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Zaposlenici podzemne željeznice postavili su svjetski rekord u proizvodnji sendviča

Zaposlenici podzemne željeznice postavili su svjetski rekord u proizvodnji sendviča


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Umjetnici u podzemnoj željeznici oborili su Guinnessov rekord

Wikimedia/ProjectManhattan

Subway je ovog vikenda oborio svjetski rekord za većinu ljudi koji istovremeno prave sendviče.

Do jučer većina ljudi vjerojatno nije znala da postoji Guinnessov rekord za "većinu ljudi koji istovremeno prave sendviče", ali postojao je, a jučer ga je srušilo više od 1400 korisnika franšize u podzemnoj željeznici i umjetnika sendviča.

Mnogo se rekorda može osvojiti za postignuća poput "najvećeg sendviča" ili "najskupljeg sendviča", ali ovu nagradu je uzelo samo to što je veliki broj ljudi pravio sendviče normalne veličine u isto vrijeme.

Prema Yahoo Newsu, događaj se dogodio u subotu, 1. kolovoza, na godišnjoj konvenciji Subwaya u Las Vegasu. Kako bi postigli pobjedu, 1.481 zaposlenik podzemne željeznice i korisnici franšize počeli su izrađivati ​​sendviče s puretinom i uspjeli su zgodno srušiti prethodni rekord više od 100 sendvič umjetnika. Prethodni rekord je u veljači 2014. u Dallasu postavilo 1.363 ljudi koji rade za TangoTab diskontnu tvrtku. Prije toga, Subway je zapravo držao rekord u kolovozu 2012. godine, kada je bilo potrebno samo 254 sendviča da obori rekord. 2012. je bilo jednostavnije vrijeme.

Svi sendviči u podzemnoj željeznici navodno su bili pureći podmornici sa zelenom salatom i rajčicom. Nakon što je rekord osvojen, svi sendviči podzemne željeznice donirani su Vojsci spasa.


Osnivač podzemne željeznice DeLuca je heroj heroja: Blagovaonica: Svoju prvu trgovinu sa sendvičima otvorio je 1965. godine u 17. godini. Danas se tvrtka svrstava među vodeće franšizne tvrtke.

Fred DeLuca izgleda kao dječak razrogačenih očiju dok opisuje svoj omiljeni sendvič.

“Tuna na integralnoj pšenici s radovima-s puno ljutih paprika. Ulijte na jalapenos, "kaže, krećući se kao da sipa ljute paprike iz kante.

Nije baš gurmanski užitak, ali DeLuca ne govori o finoj kuhinji. On govori podmornicama.

DeLuca poznaje podmornice. Suosnivač je i predsjednik Subway Sandwiches, lanca koji otvara trgovine tako brzo da sada ima više prodajnih mjesta u SAD-u od divova brze hrane Burger Kinga i Kentucky Fried Chicken.

Subway, koji je časopis Entrepreneur rangirao kao vodeću svjetsku franšiznu tvrtku pet od posljednjih šest godina, od 1987. godine otvorio je u prosjeku 1000 trgovina godišnje.

Podzemna željeznica imala je 7.750 trgovina u 14 zemalja, posljednji broj.

To je sada vodeći lanac sendviča u zemlji koji nije hamburger, rangiran i po prodaji i po broju prodajnih mjesta, s procijenjenim 20% udjelom na tržištu.

Očekuje se da će se prodaja, koja je 1992. godine iznosila 1,7 milijardi dolara, ove godine popeti na 2,2 milijarde dolara.

DeLuca neće raspravljati o dobiti u tvrtki koja ih ne prijavljuje jer je u privatnom vlasništvu. Ali, kaže: "Ne možete računati toliko visoko."

To je daleko od početka rada Subwaya kao tinejdžerskog plana zarade za fakultet.

DeLuca je otvorio prvu podzemnu željeznicu 1965. sa 17 godina.

Uz podršku partnera i ček na 1.000 dolara, iznajmio je malu trgovinu u centru Bridgeporta, Conn., Za 165 dolara mjesečno. Izgradio je mali šalter za iznošenje i počeo prodavati ono što je nazvao "podmornice", te sendviče u obliku tunela poznate i kao heroji, brusilice, siromašni dječaci ili podvale, ovisno o tome iz kojeg dijela zemlje ste.

DeLuca se nadao da će mu njegov pothvat pomoći da zaradi dovoljno novca za plaćanje školarine na Sveučilištu Bridgeport, gdje je studirao psihologiju. Negdje usput, DeLuca je pogodio američki san.

"Zapravo, to je bilo prilično slučajno", kaže DeLuca, koji se odijeva u skupocjena dizajnerska odijela, ali skida cipele čim dođe na posao.

"Mislim da nisam ni sanjao da ću se baviti poslom", rekao je. "Nitko u mojoj obitelji nije radio."

Svoj poslovni smisao vodi do desete godine, kada se njegova obitelj preselila iz Bronxa u Schenectady, NY, gdje je DeLuca dostavljao novine. Proširio je bazu kupaca sa 50 na 95.

"Sjećam se da je stambeni kompleks u kojem smo živjeli imao 108 stanova", rekao je. "Počeo sam s isporukom i rekao sam:" Znaš, prolazim sva ova mjesta svaki dan, pa bih ih mogao imati i kao kupce. "

U Schenectadyju, DeLuca je upoznao Petera Bucka, kupca novina i obiteljskog prijatelja. Buck i DeLuca ponekad bi jeli na mjestu zvanom Mike's Submarine Sandwiches, lokalnom lancu koji je prodavao talijanske sendviče duge do stope.

Nekoliko godina kasnije, DeLuca je prišao Bucku na obiteljskom pikniku i pitao ga za ideje o tome kako bi mogao zaraditi za fakultet.

Buck, tada 34 -godišnjak, nuklearni inženjer koji radi u General Electric Co., predložio mu je da otvori podmorsku sendvičaru poput Mikeove.

Tog dana postali su partneri. Njihov cilj: 32 trgovine u roku od 10 godina.

Prva trgovina podzemne željeznice uspješno je započela. Toliko se ljudi pojavilo na dan otvaranja DeLuca je morao zaposliti ljude koji su čekali u redu za podmornice kako bi mu pomogli u pripremi hrane. Trgovina je rasprodala svoje zalihe u roku od nekoliko sati.

No u šest mjeseci trgovina je gubila novac. Umjesto zatvaranja, DeLuca i njegov partner otvorili su drugu trgovinu kako bi stvorili iluziju uspjeha. U roku od godinu dana postojale su tri trgovine i posao je počeo rasti.

Do 1973. bilo je 16 trgovina, ali DeLuci i Bucku daleko je nedostajao njihov prvotni cilj od 32 trgovine. Stoga su odlučili franšizirati ili licencirati naziv Subwaya drugima.

Ta se odluka pokazala blagodatnom za Subway. Od 1974. do 1978. lanac Subway porastao je sa 17 trgovina na 100. Do 1982. bilo ih je 200. U tom je trenutku DeLuca postavio cilj od 5000 trgovina do 1994. Tu je oznaku dosegao 1990. godine.

DeLuca i Buck i dalje su partneri, ali Buck je polu-umirovljenik.

DeLucini prijatelji nisu iznenađeni njegovim uspjehom, ali su iznenađeni što su ga tamo podmetnuli sendviči.

Jack Eng, prijatelj još iz srednje škole, sjeća se kako je DeLuca pričao o korištenju novca iz prve trgovine Subway za pohađanje medicinske škole.

"Uvijek je bio vožen, ali rekao mi je da ga ne zanima posao", rekao je Eng. "Sjećam se da sam ga pitala zašto ne promijenite smjer s obzirom da radite u trgovinama, ali mislim da je on samo vidio lanac kao sredstvo za postizanje cilja, a cilj je bio postati liječnik."

Sa 45 godina, DeLuca ima dotjeran, dječački izgled i tihi govor koji se čini neprikladnim u često frenetičnom korporacijskom svijetu.

I dalje se zabavlja sa svojom braćom s bratstva s fakulteta. Njegova omiljena zabava su filmovi.

DeLuca dijeli svoje vrijeme između svoje kuće u Orangeu, Conn. I kuće u Ft. Lauderdale, Florida. Supruga Liz, njegova draga iz srednje škole, posljednjih je 13 godina radila u sjedištu podzemne željeznice u Milfordu, Conn. Njegov sin John, 20, student, radi ovo ljeto. Obitelj vrijedi milijune dolara, ali DeLuca neće otkriti njegove prihode.

Sjedište korporacije Subway smješteno je u uredskom parku okruženom šumom i jezercima, mjesto za koje DeLuca kaže da je odabrao jer nije želio da njegovi zaposlenici imaju "takav mentalitet utrke štakora".

Dolje u jednoj poslovnoj kantini DeLuca svojim 400 zaposlenicima nudi besplatan doručak i ručak. Kafeterija je postavljena slično trgovini podzemne željeznice-zajedno sa standardnim jelovnikom podzemne željeznice i žutim kabinama podzemne željeznice.

DeLuca jednom mjesečno iznajmljuje lokalno kino i poziva cijelo osoblje i njihove goste da pogledaju skrivene preglede najnovijih izdanja. Povremeno, DeLuca priredi osoblje zabavu u lokalnoj pivnici, obično kako bi obilježili neku prekretnicu tvrtke, ali ponekad "samo zato", kaže on.

