Sunday, August 31, 2008

Francorp Client - USA Subs

Derry Sub Shop To Franchise Nationally
(Sunday, July 22, 2007) - USA Subs, for two decades a fixture as a standalone shop at 66 Crystal Ave., Derry, is about to go national.Working with Olympia Fields, Ill.-based Francorp, USA Subs has prepared for a roll out of its sandwich shop concept."We are going to be registering in every state in the country as of the first of the year," Karl Kuceris, co-founder and chief executive officer of USA Subs, said.

Founded in 1986 by Kuceris and partner Russell Hertrich, the chief financial officer, USA Subs last year brought in Kuceris' son, Keith Kuceris, as a partner and chief operating officer.The three formed American Dream Franchising LLC to franchise USA Subs, which is known for its "Steak Bomb" sandwich."Russell happens to be my best friend since first grade, and we're both in our 50s now," Karl Kuceris said. "We decided, you know, we're going to go with this, and we're going to put Derry, New Hampshire, on the map just like Subway did to Milford, Conn."USA Subs has an extensive menu of sandwiches, wraps and salads, offering items that are similar to those found at Subway, Quiznos and D'Angelos. USA Subs also offers a 6-foot party sub. "We sell those to companies in Boston," Kuceris said.Meat and veggie subsThat combination of choice under one roof has drawing power. "We're actually, we've been told, one of the highest volume sandwich shops in New Hampshire," Kuceris said.

The Derry sub shop sells more than 600 pounds of steak a week."We've got customers who come from Boston, and an elderly couple who come from Durham, N.H., an average of three times a week," he said.USA Subs has partnered with the largest developer of franchises. Francorp counts among its clients Jimmy John's Gourmet Sandwiches, Bridgestone, Shell and Ace Hardware.Donald D. Boroian, founder and chairman of Francorp, is bullish on USA Subs. "We are seeing the emergence now of new players in the sub sandwich in particular," he said. "They're doing a lot of turkey and chicken and even vegetarian sandwiches."USA Subs has gone beyond that point of the standard fare, and they serve a premium product," Boroian said. "As a result of that, we believe they have a very good shot at the sandwich industry, at the franchise industry in general."Boroian noted the cost of opening a USA Subs franchise will be less than many competing franchise restaurants because a freestanding building isn't required and they can be situated in shopping centers and storefronts.

Initial outlays for new franchisees will range from about $296,500 to $421,167, according to the www.usasubs.com Web site. Franchisees can lower their start-up costs by leasing rather than buying their equipment, Kuceris said.That's substantially less than the average $1.5 million investment it takes to start a typical fast food restaurant in a freestanding building, according to Boroian.Potential franchisees as well as franchisors can take a free quiz and download a free book from the Francorp Web site, www.francorp.com.Kuceris said 32 candidates have applied to franchise USA Subs stores, all but two for sites in New Hampshire. The others are in Maine and New Jersey."A lot of these franchise stores have been having problems over the years, and the problem is that they don't do enough volume," Kuceris said."To do the volume, you have to have the product that the customer wants," he said. "Especially in New England, you have to have a grill. Our grilled Steak Bomb is our most popular sandwich,"Newest partner Keith Kuceris worked in his father's business as a high school and college student, but detoured for awhile with stints as a soap opera actor in New York (One Life to Live and All My Children) and director of ticket operations for the Pawtucket Red Sox. He returned to the family business full time a year ago, officially becoming a partner in USA Subs Jan. 1."My parents came over from Latvia and this kind of thing was the American Dream to them," Karl Kuceris said."We can actually offer that to other people. That's why we came up with the American Dream Franchising name."I've got one guy that's been with me 20 years, another 15 years," he said."We actually try to take care of our people better than the average chain does; it's a really strong family atmosphere that we have here. That's what it's all about. It's about family, it's about independence, it's about that dream. "It takes a lot of hard work, but the hard work can pay off," he said.

www.francorpconnect.com

Francorp Malaysia

About Francorp Inc
Francorp Inc was founded 30 years ago by its Chairman Don Boroian and has counseled more
than 10,000 companies and helped more than 2,000 businesses join the ranks of franchisors in
the USA, Europe, Middle East and Asia. Among its clients are Kentucky Fried Chicken, Omni
Hotels, Holiday Inns, Ace Hardware, Damon’s, USA Baby, Auntie Anne’s Pretzels, Culver’s,
Jollibee, Jimmy John’s, Jersey Mike’s Subs, Texaco, Shell and BP Amoco.
In Malaysia, Francorp’s clients include Wardrobe (men’s tailoring maestro), CN Health &
Beauty (beauty solution services), Kamdar (textile superstore), GDO (lighting and furniture),
Ridpest (total pest management control system), and EOA (pre-owned car dealers). Francorp
Malaysia is also developing franchise programs for other clients like Amee Philips (specialty
jewelry), Bao Bei (Mandarin language centre), Felisa (beauty spa), Lo Hong Ka (bird’s nest
retailer), MyKamera (photography shop), Gift & Logo (corporate and premium gifts), and Syed
Bistro (restaurant).
Francorp is a global leader in the franchise consulting industry with a unique approach that
remains unmatched by any other firm in the world. With a team of experts whose talents are
coordinated seamlessly to create customized materials that fit the specific needs of its clients,
Francorp has the global reach to help clients expand their business and creates a local presence to
adjust their business to fit each country's unique culture and laws.
About Affandy Faiz
A well-sought speaker in franchising, Affandy has more than seven years experience in the
franchise industry, coupled with auditing, corporate finance and direct marketing experience of
more than 10 years. He has undergone the Francorp's system training program in Chicago, USA
and the first Malaysian to qualify as a Certified Franchise Executive (CFE), awarded by the
Institute of Certified Franchise Executives (ICFE) of USA. Affandy has been featured in
mainstream Malaysian electronic media (TV and radio) and regularly contributes franchise
articles to leading newspapers and business journals.

www.francorp.com

Francorp Consulting

NutriPure Beverages, Inc. Subsidiary Inka Grill Franchise Systems Describes Alliance with Francorp, Inc.; Introduces Management Team
Posted : Wed, 27 Aug 2008 16:30:53 GMT
Author : CA-NUTRIPURE-BEVERAGES
Category : Press Release
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NEWPORT BEACH, Calif. - (Business Wire) NutriPure Beverages, Inc. (Pink Sheets:NUBV) subsidiary Inka Grill Franchise Systems has released further details regarding its unique partnership/alliance with Francorp, Inc. Francorp, a Chicago-based firm founded in 1976 by industry legend Don Boroian, has consulted with over 10,000 companies and created over 2,000 full franchise programs, some of which have gone on to become global market leaders. Francorp, Inc. is convinced that a major international franchise opportunity exists with the exploitation of the Inka Grill brand and has committed significant operational, legal, marketing and strategic consulting expertise to the project. Mr. Boroian will personally oversee the Inka Grill franchising operation.
KEY FACTORS TO INKA GRILL’S FRANCHISABILITY
Excellent track record -- low cost basis with strong year-on-year profitability.
New and exciting casual dining concept with “first mover advantage” – currently no significant Peruvian restaurant franchises exist in the USA.
Unique alliance/partnership with global franchise leader
Delicious, affordable cuisine with broad geographic appeal
Strong customer turnover and high customer revisits
Restaurants run to peak efficiency at below average cost basis (28%), yielding above average margins.
Easily duplicated.
Unique food and beverage lines ready for retail sales in major outlet and club stores
INKA GRILL MANAGEMENT TEAM
Ana Kishiara, Founder and Chairman of Inka Grill Franchise Systems.
Ana was born the 10th child in a family of 12 children, grew up in Peru, married in Greece, and traveled the world before settling in America. Growing up in a large family meant that every meal was an event, and the bustling family kitchen was always the center of life in Ana’s home. Ana sees Inka Grill as an extension of her home and her guests as an extension of her family. For this reason, all the food served at Inka Grill is prepared using only the finest and freshest ingredients and utmost care – a true recipe for success that has put Peruvian food on the map in Southern California. Inka Grill serves the ultimate Peruvian food experience, based on Ana’s home-style recipes from the Northern Provinces of Peru, where seafood, chicken, lamb, beef and potatoes are the staple. Every dish is prepared to order and only the freshest organic ingredients and care are used in all of Inka Grill’s preparations.
Donald Boroian, Founder of Francorp Inc.
Donald has personally committed to a hands-on approach to the future of a global Inka Grill franchise program. Donald knows franchising, having literally written the book on the subject. (two books, actually). Donald pioneered the franchise consulting industry in 1976 working with such clients as Hershey Foods, Arco, Texaco, Nutrasweet, Nestle, John Deere, Popeye's Fried Chicken, Ryder Trucks, USA Baby, and Valvoline. Donald has invaluable knowledge of the restaurant and franchise industries, and also brings with him a team of the country’s top franchise industry analysts, lawyers, sales and marketing executives to help steer Inka Grill to achieve maximum success.
Alan Rothman, CEO of Inka Grill Franchise Systems.
Alan is an serial entrepreneur and practicing attorney who is well connected with Fortune 500 CEOs and global business leaders. Alan’s primary strength lies in his ability to quickly assimilate information and develop tactical and strategic strategies that greatly enhance position in the market place. Alan is also well versed in the complexities of public companies and will be instrumental in guiding the company’s efforts in this regard.
Mairead Howe, VP Franchisee Management/Marketing & PR.
Mairead is a strong and strategic communicator who has had a distinguished career as Marketing and Communications Manager for The Vintners' Federation of Ireland (VFI), one of Ireland’s leading political lobby groups. Representing over 6,000 independent business owners, Mairead was responsible for the development, management and execution of all internal and external media and member driven communications. Her ability to communicate complex information into easy to understand terms is a valuable asset to the legal and commercial aspects running a service orientated business.
ABOUT NUTRIPURE BEVERAGES, INC.
NutriPure Beverages, Inc. is focused on growth and diversification in the healthy food / healthy water industries. NutriPure currently owns two wholly-owned subsidiaries, Inka Grill Franchise Systems. and XND Technologies, Inc. For more information visit www.nutripurebeverages.com
Safe Harbor Statement: This release contains forward-looking statements with respect to the results of operations and business of NutriPure Beverages, Inc., which involves risks and uncertainties. The Company's actual future results could materially differ from those discussed. The Company intends that such statements about the Company's future expectations, including future revenues and earnings, and all other forward looking statements be subject to the "Safe Harbors" provision of the Private Securities Litigation Reform Act of 1995.
NutriPure Beverages, Inc.Kenyatto Jones, CEO866-202-5256

