Tuesday, September 30, 2008

Francorp Strategic Planning - John Dukach

Francorp has a full strategic planning department in house. This team is comprised of franchise veterans with a minimum of 20 years of franchise experience. Many of these strategic planning consultants bring diverse backgrounds from different industries within franchising. Here is an overview of John Dukach, one of Francorp's consultants.

John Dukach
Strategic Planning Consultant


As a Senior Consultant in Francorp’s Strategic Planning Department, John Dukach brings more than twenty-five years of in-depth experience to this key position. In addition to strategic planning, his extensive background includes impact analysis, process development and improvement, reengineering strategies and business continuity planning. At Francorp, Mr. Dukach’s broad responsibilities focus on the creation of systematic plans for the development of client franchise programs, including the analysis of expansion strategies, organizational structure, market focus and new business development and opportunities. He also provides internal counsel on client strategies to Francorp’s various departments, which include franchise documentation, marketing, operations, technology, client services and information services.Prior to joining Francorp, Mr. Dukach was Director of Retail Operations and Development for Gloria Jean’s Gourmet Coffees, Inc., a worldwide franchise chain, where he created innovative programs that increased the productivity and profitability of all stores throughout the system. He also served as a Managing Director with the global consulting firm of RSM McGladrey, Inc., where he led the firm’s international strategic planning consulting practice, and he has held senior management positions with other leading consulting firms and corporations, including IDC Corporation and Stewart-Warner Electronics. Mr. Dukach holds a B.A. Degree in English from the University of Illinois and an M.A. Degree in Literature from Chicago State University.

Franchising - The #1 Way to Expand your Business - Francorp Partner Kent Boxberger

Business Insight
FRANCHISING – The #1 Way To Expand Your Business
by Kent Boxberger

I was talking with a client of mine the other day, who has 2 company owned locations in the home services business, and he asked me how to grow his business without borrowing lots of money from his bank and hiring more employees. I told him that most businesses who want to grow successfully, have to find extra money and then fund themselves into their growth, to make enough profit to service the debt, which on average takes 2-3 years to turn a profit on the expansion. His next question was, “How can we do it quicker than 2 or 3 years?” The answer is Franchising.
In today’s business climate, companies are looking for more ways to expand their sales and operations. It takes more money and more people. Franchising your business, solves both of those challenges. By franchising your business, you solve the problem of borrowing or using your own money, by partnering with others who invest their money in your business model. Secondly, you solve the personnel problem, because your partner (franchisee) hires and manages the staff to run the business. Picture for a moment, your business having 50 or more locations. Can you fund those locations and employ all those people? In addition, how long do you think it will take to establish those 50 locations? Even if you can, still there’s the risk, red tape and time involved in running the operations successfully. Franchising makes having those 50 locations a much easier task. You don’t fund those locations yourself, nor do you manage and hire the employees, plus the time establishing those 50 locations, is greatly reduced and accomplished with much more ease.
What types of businesses are candidates for Franchising? There are literally thousands of businesses that are franchised and growing. Historically, we think of fast food businesses like McDonald’s, Burger King etc., however, restaurants is only a small percentage of the types of businesses that franchise. Companies such as H&R Block, Ace Hardware, John Deere, Payless Car Rentals, as well as services businesses in the healthcare, medical, advertising, education, high tech, automotive, data processing, financing, real estate, business services and home services arena’s, have also franchised successfully.
To Franchise your business, there are typically only a few requirements to get started. The concept of franchising, is about taking a proven business model that is profitable and duplicating that model successfully. Start-up businesses are not candidates for franchising, due to the fact that there is no financial concept that is proven, nor any history of success. People who buy businesses are looking for a proven system of success that they may invest in, thereby eliminating most of the flaws, risks, mistakes and learning curve that comes with starting a business from scratch. This becomes increasingly important when you consider that according to government statistics, 95% of all start-up businesses in this country fail. This pales in comparison to franchises, which have a 70% record of success.
From an investment standpoint, you have a 70% chance of business success when buying any type of franchise, as opposed to a 5% chance of success, when starting a business on your own from scratch, regardless of how good your idea is, how much money you have or what experience you may bring to the table. Franchises are regulated and have strict requirements by the FTC (Federal Trade Commission). They’re also regulated by most states, which helps protect the Franchisor and Franchisee to bring about the likelihood of more success. Businesses also consider Licensing their business model, as a way of expansion, but in many cases these licensed companies are operating illegally as a franchise. There are specific differences between Licensing and Franchising, that even many good attorneys misinterpret. As with any franchise, still there are risks that accompany any business, no matter what factors are in place – there are failures, as well as great success stories.
The franchise industry concept has been especially strong and growing rapidly, since the 1970’s. The reason, is that it affords people the opportunity to be in business for themselves, run their own ship…………..and have a partnered foundation of associates to work with, who’ve claimed the experience to be successful. If you want to expand your business in the quickest and most economical way possible, then maybe it’s time to consider Franchising. There are hundreds of topics to consider before you do, so be diligent in getting the professional advice required, from franchise experts who have years of experience and success under their belt. Your long term success depends on it.

MarketCorp International, Inc. “The Franchise Experts” ww.MarketCorp.net 678.462.8646 Atlanta, GA USA

Sunday, September 28, 2008

McCain's Bailout Gambit

McCain’s bailout gambit
By Alexander Bolton and Mike Soraghan
Posted: 09/24/08 08:27 PM [ET]
The decision by John McCain to suspend his campaign is giving panicky GOP lawmakers political cover and appeared to inject new life into negotiations on a proposed $700 billion bailout of the financial markets.
At press time, Senate Democrats emerged from a meeting with Treasury Secretary Henry Paulson and reported a conceptual deal they hoped could receive a vote before markets open on Monday.

