francorp
Filed under: Franchising | Tags: don boroian, franchise consulting, franchise my business, Franchising, Francorp
Leading the World in Franchising
Francorp is the worldwide leader in franchise development and consulting. From our headquarters in Chicago, Francorp has grown to 22 offices with presence not only in the United States, but all over South America, Asia, the Middle East, and South Africa as well.
We have developed over 3,000 franchises and assisted more than 10,000 companies worldwide in their expansion, and have been named as one of the top 100 management consulting firms in North America by Consultation News. Our company is regularly quoted in business publications like The Wall Street Journal, New York Times, Fortune, Business Week and Forbes.
Francorp Philippines is part of the worldwide network of Francorp International. Organized in Manila in 1996, it is today’s premier and leading franchise developer in the country, with over 200 successful franchises developed or assisted at various stages of their growth. Francorp clients account for 25% of the established and reputable franchises in the Philippine market and reaches out to as many as 5,000 entrepreneurs nationwide annually. These clients, who value our company’s expertise and experience, make us the industry leader that we are today.
Vision
The promotion of franchising as a tool for business growth and economic development by multiplying enterprises and creating jobs.
Mission
· To help Filipino entrepreneurs discover their franchise potential.
· To assist Filipino businesses to rapidly expand their operations nationally and internationally, using the right franchise strategies and techniques.
· To aid local franchisors in improving or revitalizing their existing franchise.
Filed under: Franchising | Tags: angel investors, christopher james conner, don boroian, franchise consultant, franchise development, franchise my business, Francorp
Gloria Jean’s hits Czech Republic
Thursday, 26 February 2009
The coffee business is said to be recession proof, and franchise Gloria Jean’s is attempting to prove just that by opening its first store in the Czech Republic.
The coffee shop franchise already operates in the United States, Slovakia, Germany and Hungary, and has over 915 stores worldwide with 36 major franchise partners. The company has appointed Asko Nabytek has its partner in the Czech Republic.
Executive chairman of Gloria Jean’s, Nabi Saleh, said: “With an already established coffee culture in the Czech Republic, we believe there is significant potential for the unique product offering of Gloria Jean’s Coffees.”
“Gloria Jean’s Coffees International already operates successful businesses in Romania, Hungary and Kazakhstan, and we believe this will be a valuable addition to our eastern European market.”
Filed under: Franchising | Tags: don boroian, franchise consulting, franchise tradeshows, Francorp, francorp connect, francorp consulting
Dunkin’ Donuts opens first Alabama store
Birmingham Business Journal – by Lauren B. Cooper Staff
Related News
Alabama’s first Dunkin’ Donuts under a new expansion plan opened earlier this month in Dothan, the Massachusetts-based company said.
The company is making progress on its plan to open 142 locations in Alabama over the next several years following an announcement the company made last year.
Since then, the Dothan store has opened and the franchise signed a multi-unit store development agreement with Gulf Coast Franchise Group LLC to develop 40 stores in Mobile and Pensacola, Fla.
Plans call for six restaurants to open in Mobile this year, three in Pensacola and the rest over the next six years.
In a 2007 Birmingham Business Journal article, Dunkin’ Donuts said it planned to open more than 70 locations in the Birmingham area over the next several years.
A direct competitor of Krispy Kreme, a national donut franchise in the area, Dunkin’ Donuts has said it plans to have 15,000 locations across the country by 2020.
The restaurants can be found in shopping centers, convenience stores, retail establishments and free-standing facilities and employ 20 to 30 full- and part-time people.
Filed under: Franchising | Tags: don boroian, franchise a business, franchise consultant, franchise consultants, franchise development, Francorp, francorp consulting
[2009-02-26] Yum! Brands Inc. (NYSE: YUM) today announced the appointment of Micky Pant, 54, as president, Global Branding, a newly created position reporting directly to David C. Novak, Yum! Brands chairman and CEO. Pant will also retain his position as chief marketing officer for Yum! Brands’ Dallas-based international division, Yum! Restaurants International (YRI), reporting to Graham Allan, president, YRI.
In his new role, Pant will be responsible for leading and establishing a singular global brand positioning and identity for KFC, Pizza Hut and ultimately for all of the Company’s brands around the world. Pant will continue to serve on the Yum! Partner’s Council leadership team and retain his current accountabilities for YRI, including having all of the chief marketing officers in the U.S. and around the world report to him on a dotted line basis.