www.francorp.com

Francorp Phillipines to Work with Cordillera Coffee

Cordillera Coffee is a growing company committed to serving the best Philippine Mountain Coffee.

We purchase high quality whole bean coffee exclusively and directly from the small backyard farmers of the Cordillera Region. We roast and sell them along with fresh, rich-brewed, espresso-based beverages, a unique selection of food with a distinctively ethnic flavour, and a variety of homemade pastries and confections.

Cordillera Coffee intends to expand its business by opening new branches in prime business areas, not only in Metro Manila, but other key spots in the Philippines, like Baguio City and Cebu City.

In line with its expansion program, Cordillera Coffee is presently in the process of putting up a franchise program with Francorp, the leader in franchise development, as consultant.
Company name: Cordillera Coffee CompanyDescription: A coffee shop offering the Philippine mountain coffee, ArabicaFranchise fee: P150,000 for kiosk and P350,000 for full store set-upTotal investment: P600,000 for kiosk and P1.9 million for full store

Franchise package:
Trade name and trademark
Operations Manual
Site selection assistance
Training for staff about coffee and food preparation
National marketing and advertising support
Pre-opening and grand opening assistance
Initial inventory
Working capital
Construction cost and advance rent
Store and kitchen equipment
Continuous research and development
Business consultation and regular meetings with franchisees

Preferred sites:
Business districts like Ortigas Center or Makati
Areas near campuses
Museums
Tourist destinations like Intramuros, Malate, et cetera
Application procedure: Send letter of intent and description or map of the proposed location if there is.
Company-owned outlets: 3
Year started: 2003
Franchising since: 2006
Franchised Outlets: None
Term of franchise: 5 years
Renewal: 5 years
Projected ROI: 1.25 years to 2.25 years
Royalty fee: 5 percent
Advertising fee: 3 percent
Contact details:
Unit 104 Llanar Building, Xavierville Avenue cor. B. Gonzales St.,Loyola Heights, Quezon CityTel: (02) 436-0324, 482-2515
E-mail: cordilleracoffee@gmail.com
Website: www.cordilleracoffee.multiply.com

www.francorp.com

Friday, August 29, 2008

Franchise 101

People franchise to solve 3 issues:

Money, People, and Time.

Thursday, August 28, 2008

Francorp Conducts Franchise Workshop at the California Restaurant Show

Francorp presented at the Western Food Service Show this past weekend on August 24th. Francorp works closely with most of the countries restaurant associations to educated its members on franchising and help business owners evaluate whether franchising is a viable expansion strategy. Christopher J. Conner presented in Los Angeles this past weekend to a group of over 100 restaurant show attendees. Here is an overview of the association.

www.francorp.com

California Restaurant Association
For almost 100 years, the California Restaurant Association has been the largest nonprofit state restaurant association in the nation. CRA is committed to serving the unique needs of its member restaurants who have raised billions of dollars in tax revenue for the state. Restaurant sales have had an economic impact of more than $90 billion to the California economy, making the foodservice trade one of the most powerful industries in the state.
Join the CRA during the Show and receive $100 off the annual membership dues!
If you aren’t a member, do your business a favor and sign up today!
Membership in the California Restaurant Association provides the following valuable benefits:
Save Money on essential products and services relevant to your business. Members receive discounts on necessities such as health, dental and life insurance; payroll processing, property, casualty and liability insurance and labor law services
Save 20% on all educational products at the CRAEF online store. Members save even more!
Stay Informed! As a CRA member you will be kept informed on vital industry issues through informative newsletters and publications. The CRA Educational Foundation also provides resources for you to achieve and to maintain state-mandated certifications, and helps you to develop professional employees for your business
Be Influential! CRA’s professional government affairs team works on your behalf to deliver effective foodservice industry representation on a local, state and national level
Promotion Possibilities! Membership offers you numerous marketing and networking opportunities to publicize your business to countless customers
Be a Partner! As a CRA member, you automatically receive membership in your local CRA chapter and the National Restaurant Association.

www.francorp.com

Francorp Client - Synergy Home Care

Synergy HomeCare
Francorp Connect » Franchise Search » Search Results » Details
Synergy Home Care

Synergy Home Care continues to break new ground. The company is the industry leader for in-home senior care.

“Where we have hearts of gold”
Synergy Home Care meets the ever-increasing market need for at home, non-medical care. Our established methodologies can help the right individuals provide valuable services – services that directly impact the quality of life of clients and their families. Synergy Home Care offers services hourly, daily or weekly, 365 days a year, to anyone who needs help with daily living activities.
Synergy Home Care assists individuals whose functional ability is defined as independent, minimally dependent or substantially dependent. While we provide services to all age groups and profiles within our service categories, the growing senior population is a continually increasing segment of our client base.
In addition to our full range of excellent services, we are proud to provide:
Available round the clock, year round service
Full range of non-medical home care
Respect for our clients
Regular follow-up and communication
A variety of payment options
Synergy Home Care will soon be expanding its service area. Watch for more details to come.
Synergy Home Care


www.francorpconnect.com

Francorp Client - FastSigns

FASTSIGNS(R) News: Attention! 'Moving Billboards' on the Road

Franchise Opportunity
Franchise Requirements
Franchise Information
Franchise News
FOR IMMEDIATE RELEASE
AUGUST 28, 2008
FASTSIGNS Franchise Opportunities Available
» Request Information
August 28, 2008 // Franchising.com // Carrollton, TX - The last time you were on the road, did you look at the other vehicles around you? Did you notice the graphics on delivery vans, trucks and other vehicles that identify businesses and organizations in your area? If not, next time you are driving around, look at the information on vehicles – the company's name, phone number, website or location. There could also be photographs of people, products or facilities. Does the vehicle of your business or organization have any type of identifying signs or graphics? If this is not something you think about on a regular basis, maybe it should be."From major corporations to small individually-owned businesses, companies are trying to create affordable attention by using every media available," says Drue Townsend, senior vice president of marketing for international sign and graphics franchisor, FASTSIGNS(R). "The road to advertising has taken a turn toward the big, the bold and the beautiful when it comes to vehicle graphics, and due in part to new materials, techniques and technology available, the day of the simple logo and phone number is long gone."Full-color digital graphics and wide format prints allow businesses to wrap entire vehicles, both large and small, in giant photographs, and thanks to a remarkable perforated vinyl material, graphics can continue across the side and rear windows without obstructing the view from inside.The most effective vehicle graphics incorporate vivid colors and keep the message brief and memorable. Viewers typically have only a few seconds to view a vehicle in traffic, which is why the presentation should be dramatic enough to grab their attention quickly. One exception is the back of the vehicle that drivers may see for several minutes while idling in traffic, making it the best place to list products or services.If a business is not ready to completely wrap a vehicle, or maybe the vehicle is used for multi-purposes, there are still signage options available. The standard magnetic sign even has a new look. Magnetic signage has become more colorful, flexible and durable than ever before. Magnetics can be custom-cut in virtually any shape to conform to a vehicle or to the design of the graphic. It still creates awareness and catches the eye of the public.Thanks to advances in technology and new, less expensive materials, high-impact vehicle graphics are now available and affordable for budgets of all sizes.FASTSIGNS(R) sign and graphics centers use innovation and technology to make the sign buying process simple by offering for a full range of custom sign and graphic products.