Majority Whip Dick Durbin (D-Ill.) said a bill could be produced as early as Thursday, with debate and a vote likely over the weekend.
Ideally, Durbin said the Senate would finish the bill before Monday.
Republicans have emerged as the chief obstacle to swift passage of President Bush’s bailout proposal, and House Speaker Nancy Pelosi (D-Calif.) and Minority Leader John Boehner (R-Ohio) held a summit Wednesday with Paulson to try to calm the revolt among lawmakers.
The administration has pulled out all the stops to win support for the package.
President Bush was to address the nation about the bailout on Wednesday night, and lobbying groups with deep ties to Republicans earlier in the day circulated letters urging their allies to support the president’s plan.
Paulson also indicated that the administration was dropping its resistance to limiting the multi-million dollar severance packages offered to executives of firms that take advantage of the bailout.
“The American people are angry about executive compensation,” Paulson said. “We must find a way to address this in the legislation, but we must do so without undermining the program.”
Yet Rep. Tom Cole (Okla.), the chairman of the House Republican campaign committee, declared the only way to save the bailout would be for McCain and Sen. Barack Obama (D-Ill.) to take the lead, and for the Senate to vote before the House.
“These guys are more influential than their votes at this particular time,” Cole said.
He said McCain and Obama were the voices that would matter most to lawmakers wrestling with a difficult vote just weeks before presidential and congressional elections.
“I think they should deal with it first,” Cole said of the Senate. “They have both of the presidential candidates, and it’s hard to see anyone voting for a package if the nominee of their party doesn’t.”
Sen. Bob Corker (R-Tenn.), a member of the Senate Banking Committee who has participated in talks on the bailout, said Republican senators discussed the need for the upper chamber to take the lead during a private meeting Wednesday afternoon.
“Maybe it would be best at this point for the Senate to take the lead,” said Corker, who said this sentiment is “growing” among his colleagues.
Paulson squeezed the meeting with Pelosi and Boehner between two appearances before congressional committees, at which many Republicans expressed opposition to the rescue plan, while Democrats seemed more accepting, but interested in making changes.
Wall Street markets did not plunge for a third straight day, although the Dow Jones industrial dipped by 29 points. The NASDAQ, the largest U.S. electronic stock market, was up for the day.
Republicans are the key to passing the bailout because Pelosi has told members of her caucus she won’t bring the package to the floor unless there is substantial Republican support. But conservative Republicans have rallied against the plan, and former House Speaker Newt Gingrich (R-Ga.) said earlier this week that Republicans should vote against the it.
House Financial Services Committee Chairman Barney Frank (D-Mass.) said his staff was working with the staff of Sen. Chris Dodd’s (D-Conn.) Banking Committee to reach agreement on a single bill, rather than separate House and Senate versions.
Frank added that he believes Pelosi has a minimum threshold of Republican votes necessary to bring the bill forward, but he said he did not know what that number was.
“They’re not even close to having enough votes,” said Rep. Jason Altmire (D-Pa.), a freshman facing a tough reelection. “This has to be bipartisan.”
Senate Majority Leader Harry Reid (D-Nev.) pleaded for Republicans to support the package, which conservatives have roundly criticized as too expensive and an overreach of federal power.
Reid said Tuesday that only one Republican on the Banking panel could be counted on to support the proposal first floated by Paulson and Federal Reserve Chairman Ben Bernanke.

Several conservative Republicans continued to voice opposition on Wednesday.
Rep. Jeb Hensarling (R-Texas) complained that the bailout plan was a “slippery slope to socialism.” He said there are more free-market options, such as a suspension of the capital gains tax, that would bring relief to financial markets without intervention.
“The markets are panicking,” added Rep. Gresham Barrett (R-S.C.). “The government doesn’t need to panic too.”
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But senior Republicans on the Financial Services Committee were more supportive, urging lawmakers to work with Paulson and Bernanke.
With support apparently slipping, businesses and trade groups not directly affiliated with the financial services industry on Wednesday began to lobby more forcefully in favor of the rescue package, an effort that participants hoped would provide additional political cover to members worried that voters will view the plan as a taxpayer-funded bailout of rich Wall Street investors who made bad bets.
The National Association of Wholesaler-Distributors, a group that counts 40,000 members, urged Congress “in the strongest terms possible” to approve the administration’s plan.
“This is one of the hardest letters that I’ve ever written, because normally we’re against government intervention in the marketplace,” said Jade West, NAW’s vice president for government relations.
But the crisis warranted sweeping government action, West said, because the fallout of the credit crunch will soon begin to affect the broader business community.
“This is a Main Street, not a Wall Street, position.”
Now the message NAW’s members want carried to Capitol Hill is, “Do something, damn it,” West said.
Lobbyists for the U.S. Chamber of Commerce, the Real Estate Roundtable, the National Federation of Independent Business and the International Franchise Association all urged Congress on Wednesday to act.
David French, vice president of government relations for the International Franchise Association, said franchisees were already reporting difficulty in getting credit.
“Stuff that was available two years ago is just not available today,” French said.
“From our perspective, this is much more than a Wall Street problem.”
Several Democrats said the administration and Bush himself needed to do a better job of explaining to the public the consequences of not passing the bailout.
“I get the why,” said Rep. Mel Watt (D-N.C.). “But my constituents are asking me why, not how. The administration has to be honest with America about the ‘why.’ ”Jim Snyder contributed to this article.

Menu Labeling

N.Y. county mulls menu-labeling
WHITE PLAINS, N.Y. (Sept. 18, 2008) Lawmakers in Westchester County, N.Y., are considering a menu-labeling regulation similar to the one that went into effect earlier this year in neighboring New York City.
Under the proposed mandate, local units of chain restaurants with 10 or more locations would be required to post calorie information on their menus or menu boards, according to information on the county's website.
The Journal News, a newspaper that covers Westchester, reported that the proposal will be discussed at a public hearing to be scheduled before the county's Board of Legislators votes on the matter, which could be as early as next month.