Čini se da se DeLucina blaga korporativna filozofija proteže i do njegovih zaposlenika. Mnogi imaju plakate zalijepljene po radnim prostorima, a neki imaju boom kutije u svojim uredima, gdje mogu slobodno slušati "koju god vrstu glazbe žele dok rade", kaže DeLuca.

Analitičari industrije brze hrane kažu da se uspjeh Subwaya može pratiti u Delucinom agresivnom marketingu i relativno niskim početnim naknadama za franšizu.

Primatelji franšize u podzemnoj željeznici obično ulažu oko 80.000 do 10.000 dolara za franšizu, 30.000 dolara za opremu, 30.000 dolara za preuređenje i 10.000 dolara za razne troškove.

"Mislim da ima pravi proizvod u pravo vrijeme i sposobnost da ga jako dobro promovira", rekao je Edward Kushell, konzultant za franšizing u Los Angelesu.

Brzi rast podzemne željeznice nije prošao bez problema. Neki korisnici franšize podzemne željeznice žalili su se da je DeLuca prenatrpala određena tržišta i otežala im ostvarivanje zdrave dobiti ili čak ostanak u poslu.

DeLuca kaže da prosječni primatelj franšize Subwaya ostvaruje dobit između 40.000 i 50.000 dolara godišnje. Kaže da samo oko 1% trgovina propadne.

Po mišljenju DeLuce, važan temeljni element u stopi uspjeha je jednostavnost jelovnika Subway, sa samo desetak osnovnih sendviča.


Osnivač podzemne željeznice DeLuca je heroj heroja: Blagovaonica: Svoju prvu trgovinu sa sendvičima otvorio je 1965. sa 17 godina. Danas se tvrtka svrstava u jednu od najboljih franšiznih tvrtki.

Fred DeLuca izgleda kao dječak razrogačenih očiju dok opisuje svoj omiljeni sendvič.

“Tuna na integralnoj pšenici s radovima-s puno ljutih paprika. Ulijte na jalapenos, "kaže, krećući se kao da sipa ljute paprike iz kante.

Nije baš gurmanski užitak, ali DeLuca ne govori o finoj kuhinji. On govori podmornicama.

DeLuca poznaje podmornice. Suosnivač je i predsjednik Subway Sandwiches, lanca koji otvara trgovine tako brzo da sada ima više prodajnih mjesta u SAD-u od divova brze hrane Burger Kinga i Kentucky Fried Chicken.

Subway, koji je časopis Entrepreneur rangirao kao vodeću svjetsku franšiznu tvrtku pet od posljednjih šest godina, od 1987. godine otvorio je u prosjeku 1000 trgovina godišnje.

Podzemna željeznica imala je 7.750 trgovina u 14 zemalja, posljednji broj.

To je sada vodeći lanac sendviča u zemlji koji nije hamburger, rangiran i po prodaji i po broju prodajnih mjesta, s procijenjenim udjelom od 20% na tržištu.

Očekuje se da će se prodaja, koja je 1992. godine iznosila 1,7 milijardi dolara, ove godine popeti na 2,2 milijarde dolara.

DeLuca neće raspravljati o dobiti u tvrtki koja ih ne prijavljuje jer je u privatnom vlasništvu. Ali, kaže: "Ne možete računati toliko visoko."

To je daleko od početka rada Subwaya kao tinejdžerskog plana zarade za fakultet.

DeLuca je otvorio prvu podzemnu željeznicu 1965. sa 17 godina.

Uz podršku partnera i ček od 1.000 dolara, iznajmio je malu trgovinu u centru Bridgeporta, Conn., Za 165 dolara mjesečno. Izgradio je mali šalter za iznošenje i počeo prodavati ono što je nazvao "podmornice", te sendviče u obliku tunela poznate i kao heroji, brusilice, siromašni dječaci ili podvale, ovisno o tome iz kojeg dijela zemlje ste.

DeLuca se nadao da će mu njegov pothvat pomoći da zaradi dovoljno novca za plaćanje školarine na Sveučilištu Bridgeport, gdje je studirao psihologiju. Negdje usput, DeLuca je pogodio američki san.

"Zapravo, to je bilo prilično slučajno", kaže DeLuca, koji se odijeva u skupocjena dizajnerska odijela, ali skida cipele čim dođe na posao.

"Mislim da nisam ni sanjao da ću se baviti poslom", rekao je. "Nitko u mojoj obitelji nije radio."

Svoj poslovni smisao vodi do desete godine, kada se njegova obitelj preselila iz Bronxa u Schenectady, NY, gdje je DeLuca dostavljao novine. Proširio je bazu kupaca sa 50 na 95.

"Sjećam se da je stambeni kompleks u kojem smo živjeli imao 108 stanova", rekao je. "Počeo sam s isporukom i rekao sam:" Znaš, prolazim sva ova mjesta svaki dan, pa bih ih mogao imati i kao kupce. "

U Schenectadyju, DeLuca je upoznao Petera Bucka, kupca novina i obiteljskog prijatelja. Buck i DeLuca ponekad bi jeli na mjestu zvanom Mike's Submarine Sandwiches, lokalnom lancu koji je prodavao talijanske sendviče duge do stope.

Nekoliko godina kasnije, DeLuca je prišao Bucku na obiteljskom pikniku i pitao ga za ideje o tome kako bi mogao zaraditi za fakultet.

Buck, tada 34 -godišnjak, nuklearni inženjer koji radi u General Electric Co., predložio mu je da otvori podmorsku sendvičaru poput Mikeove.

Tog dana postali su partneri. Njihov cilj: 32 trgovine u roku od 10 godina.

Prva trgovina podzemne željeznice uspješno je započela. Toliko se ljudi pojavilo na dan otvaranja DeLuca je morao zaposliti ljude koji su čekali u redu za podmornice kako bi mu pomogli u pripremi hrane. Trgovina je rasprodala svoje zalihe u roku od nekoliko sati.

No u šest mjeseci trgovina je gubila novac. Umjesto zatvaranja, DeLuca i njegov partner otvorili su drugu trgovinu kako bi stvorili iluziju uspjeha. U roku od godinu dana postojale su tri trgovine i posao je počeo rasti.

Do 1973. bilo je 16 trgovina, ali DeLuci i Bucku daleko je nedostajao njihov prvotni cilj od 32 trgovine. Stoga su odlučili franšizirati ili licencirati naziv Subwaya drugima.

Ta se odluka pokazala blagodatnom za Subway. Od 1974. do 1978. lanac Subway porastao je sa 17 trgovina na 100. Do 1982. bilo ih je 200. U tom je trenutku DeLuca postavio cilj od 5000 trgovina do 1994. Tu je oznaku dosegao 1990. godine.

DeLuca i Buck i dalje su partneri, ali Buck je polu-umirovljenik.

DeLucini prijatelji nisu iznenađeni njegovim uspjehom, ali su iznenađeni što su ga tamo podmetnuli sendviči.

Jack Eng, prijatelj još iz srednje škole, sjeća se kako je DeLuca pričao o korištenju novca iz prve trgovine Subway za pohađanje medicinske škole.

"Uvijek je bio vožen, ali rekao mi je da ga ne zanima posao", rekao je Eng. "Sjećam se da sam ga pitala zašto ne promijenite smjer s obzirom da radite u trgovinama, ali mislim da je on samo vidio lanac kao sredstvo za postizanje cilja, a cilj je bio postati liječnik."

Sa 45 godina, DeLuca ima dotjeran, dječački izgled i tihi govor koji se čini neprikladnim u često frenetičnom korporacijskom svijetu.

I dalje se zabavlja sa svojom braćom s bratstva s fakulteta. Njegova omiljena zabava su filmovi.

DeLuca dijeli svoje vrijeme između svoje kuće u Orangeu, Conn. I kuće u Ft. Lauderdale, Florida. Supruga Liz, njegova draga iz srednje škole, posljednjih je 13 godina radila u sjedištu podzemne željeznice u Milfordu, Conn. Njegov sin John, 20, student, radi ovo ljeto. Obitelj vrijedi milijune dolara, ali DeLuca neće otkriti njegove prihode.

Sjedište korporacije Subway smješteno je u uredskom parku okruženom šumom i jezercima, mjesto za koje DeLuca kaže da je odabrao jer nije želio da njegovi zaposlenici imaju "takav mentalitet utrke štakora".

Dolje u jednoj poslovnoj kantini DeLuca svojim 400 zaposlenicima nudi besplatan doručak i ručak. Kafeterija je postavljena slično trgovini podzemne željeznice-zajedno sa standardnim jelovnikom podzemne željeznice i Subwayovim žutim kabinama.

Jednom mjesečno DeLuca iznajmljuje lokalno kino i poziva cijelo osoblje i njihove goste da pogledaju kratke preglede najnovijih izdanja. Povremeno, DeLuca priredi osoblje zabavu u lokalnoj pivnici, obično kako bi obilježili neku prekretnicu tvrtke, ali ponekad "samo zato", kaže on.

Čini se da se DeLucina blaga korporativna filozofija proteže i na njegove zaposlenike. Mnogi imaju plakate zalijepljene po radnim prostorima, a neki imaju boom kutije u svojim uredima, gdje mogu slobodno slušati "koju god vrstu glazbe žele dok rade", kaže DeLuca.

Analitičari industrije brze hrane kažu da se uspjeh Subwaya može pratiti u Delucinom agresivnom marketingu i relativno niskim početnim naknadama za franšizu.

Primatelji franšize u podzemnoj željeznici obično ulažu oko 80.000 do 10.000 dolara za franšizu, 30.000 dolara za opremu, 30.000 dolara za preuređenje i 10.000 dolara za razne troškove.

