By ANJALI CORDEIRO
When Amy Loera was looking for a loan to expand her family's Mexican-restaurant business earlier this year, she applied at nine different banks. They all turned her down.
Many of the banks accepted her initial application but simply didn't take things any further, she says. Some raised concerns about the nationwide downturn in the restaurant industry in refusing her request. And some told her that if she had applied a year ago, she would have had no problem.
So Ms. Loera turned to a local lender, Arrowhead Credit Union in San Bernardino, Calif., after a business acquaintance told her the credit union had given loans to other businesses in the community. She was approved for a $643,000 loan this summer.
Ms. Loera, who runs the restaurant chain, Tio's Mexican, with her husband and brother-in-law, believes that since Arrowhead was based in the region, it was easier for her to make a stronger case about the health of her business.
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"They were local," she says. So "they were able to see that because we are a family-owned restaurant and because we had a very good formula to keep our overhead [costs] low and prices reasonable, we are picking up the slack from [fancier restaurants] around us and are not feeling a big hit from the current economic situation."
Small businesses have been having increasing trouble getting loans as the credit markets have seized up. But some, such as Tio's Mexican, are finding that smaller community banks and credit unions are more open to offering financing. For one thing, many smaller lenders are in relatively strong financial shape because they didn't make the types of investments that got many of their larger brethren in trouble.
In addition, private local lenders may be more familiar with a region's business climate, so they are better able to look beyond national trends to base their decisions on the more immediate factors affecting an individual business.
"Often times," says Sandy Baruah, acting administrator of the Small Business Administration, "the larger institutions will rely more heavily on the credit score, whereas sometimes community banks will take a much closer look at the business plan. And especially if they are based in the region or the community, they will make a decision based on their overall comfort with the business plan and presentation."
" But still, credit ratings matter," Mr. Baruah says.
All About Cash Flow
When applying for loans, Ms. Loera says she highlighted the fact that her restaurants are based in so-called bedroom communities like Rancho Cucamonga, Calif. -- where people commute some distance to work, are strapped for time, and look for a place where they can eat an affordable family meal at the end of the day.
She presented a three-inch-thick binder filled with financial statements showing the historical results of the company's existing restaurants as well as the fact that they were debt-free. The Loeras had credit ratings in the 750 range, she says.
She also gave a projection of how much money the new restaurant would bring in over the first 12 months, and a business plan that included details such as the number of employees the new location would have and the intended menu.
Ms. Loera says all that data didn't affect the decision of the banks -- but it did Arrowhead's.
Jon Parks, a vice president at Arrowhead, says the credit union approved Ms. Loera's application because the family showed they already had experience managing restaurants and were able to prove that their existing locations were financially successful.
The fact that the new eating place is being planned as an affordable family restaurant makes it more likely to succeed in the current economic environment, he says.
'Behind the Scenes'
"We are not score-driven in the business-lending side, and choose to look behind the scenes," Mr. Parks says.
He says a strong credit score -- one above 700 -- can be helpful. But the one metric that often trumps all others is cash flow. Since it indicates the amount of cash generated and used by a business over a certain time frame, it can be a key indicator of a borrower's ability to pay back the loan.
Lenders also try to gauge how a small business will do going forward. Heath Chapman, vice president, commercial banking at Morrill & Janes Bank in Merriam, Kan., which is still lending to small businesses, says companies increase their chances of getting a loan if they give financial forecasts that look realistic.
He suggests that owners include a best- and worst-case scenario for their revenue projects and for forecasts on how they will repay the loan.
For a banker, "having all those questions already answered helps," he says.
Case by Case
Certain industries that have been particularly hard hit by the weakening economy may face added pressure to prove that their earnings are strong enough to withstand the downturn. But institutions that are still lending to small businesses tend to take each application on a case by case basis.
"Those industries that have been hit the worst -- construction, auto dealerships -- we are going to look at with a logical eye and understand what we are up against the next 12 to 18 months," in terms of the outlook for the overall industry, says Mr. Parks.
"It doesn't mean we are not going to lend to them if the numbers dictate and everything makes sense," Mr. Parks says.
He believes there could be pockets or individual businesses that continue to do well even within such sectors because they have some kind of a niche offering.
Some community lenders aren't completely dismissing even those businesses that face some financial hiccups. Mr. Chapman says he is asking small-business clients to come to him as soon as possible with financial problems or difficulty funding losses.
He says he is willing to consider lending to small businesses that face some difficulties if they have a history of overcoming problems in the past.
Write to Anjali Cordeiro at anjali.cordeiro@dowjones.com
Showing posts with label francorp capital. Show all posts
Showing posts with label francorp capital. Show all posts
Tuesday, December 30, 2008
Tuesday, October 21, 2008
A Buffet of Franchise Growth: Stevi B’s Serves Up Huge Helpings of U.S. Territories
http://atlanta.dbusinessnews.com/shownews.php?newsid=169176&type_news=latest
Atlanta - Marietta, Georgia (October 21, 2008) – A proven restaurant executive who helped drive strategic growth for worldwide icons McDonalds and Arby’s, has taken the reigns at Stevi B’s to put the emerging family pizza buffet concept on the national map. Jordan Krolick, president and CEO of Stevi B’s, America’s leading value oriented family pizza buffet franchise concept, has designed a growth strategy that aims to more then triple the chain’s size over the next five years, moving outward from its core of restaurants in Atlanta. With a strong mix of both franchise and corporate owned restaurant locations, the strategic expansion calls for the system to exceed 100 units by 2013. “Now more than ever, families are looking for ways to get out and have a good time without breaking the bank at mealtimes,” said Krolick, who, before getting into the restaurant industry, spent 10 years as an attorney, CPA and eventually partner in a Chicago-based investment banking firm. “Stevi B’s is growing with carefully selected franchisees at a pace that allows us to best serve our franchisees and maintain the distinct restaurant environment that defines our franchise concept.” The planned growth of Stevi B’s builds upon the chain’s momentum established in 2008. Since the beginning of the year, Stevi B’s has signed development agreements to add 18 new locations to the franchise system. Included in the agreements is a pair of multiunit deals with experienced restaurant operators which will add a total of 13 new restaurants along Florida’s eastern and southern coasts during the next three years. Already in 2008, new Stevi B’s franchise locations have opened in Gadsden, Alabama, Cleveland, Tennessee and Chesterfield Township, Michigan. Before the end of the year franchised units are slated to open in Cartersville, Georgia and Southaven, Michigan, and in early-2009 in Winder, Georgia, Gainesville, Georgia and West Palm Beach, Florida. A new corporate-owned restaurant in Columbia, South Carolina is also slated to open before the end of this year. “We are attracting experienced restaurant operators with proven success in franchising,” said Krolick. “Stevi B’s has built a great reputation with consumers and as word spreads we are experiencing tremendous growth.” With original menu items such as Loaded Baked Potato pizza and a warm décor featuring stonework and granite countertops in an open kitchen environment, Stevi B’s breaks through the blasé of buffets with an exciting fast casual concept. Creative pizzas include the Cheeseburger Deluxe, Chicken Fajita, Macaroni and Cheese and more, and are complemented with a fresh and full salad bar and enticing dessert selections. Buffet prices for adults typically vary from $5 to $5.79 and from $2.99 to $3.29 for children. “Stevi B’s lets mom be the mealtime hero. When the decision is made to go to Stevi B’s, the whole family is high-fiving mom,” added Krolick. “Our value-driven offerings provided in a welcoming environment for adults and children keep customers coming back, often for multiple meals a week.” Stevi B’s prototype store design reflects the chain’s commitment to fast casual dining, blending quick service with a casual dining atmosphere complete with multiple flat screen televisions. For adults, each Stevi B’s offers a laid back environment ideal for lunch and dinnertime discussions, and for children, the experience includes a retreat from the norm with a fun game zone. Each store’s unwavering commitment to the community it serves further defines the Stevi B’s brand. On a nightly basis, all Stevi B’s locations offer to donate a percentage of sales to local school groups, community and religious organizations, local athletic teams and others. Plus, Stevi B’s provides Peel-A-Deal cards to youth groups at steep discounts which are resold as a fundraiser. About Stevi B’sStevi B’s, a national pizza buffet restaurant franchise, was founded in 1996 in Atlanta. Recently purchased by Argonne Capital, an Atlanta private equity firm focused on growing restaurant and retail companies that are market leaders with strong growth potential, Stevi B’s currently has 25 franchised and five company-owned locations in six states throughout the United States. With distinctive pizzas such as Loaded Baked Potato, Chicken Fajita, Cheeseburger Deluxe and Spinach Alfredo served fresh and at a great value in an atmosphere that is fun for adults and children, Stevi B’s is primed for growth throughout the United States. For more information, please visit www.SteviBs.com or contact Stevi B’s by e-mail at info@SteviBs.com.
Atlanta - Marietta, Georgia (October 21, 2008) – A proven restaurant executive who helped drive strategic growth for worldwide icons McDonalds and Arby’s, has taken the reigns at Stevi B’s to put the emerging family pizza buffet concept on the national map. Jordan Krolick, president and CEO of Stevi B’s, America’s leading value oriented family pizza buffet franchise concept, has designed a growth strategy that aims to more then triple the chain’s size over the next five years, moving outward from its core of restaurants in Atlanta. With a strong mix of both franchise and corporate owned restaurant locations, the strategic expansion calls for the system to exceed 100 units by 2013. “Now more than ever, families are looking for ways to get out and have a good time without breaking the bank at mealtimes,” said Krolick, who, before getting into the restaurant industry, spent 10 years as an attorney, CPA and eventually partner in a Chicago-based investment banking firm. “Stevi B’s is growing with carefully selected franchisees at a pace that allows us to best serve our franchisees and maintain the distinct restaurant environment that defines our franchise concept.” The planned growth of Stevi B’s builds upon the chain’s momentum established in 2008. Since the beginning of the year, Stevi B’s has signed development agreements to add 18 new locations to the franchise system. Included in the agreements is a pair of multiunit deals with experienced restaurant operators which will add a total of 13 new restaurants along Florida’s eastern and southern coasts during the next three years. Already in 2008, new Stevi B’s franchise locations have opened in Gadsden, Alabama, Cleveland, Tennessee and Chesterfield Township, Michigan. Before the end of the year franchised units are slated to open in Cartersville, Georgia and Southaven, Michigan, and in early-2009 in Winder, Georgia, Gainesville, Georgia and West Palm Beach, Florida. A new corporate-owned restaurant in Columbia, South Carolina is also slated to open before the end of this year. “We are attracting experienced restaurant operators with proven success in franchising,” said Krolick. “Stevi B’s has built a great reputation with consumers and as word spreads we are experiencing tremendous growth.” With original menu items such as Loaded Baked Potato pizza and a warm décor featuring stonework and granite countertops in an open kitchen environment, Stevi B’s breaks through the blasé of buffets with an exciting fast casual concept. Creative pizzas include the Cheeseburger Deluxe, Chicken Fajita, Macaroni and Cheese and more, and are complemented with a fresh and full salad bar and enticing dessert selections. Buffet prices for adults typically vary from $5 to $5.79 and from $2.99 to $3.29 for children. “Stevi B’s lets mom be the mealtime hero. When the decision is made to go to Stevi B’s, the whole family is high-fiving mom,” added Krolick. “Our value-driven offerings provided in a welcoming environment for adults and children keep customers coming back, often for multiple meals a week.” Stevi B’s prototype store design reflects the chain’s commitment to fast casual dining, blending quick service with a casual dining atmosphere complete with multiple flat screen televisions. For adults, each Stevi B’s offers a laid back environment ideal for lunch and dinnertime discussions, and for children, the experience includes a retreat from the norm with a fun game zone. Each store’s unwavering commitment to the community it serves further defines the Stevi B’s brand. On a nightly basis, all Stevi B’s locations offer to donate a percentage of sales to local school groups, community and religious organizations, local athletic teams and others. Plus, Stevi B’s provides Peel-A-Deal cards to youth groups at steep discounts which are resold as a fundraiser. About Stevi B’sStevi B’s, a national pizza buffet restaurant franchise, was founded in 1996 in Atlanta. Recently purchased by Argonne Capital, an Atlanta private equity firm focused on growing restaurant and retail companies that are market leaders with strong growth potential, Stevi B’s currently has 25 franchised and five company-owned locations in six states throughout the United States. With distinctive pizzas such as Loaded Baked Potato, Chicken Fajita, Cheeseburger Deluxe and Spinach Alfredo served fresh and at a great value in an atmosphere that is fun for adults and children, Stevi B’s is primed for growth throughout the United States. For more information, please visit www.SteviBs.com or contact Stevi B’s by e-mail at info@SteviBs.com.