The Economy and Entrepreneurs

Inside Entrepreneurship: Turmoil likely to make angels cautious
By SUSAN SCHRETERSPECIAL TO THE P-I
Q: Getting investors for my startup is essential to moving forward. In your opinion, will the recent roller-coastering of the stock market and the economy in general make finding independent investors more difficult? Or are potential investors looking for alternatives to the stock market?
-- M.P., Seattle
A: Entrepreneurs usually are a highly optimistic and confident breed. But judging from the letters I've received this week, their mood has become more cautious.
Prospective entrepreneurs are questioning the timing of their startups. They ask, "Should I bother to start up in this economy?" or, "If I work at my startup on weekends, can my employer make any claims on my technology?"
I like this wry commentary best: "Susan, since banks and investors have turned me down, can you give me the government bailout address to rescue my failing business?"
While it's clearly too early to make many useful forecasts, I do believe that recent financial market turmoil will affect the psyche of independent angel investors for some time to come.
Unlike venture capital fund managers, angel investors are not paid a salary to invest in entrepreneurial companies. It is a discretionary hobby to them. Further, they invest their own money rather than act on behalf of other institutional investors. This means that the amount of money they budget for new venture deal investments is directly related to the value of their retirement accounts, real estate and security portfolios. If their liquid net worth has plunged dramatically, then expect angels to write fewer checks to young companies.
This is not good news for most startup entrepreneurs, who usually are not far enough along in business development to qualify for venture capital or more traditional asset-based financing offered by commercial lenders.
During the past few days, I've spoken to angel investors from around the country. The most common sentiment expressed by them was a need to get a better handle on the stock market, the overall economy, the fiscal demands on the U.S. government and the value of their portfolios. More active angels suspected that they would have to allocate more money to existing investments that might struggle during a slow economy rather than invest in new opportunities.
Here are some likely responses from venture investors.
Expect angels and venture capitalists to use the current market conditions as an excuse to bring down company valuations. Investors will want to build in "more room" to make money by starting with the lowest valuation possible.
Expect investors to demand more onerous liquidation multiples and preferences like they did in the aftermath of the dot-com meltdown.
Expect investors to favor startup companies that can reasonably reach cash flow break-even sooner rather than later. First-round technology development investors will worry that entrepreneurs may never secure second-round investors needed to finance product introductions. Entrepreneurs will have to look further down the road in developing their financing strategies.
Expect investors to favor entrepreneurs who have a really practical answer about how investors will ultimately get their money back. IPOs will get tougher. Corporations will become more selective in their buyout activities.
To your last question, will angel investors eventually view privately held, high potential companies like yours as a better deal than the seemingly more volatile public markets? Certainly it's a good talking point.
You can strengthen your appeal by looking for every possible way to reduce the perceived risk associated with investing in your company. This means pursuing operating partners to speed progress. It also means lowering your cost structure and checking the credit-worthiness of customers. Like investors, you, too, have to protect every penny you have.
Susan Schreter writes about startup planning and small-business financing for the Seattle P-I. She has an investment banking and buyout background and serves as a coach to entrepreneurs and consultant to corporations. Find more Inside Entrepreneurship columns at seattlepi.com/venture. Send questions about small-business management or raising money for your business to susan@insideentrepreneurship.com or by mail to Inside Entrepreneurship, c/o Seattle P-I Business Section, 101 Elliott Ave. W., Seattle, WA 98119.

Blockbuster to Stick to the Bricks

Blockbuster sticks to the bricks
06:29 PM PT, Sep 23 2008
The instant gratification of video-on-demand and the novelty of movies by snail mail may get many a consumer more excited than an old-fashioned trip to the corner store, but for Blockbuster Inc., the store is still the thing.
The Dallas-based video rental and retail chain, which closed hundreds of stores over the last year, plans to revamp many of its remaining outlets, expand its movie and game offerings, and add more rental and download kiosks.
But it’s still keeping an eye toward increasing Internet-based downloads through Movielink, the digital movie site it acquired last year, and attracting more movie-thru-mail subscribers. Critics say stores are passé, but Blockbuster notes that its mail customers also have the convenience of returning or trading-in their mail-ordered movie at stores — something which Netflix can't do because it doesn't have brick-and-morter outlets (just in case an Ingmar Bergman flick showed up in the mail when you were more in the mood for "Sex and the City").
“Most people read a lot of interesting headlines, and we enjoy the headlines, about Netflix, Amazon, Apple, so forth,” says Tom Casey, Blockbuster’s chief financial officer, during a presentation at Thomas Weisel Partners’ Annual Consumer Conference on Tuesday. “But what you need to understand is we really have a market that we address that’s nearly $36 billion in size. Video-on-demand is actually pretty small.”
That $36-billion figure is the total market for DVD's and game sales — where Blockbuster has been expanding — and movie rentals. Blockbuster has a 40% share of the $9.6 billion movie rental business, of which in-store rentals account for more than half the total revenue, followed by mail subscription and video-on-demand, according to the company.
Blockbuster reported a loss of $44.7 million, or 23 cents a share, in the second quarter, ended June 30, compared to a $34.2 million loss in the same period last year. But same-store revenue rose 9%, and the company reaffirmed that it expects a profit for the year.
“Traffic tends to transfer to a nearby Blockbuster whenever they close a store,” says Arvind Bhatia, an analyst at Sterne Agee & Leach, Inc., adding that he estimates a “normal attrition” of about 150 store closures in the U.s. this year and next. Blockbuster now has about 8,000 stores worldwide.
"Financially, they're doing well," he adds.
Blockbuster plans to increase its stock of rental and retail movies and games at each store as well as pay for store refurbishing, from paint and carpeting to adding Blu-ray kiosks. Some stores have already undergone a broader remodeling, complete with gaming stations and cafes.
“Too many of the stores still look like the old blue-and-yellow 90s VHS stores,” Casey says.
And analysts think Blockbuster still has life left in its stores — particularly on the retail market — before the Internet or video-on-demand becomes the dominant delivery system.
“We all have the idiot friends who have collections of hundreds of DVDs. Nobody is going to collect 100s of DVDs on their hard drives,” said Wedbush analyst Michael Pachter. “And the movie studios don’t make as much" on rentals or on-demand services, where the profit margins are smaller.
Pachter notes that as long as Blockbuster gets customers in stores and studios release movies on DVD before they allow video-on-demand and streaming online, the company will thrive.
“Blockbuster says, why not buy a movie while you’re in here? What else can they sell? Popcorn, video games, maybe a TV or an iPod,” Pachter said. “They’re merchandising better, and that’s absolutely working.”
— Swati Pandey