"Mislim da ima pravi proizvod u pravo vrijeme i sposobnost da ga jako dobro promovira", rekao je Edward Kushell, konzultant za franšizing u Los Angelesu.

Brzi rast podzemne željeznice nije prošao bez problema. Neki korisnici franšize podzemne željeznice žalili su se da je DeLuca prenatrpala određena tržišta i otežala im ostvarivanje zdrave dobiti ili čak ostanak u poslu.

DeLuca kaže da prosječni primatelj franšize Subwaya ostvaruje dobit između 40.000 i 50.000 dolara godišnje. Kaže da samo oko 1% trgovina propadne.

Po mišljenju DeLuce, važan temeljni element u stopi uspjeha je jednostavnost jelovnika Subway, sa samo desetak osnovnih sendviča.


Osnivač podzemne željeznice DeLuca je heroj heroja: Blagovaonica: Svoju prvu trgovinu sa sendvičima otvorio je 1965. godine u 17. godini. Danas se tvrtka svrstava među vodeće franšizne tvrtke.

Fred DeLuca izgleda kao dječak razrogačenih očiju dok opisuje svoj omiljeni sendvič.

“Tuna na integralnoj pšenici s radovima-s puno ljutih paprika. Ulijte na jalapenos, "kaže, krećući se kao da sipa ljute paprike iz kante.

Nije baš gurmanski užitak, ali DeLuca ne govori o finoj kuhinji. On govori podmornicama.

DeLuca poznaje podmornice. Suosnivač je i predsjednik Subway Sandwiches, lanca koji otvara trgovine tako brzo da sada ima više prodajnih mjesta u SAD-u od divova brze hrane Burger Kinga i Kentucky Fried Chicken.

Subway, koji je časopis Entrepreneur rangirao kao vodeću svjetsku franšiznu tvrtku pet od posljednjih šest godina, od 1987. godine otvorio je u prosjeku 1000 trgovina godišnje.

Podzemna željeznica imala je 7.750 trgovina u 14 zemalja, posljednji broj.

To je sada vodeći lanac sendviča u zemlji koji nije hamburger, rangiran i po prodaji i po broju prodajnih mjesta, s procijenjenim udjelom od 20% na tržištu.

Očekuje se da će se prodaja, koja je 1992. godine iznosila 1,7 milijardi dolara, ove godine popeti na 2,2 milijarde dolara.

DeLuca neće raspravljati o dobiti u tvrtki koja ih ne prijavljuje jer je u privatnom vlasništvu. Ali, kaže: "Ne možete računati toliko visoko."

To je daleko od početka rada Subwaya kao tinejdžerskog plana zarade za fakultet.

DeLuca je otvorio prvu podzemnu željeznicu 1965. sa 17 godina.

Uz podršku partnera i ček od 1.000 dolara, iznajmio je malu trgovinu u centru Bridgeporta, Conn., Za 165 dolara mjesečno. Izgradio je mali šalter za iznošenje i počeo prodavati ono što je nazvao "podmornice", te sendviče u obliku tunela poznate i kao heroji, brusilice, siromašni dječaci ili podvale, ovisno o tome iz kojeg dijela zemlje ste.

DeLuca se nadao da će mu njegov pothvat pomoći da zaradi dovoljno novca za plaćanje školarine na Sveučilištu Bridgeport, gdje je studirao psihologiju. Negdje usput, DeLuca je pogodio američki san.

"Zapravo, to je bilo prilično slučajno", kaže DeLuca, koji se odijeva u skupocjena dizajnerska odijela, ali skida cipele čim dođe na posao.

"Mislim da nisam ni sanjao da ću se baviti poslom", rekao je. "Nitko u mojoj obitelji nije radio."

Svoj poslovni smisao vodi do desete godine, kada se njegova obitelj preselila iz Bronxa u Schenectady, NY, gdje je DeLuca dostavljao novine. Proširio je bazu kupaca sa 50 na 95.

"Sjećam se da je stambeni kompleks u kojem smo živjeli imao 108 stanova", rekao je. "Počeo sam s isporukom i rekao sam:" Znaš, prolazim sva ova mjesta svaki dan, pa bih ih mogao imati i kao kupce. "

U Schenectadyju, DeLuca je upoznao Petera Bucka, kupca novina i obiteljskog prijatelja. Buck i DeLuca ponekad bi jeli na mjestu zvanom Mike's Submarine Sandwiches, lokalnom lancu koji je prodavao talijanske sendviče duge do stope.

Nekoliko godina kasnije, DeLuca je prišao Bucku na obiteljskom pikniku i pitao ga za ideje kako bi mogao zaraditi novac za fakultet.

Buck, tada 34 -godišnjak, nuklearni inženjer koji radi u General Electric Co., predložio mu je da otvori podmorsku sendvičaru poput Mikeove.

Tog dana postali su partneri. Njihov cilj: 32 trgovine u roku od 10 godina.

Prva trgovina podzemne željeznice uspješno je započela. Toliko se ljudi pojavilo na dan otvaranja DeLuca je morao zaposliti ljude koji su čekali u redu za podmornice kako bi mu pomogli u pripremi hrane. Trgovina je rasprodala svoje zalihe u roku od nekoliko sati.

No u šest mjeseci trgovina je gubila novac. Umjesto zatvaranja, DeLuca i njegov partner otvorili su drugu trgovinu kako bi stvorili iluziju uspjeha. U roku od godinu dana postojale su tri trgovine i posao je počeo rasti.

Do 1973. bilo je 16 trgovina, ali DeLuci i Bucku daleko je nedostajao njihov prvotni cilj od 32 trgovine. Stoga su odlučili franšizirati ili licencirati naziv Subwaya drugima.

Ta se odluka pokazala blagodat za Subway. Od 1974. do 1978. lanac Subway porastao je sa 17 trgovina na 100. Do 1982. bilo ih je 200. U tom je trenutku DeLuca postavio cilj od 5000 trgovina do 1994. Tu je oznaku dosegao 1990. godine.

DeLuca i Buck i dalje su partneri, ali Buck je polu-umirovljenik.

DeLucini prijatelji nisu iznenađeni njegovim uspjehom, ali su iznenađeni što su ga tamo podmetnuli sendviči.

Jack Eng, prijatelj još iz srednje škole, sjeća se kako je DeLuca pričao o korištenju novca iz prve trgovine Subway za pohađanje medicinske škole.

"Uvijek je bio vožen, ali rekao mi je da ga ne zanima posao", rekao je Eng. "Sjećam se da sam ga pitala zašto ne promijenite smjer s obzirom da radite u trgovinama, ali mislim da je on samo vidio lanac kao sredstvo za postizanje cilja, a cilj je bio postati liječnik."

Sa 45 godina, DeLuca ima dotjeran, dječački izgled i tihi govor koji se čini neprikladnim u često frenetičnom korporacijskom svijetu.

I dalje se zabavlja sa svojom braćom s bratstva s fakulteta. Njegova omiljena zabava su filmovi.

DeLuca dijeli svoje vrijeme između svoje kuće u Orangeu, Conn. I kuće u Ft. Lauderdale, Florida. Supruga Liz, njegova draga iz srednje škole, posljednjih je 13 godina radila u sjedištu podzemne željeznice u Milfordu, Conn. Njegov sin John (20), student, radi ovo ljeto. Obitelj vrijedi milijune dolara, ali DeLuca neće otkriti njegove prihode.

Sjedište korporacije Subway smješteno je u uredskom parku okruženom šumom i jezercima, mjesto za koje DeLuca kaže da je odabrao jer nije želio da njegovi zaposlenici imaju "takav mentalitet utrke štakora".

Dolje u jednoj poslovnoj kantini DeLuca svojim 400 zaposlenicima nudi besplatan doručak i ručak. Kafeterija je postavljena slično trgovini podzemne željeznice-zajedno sa standardnim jelovnikom podzemne željeznice i Subwayovim žutim kabinama.

DeLuca jednom mjesečno iznajmljuje lokalno kino i poziva cijelo osoblje i njihove goste da pogledaju skrivene preglede najnovijih izdanja. Povremeno, DeLuca priredi osoblje zabavu u lokalnoj pivnici, obično kako bi obilježili neku prekretnicu tvrtke, ali ponekad "samo zato", kaže on.

Čini se da se DeLucina blaga korporativna filozofija proteže i do njegovih zaposlenika. Mnogi imaju plakate zalijepljene po radnim prostorima, a neki imaju boom kutije u svojim uredima, gdje mogu slobodno slušati "koju god vrstu glazbe žele dok rade", kaže DeLuca.

Analitičari industrije brze hrane kažu da se uspjeh Subwaya može pratiti u Delucinom agresivnom marketingu i relativno niskim početnim naknadama za franšizu.

Primatelji franšize u podzemnoj željeznici obično ulažu oko 80.000 do 10.000 dolara za franšizu, 30.000 dolara za opremu, 30.000 dolara za preuređenje i 10.000 dolara za razne troškove.

"Mislim da ima pravi proizvod u pravo vrijeme i sposobnost da ga jako dobro promovira", rekao je Edward Kushell, konzultant za franšizing u Los Angelesu.

Brzi rast podzemne željeznice nije prošao bez problema. Neki korisnici franšize podzemne željeznice žalili su se da je DeLuca prenatrpala određena tržišta i otežala im ostvarivanje zdrave dobiti ili čak ostanak u poslu.