Friday, October 10, 2008
Francorp Client - American Prosperity Group
American Prosperity Group, the First Retirement and Estate Planning Franchisor, Exceeds First-Year Franchise Goal
Last update: 11:19 p.m. EDT Oct. 9, 2008
WAYNE, N.J., Oct 09, 2008 (BUSINESS WIRE) -- American Prosperity Group (APG), headquartered in Wayne, NJ, is the first and only retirement and estate planning organization to be franchised. Nine APG franchises are now operating in cities in the eastern United States, two more than the company's 18-month objective. More are planned.
APG is the creation of Mark E. Charnet, a Certified Annuity Specialist. For over 26 years, he has been helping people solve their individual problems of successful retirement and estate planning. APG does this by implementing those parts of a total retirement and estate planning system needed to meet each client's needs.
The APG system has been so successful for over a decade that Mr. Charnet has turned his precepts and product offerings into the first-ever retirement and estate planning franchise. The current franchises are operated by:
-- Bill Romeo, Matthews, NC
-- Dawn Sarnoski, Closter, NJ
-- Shane Couturie, Bryn Mawr, PA
-- Peter Murphy, Santa Fe, NM*
-- Mark Timmick, Ellicott City, MD
-- Mike Linker, Totowa, NJ*
-- Kevin Lynch, Belle Mead, NJ
-- Ari Cohen, Bergenfield, NJ*
-- Holly Sikora, Sicklerville, NJ*
"Now, we are offering additional franchises," Mr. Charnet said. "The franchisees we seek are ideally situated in metro or suburban areas with average or higher senior populations. APG is a relatively low-overhead franchise, with an investment under $100,000. Our present franchisees are well on the way to paying off their franchise investment--and some have already done so within their first few months of operation.
"What we look for in a franchisee is entrepreneurial spirit. Financial know-how is not as important as the ability to be a good presenter, speaking to small and medium-sized groups. Empathy--the talent for caring about peoples' needs--is a must, as is a good sense of organization. This is an excellent opportunity for those with sales experience, but that experience need not include finance."
For franchisees, Mr. Charnet has fine-tuned APG's systems, products and operating procedures developed over his years of experience. Now, others can present his proven system to good effect. "It's all worked-out, step-by-step," he said. "Also, every franchisee receives complete coaching, supervision and assistance from me and my staff. The APG precepts are teachable, portable and repeatable--the keys to any successful franchise."
As for success, Mr. Charnet is a sterling example. During and after college, he built one very successful career in insurance sales, only to lose everything due to the insurance company's dramatic management change. Beginning again with virtually nothing, he developed the proven retirement & estate planning methods taught exclusively by APG. In aiding others in building and retaining income, he has built lasting success for himself.
Those interested in an APG franchise should contact APG at 1-973-831-4424. On the Web: www.apgfranchise.com
*(offices scheduled to open within 90 days)
SOURCE: American Prosperity Group Serpente & Co. Inc.
Joe Serpente, 856-275-6931
Last update: 11:19 p.m. EDT Oct. 9, 2008
WAYNE, N.J., Oct 09, 2008 (BUSINESS WIRE) -- American Prosperity Group (APG), headquartered in Wayne, NJ, is the first and only retirement and estate planning organization to be franchised. Nine APG franchises are now operating in cities in the eastern United States, two more than the company's 18-month objective. More are planned.
APG is the creation of Mark E. Charnet, a Certified Annuity Specialist. For over 26 years, he has been helping people solve their individual problems of successful retirement and estate planning. APG does this by implementing those parts of a total retirement and estate planning system needed to meet each client's needs.
The APG system has been so successful for over a decade that Mr. Charnet has turned his precepts and product offerings into the first-ever retirement and estate planning franchise. The current franchises are operated by:
-- Bill Romeo, Matthews, NC
-- Dawn Sarnoski, Closter, NJ
-- Shane Couturie, Bryn Mawr, PA
-- Peter Murphy, Santa Fe, NM*
-- Mark Timmick, Ellicott City, MD
-- Mike Linker, Totowa, NJ*
-- Kevin Lynch, Belle Mead, NJ
-- Ari Cohen, Bergenfield, NJ*
-- Holly Sikora, Sicklerville, NJ*
"Now, we are offering additional franchises," Mr. Charnet said. "The franchisees we seek are ideally situated in metro or suburban areas with average or higher senior populations. APG is a relatively low-overhead franchise, with an investment under $100,000. Our present franchisees are well on the way to paying off their franchise investment--and some have already done so within their first few months of operation.
"What we look for in a franchisee is entrepreneurial spirit. Financial know-how is not as important as the ability to be a good presenter, speaking to small and medium-sized groups. Empathy--the talent for caring about peoples' needs--is a must, as is a good sense of organization. This is an excellent opportunity for those with sales experience, but that experience need not include finance."
For franchisees, Mr. Charnet has fine-tuned APG's systems, products and operating procedures developed over his years of experience. Now, others can present his proven system to good effect. "It's all worked-out, step-by-step," he said. "Also, every franchisee receives complete coaching, supervision and assistance from me and my staff. The APG precepts are teachable, portable and repeatable--the keys to any successful franchise."
As for success, Mr. Charnet is a sterling example. During and after college, he built one very successful career in insurance sales, only to lose everything due to the insurance company's dramatic management change. Beginning again with virtually nothing, he developed the proven retirement & estate planning methods taught exclusively by APG. In aiding others in building and retaining income, he has built lasting success for himself.
Those interested in an APG franchise should contact APG at 1-973-831-4424. On the Web: www.apgfranchise.com
*(offices scheduled to open within 90 days)
SOURCE: American Prosperity Group Serpente & Co. Inc.
Joe Serpente, 856-275-6931
Friday, October 3, 2008
Francorp Client - Plains and Prints
Plains & Prints sets sights on Asian market
Plains & Prints was established in November 1994 by Roxanne and Erickson Farillas. Then known as Prints & Plaids, the first boutique opened in Shoppesville, Greenhills. The company’s first products were lace-edged towels and basic polo shirts.
Later on, the brand ventured into women’s apparel, carrying the concept of classic and stylish, which became a hit with teenagers and young professionals.
In 2002, Plains & Prints took on Gretchen Barretto as endorser and this move brought the brand to the national consumer’s consciousness.
Plains & Prints has strengthened its position as a major player in women’s apparel by providing stylish and classic apparel. The present product line includes shoes, handcrafted bags, belts, Bread and Butter (basic tees), Down Under (underwear), Eve (eau d toilette), and Intuitions (body spray).
In terms of brand recall and market share, Plains & Prints ranks among the top 5 local women’s apparel brands. The brand has become synonymous with quality clothing for women with style.
Plains & Prints offers franchise opportunities to entrepreneurs who wish to own and operate their own Plains & Prints boutique. Plains & Prints has been franchising since November 2002 and has franchised outlets in Cebu City, Bacolod, Iloilo, Davao City, Cagayan de Oro, Baguio, Dagupan, Cabanatuan, Marilao and Valenzuela.
Plains & Prints was awarded the Most Promising Filipino Franchise (retail category) in the 2004 Franchise Excellence Awards. The company’s franchise program was developed by Francorp, a leading international franchise consultancy firm with offices in the Philippines, Malaysia, Japan, United States and South America.
The brand now embarks on a bold expansion move that, hopefully, will introduce the Plains & Prints concept to the Asian market.
Leading the expansion plan is the introduction of new collections that highlight the creativity and ingenuity of local fashion designers. Plains & Prints has collaborated with designer Rajo Laurel for its high-end R.A.F. (Rich and Famous) line.
Roxanne explains that the new collection highlights Laurel’s avant-garde approach to fashion, featuring designs that incorporate architecture, romance and luxury.
Another major leap for Plains & Prints is its choice of Thai-British model Paula Taylor as its image model.
“With Paula as the model of our new campaign, we are confident that Plains & Prints will be given more exposure globally and hopefully, discovered as a brand that provides a new twist on classic fashion,” says Roxanne.
Next on the brand’s agenda is opening stores in key cities in Asia, starting with Thailand and Malaysia. The brand has 49 stores in the Philippines, including the newly opened branch at the fifth level of the Shangri-La Plaza Mall. Aside from its Asian expansion, Plains & Prints also wants to open more branches in prime locations in the country.
“Despite stiff competition from international brands, Plains & Prints still emerged as a top local brand which Filipino women prefer,” says Roxanne. “The next step is really to move forward and introduce Filipino fashion to the world. Now that we’ve been given an opportunity to do so, we have big plans to make our mark in the international fashion community.” Dinna Chan Vasquez
www.francorp.com
www.francorpconnect.com
Plains & Prints was established in November 1994 by Roxanne and Erickson Farillas. Then known as Prints & Plaids, the first boutique opened in Shoppesville, Greenhills. The company’s first products were lace-edged towels and basic polo shirts.
Later on, the brand ventured into women’s apparel, carrying the concept of classic and stylish, which became a hit with teenagers and young professionals.
In 2002, Plains & Prints took on Gretchen Barretto as endorser and this move brought the brand to the national consumer’s consciousness.
Plains & Prints has strengthened its position as a major player in women’s apparel by providing stylish and classic apparel. The present product line includes shoes, handcrafted bags, belts, Bread and Butter (basic tees), Down Under (underwear), Eve (eau d toilette), and Intuitions (body spray).
In terms of brand recall and market share, Plains & Prints ranks among the top 5 local women’s apparel brands. The brand has become synonymous with quality clothing for women with style.
Plains & Prints offers franchise opportunities to entrepreneurs who wish to own and operate their own Plains & Prints boutique. Plains & Prints has been franchising since November 2002 and has franchised outlets in Cebu City, Bacolod, Iloilo, Davao City, Cagayan de Oro, Baguio, Dagupan, Cabanatuan, Marilao and Valenzuela.
