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To a large extent, we're working hard to fulfill the consumer demand for Subway sandwiches.
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In 1974, we began franchising. We didn't have any big thought process except that, 'OK, franchising will help us get to our goal of 32 stores and help us run stores farther away from home.'
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We find that no matter what country we're in, if we hit the right economic notes and appeal to the mass market, we're able to build the business very, very rapidly.
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I was 17 years old when I built the first store... A very simple, basic store with a basic counter - not very much equipment, all purchased second-hand. And the menu was very simple.
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A couple times a year, I get in the car, and I'll drive 1,000 miles cross-country, going through side streets. I'll stay off the highways as much as possible. And I realize it's a huge country, and for us to be in so many places in the country is an amazing thing.
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If someone wants to eat healthy, they can do that and get the sandwich exactly right. I'm so pleased we're able to influence so many people and their eating habits.
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You start a business, and you really don't have much of a budget.
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Subway is a real point of pride. We have influenced the way people eat.
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You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.
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Every time I come across learning items of interest, I'll send distribution voice mail to the appropriate group in the organization.
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Most of the people we sign on as development agents commit to goals they don't believe are possible.
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There are so many ingredients that are approved for use. You can't be an expert on all of them.
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Everybody eats three times a day; it's only a question of where they choose to eat. The longer-term trends are people eat out more often.
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I don't have much of a bucket list. I don't have a lot of needs and desires.