Wyndham Hotels

Construction Underway at Wyndham Vacation Ownership's Newest Colorado Resort WorldMark Grand Elk Expected to Welcome Guests in 2009

Franchise Opportunity
Franchise Requirements
Franchise Information
Franchise News
FOR IMMEDIATE RELEASE
AUGUST 28, 2008
August 28, 2008 // Franchising.com // Orlando, Fla.-Wyndham Vacation Ownership has commenced construction on the company's fifth Colorado resort, WorldMark Grand Elk. The resort, scheduled to operate within the company's WorldMark by Wyndham resort portfolio, is located at the beautiful Grand Elk Ranch and Club community in Granby, Colo. just north of the popular ski destination of Winter Park. The 44–unit property will feature a mix of studio, one– and two–bedroom condominium–style units and is anticipated to welcome guests in summer 2009."In a study of our WorldMark owners, nearly 60 percent expressed a desire to visit mountain destinations while 50 percent wanted a lake vacation destination. With WorldMark Grand Elk, our owners can have both at the same location," said Rob Hale, senior vice president, Product Development, Wyndham Vacation Ownership. "WorldMark Grand Elk reflects our company's commitment to providing more resorts in compelling destinations to meet our WorldMark owner families' diverse vacation preferences."With the resort's Rocky Mountain location and close proximity to multiple lakes including Lake Granby, owners and their guests can thoroughly enjoy the outdoors through activities such as golf, skiing, fly fishing, hiking and whitewater rafting.After hitting the slopes in nearby Winter Park or enjoying a round of golf at the neighboring Grand Elk Golf Course, part of the 440–acre Grand Elk Ranch and Club master–planned community, visitors can take in the scenic views and natural wildlife of the region's many national wilderness areas and parks as well as the Continental Divide.The 44–unit WorldMark Grand Elk will feature a number of studio, one– and two–bedroom condominium–style units. Each unit provides owners with a full kitchen; living room; dining room; flat–panel televisions in the living room and master bedroom; entertainment systems, including a stereo and DVD/VCR; and a barbecue grill on the deck. Additionally, the resort's beautifully decorated, upscale three–bedroom Presidential units will include stainless steel kitchen appliances, granite countertops, whirlpool tubs, upgraded fixtures, fireplaces and hardwood flooring in the common areas.Beyond the many comforts found in the resort's units, owners and guests at WorldMark Grand Elk will be able to enjoy such amenities as an outdoor pool, children's pool, spa/hot tub, barbecue areas, business center, exercise room and children's play area.WorldMark Grand Elk will be a wonderful addition to the company's current Colorado resorts: WorldMark Steamboat Springs and WorldMark Estes Park, which are affiliated with the company's WorldMark by Wyndham resort portfolio, and Wyndham Pagosa and Wyndham Durango, which operate within the company's FairShare Plus by Wyndham product portfolio. Wyndham Vacation Resorts Steamboat Springs will be the newest addition to the company's Colorado resort portfolio with its anticipated August 2008 opening. About Wyndham Vacation OwnershipWyndham Vacation Ownership, a member of Wyndham Worldwide's (NYSE: WYN) family of companies, is the world's largest vacation ownership business, as measured by the number of vacation ownership resorts, individual vacation ownership units and owners of vacation ownership interests. Wyndham Vacation Ownership develops, markets and sells vacation ownership interests and provides consumer financing to owners through its three primary consumer brands, Wyndham Vacation Resorts, WorldMark by Wyndham and Wyndham Vacation Resorts Asia Pacific. As of December 31, 2007, Wyndham Vacation Ownership had developed or acquired approximately 145 vacation ownership resorts throughout the United States, Canada, Mexico, the Caribbean and the South Pacific that represent more than 17,500 individual vacation ownership units and more than 800,000 owners of vacation ownership interests. Wyndham Vacation Ownership is headquartered in Orlando, Florida, and is supported by more than 17,700 employees globally.Media Contact: Bonnie Bastian – Manager, Corporate Communications Wyndham Vacation Ownership (866) 495-1924 Bonnie.Bastian@wyndhamvo.com

Francorp Client - Dogtopia

Meet the CEO Amy R. NicholsPresident and CEODogtopia®Happy To Be Here, Inc.
An avid dog lover and hard-working businesswoman, Amy empathized with other dog owners who worked long hours and did not always have enough time in the day to adequately exercise their dogs. With her understanding of dog enthusiasts and a keen business sense, Amy capitalized on the opportunity to work within the evolving pet care industry. After researching industry trends and carefully planning the venture to serve dogs and their busy owners, Amy founded the first Dogtopia®, a full-service dog day care, spa and boutique, in 2002.
Under Amy's leadership, vision, and drive to expand the dog day care industry, the company has experienced overwhelming success and growth. It now attracts customers from throughout the Washington D.C. area to both its Tysons Corner, VA and White Flint, MD location. As an industry pioneer, Amy recognized that others aspired to own their own dog day care and spa, but needed the support of those who understand how to best run the business. In 2005, Amy franchised Dogtopia® nationally, making it possible for entrepreneurs who enjoy dogs to launch the business in their own communities.

www.dogdaycare.com

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Francorp Client - Friendly's

WILBRAHAM, Mass. - Friendly Ice Cream Corporation (Amex:FRN) announced today the promotion of Laurel Adams to Director, Franchise and Real Estate Services effective April 16, 2007
As the director, Adams will have direct management and supervision of Real Estate and Franchise Services. She and her team will be involved with the negotiation, renewal and extension of leases. Adams will continue to report to Jim Sullivan, vice president, franchising.
Laurel’s leadership and management experience will prove valuable as we continue to grow our brand and foster relationships with new and existing franchise and real estate partners”, stated Sullivan.
Adams joined Friendly’s as a Franchise Development Manager in 1997. She was promoted to Senior Manager, Franchise and Real Estate services in 2006.
About Friendly’s Friendly Ice Cream Corporation is a vertically integrated restaurant company serving signature sandwiches, entrees and ice cream desserts in a friendly, family environment in 510 company and franchised restaurants throughout the Northeast. The Company also manufactures ice cream, which is distributed through more than 4,000 supermarkets and other retail locations. With a 71-year operating history, Friendly's enjoys strong brand recognition and is currently remodeling its restaurants and introducing new products to grow its customer base.

Francorp Client - Pockets

News - Healthy Food Franchises
Saladworks, the nation’s leading healthy alternative to fast food and the originator of the fresh tossed to order salad concept, has appointed Paul Steck to Senior Vice President and Chief Operations Officer. Steck, a 22-year veteran in the franchise business, has been a part of Saladworks management team since being hired as Director of Franchise Operations in 2002. In his new position, he will oversee all operations, including training, service, facilities, distribution, personnel, sales and marketing. Steck will also play an integral part in the further development the Saladworks brand.
“Paul is an incredibly accomplished professional who has brought keen insights into franchise operations to Saladworks,” says John Scardapane founder of Saladworks. “I am confident that our combined efforts will only enhance our already successful concept.” With more than 20 years of experience in the franchise business, Steck understands the day-to-day challenges that franchisees face on front lines of their franchises. Rising quickly through the company’s ranks, Steck has served Saladworks as Vice President of Operations, Director of Operations and Director of Franchise Operations in a little more than three years. Fresh out of college, Steck started in the franchise business at just 21-years-old, when he cobbled together enough money to purchase an existing Burger King franchise in Cincinnati. At the time he was the youngest Burger King franchisee. Six years later, he built his second Burger King from the ground up. After three years of running two locations, he decided to sell them, and set his sights on Au Bon Pain. As District Manager, he opened six franchises in just 13 months. Based on his success, Au Bon Pain relocated him to the Midwest and put him in charge of multiple locations throughout Illinois and Wisconsin.
He was later transferred to Philadelphia to manage 12 Au Bon Pain locations that the company had bought back from a franchisee. Steck immediately fell in love with the city and worked with Au Bon Pain to open several more stores throughout the greater Philadelphia area. After meeting repeatedly with Saladworks’ senior management, Steck was offered and quickly accepted a position with the company.
“Saladworks is concept that clicks perfectly with the times we live in,” Steck says. “People today are more health and image conscious than they ever were before, and are forgoing fatty fast foods in their pursuit of eating right and living healthier lifestyles.”
Steck, who was born and raised in Milwaukee, Wisconsin is a devoted father of three and currently resides in Havertown, Pennsylvania. In his spare time he enjoys skiing, hunting and cooking at home. Since its inception, Saladworks has emerged as a leader in the quick-casual food arena, by offering a tasty, yet healthy alternative to the pre-fab, vacuum packed and flavor deprived food found at most fast food chains. By giving customers the freshest and finest ingredients, which are expertly prepared in front of them by an always-accommodating staff, Saladworks has developed a proven successful concept. The company, which has grown at an average rate of 40 percent per year for the past three years, has experienced its largest expansion to date by opening more than 18 new locations in 2005. Saladworks, a 20-year-old pioneer concept in the rapidly growing salad category, is taking a ‘fresh’ approach to franchising that will put more than 250 locations on the map by 2010.