Plains & Prints was awarded the Most Promising Filipino Franchise (retail category) in the 2004 Franchise Excellence Awards. The company’s franchise program was developed by Francorp, a leading international franchise consultancy firm with offices in the Philippines, Malaysia, Japan, United States and South America.
The brand now embarks on a bold expansion move that, hopefully, will introduce the Plains & Prints concept to the Asian market.
Leading the expansion plan is the introduction of new collections that highlight the creativity and ingenuity of local fashion designers. Plains & Prints has collaborated with designer Rajo Laurel for its high-end R.A.F. (Rich and Famous) line.
Roxanne explains that the new collection highlights Laurel’s avant-garde approach to fashion, featuring designs that incorporate architecture, romance and luxury.
Another major leap for Plains & Prints is its choice of Thai-British model Paula Taylor as its image model.
“With Paula as the model of our new campaign, we are confident that Plains & Prints will be given more exposure globally and hopefully, discovered as a brand that provides a new twist on classic fashion,” says Roxanne.
Next on the brand’s agenda is opening stores in key cities in Asia, starting with Thailand and Malaysia. The brand has 49 stores in the Philippines, including the newly opened branch at the fifth level of the Shangri-La Plaza Mall. Aside from its Asian expansion, Plains & Prints also wants to open more branches in prime locations in the country.
“Despite stiff competition from international brands, Plains & Prints still emerged as a top local brand which Filipino women prefer,” says Roxanne. “The next step is really to move forward and introduce Filipino fashion to the world. Now that we’ve been given an opportunity to do so, we have big plans to make our mark in the international fashion community.” Dinna Chan Vasquez
www.francorp.com
www.francorpconnect.com
What's Up Dog! to Expand Through Franchising
What’s Up Dog to Expand Through Franchising
San Francisco, CA, October 01, 2008
What’s Up Dog has announced they will be launching an aggressive expansion program through franchising.For over five years, What’s Up Dog has offered the hot dog enthusiast a variety of gourmet hot dogs and sausages within the San Francisco area. Their tantalizing menu consists of old carnival favorites like the corn dog, chili cheese nachos and garlic fries. But the eclectic selection of frankfurters and sausages (“Lemon Chicken”, Veggie Tofurky”, “Kielbasa”) has reinvented an American favorite.Americans eat an estimated 20 billion hot dogs a year, with 150 million consumed on Independence Day alone. We love hot dogs so much that the U.S. Chamber of Commerce actually dubbed July as National Hot Dog Month over 50 years ago.It was this shared love for hot dogs that inspired What’s Up Dog owner King Lei to open his own hot dog shop. To ensure that he only offered the best, he visited hundreds of hot dog stores from Los Angeles to New York. And his research resulted in rave reviews. “People love our name and products,” remarks King.This response has led What’s Up Dog to Francorp, the world’s leader in franchise consulting, to assist them in the development of their franchise program.
For more information about What’s Up Dog, call (415) 864-3707or visit www.whatsupdogs.com
###
San Francisco, CA, October 01, 2008
What’s Up Dog has announced they will be launching an aggressive expansion program through franchising.For over five years, What’s Up Dog has offered the hot dog enthusiast a variety of gourmet hot dogs and sausages within the San Francisco area. Their tantalizing menu consists of old carnival favorites like the corn dog, chili cheese nachos and garlic fries. But the eclectic selection of frankfurters and sausages (“Lemon Chicken”, Veggie Tofurky”, “Kielbasa”) has reinvented an American favorite.Americans eat an estimated 20 billion hot dogs a year, with 150 million consumed on Independence Day alone. We love hot dogs so much that the U.S. Chamber of Commerce actually dubbed July as National Hot Dog Month over 50 years ago.It was this shared love for hot dogs that inspired What’s Up Dog owner King Lei to open his own hot dog shop. To ensure that he only offered the best, he visited hundreds of hot dog stores from Los Angeles to New York. And his research resulted in rave reviews. “People love our name and products,” remarks King.This response has led What’s Up Dog to Francorp, the world’s leader in franchise consulting, to assist them in the development of their franchise program.
For more information about What’s Up Dog, call (415) 864-3707or visit www.whatsupdogs.com
###
Tuesday, September 30, 2008
Franchising - The #1 Way to Expand Your Business - Francorp Partner
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
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
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
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
Monday, September 22, 2008
How To Succeed As a Franchisee
How to Succeed As a Franchisee
How-To
Pick a franchisee that matches your interests and abilities.Make sure you have enough money to operate without profits for the first few years.Research the opportunity carefully before committing.Related How-TosHow to Finance a Franchise PurchaseHow to Select a FranchiseFeedbackSend Feedback on this How-To Guide » While franchising’s prevalence in the U.S. economy indicates that franchisees can succeed, hundreds of franchisees fail each year. The most frequent causes: lack of funds, poor people skills, reluctance to follow the formula, a mismatch between franchisee and the business, and poor management. Often, it’s the small stuff that separates winners from losers.
A critical initial decision is picking a product you care about. Consider hiring a consultant to analyze whether you are a good fit with the business opportunity you are thinking about buying into. You also have to couple passion with discipline, avoiding too-fast growth at the expense of high-quality expansion.
Among the most common mistakes new franchisees make is signing on before adequately researching the business. Study what it will take to run the business successfully. And be realistic. Owning a franchise is rarely a get-rich-quick scheme.
Contact current and former franchisees to get their feedback, using names from the franchise circular from the franchisers. Never make a commitment based solely on information provided on the Internet or over the phone.
Sometimes, franchisers are to blame. Franchisers may be inexperienced themselves, a situation often found in very small systems. Or they may expand too aggressively, rendering them unable to service franchisees. Brokers or consultants selling concepts may be more interested in a sales commission than in making a good match between business and franchisee.
Another pivotal decision early-on is location. Think twice before locating a franchise using only your intuition. A location on the outskirts of town might be more affordable but may be too remote for customers to reach conveniently. Other factors may be at play. For example, one franchisee thought his spot on a college campus was perfect for his fast-food franchise. Students were a built-in source of employees and customers. And they were — when they were around. But they disappeared for football games and vacations. At the end of each semester, they had little spending money left for take-out or delivery. The location had no parking and so had no other customers. It eventually moved to a freestanding building with a big parking lot. It still delivers to campus, but now also serves families, whose average order is much higher than a typical student’s tab.
To find potentially successful locations, national chains use what’s called geographic-information-systems software that layers census and consumer-trend data upon every street and byway in the country. These tools can cost thousands of dollars. For a few hundred dollars, you can buy demographics reports for any ZIP Code in the country that will analyze population characteristics, income levels, lifestyle trends and even traffic patterns within about a mile of potential sites. You might want to pinpoint, for example, a high-traffic area with at least 40,000 cars a day, 50,000 people living within a two-mile radius, and retail locations nearby. Also consider whether adequate parking is available.
Another key to a franchise’s success is good customer service. That may include making additional investments to improve customer experiences, working overtime to satisfy customer time demands, and putting out extra effort to ensure products and services are done right.
While franchise systems offer pre-set business formats, flexibility and versatility help a lot. That’s especially true when it comes to marketing and promotion. To bring customers in the door, successful franchisees report using tactics such as discount coupons, free samples, direct-mail ads and fax blasts. No marketing job is too small or difficult for a franchisee determined to succeed. Many have success with community-based marketing initiatives, such as those involving schools.
For every franchisee chasing success, there are many competitors engaged in the same pursuit. Studying the competition by visiting their locations and looking for help-wanted signs signaling expansion plans, for instance, helps long-lived franchisees know when to initiate marketing plans to counter rivals’ efforts.
Franchisees can’t succeed without good employees. Winning franchisees treat employees well, so they will treat customers well. Some franchise businesses, such as fast food, have high employee-turnover rates. Providing corporate-style benefits such as medical, dental and retirement benefits can go along way to helping workers feel as though a franchise job is a career. Making sure employees are properly trained and executing according to the rules is vital.
That goes double for your managers. Franchisers say the No. 1 reason for a franchisee’s failure is that they don’t hire the right managers. Franchisees who lack management skills themselves might want to choose a business that could be run by just one or two people. Or, consider hiring someone skilled at motivating others.
Don’t forget: You have to follow the rules, too. Franchises aren’t designed for the independent-minded. They depend on a by-the-book execution of a business plan, adherence to time-tested systems, and a willingness to follow directions.
Insufficient funding is a prescription for failure in any business. With a franchise, the initial fee is clearly stated, but newcomers often underestimate operating costs. A slow beginning or unanticipated event can quickly drain and doom an undercapitalized franchise.
Unrealistic optimism also can be a recipe for financial distress. Borrowing to expand just before a downturn, for example, can lead to rapid bankruptcy. Franchisees need a financial cushion to weather unexpected situations. Experts advise new franchisees to have a nest egg for emergencies and assume they will lose money the first two years.
Franchisees who leave the management of their units to managers and who may or may not be on the premises every day are also less likely to succeed than owners who take a hands-on approach. They may not know if the help is showing up, what customers are complaining about, or whether employees are dipping into the till. Theft can be contagious and contaminate an entire organization if not stopped immediately.
How-To
Pick a franchisee that matches your interests and abilities.Make sure you have enough money to operate without profits for the first few years.Research the opportunity carefully before committing.Related How-TosHow to Finance a Franchise PurchaseHow to Select a FranchiseFeedbackSend Feedback on this How-To Guide » While franchising’s prevalence in the U.S. economy indicates that franchisees can succeed, hundreds of franchisees fail each year. The most frequent causes: lack of funds, poor people skills, reluctance to follow the formula, a mismatch between franchisee and the business, and poor management. Often, it’s the small stuff that separates winners from losers.
A critical initial decision is picking a product you care about. Consider hiring a consultant to analyze whether you are a good fit with the business opportunity you are thinking about buying into. You also have to couple passion with discipline, avoiding too-fast growth at the expense of high-quality expansion.
Among the most common mistakes new franchisees make is signing on before adequately researching the business. Study what it will take to run the business successfully. And be realistic. Owning a franchise is rarely a get-rich-quick scheme.
Contact current and former franchisees to get their feedback, using names from the franchise circular from the franchisers. Never make a commitment based solely on information provided on the Internet or over the phone.
Sometimes, franchisers are to blame. Franchisers may be inexperienced themselves, a situation often found in very small systems. Or they may expand too aggressively, rendering them unable to service franchisees. Brokers or consultants selling concepts may be more interested in a sales commission than in making a good match between business and franchisee.
Another pivotal decision early-on is location. Think twice before locating a franchise using only your intuition. A location on the outskirts of town might be more affordable but may be too remote for customers to reach conveniently. Other factors may be at play. For example, one franchisee thought his spot on a college campus was perfect for his fast-food franchise. Students were a built-in source of employees and customers. And they were — when they were around. But they disappeared for football games and vacations. At the end of each semester, they had little spending money left for take-out or delivery. The location had no parking and so had no other customers. It eventually moved to a freestanding building with a big parking lot. It still delivers to campus, but now also serves families, whose average order is much higher than a typical student’s tab.
To find potentially successful locations, national chains use what’s called geographic-information-systems software that layers census and consumer-trend data upon every street and byway in the country. These tools can cost thousands of dollars. For a few hundred dollars, you can buy demographics reports for any ZIP Code in the country that will analyze population characteristics, income levels, lifestyle trends and even traffic patterns within about a mile of potential sites. You might want to pinpoint, for example, a high-traffic area with at least 40,000 cars a day, 50,000 people living within a two-mile radius, and retail locations nearby. Also consider whether adequate parking is available.
