidity and cover general business expenses such as inventory, labor, advertising and taxes.

Express underwriting and approval services streamline financing for Dunkin’ Donuts clients. A one-page application is all that is required for loans under $100,000, and approvals and documentation are processed the day of the application. For larger loans, the process is initiated with that same application, but additional financial review is required. Once financials are received, Direct Capital typically makes decisions within two business days on remodels, new stores, acquisitions and relocations in two business days. What’s more, the lender’s ClickFund™ electronic documentation system allows you to review and sign financial documents through a secure website, significantly reducing the turn-around time of “hard copy” processing. For multi-unit franchise owners, Direct Capital designed a Master Finance Agreement to simplify applications for subsequent financing with the completion of a one-page addendum to simplify the process of securing additional funds over time. Direct Capital also can consolidate all of your invoicing and offers flexible payment options (deferred and seasonal).

“We have grown so comfortable with the Brand and are so confident in the ability of franchise owners to perform that, even in a generally tight lending climate, we’ve had a wider credit window for franchisees in the Dunkin’ system,” said Robyn Gault, Vice President of Strategic Accounts. “In 2012, we are looking to expand our programs and allocate even more funding to the Dunkin’ Donuts community because it has been so successful.”

For more information check out http://franchise.lendedge.com or contact Robyn Gault at 603-433-9476 or rgault@directcapital.com.

GE Capital, Franchise Finance

GE Capital, Franchise Finance (GE Capital) has more than 30 years experience serving mid-market owner/operators with multiple stores in the restaurant and hospitality industries. In January of 2010, GE Capital reorganized to a regional model and put a major focus on Dunkin’ Donuts becoming a core brand. While headquartered in Scottsdale, Arizona, GE Capital is dedicated to lending to franchisees across the country with originations teams embedded in the East, Central and West regions.

“We have the expertise in the restaurant space to understand key issues for franchise owners, and our regional focuses give us a better grasp of each client’s local marketplace,” said Brian Frank, Managing Director, East Region. “And because GE has the knowledge and expertise in a variety of industries, we not only provide the capital but also the insight on topics such as market competition, energy costs, local and global economies, health care and government. Our experts can tap into these and other areas to help a franchise owner grow their business.”

GE Capital stands true to its tagline, “We’re not just bankers. We’re builders.” The lender is committed to helping you do more than maintain your business; it aims to facilitate your growth vision. GE Capital offers term loans, refinancing, real estate mortgages, sales leaseback, acquisition financing and development lines for new stores and remodels. It predominantly does financing across the board for an entire business, working with seasoned owner/operators with at least three to five years experience and six to 10 stores. Decisions are made on a case-by-case basis, however, so the lender is always open to speaking with franchisees who might not fit this exact profile.

GE Capital has more than 300 employees nationwide who are solely dedicated to the restaurant finance business, so it can truly provide a national perspective. The lender also has a Brand Manager, Christine Keating, who works with Dunkin’ Brands directly to ensure GE Capital understands all of the brand’s issues and expectations, and to forge a triangle partnership since it works best when the franchisee, franchisor and lender are all working together to grow the business.

While GE Capital clearly has expansive operations, it remains committed to serving each franchise owner client as an individual. You typically begin by talking with an account executive in your region to establish the groundwork. The regional account executive gathers basic information about your business such as history and performance, scope of anticipated projects, overall business plan, financial history and documentation. The account executive then brings in an underwriter and closer to form a “Deal Team” specifically dedicated to you. This team subsequently walks you through the transactions step-by-step.

Learn more at www.gefranchisefinance.com or contact Ab Igram at     203-229-1885 or ab.igram@ge.com.

Joyal Capital Management

For 25 years, Joyal Capital Management, LLC (JCM) and its affiliates have provided financial services to Dunkin’ Donuts franchisees. This longstanding association began with estate, business and financial planning and evolved into lending-related services. Today, JCM offers exclusive financing arrangements to Dunkin’ Donuts franchisees along with outstanding personalized service, including a dedicated team that handles transactions in a 100% turnkey process requiring minimal franchisee involvement.