Blockbuster Sticks to the Bricks

Blockbuster sticks to the bricks
06:29 PM PT, Sep 23 2008
The instant gratification of video-on-demand and the novelty of movies by snail mail may get many a consumer more excited than an old-fashioned trip to the corner store, but for Blockbuster Inc., the store is still the thing.
The Dallas-based video rental and retail chain, which closed hundreds of stores over the last year, plans to revamp many of its remaining outlets, expand its movie and game offerings, and add more rental and download kiosks.
But it’s still keeping an eye toward increasing Internet-based downloads through Movielink, the digital movie site it acquired last year, and attracting more movie-thru-mail subscribers. Critics say stores are passé, but Blockbuster notes that its mail customers also have the convenience of returning or trading-in their mail-ordered movie at stores — something which Netflix can't do because it doesn't have brick-and-morter outlets (just in case an Ingmar Bergman flick showed up in the mail when you were more in the mood for "Sex and the City").
“Most people read a lot of interesting headlines, and we enjoy the headlines, about Netflix, Amazon, Apple, so forth,” says Tom Casey, Blockbuster’s chief financial officer, during a presentation at Thomas Weisel Partners’ Annual Consumer Conference on Tuesday. “But what you need to understand is we really have a market that we address that’s nearly $36 billion in size. Video-on-demand is actually pretty small.”
That $36-billion figure is the total market for DVD's and game sales — where Blockbuster has been expanding — and movie rentals. Blockbuster has a 40% share of the $9.6 billion movie rental business, of which in-store rentals account for more than half the total revenue, followed by mail subscription and video-on-demand, according to the company.
Blockbuster reported a loss of $44.7 million, or 23 cents a share, in the second quarter, ended June 30, compared to a $34.2 million loss in the same period last year. But same-store revenue rose 9%, and the company reaffirmed that it expects a profit for the year.
“Traffic tends to transfer to a nearby Blockbuster whenever they close a store,” says Arvind Bhatia, an analyst at Sterne Agee & Leach, Inc., adding that he estimates a “normal attrition” of about 150 store closures in the U.s. this year and next. Blockbuster now has about 8,000 stores worldwide.
"Financially, they're doing well," he adds.
Blockbuster plans to increase its stock of rental and retail movies and games at each store as well as pay for store refurbishing, from paint and carpeting to adding Blu-ray kiosks. Some stores have already undergone a broader remodeling, complete with gaming stations and cafes.
“Too many of the stores still look like the old blue-and-yellow 90s VHS stores,” Casey says.
And analysts think Blockbuster still has life left in its stores — particularly on the retail market — before the Internet or video-on-demand becomes the dominant delivery system.
“We all have the idiot friends who have collections of hundreds of DVDs. Nobody is going to collect 100s of DVDs on their hard drives,” said Wedbush analyst Michael Pachter. “And the movie studios don’t make as much" on rentals or on-demand services, where the profit margins are smaller.
Pachter notes that as long as Blockbuster gets customers in stores and studios release movies on DVD before they allow video-on-demand and streaming online, the company will thrive.
“Blockbuster says, why not buy a movie while you’re in here? What else can they sell? Popcorn, video games, maybe a TV or an iPod,” Pachter said. “They’re merchandising better, and that’s absolutely working.”
— Swati Pandey

Great Article on Internet Marketing - Kevin O'Brien

August 2008 Franchising World
E-mail marketing and online surveys are excellent tools for communicating with a franchised business’ customers.
By Kevin O’Brien
The Internet has brought about tremendous change in the way people find and communicate with businesses. Growth in technology has fostered the development of countless new Web-based business tools and services that help people manage their businesses. There are solutions now for everything from online advertising to accounting to collaboration and even employee-performance reviews. While all of those technologies can help to streamline manual processes and cut costs, they aren’t necessarily going to result in increased business and profitability.
The key for many businesses to achieve measurable results is how they market to their current customers. Good examples of online services that are helping thousands of franchises to strengthen customer relationships and deliver real business results are e-mail marketing and online surveys or polls.In this article are some examples of effective e-mail marketing and online surveys from successful franchise owners and discuss best practices to help take franchise businesses to the next level with their online marketing campaigns.
E-mail Your Way to Profit By combining the ease of e-mail with the power of the Internet, franchise businesses quickly, easily and cost-effectively deliver professional marketing campaigns to their targeted e-mail lists of customers. The results are not only measurable; they often generate increased business leads and sales.
E-mail marketing is one of the most effective methods for generating leads as compared to other marketing methods. In fact, the Direct Marketing Association claims that for every dollar spent on e-mail marketing, marketers can expect an estimated $48.29 in return on investment. With results like these, businesses can’t afford not to give it a try. Today, with the help of e-mail marketing vendors, it is easier than ever to send out professional-looking e-mail campaigns. Companies should look for a service that provides a full-featured solution, including a template driven authoring environment that makes it easy to produce a branded e-mail message, tracking tools to measure a campaign’s effectiveness, automatic e-mail list updates, subscribe and unsubscribe options and more.
Free vs. Function Some business owners may wonder why they can’t just send out e-mails using their existing e-mail service. They can, but why would they? Standard e-mail services weren’t designed for one-to-many communications and, therefore, lack the capabilities provided by professional e-mail marketing tools. Some of these features and benefits include: • Trusted relationships with the Internet Service Providers that support high-deliverability rates,
• Compliance with the CAN-SPAM Act which requires that every e-mail has unsubscribe functionality,
• Robust reporting on deliverability, open rates and click-through rates so that franchises can measure a campaign’s success,
• Professionally designed e-mail templates that help to protect a brand, and
• Support for html and translation to plain text to ensure that the e-mail maintains a professional appearance when it reaches the in-box.
If franchise organizations are using their regular e-mail service to send out marketing communications, chances are they’re not compliant with spam laws and are putting their subscribers’ information at risk—not a good way to showcase the business or the brand. And don’t forget about results. Using a standard e-mail service, half or more of the e-mails could be blocked by spam filters or may be unable to be read by the recipient due to the lack of html support or plain text translation. For a reasonable monthly fee, franchise companies could use a professional e-mail marketing service that generates proven ROI such as new customers, increased sales and a loyal customer base.
Numbers Don’t Lie Still in doubt? Just ask Ythan Lax, an owner of two Little Gym franchises in New York who credits e-mail marketing with helping to establish a solid customer base for his second franchise location with just one e-mail campaign. But getting to that point wasn’t easy. For years, Lax sent out bulk e-mails using his standard e-mail client. He’d cut and paste blocks of 150 e-mail addresses into the “bcc” field then wait for 20 minutes while the e-mails were sent. It would take him an hour and a half to send one e-mail.
When the Little Gym franchise announced it was using e-mail marketing and was extending the service to any of its franchisees who wanted it for a low monthly fee, Lax signed up immediately. A few days later he sent out his first e-mail campaign and registered 22 new members. Shortly after Lax sent out an e-mail about a new holiday camp which required that members enroll immediately to reserve their space. At his new location in Greece, N.Y. he had an astonishing 99 members click on the link and 97 enrolled within the two-week enrollment period. Says Lax, “With [e-mail marketing], I can send a professionally designed e-newsletter that gets real results for my business. Plus, it now takes me only minutes to send something out!”
Listen to Customers with Online Surveys or Polls While e-mail marketing is an easy and affordable way to communicate messages to customers, it doesn’t allow the sender to hear what its customers may think about the business. Does the franchise know how its customers feel about the latest product offerings? Is the level of services being delivered meeting customers’ expectations? Are franchise companies confident that they’re providing customers the type of information they expect from e-mail newsletters? These questions and many more can be easily asked, and answered, by soliciting customers for their feedback. This may sound like a daunting task, but with today’s user-friendly, online survey tools which may include a poll feature, it’s easier than one might expect. Whether a franchised business is seeking a quarterly pulse-check or frequent check-ins with its customers, an online survey tool could be the answer. There are several options to choose from, and in some cases, an e-mail marketing provider may also offer an integrated online survey product. Be sure the tool chosen offers comprehensive reporting features to indicate which customers responded and what the responses are. This information will help determine future business decisions.Before beginning an online survey, it’s important to keep the following guidelines in mind:
• Identify the objective of the survey: Is there a specific problem that requires fixing? Or is it a matter of taking your customers’ pulse to see what they think of your business?
• Select your audience: Depending on the objective, a business may only want to target a specific group of customers at one time.
• Define success: How much time will customers be allowed to respond? How many resources will indicate that the survey is a success?
Once these factors are established to send and measure your online survey, its time to develop the questions. This is probably the most challenging part of survey development. Sure, one could just throw a few open-ended questions together and send it out, but the responses received will be less valuable. The objective is to gather specific information to help identify customers’ interests and preferences, as well as products or services they’re interested in now and in the future.
The Results Are In ... Now What? An important step that many people forget when soliciting customer feedback is to respond and take action because customers need to know that their opinions have been heard. A Midwest-based home-food-service franchise added a successful new product line based on the feedback they received from one survey. The company regularly uses online surveys to gauge customer satisfaction and gather feedback on their services and products. Following a survey in which they asked questions designed to enlist information on their customers’ lifestyles, the franchise learned many of their customers are parents of young children. To better meet their customer’s needs, the company designed a new child-friendly menu to complement their existing products. The new menu drew rave reviews from current customers and led to numerous referrals. Arguably, the most important element of an online survey campaign is what to do with the results. Perhaps the franchise’s customers would prefer a monthly newsletter rather than a quarterly one. Or maybe the new service being planned isn’t as pressing a priority as one thought. It’s better to find out now. Perhaps the franchise brand is suffering in one area or customers wish there was a second location in the next town. This is valuable information, and if used properly, as in the example above, can affect the future success far beyond the next e-mailed newsletter.
A Match Made in Franchise HeavenSuccessful marketing communications include content that is relevant and interesting to the recipient, offers valuable information or advice and provides an opportunity to give feedback. By using online surveys, franchises are able to glean direct feedback from their customers—feedback that can influence their business in a myriad of ways. In turn, franchises that take that insight and apply it to their e-mail marketing campaigns will reap the rewards of an engaged customer base. Both e-mail marketing and online surveys are excellent tools for communicating with a franchised business’s customers. Easy to use, affordable and effective, these online tools make marketing a breeze. Used together, these tools allow companies to start a valuable dialogue with their customers that are likely to result in a loyal customer base and an improved bottom line.
Kevin O’Brien is senior manager, franchise partner programs for Constant Contact. He can be reached at kobrien@constantcontact.com.