Another key to a franchise’s success is good customer service. That may include making additional investments to improve customer experiences, working overtime to satisfy customer time demands, and putting out extra effort to ensure products and services are done right.
While franchise systems offer pre-set business formats, flexibility and versatility help a lot. That’s especially true when it comes to marketing and promotion. To bring customers in the door, successful franchisees report using tactics such as discount coupons, free samples, direct-mail ads and fax blasts. No marketing job is too small or difficult for a franchisee determined to succeed. Many have success with community-based marketing initiatives, such as those involving schools.
For every franchisee chasing success, there are many competitors engaged in the same pursuit. Studying the competition by visiting their locations and looking for help-wanted signs signaling expansion plans, for instance, helps long-lived franchisees know when to initiate marketing plans to counter rivals’ efforts.
Franchisees can’t succeed without good employees. Winning franchisees treat employees well, so they will treat customers well. Some franchise businesses, such as fast food, have high employee-turnover rates. Providing corporate-style benefits such as medical, dental and retirement benefits can go along way to helping workers feel as though a franchise job is a career. Making sure employees are properly trained and executing according to the rules is vital.
That goes double for your managers. Franchisers say the No. 1 reason for a franchisee’s failure is that they don’t hire the right managers. Franchisees who lack management skills themselves might want to choose a business that could be run by just one or two people. Or, consider hiring someone skilled at motivating others.
Don’t forget: You have to follow the rules, too. Franchises aren’t designed for the independent-minded. They depend on a by-the-book execution of a business plan, adherence to time-tested systems, and a willingness to follow directions.
Insufficient funding is a prescription for failure in any business. With a franchise, the initial fee is clearly stated, but newcomers often underestimate operating costs. A slow beginning or unanticipated event can quickly drain and doom an undercapitalized franchise.
Unrealistic optimism also can be a recipe for financial distress. Borrowing to expand just before a downturn, for example, can lead to rapid bankruptcy. Franchisees need a financial cushion to weather unexpected situations. Experts advise new franchisees to have a nest egg for emergencies and assume they will lose money the first two years.
Franchisees who leave the management of their units to managers and who may or may not be on the premises every day are also less likely to succeed than owners who take a hands-on approach. They may not know if the help is showing up, what customers are complaining about, or whether employees are dipping into the till. Theft can be contagious and contaminate an entire organization if not stopped immediately.
Thursday, September 18, 2008
Francorp Client - Lifeway Foods
Lifeway Foods to Begin a Franchise Program for Its Starfruit, 'Kefir Boutique' Cafe
Mon Jul 7, 2008 3:48pm EDT Email | Print | Share| Reprints | Single Page | Recommend (0) [-] Text [+] Featured Broker sponsored link
Lifeway Foods to Begin a Franchise Program for Its Starfruit, 'Kefir Boutique'
Cafe
MORTON GROVE, Ill., July 7 /PRNewswire-FirstCall/ -- Lifeway Foods, Inc.
(Nasdaq: LWAY), the country's leading manufacturer of kefir and a provider of
other natural and organic dairy products, announced today that it is
franchising its Starfruit "kefir boutique" cafe.
The new retail concept debuted April 15th at 1745 W. Division Street in
the trendy Wicker Park neighborhood in Chicago and serves as a prototype for
it's national franchise program. The shop offers several flavors of frozen
kefir with over 20 toppings as well as customized kefir parfaits, and
smoothie-style kefir drinks.
"Since announcing the initial opening of Starfruit, we have been bombarded
with requests for franchise opportunities from all over the country," said
Julie Smolyansky, President and CEO of Lifeway Foods, Inc. "Starfruit will
capitalize on the renewed popularity of frozen yogurt shops while offering a
healthier alternative with all the probiotic benefits of kefir and franchising
the concept can help us grow the brand quickly."
The expansion into retailing provides a new sales channel for Lifeway's
products, coincides with the resurgence in the frozen yogurt category and
offers an opportunity for Lifeway to promote the health benefits of its kefir
products beyond grocery shelves.
Those benefits include 10 live and active probiotic cultures that have
been shown in various studies to enhance the immune system, fight fatigue,
promote gastrointestinal health, aid in vitamin and mineral absorption, and
ease lactose intolerance. Yogurt has a similar taste and texture to kefir but
many of these frozen yogurt style shops do not use a real live and active
product and contain only two or three of these cultures if any.
"Starfruit will capitalize on the renewed popularity of frozen yogurt
shops while offering a healthier alternative with all the probiotic benefits
of kefir," said Julie Smolyansky, President and CEO of Lifeway Foods Inc. "We
have been pioneering leaders in the field of probiotics and kefir. This
leadership will translate into the quality of the Starfruit product line.
This is a promising diversification that will leverage our leadership in the
kefir market, familiarize a whole new group of consumers with kefir as well as
teach existing customers new ways to consume kefir, and provide a potentially
very lucrative new revenue stream."
Julie Smolyansky stated that the company is accepting applications for
individuals interested in becoming franchise partners for individual or
multiple locations. Lifeway has engaged Francorp, the world's leader in
franchise consulting, to develop their franchise program.
For more information, email franchising@starfruitcafe.com or call
847-967-1010.
About Lifeway Foods
Lifeway is America's leading supplier of the cultured dairy product know
as kefir and the country's only supplier of organic kefir. Lifeway Foods,
recently named Crain's Chicago 49th fastest growing Chicago Companies and
Fortune Small Business' 49th Fastest Growing Small Business, one of only 4
companies to ever be named to the list five straight years in a row.
Lifeway's kefir products include regular and organic kefir, a soy-based
version called SoyTreat, a new Indian variety known as Lifeway Lassi, organic
whole milk kefir, and a children's line of organic kefir products called
ProBugs(TM) packaged in a no-spill pouch. Lifeway also produces the La Fruta
line of drinkable yogurt marketed in US Hispanic communities, a variety of
cheese products and It's Pudding! organic pudding.
SOURCE Lifeway Foods, Inc.
Lifeway Foods, Inc., +1-847-967-1010, franchising@starfruitcafe.com
Mon Jul 7, 2008 3:48pm EDT Email | Print | Share| Reprints | Single Page | Recommend (0) [-] Text [+] Featured Broker sponsored link
Lifeway Foods to Begin a Franchise Program for Its Starfruit, 'Kefir Boutique'
Cafe
MORTON GROVE, Ill., July 7 /PRNewswire-FirstCall/ -- Lifeway Foods, Inc.
(Nasdaq: LWAY), the country's leading manufacturer of kefir and a provider of
other natural and organic dairy products, announced today that it is
franchising its Starfruit "kefir boutique" cafe.
The new retail concept debuted April 15th at 1745 W. Division Street in
the trendy Wicker Park neighborhood in Chicago and serves as a prototype for
it's national franchise program. The shop offers several flavors of frozen
kefir with over 20 toppings as well as customized kefir parfaits, and
smoothie-style kefir drinks.
"Since announcing the initial opening of Starfruit, we have been bombarded
with requests for franchise opportunities from all over the country," said
Julie Smolyansky, President and CEO of Lifeway Foods, Inc. "Starfruit will
capitalize on the renewed popularity of frozen yogurt shops while offering a
healthier alternative with all the probiotic benefits of kefir and franchising
the concept can help us grow the brand quickly."
The expansion into retailing provides a new sales channel for Lifeway's
products, coincides with the resurgence in the frozen yogurt category and
offers an opportunity for Lifeway to promote the health benefits of its kefir
products beyond grocery shelves.
Those benefits include 10 live and active probiotic cultures that have
been shown in various studies to enhance the immune system, fight fatigue,
promote gastrointestinal health, aid in vitamin and mineral absorption, and
ease lactose intolerance. Yogurt has a similar taste and texture to kefir but
many of these frozen yogurt style shops do not use a real live and active
product and contain only two or three of these cultures if any.
"Starfruit will capitalize on the renewed popularity of frozen yogurt
shops while offering a healthier alternative with all the probiotic benefits
of kefir," said Julie Smolyansky, President and CEO of Lifeway Foods Inc. "We
have been pioneering leaders in the field of probiotics and kefir. This
leadership will translate into the quality of the Starfruit product line.
This is a promising diversification that will leverage our leadership in the
kefir market, familiarize a whole new group of consumers with kefir as well as
teach existing customers new ways to consume kefir, and provide a potentially
very lucrative new revenue stream."
Julie Smolyansky stated that the company is accepting applications for
individuals interested in becoming franchise partners for individual or
multiple locations. Lifeway has engaged Francorp, the world's leader in
franchise consulting, to develop their franchise program.
For more information, email franchising@starfruitcafe.com or call
847-967-1010.
About Lifeway Foods
Lifeway is America's leading supplier of the cultured dairy product know
as kefir and the country's only supplier of organic kefir. Lifeway Foods,
recently named Crain's Chicago 49th fastest growing Chicago Companies and
Fortune Small Business' 49th Fastest Growing Small Business, one of only 4
companies to ever be named to the list five straight years in a row.
Lifeway's kefir products include regular and organic kefir, a soy-based
version called SoyTreat, a new Indian variety known as Lifeway Lassi, organic
whole milk kefir, and a children's line of organic kefir products called
ProBugs(TM) packaged in a no-spill pouch. Lifeway also produces the La Fruta
line of drinkable yogurt marketed in US Hispanic communities, a variety of
cheese products and It's Pudding! organic pudding.
SOURCE Lifeway Foods, Inc.
Lifeway Foods, Inc., +1-847-967-1010, franchising@starfruitcafe.com
Tuesday, September 16, 2008
Francorp Breakfast - West Coast Franchise Exposition
Each year Francorp holds a breakfast debreifing before every major franchise exibition around the country. These meetings are held for the specific purpose of working with clients to get them ready for the show that weekend and help strategize how to most effectively utilize your time as a franchisor at a large tradeshow.
The Breakfast Breifings are designed to focus on "booth tactics", booth design, tradeshow set up, staffing the show, collateral material design and handouts, managing a tradeshow and following up with prospective franchisees after the event.
This coming November Francorp will be holding the West Coast Franchise Breakfast on Friday, 11/07/08 at 7:30am. This meeting is for Francorp Clients only, but Francorp will also be exibiting at the Franchise Exposition as well at booth #325.
Show Dates & Hours
Friday, November 7, 2008
10:00 am to 5:00 pm
Saturday, November 8, 2008
10:00 am to 5:00 pm
Sunday, November 9, 2008
10:00 am to 4:00 pm
Location:
Los Angeles Convention Center1201 South Figueroa StreetLos Angeles, CA 90015PH: 213-741-1151Fax: 213-765-4266 Booth # 325 Register for Free before November 6, 2008 go to www.wcfexpo.com enter in source code GPEX8. Registration link: http://www.wcfexpo.com/registration.cfm
Francorp is the world leader in franchising and franchise development. Francorp has consulted with over 10,000 companies over it's 32 year history. For more information on the work and clients that Francorp has developed, visit the corporate site, www.francorp.com.