DeLuca kaže da prosječni primatelj franšize Subwaya ostvaruje dobit između 40.000 i 50.000 dolara godišnje. Kaže da samo oko 1% trgovina propadne.

Po mišljenju DeLuce, važan temeljni element u stopi uspjeha je jednostavnost jelovnika Subway, sa samo desetak osnovnih sendviča.


Osnivač podzemne željeznice DeLuca je heroj heroja: Blagovaonica: Svoju prvu trgovinu sa sendvičima otvorio je 1965. sa 17 godina. Danas se tvrtka svrstava u jednu od najboljih franšiznih tvrtki.

Fred DeLuca izgleda kao dječak razrogačenih očiju dok opisuje svoj omiljeni sendvič.

“Tuna na integralnoj pšenici s radovima-s puno ljutih paprika. Ulijte na jalapenos, "kaže, krećući se kao da sipa ljute paprike iz kante.

Nije baš gurmanski užitak, ali DeLuca ne govori o finoj kuhinji. On govori podmornicama.

DeLuca poznaje podmornice. Suosnivač je i predsjednik Subway Sandwiches, lanca koji otvara trgovine tako brzo da sada ima više prodajnih mjesta u SAD-u od divova brze hrane Burger Kinga i Kentucky Fried Chicken.

Subway, koji je časopis Entrepreneur rangirao kao vodeću svjetsku franšiznu tvrtku pet od posljednjih šest godina, od 1987. godine otvorio je u prosjeku 1000 trgovina godišnje.

Podzemna željeznica imala je 7.750 trgovina u 14 zemalja, posljednji broj.

To je sada vodeći lanac sendviča u zemlji koji nije hamburger, rangiran i po prodaji i po broju prodajnih mjesta, s procijenjenim udjelom od 20% na tržištu.

Očekuje se da će se prodaja, koja je 1992. godine iznosila 1,7 milijardi dolara, ove godine popeti na 2,2 milijarde dolara.

DeLuca neće raspravljati o dobiti u tvrtki koja ih ne prijavljuje jer je u privatnom vlasništvu. Ali, kaže: "Ne možete računati toliko visoko."

To je daleko od početka rada Subwaya kao tinejdžerskog plana zarade za fakultet.

DeLuca je otvorio prvu podzemnu željeznicu 1965. sa 17 godina.

Uz podršku partnera i ček na 1.000 dolara, iznajmio je malu trgovinu u centru Bridgeporta, Conn., Za 165 dolara mjesečno. Izgradio je mali šalter za iznošenje i počeo prodavati ono što je nazvao "podmornice", te sendviče u obliku tunela poznate i kao heroji, brusilice, siromašni dječaci ili podvale, ovisno o tome iz kojeg dijela zemlje ste.

DeLuca se nadao da će mu njegov pothvat pomoći da zaradi dovoljno novca za plaćanje školarine na Sveučilištu Bridgeport, gdje je studirao psihologiju. Negdje usput, DeLuca je pogodio američki san.

"Zapravo, to je bilo prilično slučajno", kaže DeLuca, koji se odijeva u skupocjena dizajnerska odijela, ali skida cipele čim dođe na posao.

"Mislim da nisam ni sanjao da ću se baviti poslom", rekao je. "Nitko u mojoj obitelji nije radio."

Svoj poslovni smisao vodi do desete godine, kada se njegova obitelj preselila iz Bronxa u Schenectady, NY, gdje je DeLuca dostavljao novine. Proširio je bazu kupaca sa 50 na 95.

"Sjećam se da je stambeni kompleks u kojem smo živjeli imao 108 stanova", rekao je. "Počeo sam s isporukom i rekao sam:" Znaš, svaki dan prolazim svim tim mjestima, pa bih ih mogao imati i kao kupce. "

U Schenectadyju, DeLuca je upoznao Petera Bucka, kupca novina i obiteljskog prijatelja. Buck i DeLuca ponekad bi jeli na mjestu zvanom Mike's Submarine Sandwiches, lokalnom lancu koji je prodavao talijanske sendviče duge do stope.

Nekoliko godina kasnije, DeLuca je prišao Bucku na obiteljskom pikniku i pitao ga za ideje kako bi mogao zaraditi novac za fakultet.

Buck, tada 34 -godišnjak, nuklearni inženjer koji radi u General Electric Co., predložio mu je da otvori podmorsku sendvičaru poput Mikeove.

Tog dana postali su partneri. Njihov cilj: 32 trgovine u roku od 10 godina.

Prva trgovina podzemne željeznice uspješno je započela. Toliko se ljudi pojavilo na dan otvaranja DeLuca je morao zaposliti ljude koji su čekali u redu za podmornice kako bi mu pomogli u pripremi hrane. Trgovina je rasprodala svoje zalihe u roku od nekoliko sati.

No u šest mjeseci trgovina je gubila novac. Umjesto zatvaranja, DeLuca i njegov partner otvorili su drugu trgovinu kako bi stvorili iluziju uspjeha. U roku od godinu dana postojale su tri trgovine i posao je počeo rasti.

Do 1973. bilo je 16 trgovina, ali DeLuci i Bucku daleko je nedostajao njihov prvotni cilj od 32 trgovine. Stoga su odlučili franšizirati ili licencirati naziv Subwaya drugima.

Ta se odluka pokazala blagodat za Subway. Od 1974. do 1978. lanac Subway porastao je sa 17 trgovina na 100. Do 1982. bilo ih je 200. U tom je trenutku DeLuca postavio cilj od 5000 trgovina do 1994. Tu je oznaku dosegao 1990. godine.

DeLuca i Buck i dalje su partneri, ali Buck je polu-umirovljenik.

DeLucini prijatelji nisu iznenađeni njegovim uspjehom, ali su iznenađeni što su ga tamo podmetnuli sendviči.

Jack Eng, prijatelj još iz srednje škole, sjeća se kako je DeLuca pričao o korištenju novca iz prve trgovine Subway za pohađanje medicinske škole.

"Uvijek je bio vožen, ali rekao mi je da ga ne zanima posao", rekao je Eng. "Sjećam se da sam ga pitala zašto ne promijenite smjer s obzirom da radite u trgovinama, ali mislim da je on samo vidio lanac kao sredstvo za postizanje cilja, a cilj je bio postati liječnik."

Sa 45 godina, DeLuca ima dotjeran, dječački izgled i tihi govor koji se čini neprikladnim u često frenetičnom korporacijskom svijetu.

I dalje se zabavlja sa svojom braćom s bratstva s fakulteta. Njegova omiljena zabava su filmovi.

DeLuca dijeli svoje vrijeme između svoje kuće u Orangeu, Conn. I kuće u Ft. Lauderdale, Florida. Supruga Liz, njegova draga iz srednje škole, posljednjih je 13 godina radila u sjedištu podzemne željeznice u Milfordu, Conn. Njegov sin John (20), student, radi ovo ljeto. Obitelj vrijedi milijune dolara, ali DeLuca neće otkriti njegove prihode.

Sjedište korporacije Subway smješteno je u uredskom parku okruženom šumom i jezercima, mjesto za koje DeLuca kaže da je odabrao jer nije želio da njegovi zaposlenici imaju "takav mentalitet utrke štakora".

Dolje u jednoj poslovnoj kantini DeLuca svojim 400 zaposlenicima nudi besplatan doručak i ručak. Kafeterija je postavljena slično trgovini podzemne željeznice-zajedno sa standardnim jelovnikom podzemne željeznice i Subwayovim žutim kabinama.

DeLuca jednom mjesečno iznajmljuje lokalno kino i poziva cijelo osoblje i njihove goste da pogledaju skrivene preglede najnovijih izdanja. Povremeno, DeLuca priredi osoblje zabavu u lokalnoj pivnici, obično kako bi obilježili neku prekretnicu tvrtke, ali ponekad "samo zato", kaže on.

Čini se da se DeLucina blaga korporativna filozofija proteže i do njegovih zaposlenika. Mnogi imaju plakate zalijepljene po radnim prostorima, a neki imaju boom kutije u svojim uredima, gdje mogu slobodno slušati "koju god vrstu glazbe žele dok rade", kaže DeLuca.

Analitičari industrije brze hrane kažu da se uspjeh Subwaya može pratiti u Delucinom agresivnom marketingu i relativno niskim početnim naknadama za franšizu.

Primatelji franšize u podzemnoj željeznici obično ulažu oko 80.000 do 10.000 dolara za franšizu, 30.000 dolara za opremu, 30.000 dolara za preuređenje i 10.000 dolara za razne troškove.

"Mislim da ima pravi proizvod u pravo vrijeme i sposobnost da ga jako dobro promovira", rekao je Edward Kushell, konzultant za franšizing u Los Angelesu.

Brzi rast podzemne željeznice nije prošao bez problema. Neki korisnici franšize podzemne željeznice žalili su se da je DeLuca prenatrpala određena tržišta i otežala im ostvarivanje zdrave dobiti ili čak ostanak u poslu.

DeLuca kaže da prosječni primatelj franšize Subwaya ostvaruje dobit između 40.000 i 50.000 dolara godišnje. Kaže da samo oko 1% trgovina propadne.

Po mišljenju DeLuce, važan temeljni element u stopi uspjeha je jednostavnost jelovnika Subway, sa samo desetak osnovnih sendviča.


Osnivač podzemne željeznice DeLuca je heroj heroja: Blagovaonica: Svoju prvu trgovinu sa sendvičima otvorio je 1965. sa 17 godina. Danas se tvrtka svrstava u jednu od najboljih franšiznih tvrtki.