Yum! Donates $80 Million to WFP

Yum! Donates $80 Million to WFP
2008-09-25 — The Clinton Global Initiative today recognized Yum! Brands (NYSE:YUM - News) for its worldwide commitment to raise and donate $80 million over the next five years to help the World Food Programme (WFP) and others provide 200 million meals for hungry school children in developing countries. In addition, Yum! pledged over the next five years to donate 20 million hours of hunger relief volunteer service in the communities in which it operates; $200 million worth of its prepared food to hunger agencies in the United States and use the company's marketing clout to generate awareness of the hunger problem, and convince others to become part of the solution.
President Bill Clinton announced Yum's commitment during a special Plenary Session that made school feeding a top priority in the fight to end global hunger. The commitment will mean that 1 million children could come to school every day for an entire year and receive a nourishing meal.
The funds will be raised through Yum! Brands World Hunger Relief campaign, the world's largest private sector hunger relief effort to help end world hunger. World Hunger Relief supports the United Nations WFP and other hunger relief agencies.
"Hunger is unacceptable. As a society, we should not and can not tolerate the fact that nearly 925 million people are starving and go to bed hungry every day. As the world's largest restaurant company, we believe it is our privilege and responsibility to find a meaningful solution to this critical problem," says David C. Novak, Chairman and CEO of Yum! Brands.
Global hunger has reached epic proportions--reaching nearly 1 billion people--due to the convergence of higher commodity and global food prices; increased competition for products that produce energy; severe droughts and floods due to climate change and increasing demand from growing economies in Asia and South America.
"We hope to move millions of people from hunger to hope through our efforts," said Novak. The company's employees and franchisees will be volunteering their time around the globe at hunger relief agencies, food banks, soup kitchens and launching fundraisers. The Yum! Foundation also will be donating to the cause by covering the WFP's administrative fee so that funds collected from customers and employees will go directly toward feeding people. Funds raised for WFP go directly to the areas of greatest need, feeding poor school children in the developing world and helping villages become self-sustainable. Every U.S. dollar raised during World Hunger Relief 2008 will provide 4 meals for hungry children all over the world.
During this year's World Hunger Relief campaign, Yum! plans to generate the equivalent of nearly $50 million in awareness of the hunger issue through television and print advertising, public service announcements, public relations, web-based communications and in-restaurant posters and signage. In addition, the company is leveraging the power of the internet to reach millions of people through the www.fromhungertohope.com Web site and other on-line activity.

Friday, September 26, 2008

New Executives At Corner Bakery Cafe

New Executives at Corner Bakery Cafe
2008-09-24 — Corner Bakery Cafe announced today that it has added three new members to its executive team. Richard Peabody joins Corner Bakery as chief financial officer, Paul Hicks has been promoted to vice president of operations services, and Joe Webb has been promoted to vice president of operations.
Peabody joins Corner Bakery Cafe as chief financial officer and will oversee the financial performance of the company in addition to its information technology initiatives. He has extensive experience in the restaurant industry, with a strong foundation in franchising, a key area of growth for Corner Bakery Cafe.
Peabody comes to Corner Bakery from Taco Bueno Restaurants, L.P., where he served as Executive Vice President and Chief Financial Officer. He also served as CFO for Romacorp, Inc., of Dallas, and Checkers Drive-In Restaurants, Inc./Rally's Hamburgers, Inc. of Tampa, Florida.
Paul Hicks joined Corner Bakery Cafe in 1998 as a restaurant manager, and was promoted to General Manager in 1998 and Area Director in 2001. Prior to his promotion to Vice President of Operations Services, he served the company as Senior Director of Operations and Director of Catering. As Vice President of Operations Services, Paul will oversee all operational initiatives from a corporate perspective, collaborating with all home office departments and the Operations Leadership Team to ensure that all initiatives are well-defined and appropriate processes are in place. Prior to joining Corner Bakery Cafe, Hicks served as District Manager for Einstein Brothers Bagels.
Joe Webb has been with Corner Bakery Cafe since 1998, and has served as General Manager, Area Director, and Regional Director for the Dallas, Chicago and California markets. He has consistently improved the performance of the restaurants under his supervision and guidance, and has extensive experience in restaurant operations and staff performance. In his new role, Webb will have operational responsibility for more than 100 restaurants with average annual sales volumes of over $2.3 million.
Prior to joining Corner Bakery Cafe, Webb served as Regional Director of Operations for Boston Market, BCBM Southwest.

