Was from customer to CEO 16 handles | Businessman

Neil Hershman, fresh from an unpleasant financial career, was looking for something else – something he could build with his own hands. This search led him to 16 handles, the Froyo brand based in New York, which he visited to the customer.

The astrophysical level on the one hand, the financial biography on the other, Hershman found himself behind the counter of the first 16 franchise handles, the sleeves started and operated the shop from Open to Close.

What started as a side project has quickly spirals to something bigger. “Open and close, every shift I worked,” Hershman says. “I managed to move in business (a) to bring more revenue to the point where the profit was so great that I decided to leave all my other projects and focus only on 16 handles.”

At a time when the other entrepreneurs took care of Hershman. During Covid-19, when the retail lesses were cheap and fired, the competitors started to build new shops in New York. “Intear, how to worry, I came to the one who came and built,” he says.

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Soon he was not just operated by rent. He led the whole society.

He sincerely received the brand from the founder Solomon Choi in 2022 and Hershman led the national expansion of the Fruyo chain from 30 to 150 pluses. His unopened journey from the customer to franchise to the CEO gives him a unique advantage on Deday’s crowded dessert market.

Hershman stands behind some of the wildest brand flavors, since Harry Potter Links to “French fried frozen yogurt”. “I’m part of the customer base,” he says. “My family, friends, all are part of the customer base. It’s just the ideas we have.”

The results speak for themselves. “Our sales growth was phenomenal as we launched a French screed or Squid Games-Sparened taste or butter beer from Harry Potter“He says. ”Our sales are in the week that we launched compared to previous years. So it really makes a difference. “

However, building a prosperous brand requires more than a taste. This requires confidence, consistency and loyalty – not only from customers, but from the team. Therefore, the first person Hershman hired was Lisa Mallon, who co -owned Fairfield, Connecticut, renting with her husband for 13 years.

“Who knows the brand better and believes in the brand more than people who have been successful?” Hershman says. “Someone who has 13 years of operating an open shop and knows that interaction with customers and (what) customers want to make the best bang for their money in this business.”

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This strategy helps the brand’s stay is that Calllirts Hershman appreciates the most in customer reviews.

“We had one girl who ordered every day, and it would always go through about the same time, to the extent that you heard the printer printer at that time, we knew it would be will and what to do,” he says.

One day she left a five -star review with a picture of her Froya on her coffee table. “Love this place, great chocolate,” she wrote.

For Hershman, these few words were a source of encouragement. “Although it is monotonous that we pack the same order every day, at the other end is someone who looks at this time opening this bag all day,” he says.

Hershman emphasized the importance of paying almost reviews where it is positive or critical or critical.

“(Loyal customers) know what to look for best,” he says. “This is really important to us as franchises so that we know what we are with our rental and that shop operators know what the customer’s mind is about.”

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Hershman and his team carefully follow inspection platforms such as Yelp to help improve operations and build confidence and remember that note that any criticism is a challenge to action.

For example, one of the challenges Hershman has identified is not to acquire a complete image of the customer’s experience based on their review. “You get edges, so it’s a little difficult to use these reviews as a long -term creator of the decision,” he says.

However, critical reviews can provide clarity and good reviews can build credibility. Both are opportunities to grow as a business.

Hershman’s story is about seeing the potential where others see Plaisus and doing really strange moments for customers who return again and again for a consistent experience.

After taking over as CEO and Reimaging 16 handles for the new generation, the Hershman Council for entrepreneurs is simple but strong:

• Customer experience. From basic products to additional services, everything can be improved for building confidence and cultivation of repeated business.
• Create customer loyalty at every step. Reading and response to customers feedback allows customers to know that their voices are heard.
• Innovation with purposes. Not every business idea will see daylight, but focusing on constant improvement will maintain your business.
• Check out your business through the eyes of the customer. Spending time on the queue can give you a new perspective on what works and what needs to be improved.

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Editorial contributions Jiah Choe and Kristi Lindahl