The Breakfast Breifings are designed to focus on "booth tactics", booth design, tradeshow set up, staffing the show, collateral material design and handouts, managing a tradeshow and following up with prospective franchisees after the event.
This coming November Francorp will be holding the West Coast Franchise Breakfast on Friday, 11/07/08 at 7:30am. This meeting is for Francorp Clients only, but Francorp will also be exibiting at the Franchise Exposition as well at booth #325.
Show Dates & Hours
Friday, November 7, 2008
10:00 am to 5:00 pm
Saturday, November 8, 2008
10:00 am to 5:00 pm
Sunday, November 9, 2008
10:00 am to 4:00 pm
Location:
Los Angeles Convention Center1201 South Figueroa StreetLos Angeles, CA 90015PH: 213-741-1151Fax: 213-765-4266 Booth # 325 Register for Free before November 6, 2008 go to www.wcfexpo.com enter in source code GPEX8. Registration link: http://www.wcfexpo.com/registration.cfm
Francorp is the world leader in franchising and franchise development. Francorp has consulted with over 10,000 companies over it's 32 year history. For more information on the work and clients that Francorp has developed, visit the corporate site, www.francorp.com.
Franchising Your Business - J. David Washington
VMG Vivere Management Group, LLC. Bringing energy, passion, and vigor to your business… INFLUENCE • INTEGRITY • INNOVATION Book Review
Franchising Your Business is the Quintessential Resource
For Growth Expansion in Today’s Marketplace
By J. David Washington
After reading "Franchising Your Business" by Donald D. Boroian and Patrick Callaway, I felt that the veil of the franchising world had been removed. Don and Pat carefully unravel all the myths that surround the world of franchising. One of the most important ingredients to success is to have a winning formula & blue print. The blue print required for success in franchising is mapped out clearly and succinctly in sixteen exciting and fast moving chapters. In chapter one the reader learns the rules of engagement and gets a 30,000 feet view of where the industry was and where it’s heading. Don and Pat have clearly shared gems of wisdom that can only be acquired through vetted industry experience. "Franchising Your Business" is filled with charts, examples of operation manuals, and a very practical franchiseability test to help a business owner to determine where there my stand in becoming the next great franchise success story. Chapter fourteen was very intriguing for me"Going International"; with the globalization of the world’s economy it’s important that one has a balanced prospective on the opportunities and pitfalls that lurk about in the international marketplace. Don and Pat do a good job of sharing their good and no so good experiences in the shark infested world of international business. The eight-step international checklist is a must read and review for entrepreneurs that aspire to expand their business beyond the shores of their local, regional, and domestic markets. Even though I'm not a teacher, this is a well written book based on first-hand experience and industry knowledge I give it an A+! It truly is a "must read" for anyone wanting to go into franchising and really want to expand their business. As a franchise consultant, I recommended "Franchising Your Business" to every prospective client with information garnered from this book you will be at the "head of the class" Clearly Don is a Guru in the world of franchising. Patrick, Don’s grandson merges their experience and prospective in a way to anticipate every thought you would have, every question, and every action you would take as you investigate, start up of your franchise system. Their goal is to equip the reader with "franchise blueprint knowledge." They have achieved this goal and more. If you are thinking of expanding into a franchise, "Franchising Your Business" is the book for you. If your goal was to take your business to the next level through franchising, the secret to success has been reveled in this resources guide, what you want to accomplish in terms of your franchise goals and what you need to know has been made available in "Franchising Your Business An Owner’s Guide To Franchising As A Growth Option".
Good luck and many blessing to you on the journey!
www.francorp.com
Franchising Your Business is the Quintessential Resource
For Growth Expansion in Today’s Marketplace
By J. David Washington
After reading "Franchising Your Business" by Donald D. Boroian and Patrick Callaway, I felt that the veil of the franchising world had been removed. Don and Pat carefully unravel all the myths that surround the world of franchising. One of the most important ingredients to success is to have a winning formula & blue print. The blue print required for success in franchising is mapped out clearly and succinctly in sixteen exciting and fast moving chapters. In chapter one the reader learns the rules of engagement and gets a 30,000 feet view of where the industry was and where it’s heading. Don and Pat have clearly shared gems of wisdom that can only be acquired through vetted industry experience. "Franchising Your Business" is filled with charts, examples of operation manuals, and a very practical franchiseability test to help a business owner to determine where there my stand in becoming the next great franchise success story. Chapter fourteen was very intriguing for me"Going International"; with the globalization of the world’s economy it’s important that one has a balanced prospective on the opportunities and pitfalls that lurk about in the international marketplace. Don and Pat do a good job of sharing their good and no so good experiences in the shark infested world of international business. The eight-step international checklist is a must read and review for entrepreneurs that aspire to expand their business beyond the shores of their local, regional, and domestic markets. Even though I'm not a teacher, this is a well written book based on first-hand experience and industry knowledge I give it an A+! It truly is a "must read" for anyone wanting to go into franchising and really want to expand their business. As a franchise consultant, I recommended "Franchising Your Business" to every prospective client with information garnered from this book you will be at the "head of the class" Clearly Don is a Guru in the world of franchising. Patrick, Don’s grandson merges their experience and prospective in a way to anticipate every thought you would have, every question, and every action you would take as you investigate, start up of your franchise system. Their goal is to equip the reader with "franchise blueprint knowledge." They have achieved this goal and more. If you are thinking of expanding into a franchise, "Franchising Your Business" is the book for you. If your goal was to take your business to the next level through franchising, the secret to success has been reveled in this resources guide, what you want to accomplish in terms of your franchise goals and what you need to know has been made available in "Franchising Your Business An Owner’s Guide To Franchising As A Growth Option".
Good luck and many blessing to you on the journey!
www.francorp.com
Saturday, September 6, 2008
Francorp Regional Director - Chris Kulas (Omaha, NE)
PRESS RELEASE
FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(402) 210-4331
Francorp Welcomes New Regional Director
(Omaha, NE) - Francorp is proud to announce that Mr. Chris Kulas has been appointed Regional Director of the Greater Omaha, NE area.
Chris has been in Financial Services for over 25 years working with small, middle market, Fortune 500 companies and Governmental Agencies to assist them in becoming more efficient and profitable. He has acted as a senior executive for over 20 years with large national banks, investment firms, as well as starting and operating his consulting company; 22’nd Century Consulting. The scope of his responsibilities included national relationship management, sales management, operations, administration, product development/management and overall profitability. Chris has nationalized regional firms, as well as expanding market share for large institutions through creative concepts. His background encompasses mergers and acquisitions, institutional, commercial, mortgage, merchant and private banking, as well as investment/asset management and insurance services. Attended California State University at Northridge and holds a degree of Bachelor of Science in Business Administration and Marketing. In addition, he has been a speaker at numerous Financial Services Industry conferences, as well as authoring articles for industry publications.
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 (402) 210-4331.
# # #
FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(402) 210-4331
Francorp Welcomes New Regional Director
(Omaha, NE) - Francorp is proud to announce that Mr. Chris Kulas has been appointed Regional Director of the Greater Omaha, NE area.
Chris has been in Financial Services for over 25 years working with small, middle market, Fortune 500 companies and Governmental Agencies to assist them in becoming more efficient and profitable. He has acted as a senior executive for over 20 years with large national banks, investment firms, as well as starting and operating his consulting company; 22’nd Century Consulting. The scope of his responsibilities included national relationship management, sales management, operations, administration, product development/management and overall profitability. Chris has nationalized regional firms, as well as expanding market share for large institutions through creative concepts. His background encompasses mergers and acquisitions, institutional, commercial, mortgage, merchant and private banking, as well as investment/asset management and insurance services. Attended California State University at Northridge and holds a degree of Bachelor of Science in Business Administration and Marketing. In addition, he has been a speaker at numerous Financial Services Industry conferences, as well as authoring articles for industry publications.
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 (402) 210-4331.
# # #
Francorp Regional Director Jack Kuykendall (Los Angeles, CA)
PRESS RELEASE
FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(404) 403-6055
Francorp Welcomes New Regional Director
(Los Angeles, CA) - Francorp is proud to announce that Jack Kuykendall has been appointed Regional Director of the Greater Los Angeles area.
Jack Kuykendall is a consultant. His company, Franchise Guidepost Inc., helps people find profitable and rewarding opportunities that fit their business and lifestyle goals and then utilizes extensive industry contacts to introduce these qualified candidates to top-ranking companies. His motto is “Opportunities for your lifestyle and lifestyles with opportunity.”
As an initial point of contact, Franchise Guidepost acts to save both parties valuable time. There are no forms or contracts and the fee is always paid by the seller, not the client.Franchise Guidepost works with almost three-hundred companies in twenty-nine business categories, including food, coffee or other beverages, senior care, lodging, real estate, maid service, automotive, sports, tanning, business coaching, telecom consulting, staffing, education, window treatments, and pet care. The company is a member of the Rancho Cucamonga Chamber of Commerce, the U.S. Chamber of Commerce, and the Better Business Bureau.Before establishing Franchise Guidepost Inc, Jack worked as a business development and planning manager, specializing in supply chain management, global sourcing and procurement. His former employers include Hitachi, Sony, TOTO and THK America. A native of San Diego, Jack has worked in Tokyo, Atlanta, Cincinnati, and San Francisco. He earned an MBA from Thunderbird and a BA from Occidental College.
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 404-403-6055.
# # #
FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(404) 403-6055
Francorp Welcomes New Regional Director
(Los Angeles, CA) - Francorp is proud to announce that Jack Kuykendall has been appointed Regional Director of the Greater Los Angeles area.
Jack Kuykendall is a consultant. His company, Franchise Guidepost Inc., helps people find profitable and rewarding opportunities that fit their business and lifestyle goals and then utilizes extensive industry contacts to introduce these qualified candidates to top-ranking companies. His motto is “Opportunities for your lifestyle and lifestyles with opportunity.”
As an initial point of contact, Franchise Guidepost acts to save both parties valuable time. There are no forms or contracts and the fee is always paid by the seller, not the client.Franchise Guidepost works with almost three-hundred companies in twenty-nine business categories, including food, coffee or other beverages, senior care, lodging, real estate, maid service, automotive, sports, tanning, business coaching, telecom consulting, staffing, education, window treatments, and pet care. The company is a member of the Rancho Cucamonga Chamber of Commerce, the U.S. Chamber of Commerce, and the Better Business Bureau.Before establishing Franchise Guidepost Inc, Jack worked as a business development and planning manager, specializing in supply chain management, global sourcing and procurement. His former employers include Hitachi, Sony, TOTO and THK America. A native of San Diego, Jack has worked in Tokyo, Atlanta, Cincinnati, and San Francisco. He earned an MBA from Thunderbird and a BA from Occidental College.
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 404-403-6055.
# # #
Tuesday, August 26, 2008
Business is Booming for Health Care Franchises
Business is booming for new health care franchises
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.
www.francorp.com
www.francorpconnect.com
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.
www.francorp.com
www.francorpconnect.com
Friday, August 22, 2008
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 http://www.francorp.com/ or call 678-462-8646.
# # #
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 http://www.francorp.com/ or call 678-462-8646.
# # #
Monday, August 18, 2008
Francorp Client - 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: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.www.francorp.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.www.francorp.com
Saturday, August 16, 2008
Mrs. Fields
NEW YORK - Mrs. Fields Famous Brands LLC said Friday it plans to file for Chapter 11 protection.