“Micky Pant is an outstanding leader, and one of the most talented marketers and brand builders in the entire restaurant industry. I’m excited for him to continue to build synergy and know-how across our global marketing system to achieve breakthrough results,” says David Novak, Chairman and CEO.
Pant has served as global chief concept officer for Yum! Brands, CMO for YRI, and president for Taco Bell International for nearly four years, joining the company in 2005 from Reebok International, where he worked for 10 years in various marketing capacities, including global chief marketing officer. During this time, Reebok was the winner of two Golden Lion awards at the Cannes Film Festival in 1999 and 2003, considered by some to be the highest honor in advertising, and was also recognized as the Interactive Marketer of the Year by Adweek magazine in 2003. Pant has also worked at PepsiCo and spent 15 years with Unilever in India and the United Kingdom.
Yum! Brands Inc., based in Louisville, Kentucky, is the world’s largest restaurant company in terms of system restaurants, with more than 36,000 restaurants in more than 110 countries and territories.
Filed under: Franchising | Tags: angel investors, don boroian, franchise consultant, franchise development, franchise my business, Francorp, francorp consulting
Synergy HomeCare® Welcomes Two New Team Members
(Gilbert, AZ)—When selecting care for a loved one, people want the best service available. It makes sense that the companies providing home care services adhere to the same standards, employing only those individuals with the top qualifications. One such company, Synergy HomeCare®, not only hires the finest candidates but views each employee as an extension of their business family. The company’s two newest additions, Shirley McElroy and John Baillon, are no exception.
McElroy joined Synergy as franchisee development manager in January following an eight-year career with Houston-based Cameo Home Health Care. McElroy filled many roles at Cameo, ranging from business director to company president – a position she held for two years – and is enthusiastic to put the knowledge from her previous endeavors to use in her new position.
Baillon became Synergy HomeCare®’s director of franchise sales in March. While McElroy brought years of health care experience, Baillon comes to Synergy armed with over 30 years of franchise expertise from companies including Hot Stuff Foods®, Shakey’s Pizza®, Peter Piper Pizza®, IDQ®, Carlson Companies, and Yorkshire Global Restaurants. Baillon hopes to increase Synergy’s presence in several new markets, including Alabama, California, Colorado, Florida, Georgia, Illinois, Massachusetts, Minnesota, New Jersey, New York, Nevada, Ohio, Pennsylvania, Tennessee, Texas, Virginia and Washington by the end of the year.
“Our growth over the past year has been tremendous and we expect that trend to continue,” said Peter Tourian, Synergy’s founder, president and CEO. “We needed to bring in qualified people to help with the growth and John and Shirley were the right choices to help us achieve our goal. We’re excited to have them both on board.”
Synergy HomeCare®, which began franchising in August 2005, provides high-quality, non-medical home care to people in their homes. Caregivers are available on an hourly, daily, weekly or 24/7 basis, 365 days per year to seniors, the convalescing or disabled and anyone else who needs help with daily activities.
Potential clients can call any time of the day or night to request a caregiver and Synergy HomeCare® responds. The company has spent years in the creation, development and application of its “quick-response” service. Synergy HomeCare’s proven recruitment system provides for the constant availability of caregivers.
Senior home care for baby-boomers is a rapidly growing concern and quickly escalating need in this country. In the next two decades, there will be more than 70 million people over the age of 65.
Furthermore, the average life expectancy has increased 15 years since the 1930′s. Nearly one out of every four U.S. households provides senior healthcare to a relative or friend aged 50 or older and about 15 percent of adults care for a seriously ill or disabled family member. In hard numbers, about 13 million people are spouses or adult children of disabled older people and have the potential responsibility for their senior care.
Enter adult and senior care franchises.
These franchises typically offer a variety of non-medical senior home care and companionship services and include things like shopping, meal preparation, light housekeeping, errands, medical reminders, personal care and Alzheimer’s care. And there are a number of them in operation including Home Instead Senior Care, Sarah Care, Adult Day Services, Inc., AmeriCare Alliance, Right At Home, Common Sense Services for Seniors, CareMinders, and Visiting Angels.
“More than 12.8 million people around the country rely upon care from others, and in a recent study 80 percent of this group said that they would prefer to remain in their own homes,” says Debbie Reis, president of AmeriCare Alliance. “We provide a unique service that maintains the dignity and respect for those who need extra help while remaining in the comfort of their own home surrounded by their personal effects and their own community.”
