Monthly Archives: March 2013

IFA Creates Website to Help Franchises Deal with Obamacare

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Franchises are flummoxed by the Affordable Care Act. The new healthcare law continues to evolve, leaving a lot of confused small business owners in its wake. Which aspects of the employer mandate are franchisees responsible for complying with? How can they remain solvent without reducing their workforce and losing valuable employees?

 

The IFA has created www.MakingSenseofHealthCare.org to help businesses understand their compliance responsibilities and share testimonials and stories about how they’re dealing with the process.

 

Regardless of your political inclinations the Affordable Care Act is a big deal. The mandated health care coverage is expensive and small businesses are struggling to maintain profitability– which includes franchises.

 

According to the IFA, over one-third of full-time franchise jobs could be cut back or lost completely due to the Affordable Care Act. That’s over 3 million jobs. While Obamacare doesn’t take full effect until 2014, owners of fast-food, restaurant and service company franchises are urging Congress to make major changes to the ACA in order to save jobs and keep them in business.

 

One of the biggest components of the healthcare overhaul that’s causing grief is the discrepancy as to what constitutes a full-time work week. Obamacare says 30 hours; while most in the franchise industry believe 40 hours should be the standard. If Congress doesn’t amend the law franchises will be forced to cut employee hours back to below 30 hours per week.

 

Franchise business owners aren’t the only ones facing higher costs as a result of the Affordable Care Act. A 2011 Hudson Institute study shows that the franchise industry could see its costs increase $6.4 billion, much of which would be passed on to consumers.

Make a Vacation Out of Work With SkyRun

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In a famous commencement speech to Stanford’s class of 2005, Steve Jobs spoke about the importance of loving what you do. After all, if you spend at least 40 hours a week of your life doing it shouldn’t it be fun? Imagine if work went one step further and felt like vacation.

 

Most vacation properties– homes, condominiums, townhouses and villas– are second homes used less than 30 days a year. For the remaining 11 months of the year, many owners lease their properties in order to generate secondary income. As a SkyRun Vacation Rental franchisee, you’ll manage a network of vacation properties and, as a result, live in some of the most picturesque locations in the world.

 

As a SkyRun Vacation Rental franchisee, you’ll have the freedom to develop your own luxury vacation rental market. It’s possible to establish a SkyRun Vacation Rental franchise anywhere as long as there is a supply of luxury vacation homes and an active hospitality and tourism market.

 

Once a luxury market as been identified, SkyRun franchisees can set to work recruiting homeowners to use SkyRun as a luxury rental management service. After all, most vacation homes go unused for much of the year.

 

SkyRun Vacation Rental franchisees are given an arsenal of tools to help them be successful as business owners:

 

– Each Skyrun franchisee will be given their own optimized, hosted website connected to SkyRun’s main website. Each franchisee’s properties can be displayed on this website.

– Back-end system that tracks all reservations, merchant accounts, cleaning and management reports.

– Portal for vacation homeowners to track and make their own reservations, view past statements and tax information.

– Network of vacation wholesalers, third parties that help with additional vacation bookings.

– Full use of SkyRun marketing materials

– Marketing campaign development

 

SkyRun is currently seeking franchisees and looking forward to helping entrepreneurs establish their own luxury vacation rental businesses in new markets.

From Freeing Your Toes to Freeing You From Stress

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The CEO of one of our long-time clients, Flip Flop Shops, gave us a shocking and abrupt scare last year when we learned he was to undergo open heart surgery. While serious surgery is shock enough, Brian’s age made it more astonishing: he was only 38.

Now fully recovered, Brian has taken the time to examine what motivated his necessary, lifesaving surgery. After great introspection, he’s realized that the fast pace of entrepreneurship and a successful corporate career is nothing without health.

Through “Heart to Sole: Creating a Stress-Free America” Brian and Flip Flop Shops are dedicated to “freeing your toes” and to freeing your workplace of stress.

 

Stress, Work and Heart Disease: One Company President’s Mission to Stop the Madness

Flip Flop Shops teaches Americans to “Pace” Not “Race”; Offers Five Tips to Slow it Down

ATLANTA (March 18, 2013) – It took a recent scare involving lifesaving open-heart surgery at age 38 to make Brian Curin realize that stress – most likely from a previous, fast-paced career – had taken its toll on his relatively young heart. But because he had been in fast mode, he missed the signs – until it was nearly too late.