Fred DeLuca looks like a wide-eyed boy as he describes his favorite sandwich.

“Tuna on whole wheat with the works--with lots of hot peppers. Pour on the jalapenos, " he says, motioning as if if he were pouring the hot peppers from a bucket.

Not exactly a gourmet’s delight, but DeLuca’s not talking fine cuisine. He’s talking subs.

DeLuca knows subs. He’s co-founder and president of Subway Sandwiches, a chain that’s opening stores so fast it now has more U.S. outlets than fast-food giants Burger King and Kentucky Fried Chicken.

Subway, ranked by Entrepreneur magazine as the top franchise company in the world for five out of the last six years, has opened an average of 1,000 stores a year since 1987.

Subway had 7,750 stores in 14 countries, at last count.

It’s now the country’s leading non-burger sandwich chain, ranked in both sales and number of outlets, holding an estimated 20% share of the market.

Sales, which were $1.7 billion in 1992, are expected to climb to $2.2 billion this year.

DeLuca won’t discuss profits at the company, which doesn’t report them because it is privately owned. But, he says, “You can’t count that high.”

That’s a long way from Subway’s start as a teen-ager’s plan to make money for college.

DeLuca opened the first Subway in 1965 when he was 17.

Backed by a partner and a check for $1,000, he rented a small store in downtown Bridgeport, Conn., for $165 a month. He built a small take-out counter and started selling what he called “subs,” those tunnel-shaped sandwiches also known as heroes, grinders, poor-boys or hoagies, depending on what part of the country you’re from.

DeLuca hoped his venture would help him earn enough money to pay his tuition at the University of Bridgeport, where he was majoring in psychology. Somewhere along the way, DeLuca hit the American dream.

“Actually, it was pretty much by accident,” says DeLuca, who dresses in expensive designer suits, but takes his shoes off as soon as he gets to work.

“I don’t think I ever dreamt of going into business,” he said. “No one in my family was in business.”

He traces his business sense to age 10, when his family moved from the Bronx to Schenectady, N.Y., where DeLuca delivered newspapers. He expanded his customer base from 50 to 95.

“I remember the apartment complex we lived in had 108 apartments,” he said. “I started delivering and I said, ‘You know, I walk by all these places every day, so I might as well have them all as customers.”’

In Schenectady, DeLuca met Peter Buck, a newspaper customer and family friend. Buck and DeLuca would sometimes eat at a place called Mike’s Submarine Sandwiches, a local chain that sold foot-long Italian sandwiches.

A few years later, DeLuca approached Buck at a family picnic and asked him for ideas on how he could make money for college.

Buck, then 34, a nuclear engineer working at General Electric Co., suggested he open a submarine sandwich shop like Mike’s.

That day, they became partners. Their goal: 32 stores within 10 years.

The first Subway store got off to a flying start. So many people showed up on opening day DeLuca had to hire people waiting in line for subs to help him make the food. The store sold out its provisions within hours.

But in six months, the store was losing money. Instead of closing, DeLuca and his partner opened a second store to create the illusion of success. Within a year, there were three stores and business started to pick up.

By 1973, there were 16 stores, but DeLuca and Buck were far short of their original goal of 32 stores. So they decided to franchise, or license the Subway name to others.

That decision proved to be a boon for Subway. From 1974 to 1978, the Subway chain grew from 17 stores to 100. By 1982, there were 200. At that point, DeLuca set a goal of 5,000 stores by 1994. He hit that mark in 1990.

DeLuca and Buck still are partners, but Buck is semi-retired.

DeLuca’s friends aren’t surprised by his success, but they are surprised that submarine sandwiches put him there.

Jack Eng, a friend since high school, remembers DeLuca talking about using the money from the first Subway store to attend medical school.

“He was always driven, but he told me he wasn’t interested in business,” Eng said. “I remember asking him why don’t you change majors since you are working at the stores, but I think he just saw the chain as a means to an end, and the end was to become a doctor.”

At 45, DeLuca has trim, boyish looks and a soft-spoken manner that seems out of place in the often-frenetic corporate world.

He still parties with his college fraternity brothers. His favorite pastime is movies.

DeLuca splits his time between his house in Orange, Conn., and a house in Ft. Lauderdale, Fla. Wife Liz, his high school sweetheart, has worked at Subway world headquarters in Milford, Conn., for the last 13 years. His son John, 20, a college student, is working there this summer. The family is worth millions of dollars but DeLuca won’t disclose his income.

Subway’s corporate headquarters are set in an office park surrounded by woods and ponds, a location DeLuca says he picked because he didn’t want his employees to have “that rat-race mentality.”

Downstairs in a company cafeteria, DeLuca offers his 400 employees free breakfast and lunch. The cafeteria is set up much like a Subway shop--complete with the standard Subway menu and Subway’s yellow booths.

Once a month, DeLuca rents a local movie theater and invites the entire staff and their guests to watch sneak previews of the latest releases. Occasionally, DeLuca throws the staff a party at a local pub, usually to mark some company milestone, but sometimes “just because,” he says.

DeLuca’s mellow corporate philosophy seems to extend to his employees. Many have posters plastered across their work cubicles and some have boom boxes in their offices, where they are free to listen to “whatever type of music they want as they work,” DeLuca says.

Fast-food industry analysts say Subway’s success can be traced to Deluca’s aggressive marketing and the relatively low start-up fees for a franchise.

Subway franchisees typically make an initial investment of about $80,000--$10,000 for the franchise, $30,000 for equipment, $30,000 for remodeling and $10,000 for miscellaneous expenses.

“I think he’s got the right product at the right time, and the ability to promote it very well,” said Edward Kushell, a Los Angeles franchising consultant.

Subway’s rapid growth has not been without problems. Some Subway franchisees have complained that DeLuca has glutted certain markets and made it difficult for them to make healthy profits or even to stay in business.

DeLuca says the average Subway franchisee makes a profit of between $40,000 and $50,000 a year. He says only about 1% of the stores fail.

In DeLuca’s view, an important underlying element in the success rate is the simplicity of the Subway menu, with just a dozen basic sandwiches.


Subway Founder DeLuca Is a Hero’s Hero : Dining: He opened his first sandwich store in 1965 at age 17. Today the company ranks as one of the top franchise firms.

Fred DeLuca looks like a wide-eyed boy as he describes his favorite sandwich.

“Tuna on whole wheat with the works--with lots of hot peppers. Pour on the jalapenos, " he says, motioning as if if he were pouring the hot peppers from a bucket.

Not exactly a gourmet’s delight, but DeLuca’s not talking fine cuisine. He’s talking subs.

DeLuca knows subs. He’s co-founder and president of Subway Sandwiches, a chain that’s opening stores so fast it now has more U.S. outlets than fast-food giants Burger King and Kentucky Fried Chicken.

Subway, ranked by Entrepreneur magazine as the top franchise company in the world for five out of the last six years, has opened an average of 1,000 stores a year since 1987.

Subway had 7,750 stores in 14 countries, at last count.

It’s now the country’s leading non-burger sandwich chain, ranked in both sales and number of outlets, holding an estimated 20% share of the market.

Sales, which were $1.7 billion in 1992, are expected to climb to $2.2 billion this year.

DeLuca won’t discuss profits at the company, which doesn’t report them because it is privately owned. But, he says, “You can’t count that high.”

That’s a long way from Subway’s start as a teen-ager’s plan to make money for college.

DeLuca opened the first Subway in 1965 when he was 17.

Backed by a partner and a check for $1,000, he rented a small store in downtown Bridgeport, Conn., for $165 a month. He built a small take-out counter and started selling what he called “subs,” those tunnel-shaped sandwiches also known as heroes, grinders, poor-boys or hoagies, depending on what part of the country you’re from.

DeLuca hoped his venture would help him earn enough money to pay his tuition at the University of Bridgeport, where he was majoring in psychology. Somewhere along the way, DeLuca hit the American dream.

“Actually, it was pretty much by accident,” says DeLuca, who dresses in expensive designer suits, but takes his shoes off as soon as he gets to work.

“I don’t think I ever dreamt of going into business,” he said. “No one in my family was in business.”

He traces his business sense to age 10, when his family moved from the Bronx to Schenectady, N.Y., where DeLuca delivered newspapers. He expanded his customer base from 50 to 95.

“I remember the apartment complex we lived in had 108 apartments,” he said. “I started delivering and I said, ‘You know, I walk by all these places every day, so I might as well have them all as customers.”’

In Schenectady, DeLuca met Peter Buck, a newspaper customer and family friend. Buck and DeLuca would sometimes eat at a place called Mike’s Submarine Sandwiches, a local chain that sold foot-long Italian sandwiches.

A few years later, DeLuca approached Buck at a family picnic and asked him for ideas on how he could make money for college.

Buck, then 34, a nuclear engineer working at General Electric Co., suggested he open a submarine sandwich shop like Mike’s.

That day, they became partners. Their goal: 32 stores within 10 years.

The first Subway store got off to a flying start. So many people showed up on opening day DeLuca had to hire people waiting in line for subs to help him make the food. The store sold out its provisions within hours.

But in six months, the store was losing money. Instead of closing, DeLuca and his partner opened a second store to create the illusion of success. Within a year, there were three stores and business started to pick up.

By 1973, there were 16 stores, but DeLuca and Buck were far short of their original goal of 32 stores. So they decided to franchise, or license the Subway name to others.