Francorp Client - Pockets

News - Healthy Food Franchises
Pockets restaurant, a healthy and casual dining experience started 18 years ago in Chicago will open their first two franchises in Lombard and Naperville, Illinois this summer. Pockets, Chicago’s defining leader in the quick and healthy food category, plans to establish a significant presence in Chicago and the Midwest through franchising. According to Pockets founder, David Litchman, “We have had a lot of requests to open in the western suburbs and feel that Lombard and Naperville will be perfect entry points.”
Since 1989, Pockets has been connecting with health-conscience Chicago customers yearning for an alternative to unhealthy fast food chains. Inspired by Michigan’s famous Chipati sandwich, Pockets’ signature item is the Pocket, which is a freshly baked bread that’s pulled hot out of the oven, split open, and stuffed with finely chopped salad vegetables, cheeses and meats.
Through the years, Pockets has built one of the strongest loyalty bases of customers and have since opened 9 other locations.
While many franchises are selling sandwiches or burgers, there are very few specializing in selling a healthy product like Pockets. Litchman remarks,
“There seems to be a void in Lombard for a healthier alternative to fast food. Pockets expansion to the western suburbs will fill this void.”
One of the advantages to opening a Pockets franchise is simplicity. The food is healthy and clean so it’s reflected in the employees hired and the customers that come in. Pockets fresh and natural menu is also reflected in its interiors. At all counters, customers can view the wide selection of ingredients and can see their order prepared. Behind the counter is the oven where customers can see how their unique Pocket breads, calzones and potatoes are baked.
Victor Segura, fellow restaurateur and Chicago native, will open the first franchise in Lombard at:
1214 S Highland Avenue in a vast 1320 square foot space. Segura shares the same vision for Pockets concept, quality ingredients and highly nutritious food. According to Segura, "I am very excited to be one of Pockets’ first franchisees and being from the area I think Lombard certainly can use a healthier fast food option.”

www.francorp.com

Franchise News

News shorts
By StaffAs published in: Franchise Times - August 2008
CORRECTIONA news brief in the April edition of Franchise Times contained an error. Precision Tune did not go private. It ceased filing financial reports with the SEC. The public can still purchase its shares through Pink Sheets. Mrs. Fields in danger of crumbling
Mrs. Fields Brands will file for bankruptcy this month if it can't reach a restructuring deal with its creditors. The Utah-based company has stopped selling new franchises and won't release a new franchise disclosure document until it can fix its problems.
Mrs. Fields, which franchises Mrs. Field's Cookies and TCBY Frozen Yogurt, is deep in debt in the midst of a slowing economy. The company's problems have been exacerbated by a growing number of store closures - it lost 51 stores to closure in just the first three months of the year, according to a company financial filing. The system overall has 1,279 units.
The franchisor has said it's working to identify troubled franchisees and help fix their problems. It also released a new store design to help freshen its brands.
But Mrs. Fields has to fix its own problems first. Same-store sales fell for both of the company's brands and, despite an increase in revenues in the first quarter its operating income was deep in the red due to a faster increase in expenses.
The company is weighed down by nearly $200 million in long-term debt. In May Mrs. Fields warned that it was in danger of being unable to make a semi-annual interest payment on the debt. It also noted that there was "substantial doubt" about its "ability to continue as a going concern." In simpler terms that means the company is in danger of folding.
The company later announced, however, that it might have dodged that bullet. It announced a deal to reduce its debt to $50 million in exchange for a combination of cash and company stock. But Mrs. Fields must convince 98 percent of its debt holders to agree to the deal for it to be finalized.
If successful, the company would be able to focus on its plans to grow. If not, Mrs. Fields would declare bankruptcy by mid-August.
Franchise Brands acquires HomeVestors
Connecticut-based Franchise Brands LLC is now the majority owner of HomeVestors of America, Inc. - a company that buys, remodels and resells houses. Despite the change in ownership, HomeVestor's expects no change to its management team.
HomeVestors CEO John P. Hayes acknowledged that the past year has been tough on his company, but he said those issues were not the factors that prompted the sale.
"In order for us to continue to develop our model, we needed to have additional capital," said Hayes. "We had several options available to us, and the Franchise Brands acquisition was the best and the most timely."Hayes is confident in Franchise Brands' ability to help the company grow and play an active role in the real estate business. "When the real estate market completes its correction and begins to expand again, HomeVestors will be perfectly situated to continue expanding, too."
Hayes said Franchise Brands' continued investment would also allow HomeVestors to better support and train its franchisees through the creation of new services. "It gives them that peace of mind that their investment as a franchisee is protected."
Franchising since 1996, the Dallas-based HomeVestors has more than 230 franchised offices in 35 states, with the company's franchisees selling most of the refurbished houses to other investors and first-time homebuyers. Franchise Brands had been investing money into the company since 2007.
Macaluso to retire from MFV Expositions
After 15 years, Richard Macaluso will wave goodbye to MFV Expositions, a company that produces trade shows for the franchise industry. He last worked as the show director for the International Franchise Expo, held this past April.
"I felt I covered as much of the bases of the franchise-side of the business," said Macaluso. "I am very happy that it's worked so well." Macaluso said he was pleased by the abilities of groups like franchisors and franchisees to work towards common goals for the betterment of the business. "Everybody wants to come forward and do the right thing."
After leaving CBS Radio, where he spent the first half of his career working as that organization's vice president of sales, Macaluso met Tom Portesy - president of MFV Expositions.
"We were in the process of trying to launch an advertising expo in New York City and though that particular event was shelved, we realized what a find we had in Richard," said Portesy. "He was way too valuable to leave us, so we offered him a place at our company."
Portesy said Macaluso was instrumental in helping the company transition into the digital age. "New Media and the Internet were just emerging, and franchising was handled very differently. You can see Richard's fingerprints all over our events."
He hopes that future MFV projects will entice Macaluso enough to make him come back to work with the company from time to time. "We miss him already."
NexCen Brands stumbles
NexCen Brands may have bought one cookie too many.
The burgeoning player in the franchise world is suddenly struggling and so, too, is its complex business structure. The New York-based company announced in May that it failed to disclose a required $21 million payment on debt from its January purchase of Great American Cookie Co., and that its business was teetering on the edge of bankruptcy.
The situation forced CEO Bob D'Loren to utter the infamous phrase, "there is substantial doubt about the company's ability to continue as a going concern." Not surprisingly, numerous law firms have announced plans to file class-action shareholder suits against the company, which has seen its stock plummet to 35 cents a share at one point - far off its 52-week high of $11.50 a share.
The company also delayed filing its quarterly report and since then has cut 10 percent of its work force, including 25 percent of its headquarters staff. It also was able to restructure its debt to provide some short-term financial relief. But any long-term solution would seemingly derail NexCen's grand vision of a vertically integrated company that combined product and retail brand management.
The company will likely sell its two consumer brands: Bill Blass, the line of clothing, and the home fabric brand Waverly. NexCen disclosed that it had several offers for the brands and reports said the company was close to a sale of Waverly for more than $30 million.
NexCen was created when D'Loren merged his UCC Capital Corp. with a defunct wireless company, Aether Holdings, and began buying up brands, including several franchises such as The Athlete's Foot, Marble Slab Creamery, Maggie Moo's, Pretzeltime and Pretzel Maker. The idea was to leverage the different brands' assets to improve the others.
For instance, it might sell Bill Blass-branded clothes in The Athlete's Foot stores. Or it might use the Bill Blass name with Waverly products, or franchise stores under the Bill Blass or Waverly names. Losing those two brands threatens that vertical structure, making it seem likely that NexCen will concentrate largely on franchising.
NexCen last year reported $34.3 million in revenues but a $4.6 million loss.
Snap Fitness to work alongside Summit Partners
Minnesota-based Snap Fitness Inc., a franchisor of compact, 24-hour fitness clubs, received a minority equity investment from Summit Partners, a private equity and venture capital firm. Terms of the deal were not disclosed.
"Our relationship with Summit Partners will allow us to fuel our international expansion operations, fortify our brand and lay the ground-work for long-term growth," said Peter Taunton, Snap Fitness' founder and CEO.
Likewise, Summit Partners expressed their confidence in Snap Fitness. "The company provides a platform, a brand and a support infrastructure that enables franchisees to offer a product and service second-to-none in their market space," said Sonya Brown, a principal with Summit Partners. Brown and Summit Partners Vice President Peter Rottier will join Snap Fitness' board of directors.
Snap Fitness has more than 1,500 units.
Moran Industries launches SmartView brand
Moran Industries, a franchisor in the automotive aftermarket industry, is revving up for the home improvement industry with its new concept, SmartView Window Solutions. The new brand is a mobile and home-based franchise specializing in residential and commercial flat-glass window tinting.
The franchisor plans to promote the "economical and environmental benefits" window filming might have in residential and commercial buildings; thus putting an end to what Moran CEO Barb Moran called the "dark ages" of window tinting.
SmartView will demonstrate the industry's new technological advances and provide an assortment of hues and advantages to consumers, Moran said.
Moran Industries franchises six brands, including Transmission USA service centers, Alta Mere Window Tinting & Auto Alarms, and Milex Complete Auto Care.
IHOP gets a name change
Now that it's the franchisor of two large restaurant brands, IHOP has decided to go with a new corporate moniker - DineEquity Inc. The California-based company, which recently purchased the much larger Applebee's chain, changed the name in June.
Julia Stewart, DineEquity's chief executive, said the name change was necessary to reflect the company's ownership of multiple brands. DineEquity also has a tagline, "Great franchisees, great brands." The company has promised to refranchise many of the corporate-owned Applebee's units.
IHOP bought the much larger Applebee's last year for $1.9 billion.
MMI buys Inner Circle
MMI Peer Advisory Services, a subsidiary of Cleveland-based franchise development firm Merrymeeting, has acquired the assets of the 10-unit Inner Circle International.
Inner Circle was founded in 1985 and began franchising in 1997. The company is a peer advisory franchise in which small and mid-sized business owners meet monthly to exchange ideas and solve problems on a variety of topics. The company has "circles" in Maryland, Tennessee, California, Minnesota, Wisconsin and Maine. MMI's even brands have more than 1,700 franchise locations worldwide.