Based in Plymouth, Massachusetts, JCM primarily serves franchise owners on the East Coast, supplying traditional franchise financing for new store development, acquisitions, expansions, remodels, refinancing, and so on. What makes JCM unique, however, are the funding and debt structuring services available only to Dunkin’ Donuts clients. If you need immediate access to capital, JCM can help. The firm has very substantial secured funds set aside to provide the capital now and subsequently structure that debt, meaning you can get the money you need today, literally.

JCM also offers exceptional debt restructuring. When you have loans with more than one bank, often the banks and loan covenants make it impossible to access additional capital. In this situation, JCM will work with you to restructure your loans, getting rid of the other banks and terming out your existing debt in ways that meet your ongoing cash flow needs.

“We are proud to offer services to our Dunkin’ Donuts clients that go ‘above and beyond.’ It’s our mission to be there as a resource they can rely on to help grow their business,” said JCM Chairman and CEO Gary Joyal. “We currently serve the full spectrum—from franchisees who own just one shop to the largest franchisee in the system—and we believe in developing long-term relationships, not transactional-based relationships.”

In fact, JCM stood by its Dunkin’ Donuts clients through a serious crisis. In 2007, while managing the Dunkin’ Donuts Lending Program created by Sovereign Bank in the early 1990s, JCM began getting panicked calls from franchisees: Sovereign was calling in loans that were technically in default solely due to not meeting growth criteria stipulated in the loan agreements. Gary Joyal immediately contacted Northern Bank & Trust Company (a small, privately owned community bank) to explore solutions. Joyal wanted: simple loan approval, no financial covenants and no overly burdensome cross-collateralization provisions—a key component that would allow larger franchisee networks to grow and prosper. Northern Bank President and CEO James Mawn agreed and further said the only criteria would be that franchisees make their monthly payments. In addition, Mawn would meet clients face-to-face and share his home phone number for use in case of an emergency. JCM established a partnership with Northern Bank in 2008 and began transferring business from Sovereign. The program has been extremely successful and, whenever a franchisee has faced an urgent problem, Mawn has come through with a resolution.

To find out more, see www.jcmfranchise.com or contact Manager of Client Services Kathy Rebello at 508-747-2237 or krebello@joycapmgt.com.

The chief executive of the new National DCP (NDCP) is not someone who makes promises easily. But, Kevin Bruce is confident of his promise that Dunkin’ Donuts franchise owners will see lower prices between now and end of June—and then again at every six month interval until December 2014.

“We’re confident that through our initiatives that we will reduce prices to our members for the next three years as spelled out in the agreement,” said Bruce, who noted how just saying that was such a “good feeling”.

The savings is but one of the many happy returns for Dunkin’ Donuts franchise owners who voted overwhelmingly to support merging the regional operations of its supply chain into one, truly national entity with one board of directors and one, unified mission.

The DCP was already unique because few, if any, franchised restaurant systems also have a supply chain cooperative that franchisees own and operate. Now, as a result of its 25 year Relationship Agreement with Dunkin’ Brands—a core component of the merger—the NDCP now controls its sourcing as well as its distribution.

“That means we go from being a vendor to being a partner and that is exciting,” said Michael Batista, who became Chairman of the National DCP Board of Directors in January 2012. Being more than just a distribution vendor equates to being partners with the Brand, Batista says. “We are at the table early on to drive the cost of existing and new products. If we were strong before, we are stronger now.”

“The new agreement strengthens and ensures the NDCP exclusive role in the distribution and procurement processes. Now we are the exclusive entity and can leverage that role for the benefit of franchisees,” said John Justo, who served as a member of the National DCP Board and the Northeast Board until the end of 2011.

When Bruce and the regional DCP boards began discussing how to merge operations into one entity, cost savings was a primary incentive. “One of the value elements is having a smaller nimbler board structure such that we can make decisions that allow us to achieve savings, efficiencies and productivity more quickly.”

Bruce says that includes not just taking advantages of the economies of scale that come with merging four operations into one but also leveraging the strength of the co-op to negotiate more competitive prices with vendors. “If it wasn’t a cost savings deal we wouldn’t have done it,” he said.

“The entire initiative will enable franchisees to secure the lowest, sustainable cost of sales possible, with savings coming from many platforms. We’ll have unified control over our operations, and be able to leverage the synergies of a billion dollar-plus supply chain,” said Justo.