After struggling to find a senior home care provider for her ailing mother four years ago, Reis, her husband and another business associate founded AmeriCare Alliance in 2003. Their goal was to offer a unique non-medical home health-care service to meet the growing requirements of this aging group. The company provides customers with a choice of licensed, pre-screened, personally selected caregivers who work with individuals to create a unique customized care plan that fits the clients’ needs.
Former hospital administrator Allen Hager, founded Right at Home in 1995 and has been franchising since 2000. Hager concurs that as the baby-boomer generation passes age 60, an increasing number of people are faced with the challenges of caring for their senior parents, while trying to balance the responsibilities of their own busy lives. In fact, research indicates that 65 percent of family members who worked while caring for an aging parent experienced conflict with their jobs, including tardiness, lost hours or income, or sacrificing of vacation time. Adult care franchises can address that challenge by creating options for families and aging family members.
“Studies overwhelmingly show that seniors prefer the comfort, safety, and security of their own home,” says Hager. “But with today’s two-income families and busy lifestyles, time for managing your loved one’s ongoing senior care isn’t always an option. Individuals who are part of the ‘sandwich generation’ are juggling the responsibilities of caring for both their children and their parents.” He says his company provides peace of mind to both their clients and their families by offering comprehensive choices of companion, homemaker, and other personal care services.
Caring for the growing elderly population is going to be an important service in the coming decade. These franchises can provide that care and safety for loved ones, while keeping them happy and healthy during their golden years.
BY KERRY PIPES
Filed under: Franchising | Tags: Franchising, Francorp, francorp consulting
| IABC Power Forward |
February 23, 2009 – (DALLAS) – On the heels of a year marked by record sales and company growth, Interstate Battery Franchise and Development (allbatteryfranchise.com), the franchisor of Interstate All Battery Center (IABC), recently held its largest-ever international franchise convention to announce the company’s 2009 growth strategy and introduce new tools designed to serve its growing system. The company outlined a growth strategy that includes expansion into all 50 states. Plans build on a strong showing in 2008 in which the company posted its fourth consecutive year of double-digit sales growth and a record number of 43 new franchisees. “After the strongest year in our history, IABC is focused on continued domestic and international expansion in 2009,” said Interstate Battery Franchising and Development President Mickey Elam. “We’ve already signed five additional franchisees to the IABC system in ‘09 and are on track to expand our presence into all 50 states with exciting international prospects on the horizon as well.” IABC announced to franchisees that its growth prompted the company to outfit a multi-million dollar, state of the art training facility near its Dallas headquarters where experts educate new franchisees and store managers about the latest updates in power solution technology, battery building and upgraded customer service tools, including a first-class point-of-sale (POS) system and enhanced Web site. The first classes began in January. One highlight of the conference was the signing of a new franchisee to the IABC franchise system, Troy Winkler, who will open his IABC store in Irvine, Calif. this year. Leaders at the convention, themed “Operation Engaged,” shared the results of the 2009 Franchise Business Review in which IABC was named #16 in the Top 50, celebrated IABC’s inclusion in Entrepreneur’s Franchise 500 issue, and recognized IABC’s top performers with the following awards: • IABC Franchisee of the Year – San Juan, Puerto Rico All Battery Center owned by Eduardo Fernandez and father/son Juan and Javier Vento • 2009 Rookie of the Year – Everett, Wash. All Battery Center owned by brothers Tom and Chuck Allen “At IABC, our fact-based, market-driven strategies are based on the reality that customers and franchise candidates alike flee to quality during dynamic economic times,” said Interstate Battery Franchising and Development Director Justin Darland. “IABC is well-positioned to solve consumer’s increasing power demands with more than 16,000 power solutions, a thoughtful growth strategy and cutting-edge customer service tools.” Analysts predict the growing retail battery category will reach $73 billion by 2010. About Interstate All Battery Center Founded in 1952 and based in Dallas, Interstate Batteries is a privately held group of corporations, which includes a company with 305 distributors that service more than 200,000 dealers throughout the United States, Canada and select international locations. Interstate is the top-selling replacement automotive brand battery in North America, selling more than 15 million units annually. Interstate All Battery Center currently has more than 129 locations serving 42 states, Puerto Rico, the Dominican Republic and Canada. Customers can visit allbatteryfranchise.com to find the nearest All Battery Center. -END-
Media Contacts: Rebecca Bowers or Lauren Jones-McClain (214) 379-7000 rebecca@spmcommunications.com lauren@spmcommunications.com
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Filed under: Franchising | Tags: don boroian, franchise consultant, franchise development, Francorp, francorp client, francorp consulting, francorp international, francorp staff, how to franchise, state of franchising
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Franchising heats up as economy cools down |