Beef O' Brady's

Where's the Beef?
By Jonathan MazeAs published in: Franchise Times - August 2008
At a glance
Beef O'Brady'sHeadquarters: Tampa, Florida
Franchise fee: $30,000
Initial investment: $280,000-$550,000
Royalty: 4 percentThere is a big problem in the casual dining sector these days: too many restaurants. So what's a casual-dining chain to do these days when it wants to expand?
For Beef O'Brady's, the answer is simple: Go where the others don't - cities like little Alachua, Florida, a small suburb on the outskirts of Gainsville that boasts all of 7,500 residents. "We can go into those markets and be quite successful," said company President Nick Vojnovic. "Big markets like Dallas, Atlanta, Chicago are overbuilt. They have too any seats."
Beef O'Brady's has used that strategy to build a strong presence in Florida, where it has more locations than Applebee's, Vojnovic said, and to blossom from 157 to 260 locations in the last four years - a period when many of its competitors were struggling to hold their own.
The chain was started in Tampa by Jim Melody, who until then had been an insurance guy. "He had no vision of building a chain," Vojnovic said. "He was trying to feed his family."
The first restaurant was 1,200 square feet and served a simple menu of steak and fries. The name came from his mother, whose maiden name was O'Brady. Business didn't do well at first, but three things happened to give the restaurant a big boost.
First, the Boston Red Sox drafted Jody Reed, a kid from Tampa who would go on to play 11 years in Major League Baseball. The restaurant already had a television, and customers suggested a satellite dish so they watch all of Reed's games. Then the company served beer and wine and added a game room, becoming one of the area's first sports pubs.
Nick Vojnovic, president of Beef O'Brady's, which is focusing on suburbs on cities' outskirts.The last big break came from a friend of Melody's from Scranton, Pennsylvania, who had a recipe for chicken wing sauce. At the time, wings were a novelty item at best in most of the country, especially in Florida.The wings took off. Today, the chain sells 80 million chicken wings a year, and wings are the most popular dish in the Florida restaurants. They're still popular in restaurants outside the state, but some other items are more popular, Vojnovic said.
Melody grew the chain until it had about 30 stores, mostly around Tampa. By the mid-1990s Beef's had grown too large, so Melody sold the chain to a pair of casual-dining veterans, Chuck Winship and Gene Knippers, former Chili's franchisees.
They immediately took steps to bring the franchise to the next level. The new owners updated the décor and expanded the menu, which until then had been "very basic," Vojnovic said. Beef's has a typical spots pub menu, with burgers, sandwiches, ribs and wings. The changes allowed the new owners to accelerate the chain's growth.
O'Brady's focused on owner-operated units in smaller towns, where they became part of the community, holding fund-raisers for churches and Little League. While it's a chain of sports pubs, it caters to families, so units don't have pool tables, dart boards or cuss words. Units are built in strip centers anchored by grocery stores in residential areas, rather than commercial areas with large concentrations of restaurants. The idea is to give families a more convenient dining option.
The company is test-marketing additional alcoholic offerings in the Midwest, where some customers have clamored for more options, but they're trying to keep that to a minimum, with no tequila signs or happy hour pricing to keep out hard drinkers, Vojnovic said.
Yet the additional alcohol sales have helped boost revenue at stores where the drinks have been offered and the company is bringing them to more restaurants. "We're eliminating the veto vote" among diners who don't want to go to Beef's because of its limited drink selection. "We've been under more pressure to add a liquor component."
The chain is adding units despite a tough environment for casual dining, but the company is moving aggressively, planning to double the number of locations within the next five years. "It will turn," Vojnovic said of the restaurant environment. "We want to keep growing."

Health Care

Health care: The forgotten culprit
By Jonathan Maze



As published in: Franchise Times - August 2008
Most discussions of the current economic malaise focus on a handful of usual suspects, such as the slumping housing market, the credit crunch, high oil prices and rising food costs. But one factor doesn't get nearly as much blame for the problems as it probably should: health care costs.
The price for health insurance premiums has nearly doubled since 2000. While that has led to understandable concern about affordability and the uninsured, it has also had a negative impact on every sector of the economy except health care. Small businesses, which would include most franchisees, are affected the most.
Employers now spend $8,800 to cover a worker and his or her family. A single employee costs nearly $3,800. Eight years ago those costs were $4,700 and $2,100, respectively, according to the Kaiser Family Foundation, a nonprofit health policy think tank.
Or think of it this way: an employer covering 100 workers, half of whom get family coverage, spends $291,500 more on health insurance today than in 2000.
That kind of cost increase has to come from somewhere. Employers may raise prices or cut costs. Both solutions have their ripple effects, either through inflation, reduced employment or lower wages.
Because most employers have had to face these rising costs, the overall impact on their various solutions has been phenomenal. The increases have acted like an anchor on the economy, contributing to the dual recessions of the past decade and likely keeping it from growing as much as it could have between them.
While the decade-long run-up in health costs appears to be abating, the increases continue to far outpace inflation. And there is no guarantee the slowdown will continue. So any discussion of fixing the economy long-term should include health-care reform.
We don't pretend to know the answer to that question, but we know it isn't "nothing," which has been Congress's typical response.

Starbucks - Clover

Saving Starbucks, One Cup at a Time
By Alyce Lomax
August 28, 2008
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At long last, Starbucks (Nasdaq: SBUX) is rolling out single-cup brews using the Clover, the highly talked-about brewing system it acquired when it bought The Coffee Equipment Company earlier this year. Oh, and the top execs aren't getting raises next year. Maybe things are finally looking up.
Starbucks is putting the Clover in 10 Seattle stores, and it plans to roll out the high-end brewer in Boston and in more Seattle shops in the coming months. Bring it on, Starbucks. Being able to offer brewed coffee that customers can choose cup by cup -- and utilize variable pricing -- definitely differentiates the company from quick-serve coffee slingers such as McDonald's (NYSE: MCD) and Dunkin' Donuts.
Although my recent test-drive of the Clover didn't leave me convinced that all of the fuss is warranted, I agree that Starbucks will be able to bolster margins by serving higher-end coffee at different price points quickly and easily with this state-of-the-art machine, which has many fans.
In other big headline news today, word has leaked out that Starbucks' top brass, from the vice president level all the way up to CEO Howard Schultz, won't get pay increases next year. Any proponent of the pay-for-performance concept will find this a logical move -- and a cost-saving one, too.
Schultz is a hero to many shareholders, and I'm glad he's back, but his pay package last year -- $10.6 million, including $1.2 million in base salary -- clashed with Starbucks' good-guy image. (So did a recent lucrative separation agreement with a former executive.) That's especially true when business for Starbucks was, and continues to be, disappointing.
I'm not shedding a tear over thinner pay for Starbucks' executives. In June, I complained about how CEOs at some media companies, such as News Corp. (NYSE: NWS) and Lee Enterprises (NYSE: LEE), were getting lucrative pay despite crumbling stock prices. It's only fair to apply the same logic to the stocks I own and admire.
I wish the Clover had rolled out sooner, but I'm glad to see it's starting to hit the stores. Meanwhile, the tough stance on executive pay sounds reasonable, too. Meanwhile, Schultz and Co. are clearly actively working on turning around this business. I still believe that in several years, people will recall Starbucks' shares at current levels with longing.

Francorp Regional Director - Michael Banks


PRESS RELEASE

FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(800-372-6244)

Francorp Welcomes New Regional Director


(Lake Forest, CA) - Francorp is proud to announce that Michael Banks has joined the Regional Directors Program.

Michael Banks has been a pioneer in the eCommerce industry since 1999, establishing the first public drop off points for eBay, Amazon and Yahoo. Over the years, he has met with hundreds of small business owners and entrepreneurs who faced many challenges in their businesses. Almost 90% of small businesses fail in the first five years; some never get started at all. Michael would like to change those statistics for the better and today he consults with a variety of business owners and entrepreneurs to support them in their endeavors.

Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 800-372-6244.


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The Flirty Girl Attends Francorp Seminar

The Flirty Girl is an innovative and amazingly creative site devoted to the wedding industry. Stacie Tamaki is a brilliant business person, here is what she had to say.