“The mission of the DCP is to serve members at the lowest cost,” said Dipak Patel, who was co-Chair of the National DCP Board from 2008-2011 and still serves on the NDCP Board of Directors. “Because of the merger, unit profitability will increase which will enhance franchisee equity.”

“It will increase profitability by streamlining operations at the NDCP,” said Chris Prazeres, who was a member of both the National and Northeast DCP boards through the end of 2011. He says the NDCP’s control over sourcing will be pivotal to delivering members the lowest possible cost which will increase franchisee profitability.

Bruce says the National DCP has two major goals for 2012: reducing food costs and maximizing savings in distribution.

“Every region will benefit from lower pricing and costs savings returned to them through their patronage dividend and lower case prices,” said Bruce. That’s the promise of the new DCP and he’s sticking with it.

DTT Screen Shot

DTT Surveillance, a DDIFO Sponsor  and a provider of surveillance technology, managed services and loss prevention solutions for the restaurant industry, added more than 1,300 subscribers in the McDonald’s restaurant chain in 2011.

Rick Crady, McDonald’s owner/operator, said the DTT SmartAudit system unveiled fraudulent activity at the register when it was first installed.

“The amount of money we saved easily paid for our system and quickly convinced us to install DTT at all our stores. We soon caught theft at other stores and found that employees had stolen quite a large sum of money – much more than enough to pay for the systems,” Crady said.

DTT, which was founded in 1999, has installed more than 27,000 systems at various restaurants.

“Our long term partnership with the McDonald’s enterprise reinforces DTT’s marketplace value for hospitality locations. By focusing on those critical inspection areas for restaurant operations, we answer vital questions related to who, how, when and what occurs on a daily basis with video validation,” added Thomas Moran, EVP, DTT.

Headquartered in Los Angeles, DTT also provides Digital Video Surveillance solutions to brands such as Subway, Dairy Queen, Burger King, D unkin’ Brands, Taco Bell, KFC, Auntie Anne’s, Potbelly Sandwich Works and Pinkberry.

QSR Web

Arun Mandi, left, of Voorhees, talks with Robert Baldwin, of Somers Point, general manager of the new Somers Point Dunkin’ Donuts on the former Sonic site. Mandi has 24 stores in the area and is renovating them and moving them to choice locations with drive-throughs. Photo by Danny Drake

Kevin Post of The Press of Atlantic City reports that Dunkin’ Donuts franchise owner Arun Mandi was on the threshold of what many people consider a dream career in computer engineering.

But instead, Mandi decided to work in quick-service restaurants, better known as fast food to consumers.

“I started working in Dunkin’ Donuts when I was going to school for my master’s in computer engineering, part time to fund my tuition for college,” Mandi said. “After I graduated with my master’s degree, I decided engineering was not for me.”

So he returned to working as a Dunkin’ Donuts crew member to learn the business.

“A lot of my friends went to work for companies such as Texas Instruments and American Airlines, and they said, ‘Are you crazy? What are you doing working for $6 an hour?’” Mandi said. “I got laughed at, but I did what I felt like I wanted to do.”

Nearly two decades later, the decision is looking pretty good.

Mandi, 45, is the donut king of Atlantic County, with 24 Dunkin’ Donuts stores either in the county or elsewhere in South Jersey.

And he’s far from done.

Read More at: The Press of Atlantic City

The incident triggered “a full-blown hazmat response” at the eatery on Hoosick Street, which remained closed all of Sunday, according to Assistant Chief Steve Willson of the Brunswick Fire Department No. 1. Firefighters from his company, as well as Troy and Hoosick Valley, responded to the 8:50 a.m. call. Employees in the restaurant said a white powder emerged when they cracked open a roll of pennies, prompting feelings of nausea.

Willson said the employees were completely decontaminated — their clothes were removed and they took special showers at the scene — before they were taken to St. Mary’s and Samaritan hospitals for evaluation. None were admitted, Willson said. The powder was taken to a State Police lab for testing, and the restaurant remains closed pending the result. Willson said they originally came from a local bank, which rolled them on behalf of an elderly customer.

Read more: Times Union