The cookie company is reorganizing and working out a prepackaged plan with its creditors, according to a filing Friday with the Securities and Exchange Commission.
Representatives from Mrs. Fields did not immediately return calls for comment.
In the filing, Mrs. Fields, reported "aggressive competition" in its franchising business. "Many of our competitors have greater resources or more favorable business models than ours with which to attract new investors and procure sites," the filing said.
Mrs. Fields also said there has been a decline in customer traffic at shopping malls — a trend that has hurt revenue.
The filing also said the company has experienced a number of franchise store closings since its 2004 fiscal year, and this trend has continued throughout fiscal 2008. Mrs. Fields may need to close more stores in the future, according to the filing.
Many restaurant companies have struggled amid waning discretionary spending from consumers and high gas prices. And over the past several years, Mrs. Fields has altered product offerings and revamped stores to boost its competitive presence and lure customers into its locations.
In 1996, Mrs. Fields Original Cookie Company Inc. was formed when Capricorn Holdings bought Mrs. Fields Inc. and The Original Cookie Company. The company expanded through acquisitions, such as the frozen-yogurt business TCBY, Pretzel Time, and Great American Cookie.
Mrs. Fields has nearly 390 location in the U.S. and at least 80 locations abroad.
The cookie company is reorganizing and working out a prepackaged plan with its creditors, according to a filing Friday with the Securities and Exchange Commission.
Representatives from Mrs. Fields did not immediately return calls for comment.
In the filing, Mrs. Fields, reported "aggressive competition" in its franchising business. "Many of our competitors have greater resources or more favorable business models than ours with which to attract new investors and procure sites," the filing said.
Mrs. Fields also said there has been a decline in customer traffic at shopping malls — a trend that has hurt revenue.
The filing also said the company has experienced a number of franchise store closings since its 2004 fiscal year, and this trend has continued throughout fiscal 2008. Mrs. Fields may need to close more stores in the future, according to the filing.
Many restaurant companies have struggled amid waning discretionary spending from consumers and high gas prices. And over the past several years, Mrs. Fields has altered product offerings and revamped stores to boost its competitive presence and lure customers into its locations.
In 1996, Mrs. Fields Original Cookie Company Inc. was formed when Capricorn Holdings bought Mrs. Fields Inc. and The Original Cookie Company. The company expanded through acquisitions, such as the frozen-yogurt business TCBY, Pretzel Time, and Great American Cookie.
Mrs. Fields has nearly 390 location in the U.S. and at least 80 locations abroad.
Friday, August 15, 2008
Don Boroian - How to Buy and Manage a Franchise
The American Dream with a Safety Net:
An Introduction to Franchising
Fred DeLuca needed cash. At seventeen, he was ready for college, but unless he raised some
money fast, he knew he couldn’t cover his first-year expenses at Connecticut’s University of
Bridgeport. As it would turn out, DeLuca’s solution for financing his college education would
lead to one of the biggest franchising success stories of the late eighties and early nineties. But
back in 1965, all he wanted was a financial fix.
DeLuca approached a wealthy family friend for the money. He recalls hoping that Peter
Buck, a nuclear physicist, would “reach into his pocket and pull out a big stack of hundred-dollar
bills.” Instead, Buck offered something more valuable – a business proposition. Instead of a gift
or loan, he would give the youngster $1,000 to open a submarine sandwich shop. And so Pete’s
Submarines of Bridgeport was born.
After a slow start (and a name change), the partners added fifteen more sandwich shops
in the following eight years. The chain had potential for further growth, but the traditional
method of building and operating company-owned stores was proving to be slow and costly.
The choice of an alternative wasn’t hard to make. McDonald’s and Kentucky Fried Chicken,
among others, had set an excellent example by franchising, and it was in that direction that
DeLuca turned to expand his business.
More than twenty-five years after it was started as a collegiate money-making venture,
this submarine sandwich idea has truly paid off. DeLuca and Buck’s business has become the
pacesetter among sandwich chains, setting a growth standard believed to be untouched by even
mega outlet food giants such as McDonald’s or Domino’s Pizza. In a single year – 1988 –
Subway, as the franchise is now called, opened more than one thousand outlets, a feat never
previously accomplished by a single chain.
Of course, opening a sandwich shop isn’t a rocket-scientist type of proposition. All one
needs is money (which, as has been demonstrated, can be someone else’s) and desire. Even
making that shop a success isn’t a superhuman task. Combine hard work, a good product, and a
reasonably decent location, and you can be the local roast beef and salami king. But to establish
and successfully duplicate such a store a few thousand times across the country and around the
world takes more than a profitable outlet (or even a few such outlets). It takes one of two things:
(1) Nearly unlimited capital (quite literally in the billions of dollars) to finance such growth; or
(2) the proven, synergistic power of franchising.
Chapter One
Compliments of Francorp Connect, Inc. 7 www.francorpconnect.com
So if you happen to have a couple of billion dollars lying around in a family trust, or a
friendly banker whose loan checks come preprinted with nine zeros, then what follows will
likely not be of much interest to you. But if you have a desire to become part of – or simply
learn more about – franchising, the successful and growing form of business the U.S.
Department of Commerce has called “the wave of the future”, this book is the source you’ve
been looking for.
As franchising has grown in prominence and performance, it has attracted wide coverage in the
media – some positive, some negative; some aimed at potential franchisees, some at franchisors;
some purely analytical, some philosophical and esoteric. But what was missing was a
comprehensive, easy to read (and perhaps fun to read) book that tied it all together – a book that
combined practical and useful information for both franchisees and franchisors with unbiased
reporting and interpretation of the development and influence of franchising. The challenge,
then, is to fill this information gap.
This book sets out to be the only book anyone (be they franchisees, franchisors, or even
just curious consumers) needs to read about franchising. And that’s not just a boast or some
lofty goal – it is our personal mission as authors.
Perhaps it sounds too simple: anyone with any interest in franchising. But it’s true. This book
was written with the widest possible variety of readers in mind. Whether you are interested in
purchasing a franchise (that is, becoming a franchisee), developing an existing business into a
franchise (becoming a franchisor), or simply learning more about the form of business
responsible for more than one-third of all retail sales in the United States, this book will inform,
educate, and perhaps even amaze you.
Do you dream of becoming your own boss but are wary of striking out on your own?
We’ll help you assess whether you’re ready (financially and emotionally) to become a
franchisee. Are you ready to buy a franchise, but not sure which one to choose? We’ll give you
some valuable advice to help narrow which franchises are best suited to you.
Perhaps you own a small (or even not so small) business and are considering expansion.
We’ll help you answer two questions of paramount importance when it comes to considering a
franchise program: (1) Is your business franchisable? and, (2) if so, what is the best way to go
about it? The fact is times have never been better to consider expansion through franchising, for
anyone who owns or operates a successful business. There is definitely an audience of qualified
potential franchisees available. Big corporations, including many Fortune 500 companies, are
stripping away layers of middle managers with layoffs and early retirements. Add to this pool of
Why This Book?
Who Should Read This Book?
Compliments of Francorp Connect, Inc. 8 www.francorpconnect.com
talent the growing number of executives whose jobs have been “leveraged” out of existence (due
to buy outs, mergers, and other corporate reshufflings), and you have an experienced and
professional class of people ready for a new challenge. For many of these people – and others
ready for a change – franchising is the best choice.
Joe’s brother, John Mancuso, is a good example of a new breed of franchisee. He owned
and operated a small machine shop in Hartford, Connecticut, for the past half dozen years. He
also was a customer of the local Physicians Weight Loss Center in Hartford, and trimmed down
from a hefty 270 pounds to close to 210 pounds. He was thrilled with his weight loss -- so much
so that he sold his machine shop and used the proceeds to acquire the franchise location where he
had lost weight. Rather than start a new business in an area that interested him (but in which he
had no practical experience), he bought the franchise and the national reputation and source of
knowledge that went with it – a franchise that he knew was effective, because it helped him lose
weight.
John had never anticipated being involved with franchising, but at the age of forty, he too
came to marvel at the power of the concept. (But, as you’ll learn later in this book, John lost
more than just weight. That was another motivation to write this book.)
Franchising is a broad term that described a relationship between two or more parties. In
general, the purpose of this relationship is to distribute goods and/or services. The two primary
types of franchise systems in the United States are product or tradename franchising and
business-format franchising. Product or tradename franchising is franchising in its most limited
form: A manufacturer grants another party a license to sell goods produced by the manufacturer.
Principal examples of this form of franchising include sales of cars through dealerships, gasoline
through service station, and soft drinks through local bottlers.
For the purposes of this book, we will almost always be discussing the other type –
business-format franchising. We will refer to it by the simpler term franchising. Under
business-format franchising, a business owner or manager (the franchisor) allows someone to
market products or services using her name, trademark, and most importantly, her prescribed
business format – thus the name business-format franchising. (Frequently – in fact, usually – the
products sold are not provided by the franchisor.) In return for use of the name and system, the
franchisee – as that person or organization is called – pays a fee and, usually, an ongoing royalty
(in the form of a percentage of sales). Moreover, the franchisee pays all the costs of going into
business. The effect of business-format franchising is to make it less a system of distribution
than a system of proliferation or expansion.
www.francorpconnect.com
An Introduction to Franchising
Fred DeLuca needed cash. At seventeen, he was ready for college, but unless he raised some
money fast, he knew he couldn’t cover his first-year expenses at Connecticut’s University of
Bridgeport. As it would turn out, DeLuca’s solution for financing his college education would
lead to one of the biggest franchising success stories of the late eighties and early nineties. But
back in 1965, all he wanted was a financial fix.
DeLuca approached a wealthy family friend for the money. He recalls hoping that Peter
Buck, a nuclear physicist, would “reach into his pocket and pull out a big stack of hundred-dollar
bills.” Instead, Buck offered something more valuable – a business proposition. Instead of a gift
or loan, he would give the youngster $1,000 to open a submarine sandwich shop. And so Pete’s
Submarines of Bridgeport was born.
After a slow start (and a name change), the partners added fifteen more sandwich shops
in the following eight years. The chain had potential for further growth, but the traditional
method of building and operating company-owned stores was proving to be slow and costly.
The choice of an alternative wasn’t hard to make. McDonald’s and Kentucky Fried Chicken,
among others, had set an excellent example by franchising, and it was in that direction that
DeLuca turned to expand his business.
More than twenty-five years after it was started as a collegiate money-making venture,
this submarine sandwich idea has truly paid off. DeLuca and Buck’s business has become the
pacesetter among sandwich chains, setting a growth standard believed to be untouched by even
mega outlet food giants such as McDonald’s or Domino’s Pizza. In a single year – 1988 –
Subway, as the franchise is now called, opened more than one thousand outlets, a feat never
previously accomplished by a single chain.
Of course, opening a sandwich shop isn’t a rocket-scientist type of proposition. All one
needs is money (which, as has been demonstrated, can be someone else’s) and desire. Even
making that shop a success isn’t a superhuman task. Combine hard work, a good product, and a
reasonably decent location, and you can be the local roast beef and salami king. But to establish
and successfully duplicate such a store a few thousand times across the country and around the
world takes more than a profitable outlet (or even a few such outlets). It takes one of two things:
(1) Nearly unlimited capital (quite literally in the billions of dollars) to finance such growth; or
(2) the proven, synergistic power of franchising.