Visit The Flirty Guide WebsiteTFG HOME PAGE FLIRTY IDEAS THE TREASURE HUNT THE NITTY GRITTY

Thursday, August 28, 2008

Francorp - An Introduction to Franchising
Upon my return from Ohio I had one day off then was up at the crack of dawn (if the crack of dawn takes place at 5:45 am) to head out to Millbrae at 6:30 am to attend a franchising seminar. At the moment I don't have any plans to franchise The Flirty Guide. This was simply an investigative learning experience. Because I have received some inquiries as to when I'll be creating more Flirty Guides by both brides and industry professionals nationwide, I thought I should learn more about franchising now as a future possibility for later.So back to Thursday morning at 7:30 am at the Westin with Christopher Conner. I'm constantly learning new things. I simply love to learn. I'm not only motivated by the gain of knowledge but thoroughly enjoy the discovery process that learning entails. In the past two years the majority of what I've learned has come from taking self imposed immersion courses on the internet reading blogs, news articles, Googling and reading anything and everything I can find on topics like blogging and search engine optimization (SEO) to learning more about online social communities and entrepreneurship.So to go somewhere, so early in the morning, to learn something was a bit out of my ordinary when it comes to how I've chosen to gain knowledge about business aspects I'm unfamiliar with. But boy was I glad I went!The presentation a group of 7 of us were given? Far exceeded my expectations. Christopher led the seminar with a casual air inviting us to interrupt with questions or comments whenever we wanted to. After introducing ourselves to the group and discussing where our businesses were at now and what our future plans are, he spent the next 3 hours explaining the franchising process. I came away with a firm grasp not only as to what franchising is all about but because of both the presentation and some one on one time after the seminar I learned how, in particular, my own company will be a viable business model to franchise someday, if I'm so inclined.
I'll be reading this book as soon as I finish "The Tipping Point."There was much to be gleaned not only from Christopher but from some of the other attendees as well. One in particular, Justin Moreau of Fireplant Media, made a comment that really resonated with me:"When there is a failure in the economy it creates another opportunity."He was talking about business owners being able to adapt to what is going on around them. That we can't always just keep doing what we've been doing and remain successful. I love to meet people who recognize that sometimes not only is change necessary but one can embrace it as a progressive challenge to overcome, not an insurmountable obstacle that tolls the impending doom of how "things used to be."My thanks to Christopher for his time and expertise. If anyone has questions about franchising I would highly recommend you read his blogs and contact him to learn more about what makes a business franchisable and how to do it successfully.

Christopher J. Conner
Vice President of Francorp
www.Francorp.com

Francorp Regional Director - Stephen Russell

PRESS RELEASE

(Company Letterhead)

FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(401-787-2530)

Francorp Welcomes New Regional Director


(South Jersey, NJ) - Francorp is proud to announce that Stephen Michael Russell has been appointed Regional Director of the Greater Philadelphia area.

Stephen Michael Russell is a dynamic individual with integrity and charisma. He resides in South Jersey with his loving wife and four beautiful children. He embraces the ' American Dream' to the fullest and believes that any motivated self-starter can make it big. His mission statement would be 'Persistence, perseverence and drive will always take one to a place of greatness.' He is a vibrant addition to the Francorp team and is a Finance Specialist. Stephen's background includes various type of business finance from commercial/residential mortgages to business equipment leasing.

Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 401-787-2530.


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Wednesday, August 27, 2008

Francorp Expert Witness Work

Francorp serves as an expert witness in many franchise related cases. Francorp is the world's foremost expert franchise consulting firm.



September 2, 2005--Franchisees of sandwich chain Quiznos are fighting what they say are policies that allow the Denver, Colorado company to open too many franchises in a single market, leading to cannibalization of revenues.
On Aug. 26, a Los Angeles County judge told Quiznos it could not shut down a Long Beach, Calif. chain and ordered Quiznos into arbitration with Bhupineer "Bob" Baber and his wife Ratty Baber, who claimed that new stores in their area siphoned customers from their two Long Beach franchises. If the Babers win that round, Quiznos may not be able to open new stores in cases where sales are likely to cut into the business of existing franchises.
"There is an implied covenant of good faith and fair dealing that says you don't dump competition on top of your existing franchisees," said Fred Pardes, attorney for the Babers.
Quiznos' franchise agreements do not restrict the company from opening franchises within the proximity of existing locations.
But Don Boroian, a franchise consultant with Francorp, said franchisers like Quiznos have an obligation to prevent locations from encroaching on each other's territory.
Boroian is serving as an expert witness in a separate lawsuit against Quiznos in which the plaintiff, Royce Gwin, is arguing that he was denied commissions for selling franchises.
In 2004, Quiznos opened two franchises less than two miles from the Babers' Quiznos. Pardes said that within months, the Babers' revenue fell by one third and blamed it on the new competition.
The Babers founded a not-for-profit last December to organize Quiznos franchisees with similar grievances. One month later, Quiznos revoked the Babers' franchise on the grounds of health code violations. The City of Long Beach said the chain passed all health code inspections.
But the closure prompted the Babers to sue Quiznos.
Quiznos would not comment on the allegations or the suit.
"We are moving forward with arbitration in California," wrote a Quiznos spokesperson in an e-mail. " We're not going to comment further regarding ongoing litigation."



http://www.francorp.com/



http://www.francorpconnect.com/

Francorp Client - Dogtopia

Amy Nichols - CEO of Dogtopia
To learn more about the Dogtopia Franchising Opportunity please click here
1. What made you decide to quit a successful career in telecommunications and start a Dog Spa?
I have always been a very motivated and success-oriented person, and right out of college I had specific goals that I wanted to accomplish. While working at Verizon I decided I wanted to be an Account Manager (technology sales). I was able to achieve that within a few years, but once I got there, with all of the financial rewards it entailed, I still did not feel fulfilled. I had the nice car, my own house, and was even putting away money for the future, but I started to feel more and more that this was not what I envisioned for my future. Large companies are great places to learn, but definitely inhibit creativity and the ability to be innovative - not to mention telecommunications was not super-interesting to me. What had always been interesting to me is animals - particularly dogs, and I would often find myself stopping by a pet store on my lunch break or after work. The puppies always made me feel good. My own dog, Griffin, a Boston Terrier, was also a big outlet - I loved taking him for long walks and with me when I went shopping and to run errands. It was then that I started to think about how I could combine my love of business with pets.
2. Did you have any doubts in the early days that you had made the right decision?
I didn't have time! Once I was open for business, that is. The hardest part emotionally and mentally for me was getting the funding and finding a location. There were not many landlords that were keen on having dogs running around in their building. I had to present to seven banks before I was approved for an SBA loan. But, being the saleswoman that I am, I knew that it was a matter of "selling" them on myself and my vision for the company. Not only was there no time for doubts, but I knew that I had to be very focused on the success in order to present my business plan to banks and Landlords for it to happen at all. "Failure is not an option," is something I told myself often. Ultimately it was through networking that I met my first Landlord, and proceeded to rent almost 9000 square feet in Tysons Corner for our first location.
3. How fulfilling is it to work with canines?
Dogs are great. Unconditional love and that uncanny ability to be forever-optimistic. I can be having a really challenging day, but one wet kiss wipes it all away!
4. Do you believe that dogs should be treated like children?
Yes and no. I have never felt that dogs are on par with humans, but I have to say that after having my own child (and another due this month) the "parenting" philosophies and teaching techniques are nearly identical. If you want a well-balanced child or dog, you need to provide the standards - food, shelter and unconditional love - but also boundaries and rules. I have a three year old and I have been amazed at how similar it is to manage him and young dogs!! You have to watch them every second - not just to keep them out of trouble, but also to protect them. Providing socialization and stimulating activities is another common element. Above all is consistency - when you make rules, stick to them. Ultimately dogs are not people, and I am thankful for that - my two dogs are much much easier to manage than my three year old son!
5. What kind of service do you offer to those who want to treat their dogs right?
As I mentioned above, one of the things that I believe is an important component for a healthy, well-balanced dog is socialization. Dogs are pack animals, and having a "human pack" is great - but there is no substitute for them spending some time with each other. Dogtopia provides this important component so that the dogs can then be happier and more relaxed when they are home. Exercise is an obvious need for all dogs, but most do not get nearly as much as they should, particularly with the most popular dogs being Sporting Breeds - Labrador and Golden Retrievers. Consequently, that is our most common customer - Labs! They need exercise and dog parents recognize that a well-exercised dog is also well-behaved!
Dog daycare is our primary business, but we also offer several other services. As an add-on to daycare, we also have overnight boarding services. We get lots of weekend stays, but have had dogs stay for several weeks. We added webcams a few years ago and that has gone a long way towards eliminating the anxiety people feel over boarding their dogs. They can check-in from anywhere in the world and see their dog having a great time - eliminates all the guilt! We have spa services at all of our stores - we can give them a bath and do their nails for you, or they can also use our self-serve tubs (very popular after an afternoon at the dog park) We also have training classes in the evenings and have boutiques in each of our stores for special snacks and unique dog products.
6. What do dog lovers say about you?
Usually "Thank goodness for Dogtopia!" Although dog daycare is still a relatively new concept, once someone starts to use us, they really get hooked and cannot imagine not having daycare for their dog! Dog lovers want their dogs to be happy, and that is what we do best!
7. What is the greatest factor that helped you succeed?
It is always important to follow your heart for true happiness and success, but it is equally important to be prepared to work really hard to get there. Determination and willingness to work as much as needed were probably the most important factors initially. After that, I would say that it was learning from our mistakes, it is OK to make mistakes, but use them as an opportunity to learn so that it is not repeated, and to improve your processes and procedures.
8. Let's talk about your franchising opportunity.
I used the birth of my son and subsequent maternity leave as a testing ground for my business. I felt strongly that I had prepared them to handle everything in my absence, and maintain our high standards of quality and service. I knew that if I was able to take-off that time and the business continued to run smoothly, then we were ready to expand. When my son was four months old I decided we were ready to move on to our next chapter - franchising. Franchising incorporates many elements that are really important in our business - the Owner/Operator model being of greatest importance. No one cares like an owner. I also felt that I wanted to help other people make their dreams come true by owning their own dog daycare - but at the same time creating a national network and maintaining the same quality and consistency across the brand. Franchising makes sense for us on so many levels, we can become the bigger company that I have strived for, but also maintain a small business feel in our locations.
9. What's it like to be a working mom? How do you balance family and career (and your dogs of course!!)?
Balance is an ongoing challenge, but it is probably one of the main reasons why I started my business in the first place. I love my business, but my family comes first. If that means I have to slow things down on the business side, then that is what we do. It all starts at home, and I felt that pretty soon after I started the company in 2002. My husband and I were both working too many hours - including staying over at the facility with boarding dogs, and it was just wearing us out physically, mentally, and emotionally. We had to decide how we were going to adjust the business in order to maintain balance personally and in our relationship. We made some hard choices, Mike eventually went back to work outside the company, but it was what was best for us. Four years later and he is back - but this time it is in a role that better utilizes his abilities, and the company is now big enough for both of us. Because we both work here, we can be very flexible when it comes to taking care of our son. We can fill-in for each other as needed, when the inevitable illness or doctor's appointment comes up, and it has really worked well. While I am out on maternity leave next month, Mike will be running the show here at Dogtopia! That gives me great peace of mind, and I know I will be able to really enjoy spending time with our new baby, and not worrying about my business.
10. Any words of wisdom for our mompreneurs?
First, research, research, research. Don't commit yourself to a major career change and investment until you have developed a thorough business plan. The Internet is a wonderful tool with virtually unlimited information - take advantage of it. Taking the time to research now will save you a ton of heartache and potential financial loss down the road. That being said, when you are ready, you're ready! Be your own biggest cheerleader, and hold on tight!
To learn more about the Dogtopia Franchising Opportunity please click here