| – Deborah Cohen covers small business for Reuters.com. She can be reached at smallbusinessbigissues@yahoo.com –
By Deborah L. Cohen CHICAGO (Reuters.com) – David Ambinder spent more than 25 years on Wall Street, most recently as a senior vice president of global support services for Lehman Brothers. When he got a pink slip last summer – just months before the investment bank filed for bankruptcy – he turned his attention to more humble endeavors: fixing up people’s homes. Ambinder, whose retirement package was hard hit by the economic downturn, dipped into savings and mortgaged his home to start a Union, New Jersey branch of a longstanding franchise called Mr. Handyman. The business sends skilled craftsmen to do a variety of household jobs ranging from installing toilets to cleaning gutters. “It’s very exciting to build a business; for me it’s the right move,” says Ambinder, who opened his doors in November after evaluating several franchise choices with a broker. “People aren’t going to be moving and they are going to need their homes repaired. I feel there’s a niche for it.” Ambinder declined to discuss specific costs of his business but Sara Faiwell, a spokeswoman for Mr. Handyman, said the average cost of a franchise is about $110,000 with a franchise fee of $14,900. Among the rolls of laid off bankers, executives and blue collar workers – as well as the gainfully employed who can see the writing on the walls – are many aspiring franchisees looking to make the leap into entrepreneurship under the safety net of a tried-and-true business umbrella. They’re sick of watching their 401Ks get hammered in the stock market and are looking for a structured plan that offers the promise of financial independence. “I got my severance and retirement but that’s not enough,” says Jim Keck, a former plant manager for troubled automotive parts maker Delphi Corp. Keck’s 35-year career with the company ended in July when Delphi closed its Kettering, Ohio facility and moved production overseas. He looked at three service franchises before choosing DUCTZ, which provides air duct cleaning and restoration services. “They have a business model that works,” says Keck. INTEREST PICKING UP A 2005 survey released by the Washington-based International Franchise Association showed that there were more than 909,000 franchised establishments in the United States alone, employing some 11 million people, or 8.1 percent of private sector jobs. In January, the IFA, which represents franchisors, forecast that the recession will lead to a 1.2 percent decrease in the number of franchised establishments this year as more businesses go under. Even so, anecdotal evidence suggests that overall interest in franchising is indeed picking up, tracking earlier patterns set during troubled economic times. Jim George, chief executive of Natick, Mass.-based Snip-its Corp., a 65-unit chain of hair salons catering to children, agrees. “January was our best month in the number of inquiries in the past seven or eight months,” says George, noting that hair-care is somewhat recession-proof. “That is very positive.” Alisa Harrison, a spokeswoman for the IFA, said many of the workshops at the association’s national conference in San Diego earlier this month drew standing room only crowds. “We’re hearing from our people that they’re finding greater interest and greater qualified candidates,” she says. Franchising is not for everyone. Terms vary widely but in exchange for use of the brand and business format, franchisees typically pay an initial licensing fee to the franchisor and turn over a percentage of their sales. In exchange, they get training, advertising and IT support, breaks on procurement costs and access to a network of established operators. The IFA says cost of entry ranges from $20,000 or less for a simple home-based business to more than $1 million for businesses requiring real estate and customized equipment. One major problem slowing franchising progress is the severity of the current downturn and its impact on the ability of potential franchisees to obtain financing, says Harrison. Indeed, the lack of available credit and eroding retirement savings may be curbing the appetite for bigger-ticket franchises such as restaurants as interested candidates hunt for lower-cost concepts that have recessionary staying power. “They’re not spending as much as they would have a year or two ago,” says Blair Nicol, a San Diego-based franchise broker with FranNet, a national franchise consulting firm. He estimates that the average level of investment has dropped to a range of roughly $80,000 to $150,000 from $150,000 to $250,000 in 2007. Even so, he says: “We’re busier than ever right now.” Among the more attractive concepts are those that provide services in business coaching, information technology and digital imaging as well as a host of franchises targeting senior care, which is set to heat up as baby-boomers continue to age, says Nicol. That should come as no surprise to Carol Lange, a former Johnson & Johnson marketing executive who recently opened a Vancouver, Canada franchise offering in-home nursing care to the elderly. “I realized that this is the best place to go,” says Lange. “I can either go back to Corporate America, fear for my job every day and do more with less, or I can go into an industry that’s all about caring for people and carve out my own road.” |
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Filed under: Business | Tags: don boroian, employment, Franchising, francorp consulting, hiring, how to franchise
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Attracting & Hiring That A-Player in Challenging Economic Times |
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It would seem that Finding and Hiring A-Players should be easier in tough economic times, right? You are being inundated with resumes of “good” people looking for work. You are getting resumes from your lawyer, board members, friends, colleagues, and acquaintances.