That decision proved to be a boon for Subway. From 1974 to 1978, the Subway chain grew from 17 stores to 100. By 1982, there were 200. At that point, DeLuca set a goal of 5,000 stores by 1994. He hit that mark in 1990.

DeLuca and Buck still are partners, but Buck is semi-retired.

DeLuca’s friends aren’t surprised by his success, but they are surprised that submarine sandwiches put him there.

Jack Eng, a friend since high school, remembers DeLuca talking about using the money from the first Subway store to attend medical school.

“He was always driven, but he told me he wasn’t interested in business,” Eng said. “I remember asking him why don’t you change majors since you are working at the stores, but I think he just saw the chain as a means to an end, and the end was to become a doctor.”

At 45, DeLuca has trim, boyish looks and a soft-spoken manner that seems out of place in the often-frenetic corporate world.

He still parties with his college fraternity brothers. His favorite pastime is movies.

DeLuca splits his time between his house in Orange, Conn., and a house in Ft. Lauderdale, Fla. Wife Liz, his high school sweetheart, has worked at Subway world headquarters in Milford, Conn., for the last 13 years. His son John, 20, a college student, is working there this summer. The family is worth millions of dollars but DeLuca won’t disclose his income.

Subway’s corporate headquarters are set in an office park surrounded by woods and ponds, a location DeLuca says he picked because he didn’t want his employees to have “that rat-race mentality.”

Downstairs in a company cafeteria, DeLuca offers his 400 employees free breakfast and lunch. The cafeteria is set up much like a Subway shop--complete with the standard Subway menu and Subway’s yellow booths.

Once a month, DeLuca rents a local movie theater and invites the entire staff and their guests to watch sneak previews of the latest releases. Occasionally, DeLuca throws the staff a party at a local pub, usually to mark some company milestone, but sometimes “just because,” he says.

DeLuca’s mellow corporate philosophy seems to extend to his employees. Many have posters plastered across their work cubicles and some have boom boxes in their offices, where they are free to listen to “whatever type of music they want as they work,” DeLuca says.

Fast-food industry analysts say Subway’s success can be traced to Deluca’s aggressive marketing and the relatively low start-up fees for a franchise.

Subway franchisees typically make an initial investment of about $80,000--$10,000 for the franchise, $30,000 for equipment, $30,000 for remodeling and $10,000 for miscellaneous expenses.

“I think he’s got the right product at the right time, and the ability to promote it very well,” said Edward Kushell, a Los Angeles franchising consultant.

Subway’s rapid growth has not been without problems. Some Subway franchisees have complained that DeLuca has glutted certain markets and made it difficult for them to make healthy profits or even to stay in business.

DeLuca says the average Subway franchisee makes a profit of between $40,000 and $50,000 a year. He says only about 1% of the stores fail.

In DeLuca’s view, an important underlying element in the success rate is the simplicity of the Subway menu, with just a dozen basic sandwiches.


Subway Founder DeLuca Is a Hero’s Hero : Dining: He opened his first sandwich store in 1965 at age 17. Today the company ranks as one of the top franchise firms.

Fred DeLuca looks like a wide-eyed boy as he describes his favorite sandwich.

“Tuna on whole wheat with the works--with lots of hot peppers. Pour on the jalapenos, " he says, motioning as if if he were pouring the hot peppers from a bucket.

Not exactly a gourmet’s delight, but DeLuca’s not talking fine cuisine. He’s talking subs.

DeLuca knows subs. He’s co-founder and president of Subway Sandwiches, a chain that’s opening stores so fast it now has more U.S. outlets than fast-food giants Burger King and Kentucky Fried Chicken.

Subway, ranked by Entrepreneur magazine as the top franchise company in the world for five out of the last six years, has opened an average of 1,000 stores a year since 1987.

Subway had 7,750 stores in 14 countries, at last count.

It’s now the country’s leading non-burger sandwich chain, ranked in both sales and number of outlets, holding an estimated 20% share of the market.

Sales, which were $1.7 billion in 1992, are expected to climb to $2.2 billion this year.

DeLuca won’t discuss profits at the company, which doesn’t report them because it is privately owned. But, he says, “You can’t count that high.”

That’s a long way from Subway’s start as a teen-ager’s plan to make money for college.

DeLuca opened the first Subway in 1965 when he was 17.

Backed by a partner and a check for $1,000, he rented a small store in downtown Bridgeport, Conn., for $165 a month. He built a small take-out counter and started selling what he called “subs,” those tunnel-shaped sandwiches also known as heroes, grinders, poor-boys or hoagies, depending on what part of the country you’re from.

DeLuca hoped his venture would help him earn enough money to pay his tuition at the University of Bridgeport, where he was majoring in psychology. Somewhere along the way, DeLuca hit the American dream.

“Actually, it was pretty much by accident,” says DeLuca, who dresses in expensive designer suits, but takes his shoes off as soon as he gets to work.

“I don’t think I ever dreamt of going into business,” he said. “No one in my family was in business.”

He traces his business sense to age 10, when his family moved from the Bronx to Schenectady, N.Y., where DeLuca delivered newspapers. He expanded his customer base from 50 to 95.

“I remember the apartment complex we lived in had 108 apartments,” he said. “I started delivering and I said, ‘You know, I walk by all these places every day, so I might as well have them all as customers.”’

In Schenectady, DeLuca met Peter Buck, a newspaper customer and family friend. Buck and DeLuca would sometimes eat at a place called Mike’s Submarine Sandwiches, a local chain that sold foot-long Italian sandwiches.

A few years later, DeLuca approached Buck at a family picnic and asked him for ideas on how he could make money for college.

Buck, then 34, a nuclear engineer working at General Electric Co., suggested he open a submarine sandwich shop like Mike’s.

That day, they became partners. Their goal: 32 stores within 10 years.

The first Subway store got off to a flying start. So many people showed up on opening day DeLuca had to hire people waiting in line for subs to help him make the food. The store sold out its provisions within hours.

But in six months, the store was losing money. Instead of closing, DeLuca and his partner opened a second store to create the illusion of success. Within a year, there were three stores and business started to pick up.

By 1973, there were 16 stores, but DeLuca and Buck were far short of their original goal of 32 stores. So they decided to franchise, or license the Subway name to others.

That decision proved to be a boon for Subway. From 1974 to 1978, the Subway chain grew from 17 stores to 100. By 1982, there were 200. At that point, DeLuca set a goal of 5,000 stores by 1994. He hit that mark in 1990.

DeLuca and Buck still are partners, but Buck is semi-retired.

DeLuca’s friends aren’t surprised by his success, but they are surprised that submarine sandwiches put him there.

Jack Eng, a friend since high school, remembers DeLuca talking about using the money from the first Subway store to attend medical school.

“He was always driven, but he told me he wasn’t interested in business,” Eng said. “I remember asking him why don’t you change majors since you are working at the stores, but I think he just saw the chain as a means to an end, and the end was to become a doctor.”

At 45, DeLuca has trim, boyish looks and a soft-spoken manner that seems out of place in the often-frenetic corporate world.

He still parties with his college fraternity brothers. His favorite pastime is movies.

DeLuca splits his time between his house in Orange, Conn., and a house in Ft. Lauderdale, Fla. Wife Liz, his high school sweetheart, has worked at Subway world headquarters in Milford, Conn., for the last 13 years. His son John, 20, a college student, is working there this summer. The family is worth millions of dollars but DeLuca won’t disclose his income.

Subway’s corporate headquarters are set in an office park surrounded by woods and ponds, a location DeLuca says he picked because he didn’t want his employees to have “that rat-race mentality.”

Downstairs in a company cafeteria, DeLuca offers his 400 employees free breakfast and lunch. The cafeteria is set up much like a Subway shop--complete with the standard Subway menu and Subway’s yellow booths.

Once a month, DeLuca rents a local movie theater and invites the entire staff and their guests to watch sneak previews of the latest releases. Occasionally, DeLuca throws the staff a party at a local pub, usually to mark some company milestone, but sometimes “just because,” he says.

DeLuca’s mellow corporate philosophy seems to extend to his employees. Many have posters plastered across their work cubicles and some have boom boxes in their offices, where they are free to listen to “whatever type of music they want as they work,” DeLuca says.

Fast-food industry analysts say Subway’s success can be traced to Deluca’s aggressive marketing and the relatively low start-up fees for a franchise.

Subway franchisees typically make an initial investment of about $80,000--$10,000 for the franchise, $30,000 for equipment, $30,000 for remodeling and $10,000 for miscellaneous expenses.

“I think he’s got the right product at the right time, and the ability to promote it very well,” said Edward Kushell, a Los Angeles franchising consultant.

Subway’s rapid growth has not been without problems. Some Subway franchisees have complained that DeLuca has glutted certain markets and made it difficult for them to make healthy profits or even to stay in business.

DeLuca says the average Subway franchisee makes a profit of between $40,000 and $50,000 a year. He says only about 1% of the stores fail.

In DeLuca’s view, an important underlying element in the success rate is the simplicity of the Subway menu, with just a dozen basic sandwiches.


Subway Founder DeLuca Is a Hero’s Hero : Dining: He opened his first sandwich store in 1965 at age 17. Today the company ranks as one of the top franchise firms.

Fred DeLuca looks like a wide-eyed boy as he describes his favorite sandwich.

“Tuna on whole wheat with the works--with lots of hot peppers. Pour on the jalapenos, " he says, motioning as if if he were pouring the hot peppers from a bucket.