Chapter One
Compliments of Francorp Connect, Inc. 7 www.francorpconnect.com
So if you happen to have a couple of billion dollars lying around in a family trust, or a
friendly banker whose loan checks come preprinted with nine zeros, then what follows will
likely not be of much interest to you. But if you have a desire to become part of – or simply
learn more about – franchising, the successful and growing form of business the U.S.
Department of Commerce has called “the wave of the future”, this book is the source you’ve
been looking for.
As franchising has grown in prominence and performance, it has attracted wide coverage in the
media – some positive, some negative; some aimed at potential franchisees, some at franchisors;
some purely analytical, some philosophical and esoteric. But what was missing was a
comprehensive, easy to read (and perhaps fun to read) book that tied it all together – a book that
combined practical and useful information for both franchisees and franchisors with unbiased
reporting and interpretation of the development and influence of franchising. The challenge,
then, is to fill this information gap.
This book sets out to be the only book anyone (be they franchisees, franchisors, or even
just curious consumers) needs to read about franchising. And that’s not just a boast or some
lofty goal – it is our personal mission as authors.
Perhaps it sounds too simple: anyone with any interest in franchising. But it’s true. This book
was written with the widest possible variety of readers in mind. Whether you are interested in
purchasing a franchise (that is, becoming a franchisee), developing an existing business into a
franchise (becoming a franchisor), or simply learning more about the form of business
responsible for more than one-third of all retail sales in the United States, this book will inform,
educate, and perhaps even amaze you.
Do you dream of becoming your own boss but are wary of striking out on your own?
We’ll help you assess whether you’re ready (financially and emotionally) to become a
franchisee. Are you ready to buy a franchise, but not sure which one to choose? We’ll give you
some valuable advice to help narrow which franchises are best suited to you.
Perhaps you own a small (or even not so small) business and are considering expansion.
We’ll help you answer two questions of paramount importance when it comes to considering a
franchise program: (1) Is your business franchisable? and, (2) if so, what is the best way to go
about it? The fact is times have never been better to consider expansion through franchising, for
anyone who owns or operates a successful business. There is definitely an audience of qualified
potential franchisees available. Big corporations, including many Fortune 500 companies, are
stripping away layers of middle managers with layoffs and early retirements. Add to this pool of
Why This Book?
Who Should Read This Book?
Compliments of Francorp Connect, Inc. 8 www.francorpconnect.com
talent the growing number of executives whose jobs have been “leveraged” out of existence (due
to buy outs, mergers, and other corporate reshufflings), and you have an experienced and
professional class of people ready for a new challenge. For many of these people – and others
ready for a change – franchising is the best choice.
Joe’s brother, John Mancuso, is a good example of a new breed of franchisee. He owned
and operated a small machine shop in Hartford, Connecticut, for the past half dozen years. He
also was a customer of the local Physicians Weight Loss Center in Hartford, and trimmed down
from a hefty 270 pounds to close to 210 pounds. He was thrilled with his weight loss -- so much
so that he sold his machine shop and used the proceeds to acquire the franchise location where he
had lost weight. Rather than start a new business in an area that interested him (but in which he
had no practical experience), he bought the franchise and the national reputation and source of
knowledge that went with it – a franchise that he knew was effective, because it helped him lose
weight.
John had never anticipated being involved with franchising, but at the age of forty, he too
came to marvel at the power of the concept. (But, as you’ll learn later in this book, John lost
more than just weight. That was another motivation to write this book.)
Franchising is a broad term that described a relationship between two or more parties. In
general, the purpose of this relationship is to distribute goods and/or services. The two primary
types of franchise systems in the United States are product or tradename franchising and
business-format franchising. Product or tradename franchising is franchising in its most limited
form: A manufacturer grants another party a license to sell goods produced by the manufacturer.
Principal examples of this form of franchising include sales of cars through dealerships, gasoline
through service station, and soft drinks through local bottlers.
For the purposes of this book, we will almost always be discussing the other type –
business-format franchising. We will refer to it by the simpler term franchising. Under
business-format franchising, a business owner or manager (the franchisor) allows someone to
market products or services using her name, trademark, and most importantly, her prescribed
business format – thus the name business-format franchising. (Frequently – in fact, usually – the
products sold are not provided by the franchisor.) In return for use of the name and system, the
franchisee – as that person or organization is called – pays a fee and, usually, an ongoing royalty
(in the form of a percentage of sales). Moreover, the franchisee pays all the costs of going into
business. The effect of business-format franchising is to make it less a system of distribution
than a system of proliferation or expansion.
www.francorpconnect.com
Franchise Demand
Creativity, flexibility carry franchises through tough times
National Restaurant Association SmartBrief 08/15/2008
Despite a sour economy, companies are finding ways to make their franchises grow, taking advantage of lower real estate prices and changing the way they market themselves. Even franchisors in industries that have stayed in demand, such as education and cruises, are coming up with new ideas for growth. Entrepreneur.com (08/13)
National Restaurant Association SmartBrief 08/15/2008
Despite a sour economy, companies are finding ways to make their franchises grow, taking advantage of lower real estate prices and changing the way they market themselves. Even franchisors in industries that have stayed in demand, such as education and cruises, are coming up with new ideas for growth. Entrepreneur.com (08/13)
Monday, August 11, 2008
Marriott Being Social
Being Social
Meet the new facebook of Marriott
By Nancy WeingartnerAs published in: Franchise Times - August 2008
Kathleen Matthews is viewing the news from a different angle. Instead of reporting the news from behind the anchor desk, she's now making the news for Marriott using new media techniques.
Cover photo by Steven E. PurcellWhen Kathleen Matthews created her Facebook page as part of her new-media campaign at Marriott International, two of the first people she invited to be her "friend" turned her down flat. But they were her children, after all - one of whom called her to complain; the other simply ignored her. Matthews' oldest child, Michael, perhaps in a pity move, did accept her offer of cyber friendship, she says, laughing.
Matthews, a former award-winning news anchor in the Washington, D.C., market and wife of "Hardball" host Chris Matthews, is settling comfortably into a life of making news, as opposed to reporting it, for the somewhat staid Marriott brand.
Her charge as executive vice president, global communications & public affairs, is multifold, which is what appealed to her when offered the job 18 months ago. In addition to handling public relations, her role was expanded to encompass politics; social responsibility, such as Marriott's green initiatives; and new media. New media, by the way, is using nontraditional channels to get a company's story out, such as the social networking site, Facebook, plus blogs and online videos viewed on sites such as You Tube.
"She's a dynamo; no one can keep up with her," says Jay Hamilton, Marriott's senior director of public relations. "By the time she walks by your door she's mentioned five things you need to write down (and do)." And she repeats this process all the way down the row of offices, her co-workers say.
Walking and talking, both at a fast clip, to have her photo shot in front of the world flags that signify Marriott's international scope, Matthews does indeed appear to be a dynamo. Still looking the part of a news anchor, Matthews was dressed in her favorite color, red. It's a hue that dominates her office décor from the chairs to the espresso maker. Red also "pops" on television and now she has one more reason to wear red, it's the signature color of her new charge, Marriott.
Matthews exudes confidence - friendly, but not chummy. A runner, she's in constant forward motion. Her desk at the time of this interview was covered in stacks of paperwork, and she joked that her boss wouldn't want her picture taken there. Her department has an abundance of flat-screen TVs turned to the news - especially MSNBC, the station that runs Chris Matthews' show. "If we want to put Marriott in the news, we have to know what the news is," she states.
A familiar spot for someone used to being pitched stories.
"She's always looking for the next big idea, how you can maximize news," says Gordon Lambourne, senior vice president of global PR. "She's intuitive of what the media's interested in."
Perhaps that's why Matthews is a nine-time Emmy winner for her news coverage in the Beltway. Reporting the local news was ideal while her children were younger. "I didn't travel, and I had a predictable schedule," she says. "(Plus) I brought home stories that made me a better mother." While other mothers may have struggled talking to their children about HIV or drunken driving, Matthews says she was able to bring up one of the stories she had just reported on to launch the subject with her teens.
For the most part, her children kept the fact that they had high-profile parents a secret from their friends and teachers. "People were surprised to find out Chris and I are married because most women (in TV) keep their (maiden) names," she says.
Being half of a celebrity couple makes it a little harder to balance work and home. Like most working women, Matthews says she was always "time-starved." "I try to let the worlds bleed into each other," she says. When her children were younger, they would come to the studio with her when need be, and "Chris took them to New Hampshire every four years to cover the presidential primary."
Ironically, the contacts she spent years amassing as a news anchor have helped her more in her position with Marriott than when she was sitting behind the anchor desk. It's also given her a different perspective on the news to offer her husband. "It's exciting to bring a new skill set home," she says.
And Marriott has benefited from having Chris Matthews, who usually commands a hefty speaking fee, talk at Marriott functions, she says.
Moving up Marriott
There's a method to introducing new-media channels to an established brand. For instance, her Facebook page is the equivalent to the old-fashioned suggestion box. Her circle of "friends,"
or contacts, can send her messages, or she can alert a group to new innovations at Marriott in real time. Gen Y associates like her Facebook page, she says, and baby boomers, "who are always trying to be relevant, love it because they always want new ideas."
One of her first coups at the hotel chain was to convince Bill Marriott, the 80-something chairman, to blog. His first reaction after learning the definition of a blog was that it would be impossible for him to do because he doesn't type, nor does he use a computer. Matthews says she convinced him to record his message on a small, digital tape recorder for someone on staff to type. A hard copy is then printed out for his edits.
Bill Marriott is one of the few top executives to have a blog, and most likely the oldest. His subject matter varies from his revelation that he does Pilates regularly, which led to the creation of an exercise studio for employees at Marriott headquarters, to praise for franchisees and their staffs who helped during the Midwest flooding earlier this summer. His blog on lessons learned as a Boy Scout had 5,000 hits, Matthews says.
The purpose of the blog is two-fold. It drives traffic to the site - a link to booking a room at a hotel property, generated $1 million in room revenue, Matthews says - but it also is a way for the personable CEO to visit all 3,000 properties without leaving town.
When he does visit his hotels, Matthews says staff will gather in the lobby and actually applaud. "He's so warmly received everywhere he goes," she adds. Which isn't hard to understand, given that Marriott likes to visit with the housekeeping staff and tour the kitchens, not just meet with management.
"Traveling with Bill is like traveling with the secretary of state - no make that the president and Bono combined," she says, laughing. It's also a full day's worth of work, since Marriott visits between 10 and 15 hotels a day on the road.
Marriott's interviews, as well as any company news, such as the grand opening of its 3,000th hotel, are posted on the Marriott page on You Tube. Footage of the grand opening of that hotel, which just happened to be in China, was fed back to headquarters within hours of the ceremony, where 3,000 trees were planted as part of Marriott's green initiative. Footage of the event was immediately edited and posted on the Web, says Lambourne. "We were able to combine new media and traditional media to get the story out," he says.
In addition to using new media for external communications, Marriott also takes advantage of ways to keep employees and franchisees in the loop. And Matthews has a chart detailing the many ways headquarters reaches out to its constituencies.