True, there are many “good” people who have been laid off, merged out of jobs or just plain downsized. You still need to interview deeply and follow up on many references to get to the truth. So in tough times, you end up plowing through lots of resumes with many applicants that are not even qualified for your opening, and you need to ferret out who is “good” and who is truly an A-Player. This is just part of the reason why great talent is truly hard to find in any climate. Let’s explore more about what a true A-Player looks like, and what you can do to hire them.
A-Players are focused people and they know that difficult business climates require extra effort for a similar result. As a consequence, they have their heads down, focused on what is in front of them and digging into their work in order to continue to produce great results. These people are committed to success and will do whatever they need to do to make their goals happen. Their board of directors and executive teams are also working hard to keep these A-Players engaged by putting them on choice projects, providing raises and bonuses, letting them develop their careers, and fostering the development of their leadership skills in order to keep them in the fold. Most A-Players have not been let go by their employers. In fact many companies are using this time to trim “non- producers” and “troublemakers” – neither of which you want to hire anyway.
A-Players are in high demand and are continually being “courted” by recruiters, other company executives, and board members to move to other companies. They always have opportunities to choose from and are careful about how they invest their time to pursue career goals. These high performers also know what skills and markets they want to develop, what their next career steps should look like and are very strategic in how they go about securing their next opportunity. In order to get these A-Players to join your company, you need to have a relationship with them and know what it is they are looking for in their next step, and then position your opening as a fit for their next career move.
A-Players take very strategic risks. You think you have the next best opportunity in the world, but the candidate may not perceive it the same as you do. You now wonder, where is the disconnect? In most cases, you have underestimated how the candidate manages the risks involved in changing positions, and have not addressed this risk.
In tough economic climates there is increased risk in changing companies – especially if you are very successful where you currently work. The first risk to address is working with someone unfamiliar to them. It is better to cultivate relationships with high performers throughout your career, or to hire a recruiter who either does have the relationships or will cultivate them for you. The next risk to look at is the risk of changing companies and new product lines – all changes involve risk, and to win someone over to your company you need to offset this risk in their mind. Your goal is to help them understand that what they are leaving behind is not as good for them as what you have to offer. You can only do this when you know them intimately, and have developed a trusting relationship with the candidate.
You and your management team will also be scrutinized by the A-Player. They want to know what your track record is, what your leadership style is, and will most likely want to talk with several people who have worked with you in the past. A-Players want to work with leaders that they can learn from and respect. Do you always act with integrity? Do you have a track record of executing well? How clearly do you communicate with others on your team? How well do you lead? What can they learn from you?
Most of my clients want to hire someone who has “been- there; done – that”. As you know, many candidates who have that attribute are actively engaged, retired, “consulting” or sitting on a board of directors. These A-Player’s appetite to “do it again” in the same or similar role is diminished. You may need to look at other high potential candidates, those people who have the drive and attributes to succeed, but have not had the opportunity to show it yet. These candidates, also A-Players, will be excited and challenged by development opportunities, and an opportunity to stretch a bit. Candidates like this exist in larger companies, have an itch to work on something more meaningful, where they have more influence, and an opportunity to make a larger impact. These A-Players are usually well hidden, given choice projects, and are highly valued by their employer so they need to be recruited, and have relationships developed over time, so you can know when they will be available and what sorts of things they are interested in pursuing next.
How Do You Attract A-Players to Your Company? 1.Create a Compelling Employer Brand 2.Create Compelling Position Descriptions 3.Create a Solid Interview Process 4.Demonstrate Your Leadership Capabilities in the Interview Process 5.Create a Compelling Story About Your Opportunity About What Your Candidate Could Gain By Joining You In summary, A-Players are tough to find in any economic climate, and high performing candidates will continue to excel and be valued by their employer and will need to be recruited to get them to join your team. In a tough economic climate, these A-Players will dig in and be even harder to find, and value staying put over making a change, and will listen to people who they know and are familiar with. A good recruiter, who has invested years into their network, knows where these A-Players are, can get them interested and talking with you, and are invaluable in getting A-Players to join you.
Laura
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