Not exactly a gourmet’s delight, but DeLuca’s not talking fine cuisine. He’s talking subs.

DeLuca knows subs. He’s co-founder and president of Subway Sandwiches, a chain that’s opening stores so fast it now has more U.S. outlets than fast-food giants Burger King and Kentucky Fried Chicken.

Subway, ranked by Entrepreneur magazine as the top franchise company in the world for five out of the last six years, has opened an average of 1,000 stores a year since 1987.

Subway had 7,750 stores in 14 countries, at last count.

It’s now the country’s leading non-burger sandwich chain, ranked in both sales and number of outlets, holding an estimated 20% share of the market.

Sales, which were $1.7 billion in 1992, are expected to climb to $2.2 billion this year.

DeLuca won’t discuss profits at the company, which doesn’t report them because it is privately owned. But, he says, “You can’t count that high.”

That’s a long way from Subway’s start as a teen-ager’s plan to make money for college.

DeLuca opened the first Subway in 1965 when he was 17.

Backed by a partner and a check for $1,000, he rented a small store in downtown Bridgeport, Conn., for $165 a month. He built a small take-out counter and started selling what he called “subs,” those tunnel-shaped sandwiches also known as heroes, grinders, poor-boys or hoagies, depending on what part of the country you’re from.

DeLuca hoped his venture would help him earn enough money to pay his tuition at the University of Bridgeport, where he was majoring in psychology. Somewhere along the way, DeLuca hit the American dream.

“Actually, it was pretty much by accident,” says DeLuca, who dresses in expensive designer suits, but takes his shoes off as soon as he gets to work.

“I don’t think I ever dreamt of going into business,” he said. “No one in my family was in business.”

He traces his business sense to age 10, when his family moved from the Bronx to Schenectady, N.Y., where DeLuca delivered newspapers. He expanded his customer base from 50 to 95.

“I remember the apartment complex we lived in had 108 apartments,” he said. “I started delivering and I said, ‘You know, I walk by all these places every day, so I might as well have them all as customers.”’

In Schenectady, DeLuca met Peter Buck, a newspaper customer and family friend. Buck and DeLuca would sometimes eat at a place called Mike’s Submarine Sandwiches, a local chain that sold foot-long Italian sandwiches.

A few years later, DeLuca approached Buck at a family picnic and asked him for ideas on how he could make money for college.

Buck, then 34, a nuclear engineer working at General Electric Co., suggested he open a submarine sandwich shop like Mike’s.

That day, they became partners. Their goal: 32 stores within 10 years.

The first Subway store got off to a flying start. So many people showed up on opening day DeLuca had to hire people waiting in line for subs to help him make the food. The store sold out its provisions within hours.

But in six months, the store was losing money. Instead of closing, DeLuca and his partner opened a second store to create the illusion of success. Within a year, there were three stores and business started to pick up.

By 1973, there were 16 stores, but DeLuca and Buck were far short of their original goal of 32 stores. So they decided to franchise, or license the Subway name to others.

That decision proved to be a boon for Subway. From 1974 to 1978, the Subway chain grew from 17 stores to 100. By 1982, there were 200. At that point, DeLuca set a goal of 5,000 stores by 1994. He hit that mark in 1990.

DeLuca and Buck still are partners, but Buck is semi-retired.

DeLuca’s friends aren’t surprised by his success, but they are surprised that submarine sandwiches put him there.

Jack Eng, a friend since high school, remembers DeLuca talking about using the money from the first Subway store to attend medical school.

“He was always driven, but he told me he wasn’t interested in business,” Eng said. “I remember asking him why don’t you change majors since you are working at the stores, but I think he just saw the chain as a means to an end, and the end was to become a doctor.”

At 45, DeLuca has trim, boyish looks and a soft-spoken manner that seems out of place in the often-frenetic corporate world.

He still parties with his college fraternity brothers. His favorite pastime is movies.

DeLuca splits his time between his house in Orange, Conn., and a house in Ft. Lauderdale, Fla. Wife Liz, his high school sweetheart, has worked at Subway world headquarters in Milford, Conn., for the last 13 years. His son John, 20, a college student, is working there this summer. The family is worth millions of dollars but DeLuca won’t disclose his income.

Subway’s corporate headquarters are set in an office park surrounded by woods and ponds, a location DeLuca says he picked because he didn’t want his employees to have “that rat-race mentality.”

Downstairs in a company cafeteria, DeLuca offers his 400 employees free breakfast and lunch. The cafeteria is set up much like a Subway shop--complete with the standard Subway menu and Subway’s yellow booths.

Once a month, DeLuca rents a local movie theater and invites the entire staff and their guests to watch sneak previews of the latest releases. Occasionally, DeLuca throws the staff a party at a local pub, usually to mark some company milestone, but sometimes “just because,” he says.

DeLuca’s mellow corporate philosophy seems to extend to his employees. Many have posters plastered across their work cubicles and some have boom boxes in their offices, where they are free to listen to “whatever type of music they want as they work,” DeLuca says.

Fast-food industry analysts say Subway’s success can be traced to Deluca’s aggressive marketing and the relatively low start-up fees for a franchise.

Subway franchisees typically make an initial investment of about $80,000--$10,000 for the franchise, $30,000 for equipment, $30,000 for remodeling and $10,000 for miscellaneous expenses.

“I think he’s got the right product at the right time, and the ability to promote it very well,” said Edward Kushell, a Los Angeles franchising consultant.

Subway’s rapid growth has not been without problems. Some Subway franchisees have complained that DeLuca has glutted certain markets and made it difficult for them to make healthy profits or even to stay in business.

DeLuca says the average Subway franchisee makes a profit of between $40,000 and $50,000 a year. He says only about 1% of the stores fail.

In DeLuca’s view, an important underlying element in the success rate is the simplicity of the Subway menu, with just a dozen basic sandwiches.


Subway Founder DeLuca Is a Hero’s Hero : Dining: He opened his first sandwich store in 1965 at age 17. Today the company ranks as one of the top franchise firms.

Fred DeLuca looks like a wide-eyed boy as he describes his favorite sandwich.

“Tuna on whole wheat with the works--with lots of hot peppers. Pour on the jalapenos, " he says, motioning as if if he were pouring the hot peppers from a bucket.

Not exactly a gourmet’s delight, but DeLuca’s not talking fine cuisine. He’s talking subs.

DeLuca knows subs. He’s co-founder and president of Subway Sandwiches, a chain that’s opening stores so fast it now has more U.S. outlets than fast-food giants Burger King and Kentucky Fried Chicken.

Subway, ranked by Entrepreneur magazine as the top franchise company in the world for five out of the last six years, has opened an average of 1,000 stores a year since 1987.

Subway had 7,750 stores in 14 countries, at last count.

It’s now the country’s leading non-burger sandwich chain, ranked in both sales and number of outlets, holding an estimated 20% share of the market.

Sales, which were $1.7 billion in 1992, are expected to climb to $2.2 billion this year.

DeLuca won’t discuss profits at the company, which doesn’t report them because it is privately owned. But, he says, “You can’t count that high.”

That’s a long way from Subway’s start as a teen-ager’s plan to make money for college.

DeLuca opened the first Subway in 1965 when he was 17.

Backed by a partner and a check for $1,000, he rented a small store in downtown Bridgeport, Conn., for $165 a month. He built a small take-out counter and started selling what he called “subs,” those tunnel-shaped sandwiches also known as heroes, grinders, poor-boys or hoagies, depending on what part of the country you’re from.

DeLuca hoped his venture would help him earn enough money to pay his tuition at the University of Bridgeport, where he was majoring in psychology. Somewhere along the way, DeLuca hit the American dream.

“Actually, it was pretty much by accident,” says DeLuca, who dresses in expensive designer suits, but takes his shoes off as soon as he gets to work.

“I don’t think I ever dreamt of going into business,” he said. “No one in my family was in business.”

He traces his business sense to age 10, when his family moved from the Bronx to Schenectady, N.Y., where DeLuca delivered newspapers. He expanded his customer base from 50 to 95.

“I remember the apartment complex we lived in had 108 apartments,” he said. “I started delivering and I said, ‘You know, I walk by all these places every day, so I might as well have them all as customers.”’

In Schenectady, DeLuca met Peter Buck, a newspaper customer and family friend. Buck and DeLuca would sometimes eat at a place called Mike’s Submarine Sandwiches, a local chain that sold foot-long Italian sandwiches.

A few years later, DeLuca approached Buck at a family picnic and asked him for ideas on how he could make money for college.

Buck, then 34, a nuclear engineer working at General Electric Co., suggested he open a submarine sandwich shop like Mike’s.

That day, they became partners. Their goal: 32 stores within 10 years.

The first Subway store got off to a flying start. So many people showed up on opening day DeLuca had to hire people waiting in line for subs to help him make the food. The store sold out its provisions within hours.

But in six months, the store was losing money. Instead of closing, DeLuca and his partner opened a second store to create the illusion of success. Within a year, there were three stores and business started to pick up.

By 1973, there were 16 stores, but DeLuca and Buck were far short of their original goal of 32 stores. So they decided to franchise, or license the Subway name to others.

That decision proved to be a boon for Subway. From 1974 to 1978, the Subway chain grew from 17 stores to 100. By 1982, there were 200. At that point, DeLuca set a goal of 5,000 stores by 1994. He hit that mark in 1990.

DeLuca and Buck still are partners, but Buck is semi-retired.

DeLuca’s friends aren’t surprised by his success, but they are surprised that submarine sandwiches put him there.