Nick Powills of No Limit Media Consulting marvels that more franchisors aren't blogging.While Marriott International may be ahead of the curve by embracing new media in so many facets, it's something all franchisors should be doing, according to PR professional Nick Powills of No Limit Media Consulting who blogs about new media.
Marriott's use of social networking is right on target, Powills says. Every time it posts a blog or adds something to its social Web pages, the company's name moves up on search engines. "You want your franchisees to find as much positive information on your brand as possible," he says. "It drives content and you can control the message." For instance, a negative posting to a blog or Web page can be deleted.
Social networking sites give consumers a way to comment on their stay at the Marriott brands - which include Ritz Carlton, Fairfield Inn, Renaissance and Residence Inn - or give their opinions on the company's green initiatives or a hotel's amenities. And in a world where we can't trust whether the TV character is drinking a Coke because the script calls for it, or because Coke paid for a product endorsement, having "real" people's input on brands is seen as invaluable.
These sites are also a way for the company to offer a special room rate, announce a new opening or alert consumers that Marriott International is getting greener by offering recycled pens.
The company actually does offer recycled pens. "We buy 47 million Bic pens as a company a year," she says. "We worked with (Bic) to develop recyclable pens." The company also has gone to toilet paper with no cardboard rolls.
"Bill (Marriott) is a great evangelist for these initiatives," Matthews states. "Social responsibility is so important for companies." Remaining competitive and able to attract a "world-class workforce," means being green. In addition, she adds, climate changes greatly influence their hotels, so it's in the company's best interest to reduce its carbon footprint and to encourage vendors to do the same.
And with the buying power of 3,000 hotels, the brand has considerable clout.
The purpose of all her creative energy is to guide Marriott so that it stays cutting edge and relative to both its employees and guests.
New media has proven a popular way to connect with customers. For instance, guests of the Courtyard brand were asked what kind of hotel they wanted, and their candid responses were captured on film and uploaded to http://www.gocourtyard.com/. "We continue to get comments" from guests, Matthews says.
On the other hand, Bill Marriott's blog gives a behemoth brand a human face. His musings are supplemented with video clips, like a recent one starring the young pop-and-lock dancer whose silhouette is featured on the Apple iTune commercials.
And while more than 100 million people have blogs - Time magazine named bloggers its person of the year in 2006 - Powills says he's surprised more franchisors aren't doing it. Or that they don't have Facebook pages, since Powill's research reveals the site had 123.9 million unique visitors in May of this year alone and is the Internet's No. 6 most visited site.
Stay tuned, because as soon as this article comes out Matthews probably will have added another dozen sites to Marriott's new media campaign, or found some other innovative way to get the brand into the news.
"She's just what we needed," says her assistant Marilyn Cole. "I don't know how she does everything. But we're having fun."
www.francorpconnect.com
Meet the new facebook of Marriott
By Nancy WeingartnerAs published in: Franchise Times - August 2008
Kathleen Matthews is viewing the news from a different angle. Instead of reporting the news from behind the anchor desk, she's now making the news for Marriott using new media techniques.
Cover photo by Steven E. PurcellWhen Kathleen Matthews created her Facebook page as part of her new-media campaign at Marriott International, two of the first people she invited to be her "friend" turned her down flat. But they were her children, after all - one of whom called her to complain; the other simply ignored her. Matthews' oldest child, Michael, perhaps in a pity move, did accept her offer of cyber friendship, she says, laughing.
Matthews, a former award-winning news anchor in the Washington, D.C., market and wife of "Hardball" host Chris Matthews, is settling comfortably into a life of making news, as opposed to reporting it, for the somewhat staid Marriott brand.
Her charge as executive vice president, global communications & public affairs, is multifold, which is what appealed to her when offered the job 18 months ago. In addition to handling public relations, her role was expanded to encompass politics; social responsibility, such as Marriott's green initiatives; and new media. New media, by the way, is using nontraditional channels to get a company's story out, such as the social networking site, Facebook, plus blogs and online videos viewed on sites such as You Tube.
"She's a dynamo; no one can keep up with her," says Jay Hamilton, Marriott's senior director of public relations. "By the time she walks by your door she's mentioned five things you need to write down (and do)." And she repeats this process all the way down the row of offices, her co-workers say.
Walking and talking, both at a fast clip, to have her photo shot in front of the world flags that signify Marriott's international scope, Matthews does indeed appear to be a dynamo. Still looking the part of a news anchor, Matthews was dressed in her favorite color, red. It's a hue that dominates her office décor from the chairs to the espresso maker. Red also "pops" on television and now she has one more reason to wear red, it's the signature color of her new charge, Marriott.
Matthews exudes confidence - friendly, but not chummy. A runner, she's in constant forward motion. Her desk at the time of this interview was covered in stacks of paperwork, and she joked that her boss wouldn't want her picture taken there. Her department has an abundance of flat-screen TVs turned to the news - especially MSNBC, the station that runs Chris Matthews' show. "If we want to put Marriott in the news, we have to know what the news is," she states.
A familiar spot for someone used to being pitched stories.
"She's always looking for the next big idea, how you can maximize news," says Gordon Lambourne, senior vice president of global PR. "She's intuitive of what the media's interested in."
Perhaps that's why Matthews is a nine-time Emmy winner for her news coverage in the Beltway. Reporting the local news was ideal while her children were younger. "I didn't travel, and I had a predictable schedule," she says. "(Plus) I brought home stories that made me a better mother." While other mothers may have struggled talking to their children about HIV or drunken driving, Matthews says she was able to bring up one of the stories she had just reported on to launch the subject with her teens.
For the most part, her children kept the fact that they had high-profile parents a secret from their friends and teachers. "People were surprised to find out Chris and I are married because most women (in TV) keep their (maiden) names," she says.
Being half of a celebrity couple makes it a little harder to balance work and home. Like most working women, Matthews says she was always "time-starved." "I try to let the worlds bleed into each other," she says. When her children were younger, they would come to the studio with her when need be, and "Chris took them to New Hampshire every four years to cover the presidential primary."
Ironically, the contacts she spent years amassing as a news anchor have helped her more in her position with Marriott than when she was sitting behind the anchor desk. It's also given her a different perspective on the news to offer her husband. "It's exciting to bring a new skill set home," she says.
And Marriott has benefited from having Chris Matthews, who usually commands a hefty speaking fee, talk at Marriott functions, she says.
Moving up Marriott
There's a method to introducing new-media channels to an established brand. For instance, her Facebook page is the equivalent to the old-fashioned suggestion box. Her circle of "friends,"
or contacts, can send her messages, or she can alert a group to new innovations at Marriott in real time. Gen Y associates like her Facebook page, she says, and baby boomers, "who are always trying to be relevant, love it because they always want new ideas."
One of her first coups at the hotel chain was to convince Bill Marriott, the 80-something chairman, to blog. His first reaction after learning the definition of a blog was that it would be impossible for him to do because he doesn't type, nor does he use a computer. Matthews says she convinced him to record his message on a small, digital tape recorder for someone on staff to type. A hard copy is then printed out for his edits.
Bill Marriott is one of the few top executives to have a blog, and most likely the oldest. His subject matter varies from his revelation that he does Pilates regularly, which led to the creation of an exercise studio for employees at Marriott headquarters, to praise for franchisees and their staffs who helped during the Midwest flooding earlier this summer. His blog on lessons learned as a Boy Scout had 5,000 hits, Matthews says.
The purpose of the blog is two-fold. It drives traffic to the site - a link to booking a room at a hotel property, generated $1 million in room revenue, Matthews says - but it also is a way for the personable CEO to visit all 3,000 properties without leaving town.
When he does visit his hotels, Matthews says staff will gather in the lobby and actually applaud. "He's so warmly received everywhere he goes," she adds. Which isn't hard to understand, given that Marriott likes to visit with the housekeeping staff and tour the kitchens, not just meet with management.
"Traveling with Bill is like traveling with the secretary of state - no make that the president and Bono combined," she says, laughing. It's also a full day's worth of work, since Marriott visits between 10 and 15 hotels a day on the road.
Marriott's interviews, as well as any company news, such as the grand opening of its 3,000th hotel, are posted on the Marriott page on You Tube. Footage of the grand opening of that hotel, which just happened to be in China, was fed back to headquarters within hours of the ceremony, where 3,000 trees were planted as part of Marriott's green initiative. Footage of the event was immediately edited and posted on the Web, says Lambourne. "We were able to combine new media and traditional media to get the story out," he says.
In addition to using new media for external communications, Marriott also takes advantage of ways to keep employees and franchisees in the loop. And Matthews has a chart detailing the many ways headquarters reaches out to its constituencies.
Nick Powills of No Limit Media Consulting marvels that more franchisors aren't blogging.While Marriott International may be ahead of the curve by embracing new media in so many facets, it's something all franchisors should be doing, according to PR professional Nick Powills of No Limit Media Consulting who blogs about new media.
Marriott's use of social networking is right on target, Powills says. Every time it posts a blog or adds something to its social Web pages, the company's name moves up on search engines. "You want your franchisees to find as much positive information on your brand as possible," he says. "It drives content and you can control the message." For instance, a negative posting to a blog or Web page can be deleted.
Social networking sites give consumers a way to comment on their stay at the Marriott brands - which include Ritz Carlton, Fairfield Inn, Renaissance and Residence Inn - or give their opinions on the company's green initiatives or a hotel's amenities. And in a world where we can't trust whether the TV character is drinking a Coke because the script calls for it, or because Coke paid for a product endorsement, having "real" people's input on brands is seen as invaluable.
These sites are also a way for the company to offer a special room rate, announce a new opening or alert consumers that Marriott International is getting greener by offering recycled pens.
The company actually does offer recycled pens. "We buy 47 million Bic pens as a company a year," she says. "We worked with (Bic) to develop recyclable pens." The company also has gone to toilet paper with no cardboard rolls.
"Bill (Marriott) is a great evangelist for these initiatives," Matthews states. "Social responsibility is so important for companies." Remaining competitive and able to attract a "world-class workforce," means being green. In addition, she adds, climate changes greatly influence their hotels, so it's in the company's best interest to reduce its carbon footprint and to encourage vendors to do the same.
And with the buying power of 3,000 hotels, the brand has considerable clout.
The purpose of all her creative energy is to guide Marriott so that it stays cutting edge and relative to both its employees and guests.
New media has proven a popular way to connect with customers. For instance, guests of the Courtyard brand were asked what kind of hotel they wanted, and their candid responses were captured on film and uploaded to http://www.gocourtyard.com/. "We continue to get comments" from guests, Matthews says.
On the other hand, Bill Marriott's blog gives a behemoth brand a human face. His musings are supplemented with video clips, like a recent one starring the young pop-and-lock dancer whose silhouette is featured on the Apple iTune commercials.
And while more than 100 million people have blogs - Time magazine named bloggers its person of the year in 2006 - Powills says he's surprised more franchisors aren't doing it. Or that they don't have Facebook pages, since Powill's research reveals the site had 123.9 million unique visitors in May of this year alone and is the Internet's No. 6 most visited site.
Stay tuned, because as soon as this article comes out Matthews probably will have added another dozen sites to Marriott's new media campaign, or found some other innovative way to get the brand into the news.
"She's just what we needed," says her assistant Marilyn Cole. "I don't know how she does everything. But we're having fun."
www.francorpconnect.com
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