Sonic Franchised Units Outperform Company Owned Stores

Sonic says comps fell for co. units, rose for franchisees

http://www.sonic.com/


OKLAHOMA CITY (Sept. 24, 2008) Sonic Corp. said late Tuesday that systemwide same-store sales were “slightly negative” for its fourth quarter ended August 31, as franchised restaurants posted gains but corporate or joint-venture locations recorded “significantly negative” results.
Analysts that follow Sonic, the operator or franchisor of more than 3,400 drive-thru restaurants, 20 percent of which are Sonic owned, pegged the corporate same-store sales decrease between 5 percent and 7 percent. The latest result was a deceleration from third-quarter trends when corporate same-store sales dipped 3.9 percent. For the full fiscal year, also ended Aug. 31, Sonic’s systemwide same-store sales were positive, the company reported, led by franchised locations.
In addition to weaker sales, Sonic reported that increased commodity and labor costs led to “unfavorable” restaurant margins for the quarter and year. Yet, with franchisees new unit openings, rebuilding, and remodeling the company expects to post a small increase in annual per-share earnings, Sonic said.
Full fourth-quarter and fiscal 2008 results are expected Oct. 16.
Sonic also said it would refine its current growth and operating strategy by starting a refranchising initiative to reduce the number of corporate locations to between 12 percent and 14 percent of the system. The company will seek to sell underperforming locations to franchisees.
“The performance of our partner drive-ins has lagged well behind that of our franchisees,” said Sonic’s chairman and chief executive, Cliff Hudson. “Reducing the number of partner drive-ins we operate will allow us to improve sales and operations for remaining partner drive-ins while we continue to emphasize new store development, promotions and other initiatives to drive sales for the entire system.”
For the current fiscal year 2009, Sonic said it expected the opening of between 155 and 165 franchised locations, between 20 and 25 corporate restaurants and positive same-store sales growth for the system, even with flat same-store sales at corporate locations. Earnings per share are expected to increase between 12 percent and 14 percent in 2009, the company said.

Thursday, September 25, 2008

Francorp - L. Patrick Callaway

People often ask me about franchise brokers. On the surface, the idea of a franchise broker seems simple enough. Brokers put buyers and sellers together so whether a buyer or a seller, brokers would seem to be a very important component in the equation.

The fact is, brokers get paid to put buyers and sellers together. After all, they need to get paid too. Thus, by the pure nature of that relationship, they typically have a biased opinion. Odds are, they are representing a party that pays them upon procurement of a sale. So, let us look at this from both perspectives, the franchisor and prospective franchisee. For you franchisors or perspective franchisors - Brokers fill a void as a nice additional franchise sales outlet, but do not make the mistake in thinking that brokers are going to be your only source of sales for your franchise company.

We have found that companies that sell their own franchises have the greatest success in the long run. The reason for this is that a company selling their own franchises has to live with them for the term of the contract. This causes in house sales teams to have more stringent criteria placed on them. Thus, my advice is to first deploy an in-house sales initiative. In order to be successful with an in-house sales force, they will need to deploy a marketing program in order to generate leads for those sales people to follow up with. This strategy needs to address the following marketing opportunities:

1. Internet
2. Trade Shows
3. PR / Publicity
4. Print
5. Direct mail

Francorp believes that this multi-pronged approach is the best way to address franchise sales and marketing. As a secondary plan, brokers can add additional prospects to the equation. Though, be weary of deploying a marketing program and sending all of your leads to outside brokers.

I would not recommend that strategy. Your leads are then likely to be distributed among that brokers other franchisor clients in the event that they have a qualified franchisee prospect that is not interested in your particular business off hand. My advice would be to only use brokers that generate their own leads. In addition, be careful not to enter into an exclusive broker arrangement.

For those of you that are prospective franchisees, be weary of brokers steering you to a particular business in which they are obtaining a commission. Not all franchise companies pay commissions. What happens if you work with a broker and they do not show you a particular franchise that you are interested in learning more about? GO DIRECTLY TO THAT COMPANY. There are many brokers that are great people and and help people find their dream business. Though, brokers are not for everyone. I am not aware of any large national brokerage networks that are paid directly by the buyer. All of the brokers that I have met are paid by the actual franchise companies upon the sale of a franchise. In a perfect world, you perspective buyers should work with a broker for a fee that you pay so that your interests are being represented, not those of a hand full of franchisors.Now you sellers and prospective buyers are in a better informed position to be able to find the right opportunities that are out there for you all. You heard it here from Francorp, the franchising leader.

L. Patrick Callaway
President
Francorp, Inc.
http://www.francorp.com/

Wednesday, September 24, 2008

Francorp Client Papa Murphy's

Pizza chain's success still growing
Tough economy isn't stopping Papa Murphy's franchise owner from opening a seventh store in the Yakima Valley
by Mai Hoang
Yakima Herald-Republic


MAGGIE SCHMIDT/Yakima Herald-Republic
Papa Murphy's franchise owner Don Copp caulks floor joints before he adds the plastic base board to his new restaurant in Yakima on July 16, 2008. Copp is working on opening his seventh store in the Yakima County. His plan is to open it in mid-August. 071608_ms_davidmoser_web
MAGGIE SCHMIDT/Yakima Herald-Republic
David Moser Papa Murphy's Yakima County district manager
071608_ms-doncopp_web
MAGGIE SCHMIDT/Yakima Herald-Republic
Don Copp Yakima County Papa Murphy's franchise owner

Pizzerias thrive in economic downturns.

With record high gas prices and people losing jobs, pizza joints are cost-effective alternatives to eating out at steak houses and other restaurants, said Jeremy White, executive editor of Pizza Today, an industry trade magazine in Louisville, Ky.

"The cost of pizza has increased over the last year and a half," he said. "But a family of four still can have a meal at a pizzeria for less than $20 and you can't do that at too many other restaurants."

So while many restaurants nationwide scale back on their expansion plans, Don and West Copp will open their seventh Papa Murphy's at the shopping complex at 16th and Summitview avenues next month.

Don Copp, who spent 12 years as an outdoor educator, was exposed to the company in 1993 when he worked at a Papa Murphy's in Seaside, Ore.

That location was owned by his brother, who currently owns about 20 stores in the Portland, Salem and Kansas City, Mo., areas.

Copp, who grew up in Portland, decided to purchase his own franchise. He sold all his outdoor equipment to help get the necessary capital and moved to Yakima. He opened his first location at 64 W. Nob Hill Blvd. in 1995.