Jack Eng, a friend since high school, remembers DeLuca talking about using the money from the first Subway store to attend medical school.

“He was always driven, but he told me he wasn’t interested in business,” Eng said. “I remember asking him why don’t you change majors since you are working at the stores, but I think he just saw the chain as a means to an end, and the end was to become a doctor.”

At 45, DeLuca has trim, boyish looks and a soft-spoken manner that seems out of place in the often-frenetic corporate world.

He still parties with his college fraternity brothers. His favorite pastime is movies.

DeLuca splits his time between his house in Orange, Conn., and a house in Ft. Lauderdale, Fla. Wife Liz, his high school sweetheart, has worked at Subway world headquarters in Milford, Conn., for the last 13 years. His son John, 20, a college student, is working there this summer. The family is worth millions of dollars but DeLuca won’t disclose his income.

Subway’s corporate headquarters are set in an office park surrounded by woods and ponds, a location DeLuca says he picked because he didn’t want his employees to have “that rat-race mentality.”

Downstairs in a company cafeteria, DeLuca offers his 400 employees free breakfast and lunch. The cafeteria is set up much like a Subway shop--complete with the standard Subway menu and Subway’s yellow booths.

Once a month, DeLuca rents a local movie theater and invites the entire staff and their guests to watch sneak previews of the latest releases. Occasionally, DeLuca throws the staff a party at a local pub, usually to mark some company milestone, but sometimes “just because,” he says.

DeLuca’s mellow corporate philosophy seems to extend to his employees. Many have posters plastered across their work cubicles and some have boom boxes in their offices, where they are free to listen to “whatever type of music they want as they work,” DeLuca says.

Fast-food industry analysts say Subway’s success can be traced to Deluca’s aggressive marketing and the relatively low start-up fees for a franchise.

Subway franchisees typically make an initial investment of about $80,000--$10,000 for the franchise, $30,000 for equipment, $30,000 for remodeling and $10,000 for miscellaneous expenses.

“I think he’s got the right product at the right time, and the ability to promote it very well,” said Edward Kushell, a Los Angeles franchising consultant.

Subway’s rapid growth has not been without problems. Some Subway franchisees have complained that DeLuca has glutted certain markets and made it difficult for them to make healthy profits or even to stay in business.

DeLuca says the average Subway franchisee makes a profit of between $40,000 and $50,000 a year. He says only about 1% of the stores fail.

In DeLuca’s view, an important underlying element in the success rate is the simplicity of the Subway menu, with just a dozen basic sandwiches.


Subway Founder DeLuca Is a Hero’s Hero : Dining: He opened his first sandwich store in 1965 at age 17. Today the company ranks as one of the top franchise firms.

Fred DeLuca looks like a wide-eyed boy as he describes his favorite sandwich.

“Tuna on whole wheat with the works--with lots of hot peppers. Pour on the jalapenos, " he says, motioning as if if he were pouring the hot peppers from a bucket.

Not exactly a gourmet’s delight, but DeLuca’s not talking fine cuisine. He’s talking subs.

DeLuca knows subs. He’s co-founder and president of Subway Sandwiches, a chain that’s opening stores so fast it now has more U.S. outlets than fast-food giants Burger King and Kentucky Fried Chicken.

Subway, ranked by Entrepreneur magazine as the top franchise company in the world for five out of the last six years, has opened an average of 1,000 stores a year since 1987.

Subway had 7,750 stores in 14 countries, at last count.

It’s now the country’s leading non-burger sandwich chain, ranked in both sales and number of outlets, holding an estimated 20% share of the market.

Sales, which were $1.7 billion in 1992, are expected to climb to $2.2 billion this year.

DeLuca won’t discuss profits at the company, which doesn’t report them because it is privately owned. But, he says, “You can’t count that high.”

That’s a long way from Subway’s start as a teen-ager’s plan to make money for college.

DeLuca opened the first Subway in 1965 when he was 17.

Backed by a partner and a check for $1,000, he rented a small store in downtown Bridgeport, Conn., for $165 a month. He built a small take-out counter and started selling what he called “subs,” those tunnel-shaped sandwiches also known as heroes, grinders, poor-boys or hoagies, depending on what part of the country you’re from.

DeLuca hoped his venture would help him earn enough money to pay his tuition at the University of Bridgeport, where he was majoring in psychology. Somewhere along the way, DeLuca hit the American dream.

“Actually, it was pretty much by accident,” says DeLuca, who dresses in expensive designer suits, but takes his shoes off as soon as he gets to work.

“I don’t think I ever dreamt of going into business,” he said. “No one in my family was in business.”

He traces his business sense to age 10, when his family moved from the Bronx to Schenectady, N.Y., where DeLuca delivered newspapers. He expanded his customer base from 50 to 95.

“I remember the apartment complex we lived in had 108 apartments,” he said. “I started delivering and I said, ‘You know, I walk by all these places every day, so I might as well have them all as customers.”’

In Schenectady, DeLuca met Peter Buck, a newspaper customer and family friend. Buck and DeLuca would sometimes eat at a place called Mike’s Submarine Sandwiches, a local chain that sold foot-long Italian sandwiches.

A few years later, DeLuca approached Buck at a family picnic and asked him for ideas on how he could make money for college.

Buck, then 34, a nuclear engineer working at General Electric Co., suggested he open a submarine sandwich shop like Mike’s.

That day, they became partners. Their goal: 32 stores within 10 years.

The first Subway store got off to a flying start. So many people showed up on opening day DeLuca had to hire people waiting in line for subs to help him make the food. The store sold out its provisions within hours.

But in six months, the store was losing money. Instead of closing, DeLuca and his partner opened a second store to create the illusion of success. Within a year, there were three stores and business started to pick up.

By 1973, there were 16 stores, but DeLuca and Buck were far short of their original goal of 32 stores. So they decided to franchise, or license the Subway name to others.

That decision proved to be a boon for Subway. From 1974 to 1978, the Subway chain grew from 17 stores to 100. By 1982, there were 200. At that point, DeLuca set a goal of 5,000 stores by 1994. He hit that mark in 1990.

DeLuca and Buck still are partners, but Buck is semi-retired.

DeLuca’s friends aren’t surprised by his success, but they are surprised that submarine sandwiches put him there.

Jack Eng, a friend since high school, remembers DeLuca talking about using the money from the first Subway store to attend medical school.

“He was always driven, but he told me he wasn’t interested in business,” Eng said. “I remember asking him why don’t you change majors since you are working at the stores, but I think he just saw the chain as a means to an end, and the end was to become a doctor.”

At 45, DeLuca has trim, boyish looks and a soft-spoken manner that seems out of place in the often-frenetic corporate world.

He still parties with his college fraternity brothers. His favorite pastime is movies.

DeLuca splits his time between his house in Orange, Conn., and a house in Ft. Lauderdale, Fla. Supruga Liz, njegova draga iz srednje škole, posljednjih je 13 godina radila u sjedištu podzemne željeznice u Milfordu, Conn. Njegov sin John (20), student, radi ovo ljeto. Obitelj vrijedi milijune dolara, ali DeLuca neće otkriti njegove prihode.

Sjedište korporacije Subway smješteno je u uredskom parku okruženom šumom i jezercima, mjesto za koje DeLuca kaže da je odabrao jer nije želio da njegovi zaposlenici imaju "takav mentalitet utrke štakora".

Dolje u jednoj poslovnoj kantini DeLuca svojim 400 zaposlenicima nudi besplatan doručak i ručak. Kafeterija je postavljena slično trgovini podzemne željeznice-zajedno sa standardnim jelovnikom podzemne željeznice i Subwayovim žutim kabinama.

DeLuca jednom mjesečno iznajmljuje lokalno kino i poziva cijelo osoblje i njihove goste da pogledaju skrivene preglede najnovijih izdanja. Povremeno, DeLuca priredi osoblje zabavu u lokalnoj pivnici, obično kako bi obilježili neku prekretnicu tvrtke, ali ponekad "samo zato", kaže on.

Čini se da se DeLucina blaga korporativna filozofija proteže i do njegovih zaposlenika. Mnogi imaju plakate zalijepljene po radnim prostorima, a neki imaju boom kutije u svojim uredima, gdje mogu slobodno slušati "koju god vrstu glazbe žele dok rade", kaže DeLuca.

Analitičari industrije brze hrane kažu da se uspjeh Subwaya može pratiti u Delucinom agresivnom marketingu i relativno niskim početnim naknadama za franšizu.

Primatelji franšize u podzemnoj željeznici obično ulažu oko 80.000 do 10.000 dolara za franšizu, 30.000 dolara za opremu, 30.000 dolara za preuređenje i 10.000 dolara za razne troškove.

"Mislim da ima pravi proizvod u pravo vrijeme i sposobnost da ga jako dobro promovira", rekao je Edward Kushell, konzultant za franšizing u Los Angelesu.

Brzi rast podzemne željeznice nije prošao bez problema. Neki korisnici franšize podzemne željeznice žalili su se da je DeLuca prenatrpala određena tržišta i otežala im ostvarivanje zdrave dobiti ili čak ostanak u poslu.

DeLuca kaže da prosječni primatelj franšize Subwaya ostvaruje dobit između 40.000 i 50.000 dolara godišnje. Kaže da samo oko 1% trgovina propadne.

Po mišljenju DeLuce, važan temeljni element u stopi uspjeha je jednostavnost jelovnika Subway, sa samo desetak osnovnih sendviča.


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