Francorp Regional Director, Walter Smith

PRESS RELEASE FOR IMMEDIATE RELEASE



FOR INFORMATION CONTACT:

Francorp



(310-228-8517)



Francorp Welcomes New Regional Director Walter Smith. (Los Angeles, CA) - Francorp is proud to announce that Walter Smith has been appointed the Regional Director of the Greater Los Angeles Area. Walter holds a B. S. degree in Business Administration/Marketing from California State University, Los Angeles, California he has over 20 years experience directing sales organizations. Responsibilities included: Product development, account development, sales& marketing planning, inventory management and over-all business operations management. Francorp is very excited to be working with Mr. Smith and looks forward to having such a valuable asset join the franchise consulting team.



Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit http://www.francorp.com/ or call 310-228-8517.



# # #

Tuesday, August 26, 2008

Francorp Regional Director - Joel Neumann

PRESS RELEASE


FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(716-837-0595)

Francorp Welcomes New Regional Director


(Charlotte, NC) - Francorp is proud to announce that Kent Boxberger has been appointed Regional Director for the Greater Charlotte, NC area.

Joel Neumann has been a Franchise Consultant and owner of Franchise Finders Inc., an independent affiliate of The Business Alliance franchise brokerage, since October 1, 2003. As a franchise consultant, Mr. Neumann assists franchise companies in various industries sell single, multiple and area developer units. In addition to operating Franchise Finders, Mr. Neumann is also the Franchise Director for Elect Home Care, a growing home care assistance franchise. Prior to Franchise Finders he was a senior manager in a major public accounting firm.

Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 716-837-0595.

www.francorp.com

Health Care Franchises are Booming

Business is booming for new health care franchises

Ace Stryker - Daily Herald
The doctor's office could be going the way of the restaurant. Local and national numbers suggest an emerging trend among health care providers: More optometrists, chiropractors and other specialists are signing up with franchises, opting for the security of an established brand over the frenzied tug-of-war of an independent practice.
Companies like Massage Envy, a chain offering therapeutic massage services, are burning up Entrepreneur magazine's Franchise 500 list. The Arizona-based company started franchising in 2003 and has since exploded into 439 locations, including 13 in Utah and one more on the way. The breakneck pace earned Massage Envy the No. 2 spot on Entrepreneur's listing of new franchises this year.
It's a similar story for SpinalAid Centers of America, a Florida-based company offering nonsurgical spinal decompression therapy. Having started franchising in 2003, the chain now boasts 142 locations across the United States, including eight in Utah. That was good enough for 18th place among new franchises this year.
Dr. Eric Lee owned Utah's first SpinalAid franchise in American Fork. He founded a private practice there in 2003, but signed up with the national chain in 2005 after meeting with its founder, Dr. Frank Liberti, in Florida. He said he was hesitant at first to give up on his independent practice and join the company, fearing it could reflect an image unrepresentative of his philosophy -- but as he began to see the benefits, those feelings were assuaged.
"I had a lot of ideas," he said. "When I met with them and they said, 'We've already got all this stuff,' I didn't have to do it."
Lee said the biggest advantage he's seen is that SpinalAid handles the business end of things -- coordinating marketing, dealing with insurance companies -- so he can give his undivided attention to healing, rather than worrying about the bottom line.
"I can focus fully on the patients," he said. "I don't have to worry about printing and creating material, creating a brand -- that's all there. That's huge."
Now, Lee can go online and simply click on any number of template ads created by the company. Days later, they're appearing in the newspaper and on TV.
Lee pitched SpinalAid as the safe choice for consumers, too: Like a McDonald's, patients know what to expect in the way of services and pricing at any SpinalAid they enter, whereas billing could vary wildly from one independent practice to another. That's beginning to yield industrywide benefits, he said, where large insurance companies are looking to franchises to help standardize how compensation is awarded for different procedures.
Aaron Massey, a Pleasant Grove man suffering from a bulging disk he sustained while building a shed, visited the store Thursday for a lumbar decompression procedure. Having been treated by independent chiropractors before, he said a friend recommended he try the franchise over conventional offices.
"They're one-on-one with the patients," he said.
Massey said he had no reservations about seeing a franchise provider instead of an independent doctor -- that the potential "McDonald's factor" wasn't an issue.
Optometry chains have led the field of franchised health care for years. Pearle Vision began franchising in 1980, and now maintains 402 independent stores and 496 company-owned ones. It currently holds spot No. 104 on Entrepreneur's Franchise 500 list.
Entrepreneur magazine's staff did not return calls Friday for comment.

Friday, August 22, 2008

Francorp Client - Fruyu

Francorp Client Fruyu featured in the North Store Online. Fruyu delivers an all natural fantastic product and stands out from the rest of the Yogurt competition.

Byproducts of the yogurt revolution
Jun. 5, 2008
By Erica Egenes, Nikki Hernandez, and Jimmy Vuong
Kissberry
Kissberry offers both smoothies and yogurt combinations. The yogurt comes in two flavors: original and green tea. Then there are various toppings that can be added. The original-flavored yogurt isn’t as tart as Pinkberry’s and some others’ which makes it bland and not as good. Just like at Pinkberry, there was an assortment of cereals, fruits and various other toppings. The berries at Kissberry were not terribly fresh or very juicy. Between the slightly bland yogurt and the mediocre fruit, it was just a bland overall experience.
Fruyu
http://www.fruyu.com/
Fruyu is simply another baby of the yogurt boom but that does not make it less than its peers. Just like the others, Fruyu features plenty of flavors that may be accompanied by plenty of toppings. These toppings range from your everyday breakfast cereal to fruit that is cut in front of you. One thing that does set Fruyu apart from the other yogurt parlors is the fact that it features real yogurt. Real yogurt has active cultures which is what makes the yogurt really healthy for you without sacrificing the taste. Also, Fruyu’s yogurt dispensers have a swirl feature that allows you to swirl two of your favorite flavors together.The cafeteria style serving is good when you really need your yogurt fix or simply like to mix and match flavors with the bountiful toppings.
Pinkberry
http://www.pinkberry.com/
Pinkberry is considered to be the originator of this yogurt craze. Pinkberry is a perfect choice to lead the yogurt frontier. As the original, it does not feature the cafeteria-style serving system, which actually is good for those of us who have problems with controlling portions. Where Pinkberry’s successors excel, Pinkberry fails. Pinkberry only features two flavors whereas the other yogurt parlors feature as many as eight. There are plenty of toppings to choose from including fresh cut fruit, well worth the price. As far as styling goes, Pinkberry is the essence of swank. The white interior is highlighted with vibrant colors which set the mood for a smooth and healthy snack.
Berrysweet
Berrysweet is just as modern and chic as any other yogurt shop around, with black and white tiles and a couple of computers to mess around on while you’re sitting there scarfing down some frozen yogurt. The yogurt choices available are just like those at every other place, with a few extras being watermelon and taro. The watermelon flavor is a must-try but the taro yogurt is a definite must-NOT-try. The topping bar was loaded with the usual tasty toppings: cereals, fruit, candy, etc. What's different about this yogurt place is that it's self-serve, so you get exactly what you want. One wonderful thing about Berrysweet is its business hours. It’s open until midnight seven days a week. So when you’re sitting at home studying for a billion hours, you can stop by Berrysweet when you’re done (if you’re done) to treat yourself, even if it’s the middle of the night.
Swirl
Swirl Frozen Yogurt is just like other frozen yogurt shops: filled with tasty flavored frozen yogurt choices and a wide array of yummy toppings. Unlike the other frozen-yogurt shops, Swirl attempts to gear its products toward simplicity and nutrition. In contrast to Swirl’s goal of being so nutritious, is the topping bar. It was full of the most fattening toppings around. There was everything from cereal to cake and cookies but of course they had their minuscule amount of fresh and delicious fruit on the side. Swirl is a typical yogurt shop and definitely not a stand out.
http://www.francorp.com/