In more than 13 years, the Copps have opened and remodeled their locations in Yakima, Selah, Toppenish and Sunnyside.

With the new store opening, Copp will have about 100 employees in his seven stores. Workers typically make up to $11 an hour and are offered other benefits, such as college tuition contribution and incentive bonuses.

"I keep trying to throw in different competitions and bonus programs to not only compete against other Papa Murphy's stores, but keep us fresh," Copp said. "A lot of times in businesses, they get stalemated and do the same thing over and over."

The Vancouver, Wash.-based chain expects 170 new locations to open this year, according to company spokeswoman Lindsi Miller. The company owns about 70 stores, and 430 franchisees run the remaining 1,000 locations.

In 2007, all stores grossed $500 million in sales, an increase of 13 percent from the year prior.

Pizza Today has recognized Papa Murphy's in its "Chain of the Year" contest in 2001, 2006 and 2008. It is the only company to be selected for the award multiple times.

"Their price point rivals or beats the price of the quote, unquote value chains," White said. "And their quality typically exceeds that."

The key to the chain's success has been its take-and-bake concept. Pizzas are prepared fresh to order. Customers then pick up the pizza to bake in their home ovens.

Under this business model, Papa Murphy's franchisees don't have some of the costs associated with running other pizzerias, such as buying expensive ovens or freezer storage, paying greater rents for large storefront space, or having extra labor costs to run delivery or dine-in operations.

As a result, the amount of money needed to open a Papa Murphy's location is considerably lower than other pizzerias.

Copp said a new location can cost between $175,000 to $200,000.

The price of opening other pizzerias can vary, but it typically ranges from $350,000 to as much as a $1 million, White said.

Copp, too, has seen success in his franchise. On average, his locations see profit margins of 8 percent to 12 percent. And so far this year, revenues are up about 5 percent to 6 percent from the same period a year ago.

He is also known among his employees for running an efficient operation.

More than a decade ago, Dave Moser's daughter began working for Copp in one of his locations.

As he chatted with his daughter about her job, he saw that Copp could use some help managing the day-to-day operations. He soon began working part time to attend to those tasks, while working at his management job at Shields Bag and Printing.

When Copp envisioned more locations, he offered Moser, now 53, a full-time district manager position to run the day-to-day operations for all the current and future locations.

With two decades at Shields, leaving his job was a tough choice. But Copp showed his financial numbers and his projected growth, which convinced Moser to take the job.

"(Copp) works very hard at putting what he's made back into his business to keep himself viable in tougher times," he said.

Copp sees opening a few more locations, but there are no definite plans. For now, he's focused on the Summitview store, which he believes will serve a strong customer demand.

"I think there's limited food and restaurants on the north side of Yakima, so I think it's a good location," he said.

 

 

 

 

 

Solar Universe

About SolarUniverse

Management Team

Bob Chaudhuri - CEO, Founder
For the previous five years, Bob was most recently a partner at Diablo Funding Group, one of the largest lender/brokers in California. Prior to which, he was Founder and President of Wireless Plus which was acquired by Securicor. Bob also participated actively in the awarding of cellular licenses by the Federal Communications Commission and has held equity ownership interests in multiple cellular licenses. As manager of the entities holding such licenses, Bob developed three MSA markets that were sold to McCaw Cellular Communications in 1987. He served as manager of Dial Two, a RSA partnership that won the A Frequency Block license for RSA Illinois-3. Bob holds a Master's degree from Stanford University.

Joe Bono - COO, Founder
Joe is responsible for developing the franchisor model, marketing, web technology platform and customer coordination. Prior to Solar Universe, Joe was a broker associate at Diablo Funding where he was responsible for originating over $25 million per year in sales. Joe was a multi-store operator for franchise chain Quiznos, where he was responsible for site selection, store build out, and operations. Joe has an extensive background in technology and has held management positions at ViaFone (acquired by Extended Systems), ICSG Consulting and at KPMG Consulting. Joe has an economics degree from UCLA and is involved in many charitable organizations including Rotary International.

Jonathan Solomon - CFO
Jonathan is responsible for fundraising and development of the distribution and supply chain for Solar Universe. In 1994 Jonathan and his partner founded JD Logistics, the premium provider of warehousing and logistics services to multi-national companies (General Motors, Colgate Palmolive, Procter & Gamble, Bristol-Myers Squibb, Kodak, Cadbury's, Merck, Boots Healthcare) in Moscow. In 1999, Jonathan established a joint venture between JD Logistics and DCA Distribution, a large U.K. based logistics provider. In 2000 Jonathan, as CEO, created the Tablogix group and acquired a controlling interest in DCA Distribution with a client base that includes Coca Cola, Tesco, and Nestle and an annual turnover of $40m. In 2002 Tablogix purchased controlling interest in iForce Ltd, the U.K's leading digital B2B and B2C fulfillment provider. The combined entity has turnover of approximately $90M with clients that include John Lewis, Boots Healthcare and Tesco. Since 2005 Jonathan has been an Angel investor and advisor to a number of start-up companies. Jonathan holds a BA in finance from Syracuse University and a Masters Degree (Sloan Fellow) from Stanford University Graduate School of Business.

Jeff Cavros - SVP of Finance
Jeff is responsible for building the finance program for the residential and commercial customers of our Franchisees. He has over 20 years of direct experience in Mortgage Banking, Real Estate Investment, and Financial Consulting. As Vice President at Indymac Bank, Home Construction Lending, Jeff grew and managed a team that increased origination volume from $1.5B in 2003 to $2.7B in 2006. He was then promoted to First Vice President in 2007 and launched a new Commercial Lending division. Jeff has also worked with companies Ellie Mae, eHealthInsurance.com, Intuit (QuickenLoans.com), PMI Mortgage Insurance Co, Terra Equity Investment Group, and Consolidated Financial Services. Jeff holds a BA degree in Economics from the University of California at Berkeley.

Peter Gregory - Director of Training
Peter is creating and leading the training program for new franchisees. Before joining Solar Universe, Peter was the lead installer at Regrid Power and has been in the solar industry since 2002. At Regrid Peter was involved in the design, installation and sale of over 200 commercial and residential solar installations. Prior to his work in solar, Peter worked as a web developer and as a public high school English teacher in Alameda. He has a BA in Economics and teaching degree from the University of California Santa Cruz.

 

Advisor / Investor Team:

Francorp
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. Francorp offers clients coordinated strategic planning, legal services, operations, marketing, training and support services.