Francorp Regional Director - Peter Yang

PRESS RELEASE


FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(714-293-7124)

Francorp Welcomes New Regional Director


(Diamond Bar, CA) - Francorp is proud to announce that Peter Yang has joined the Regional Directors Program.

Peter has had extensive experience in sales in business development, most notably with First Data, a giant in the credit card processing industry. He has been successful in acquiring sales both with large corporations as well as small businesses through a variety of sales methods including: telemarketing, business to business, cold calling, referrals, and networking. Peter also has a BS in Organizational Leadership from Biola University in La Mirada, CA with a special emphasis on Business Ethics. He currently resides in Diamond Bar, CA.

Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 714-293-7124.


# # #

Francorp Regional Director - Kent Boxberger

PRESS RELEASE


FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(678-462-8646)

Francorp Welcomes New Regional Director


(Atlanta, GA) - Francorp is proud to announce that Kent Boxberger has joined the Regional Directors Program.

For over 25 years, Kent has worked with Fortune 500 companies to grow, expand and increase business success. Over the past 12 years, as President of his own small business, MarketCorp International, Inc., in Atlanta, GA, he has worked in various executive management positions as a consultant with expertise in Sales, Marketing, Advertising, Management, Operations and Training, with dozens of companies in many industries.

Prior to joining Francorp, Kent worked for Bell Atlantic Leasing and Finance, as a Regional Manager facilitating the finance and expansion for business equipment manufacturers, distributors and dealers nationwide. He also worked with large Franchise organizations, providing finance and leasing of multiple unit locations, for expansion on a national scale. In addition, holding various positions and as an executive, he has worked with some of the largest insurance companies, in providing personal and business insurance through agents, brokers and direct sales organizations.
Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 678-462-8646.


# # #

Monday, August 18, 2008

Francorp Clients - Wahoo's Fish Tacos

Francorp developed the franchise for Wahoo's, the largest chain of fish taco stores in the U.S. Francorp began working with Wahoo's in 1997 from which the company has steadily grown to become the prominent brand in their food service segment. Here is the story of Wahoo's:http://www.wahoos.com/



The Wahoo's story begins in 1988, when the three Wahoo's brothers, Wing, Ed and Mingo, combined their love of surf and food to create a restaurant with an eclectic Mexican/Brazilian/Asian menu and a Hawaiian north-shore vibe.



Wing, Ed and Mingo were born with the love of restaurants in their blood. Growing up in San Paolo, Brazil, they actually spent their early years above their parents' Chinese restaurant. After school, you could find the brothers in the restaurant peeling shrimp or washing dishes. In 1975, the family moved to Orange County, California, where their dad opened the famous Shanghai Pine Garden Chinese restaurant on Balboa Island. People such as John Wayne would frequently eat there.The brothers grew up both in the restaurant and on the beaches. Addicted to surfing, they would travel south to Mexico to surf and there got introduced to the fish taco. Years of surfing trips to Mexico created a craving for the speciality of charbroiled fish, salsa and tortillas.



In 1988, the brothers decided to import the fish taco to Orange County, California, and give it a unique twist. They combined the fish taco with their Brazilian favorites and Asian inspired items. The brothers decorated the original restaurant with the donations of near-by surf companies and that's how Wahoo's Fish Taco was born. Wahoo's then quickly developed a loyal and steady following, to where some locals came in daily and servers automatically knew what their customer would order.In 1990, Steve Karfaridis, joined as a partner and the one location in Costa Mesa rapidly developed into multi-locations in Laguna Beach and Huntington Beach. Today you will find over 50 locations of Wahoo's all throughout California and Colorado, including Texas and Hawaii. Wahoo's future plans include expanding in the Southwest region and eventually nation-wide.The Wahoo's brothers have really lived the American Dream. From a small apartment in Brazil to the success of over 50 Wahoo's locations, Wing, Ed and Mingo all share a deep appreciation for their blessings and what they have been able to build together.



http://www.francorp.com/

Francorp Video - Former Francorp Client Auntie Anne's

http://search.smallbusinessschool.org/video.cfm?clip=1064

Key Question:How do I grow my business?

A: Find people who had done what you want to do and hire them.

Q: How can a small business afford all the experts and consultants who are available to offer advice on every topic imaginable?

A: Most don't. Although, carefully chosen experts can save time and heartache. If you use Anne's rule of thumb, you hire experts when you arrive at a place you've never been before that seems to be confusing and perhaps fraught with potential legal problems. While Anne didn't hire a consultant to evaluate her pretzels, she did hire the well-known company, FranCorp to answer the question: Is franchising a good idea for Auntie Anne's?

When the answer to that question turned out to be yes, Anne hired the firm to put the documentation in place so that Auntie Anne's would be positioned properly for long-term success.So much about building a business is a "do it yourself" project. But, when you begin to form financial partnerships, it is wise to have the contracts and supporting paperwork put in place by people who know the ropes. Even though there are dollars out up front, it is more cost-effective to pay professionals at the beginning than when a problem arises that could have been prevented. Rule: It is cheaper to have attorneys at the beginning of a relationship that at the end of it.One mentor told me, "If you are a capitalist, you will be sued." Everyone who has run a business for any amount of time knows what I am talking about. Anne was smart and is smart about all the legalities. Don't be cheap or naive when you come to a crossroads. Hire someone who has a map.Think about itAre you over your head when it comes to technology? Would a human resource consultant be able to improve or create an employee manual for you? Might there be an insurance expert who could save you dollars? If your team isn't working smoothly, should you hire someone to lead an in-house seminar or help you figure out who needs to be fired?

Clip from: Auntie Anne's Pretzels
Anne Beiler says that everyone is teachable and lovable.

Gap, Pennsylvania: An angel investor stood by her while bank after bank turned her down because the purpose of this business was to make money then give it away.

Meet Anne Beiler, founder f Auntie Anne's Pretzels. Anne's generous spirit is infused throughout this company and it is their secret ingredient. Anne has proven that her franchisees want to run a business built on love. While most franchise companies have to market to find new owners, Anne has to turn away hundreds who want to buy into her concept. Products topped with her love of people make Anne Beiler a leadership example to follow.In 1988 Anne Beiler turned a mistake into a new product. Today, Auntie Anne's Hand-Rolled Soft Pretzels are baked fresh in over 800 locations and are the perfect high carbohydrate, low-fat, back-to-the-basics snack so many people crave. Customers will part with over $500 million a year to enjoy this hot treat.So now, we travel out to Gap in Pennsylvania's Amish Country; it is a simpler place. And though it may be an unlikely place to be running a fast-growing business, maybe there are lessons here for all of us in these hostile times. This business is based on love and on giving. This is the American Dream. It has come alive for all the right reasons.

Go to all the videos and key ideas...Go to the homepage of this episode...
Auntie Anne's Inc.Anne Beiler,
Founder160-A Route 41Gap, PA 17527 717-435-1610
Visit our web site: http://www.auntieannes.com/Office: 717-435-1610
Business Classification:Retail Year Founded: 1988
Hire ExpertsYoung employee: Hot tray coming out.

ANNE: To really structure what we wanted to do was something that I didn't know how to do. So we had to go outside. And first of all, my youngest brother had actually gone to business school, and so he came in and really helped departmentalize the organization, and from there, we went to Francorp, which was a company based out of Chicago, Illinois. They are a franchise consulting company. And they helped us with--they took our licensing agreement to an official franchise agreement, which was a great help, which you really need that. If you're going to franchise, you really need to have the documentation in place, and you need to have an agreement that is good for you and it's good for the customers, for the franchisee. And in this agreement, you need to make sure that you're protected, but you also need to make sure that the franchisee is protected from the franchisor. Because it's really a two-way street. And so if you understand franchising, a good way to understand it is to see it as a partnership for the rest of your life, more like a marriage.

www.francorp.com