Laurie Baggio – 1-800-GOT-JUNK?
Laurie Baggio joined 1-800-GOT-JUNK? in December 2001 as Director of Franchise Development. He was promoted to VP, Franchise Development in September 2002. He currently owns multiple 1-800-GOT-JUNK? franchises in Portland, OR and northern New Jersey. Prior to accepting this position, Mr. Baggio was a self-employed Consultant advising technology startups in strategy, market development, and corporate development in Vancouver, BC and Seattle, WA.. From December 1999 until June 2001, Mr. Baggio served as Vice President of Business Development for eTunnels, Inc. in Seattle, WA. His role encompassed market development, business development, and technology and channel partnerships. From March 1995 until November 1999, Mr. Baggio founded and was the President and CEO of Helikon Technologies Inc., a diversified technology development company based in Vancouver, BC. While there, he established, grew, and sold an Internet Service Provider division and developed multimedia products for Hasbro, Inc.

David Pascually – Founder, President of Pacific Solar Energy
David has been involved has been involved in the renewable energy space since 1999. He started his energy career with Solar Hart and later founded Pacific Solar Energy in 2003. Through Pacific Solar Energy, David has installed or supervised the installation of over 200 Solar PV, Solar Hot Water and Pool Heating Systems. David is a California Licensed Solar Contractor License # 872167 and is certified by NABCEP – the North American Board of Certified Electrical Practitioners. David also holds a BS EE from UC Davis.

Stephen Cadet – President, CEO of Fidelity Roofing Company
Stephen has been in the roofing business for 35 years and Fidelity Roofing has been installing solar PV since 2002. During his business tenure, Stephen has worked with some of the top national and local people in both architectural and engineering segments to improve both roofing design of construction. He has also assisted numerous system manufacturers with their roofing products. Stephen has a BA from UC Berkeley.

Gary Kremen - Clean Power Finance
As an entrepreneur, inventor, executive and investor, Gary Kremen has over twenty-five years experience with emerging growth companies and developing information technology. He is a founder of several companies including Match.Com and his latest endeavor Clean Power Finance. Kremen is a well-known angel investor in companies and investment funds and sits on the board of numerous companies.

Paul James – Fulwiller/James Builders
Paul has been a licensed California contractor since 1976. In that capacity he created Fulwiler/James Inc. a construction firm focused on custom estate homes throughout northern California. Clients include Nolan Bushnell of Atari and Pong, Dr. Gordon Moore of Intel Corporation, Bob Swanson founder of Genentech, and Robert AM Stern Architects. Fulwiler/James homes have been published in trade publications such as Architectural Digest and Specialty Books.

Dean Harlow – President of North America Ricardo, Inc.
Dean spent over twenty years with General Motors in a variety of capacities including engineering, finance, planning and corporate / business development (mergers and acquisitions, strategic alliances, joint ventures and technology licenses). Dean Harlow was awarded a Bachelor of Science degree in Electrical Engineering from GMI (now Kettering University) and also an MBA from the University of Michigan.

Christopher Lochhead – Founder, CEO of Lochhead Enterprises Inc.
Christopher has been an executive in four start-ups and has been an officer of three publicly traded technology companies: Mercury, Scient and Vantive and Mercury Interactive Corporation (a $1B enterprise software company, acquired by Hewlett Packard). At Mercury, he helped grow the company from approximately $400m to over $1B in four years. In 1998 Lochhead helped start the Internet consulting firm Scient. They achieved $21M in first year sales, and $156M in its second year. Lochhead joined Vantive, a customer relationship management (CRM) software company, in 1996 and helped the company grow from $25M in sales to $117M in two years. Prior to Vantive, Christopher was president of CRM Company Always an Adventure International.

 

 

 

 

Guide to Franchising a Business

Guide to Franchising a Business

Successful entrepreneurs can become teachers for a percentage of profits

By Marcia Layton Turner



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Do you have a successful small business you'd like to expand or a new concept that you think is ripe for franchising? These days, franchising is being used by more businesses and more types of businesses than ever before. Almost any product or service can be franchised.

Developing a franchise concept allows you to expand your business without personally funding the growth. To be successful, a new franchise generally must demonstrate that:

1.      It can be replicated

2.      There is demand for the service or product

3.      Other franchise owners can make money from it

If your business meets those basic criteria, franchising may be one way to expand your business without having to personally set up each new location. To get started, you must be able to:

1.      Grant permission to use a trademark or registered name

2.      Providing training and ongoing support

3.      Provide support payments of at least $500 during the first six months of operation


Action Steps
The best contacts and resources to help you get it done

http://www.work.com/gfx/bcheck.gifDecide if your business or idea can be franchised


Some types of businesses lend themselves more readily to the franchise concept.

I recommend: Francorp is a top solution for help and information on turning an existing business into a franchise, offering a full line of services. Start with their handy online franchisability quiz to help you see if your business is ready to make the jump. Francorp also offers regular franchising seminars across the country.

http://www.work.com/gfx/bcheck.gifHire a franchise attorney


Developing a franchise from scratch takes plenty of legal documents. You'll want an expert to prepare and review them on your behalf to keep you out of trouble.

I recommend: Choose a franchise attorney from the Supplier Directory on the International Franchise Association (IFA) Web site.

http://www.work.com/gfx/bcheck.gifCreate an operations manual


Before you can sell others on your successful methods of operating a profitable business, take time to write down what it takes to run your company.

I recommend: For help in developing the operations guide that will be at the core of your franchise concept, look into hiring a franchise consultant such as McGrow, MSA, FranCorp, or iFranchise.

http://www.work.com/gfx/bcheck.gifIdentify potential financing sources for your franchisees


Since 90 percent of all franchises require an initial one-time investment of up to $50,000, plus royalties or ongoing fees of 3 to 6 percent, you'll want to make your franchise more attractive by making it possible for franchisees to afford it.

I recommend: Investigate financing available through GE Franchise Finance, Capital.com, CIT Small Business Lending, and the Small Business Administration, among others.

Tips & Tactics
Helpful advice for making the most of this Guide

·         The key to successful franchising is in the creation of systems that can be duplicated through training and support.

·         Franchising offers great opportunities for expansion and efficiency. But building a brand takes time, so be patient.

·         Before you begin pursuing franchisees, make sure your legal documentation is in order so you don't run afoul of the law.

 

The official source of Franchising a Business is the Franchise a Business page at Business.com

 

Featured Vendors

 

Franchising Consulting
Helping companies grow through franchising for 32 years! Download a free ebook, attend a seminar or speak to an expert today.

www.francorp.com

 

 

Christopher James Conner

Vice President

Francorp, Inc.

The Franchising Leader.

www.francorp.com / www.francorpconnect.com

BLOG:  www.francorp1.com

PH: 800.372.6244 / 708.481.2900

CELL: 708.606.7260

FAX: 708.481.5885