 

Never known to do anything small, the President and Co-Founder (Size 10) of Flip Flop Shops has embarked on a massive, passionate mission – alongside the American Heart Association (AHA) – to help Americans reduce stress, a common link to heart disease. Through “the Heart To Sole: Creating a Stress-Free America” campaign, officially launched last month, Curin has pledged to help the nation create a more balanced lifestyle, and is raising money online and at Flip Flop Shops locations to support the AHA’s My Heart. My Life. ™ healthy living initiative.

 

The Heart To Sole campaign’s overall message is: “pace” not “race.” The theme fits well with the Flip Flop Shops brand personality, which encourages a Free Your Toes® mentality and a balanced, active lifestyle.

 

“It’s no secret that Americans work longer days, take less vacation and retire later than any other country in the world,” Curin said. “With stress playing a role in so many different diseases and accounting for more than half of the country’s healthcare-related expenses, it’s time to take stress reduction seriously.”

 

Flip Flop Shops offers the following five tips to reduce stress at home and in the workplace:

 

1)       Schedule “You” Time – It’s easy to get caught up in pleasing everyone else – your boss, your co-workers, your wife, your kids. Making time for you will alleviate stress big time. What do you like to do? Make sure you do something solely for yourself at least once a day even if it’s just for 15 minutes.

 

2)       Laugh … a lot! – A simple laugh can go a long way. Laughing enhances your intake of oxygen-rich air and stimulates your organs, circulation and aids in muscle relaxation. So next time you feel stressed, find your favorite comedian on YouTube or visit a funny co-worker. Is there a photo that always makes you laugh no matter what? Keep it in your drawer and pull it out when needed.

 

3)       Get Moving – Any form of exercise will act as a stress reliever, and being “too busy” is no excuse not to get moving. Exercise is proven to boost endorphins and for some people, acts as an opportunity for meditation. Regular physical activity may improve sleep, increases self-confidence and lowers symptoms of depression and anxiety – all things that correlate to stress levels. You can fit exercise into every day even if you only have a 10 minute break that reduces sedentary time such as taking a brisk walk, running the stairs in your office building or doing jumping jacks in place.

 

4)       Slow it Down (“Pace” Not “Race”) – Life is not a race, so why rush? Slow down and your stress levels will drop significantly. Leave plenty of extra time to get places. Plan ahead for work deadlines so you are not always cramming under pressure. Even simple tasks like eating … slow down and enjoy your food. Take a moment to enjoy the company of those around you at work, your family, or a quiet night at home.

 

5)       Just Do It! – While it might feel good to put off a task that you don’t feel like doing, procrastination eventually catches up with you and creates tremendous stress. Piles of work and lengthy to-do lists that never get crossed off are huge stress triggers. Try to get important tasks done in a timely, efficient manner. Keep your desk and your inbox clean at all times and keep checking things off the list. When you find yourself putting something off, stop yourself. Use a post-it note that says, “just get it done!” as a constant reminder.

 

About the Heart To Sole: Creating a Stress-Free America Campaign

Starting last month, customers who donate $5 to the campaign through www.FlipFlopShops.com will receive 20 percent off their next online purchase. In June, during Flip Flop Shops’ newly declared “Stress-Free America Month,” Flip Flop Shops customers can make donations at the register in increments of $1, $2, and $5. Plus, Flip Flop Shops will donate $1 for every pair of SANÜK Yoga Mat or Beer Cozy flip flops purchased throughout the month. For more information about Flip Flop Shops and “the Heart To Sole” campaign visit the company’s Facebook page at https://www.facebook.com/FlipFlopShopsFanpage. More information on reducing stress can be found on the American Heart Association website.

 

About Flip Flop Shops

Founded in 2004, Flip Flop Shops is North America’s first retail chain exclusive to the hottest brands and latest styles of flip flops and sandals from big names such as SANÜK, REEF, Cobian, Quiksilver, ROXY, OluKai and Cushe. Flip Flop Shops began franchising in January 2008 and continues to be recognized by industry leaders as one of the fastest-growing franchises and retailers in the nation. Company accolades include: the International Council of Shopping Centers’ prestigious “Hot Retailer Award” and ranking No. 170 in the 2012 Inc. 500 | 5000 list of fastest-growing private companies in the United States, as well as the sixth fastest-growing franchise and ninth fastest-growing retailer in the nation.

 

Growing the brand to more than 70 shops in operation and 110-plus in the development pipeline, the executive team boasts more than 50 years of franchise experience building and growing some of the world’s fastest-growing franchise concepts, category leaders and some of the world’s most well-known brands, including Cold Stone Creamery, Moe’s Southwest Grill, Nike and OfficeZilla.com. The lifestyle franchise is an Environmentally Responsible Retailer™ encouraging the nation to Free Their Toes®. For more information on the franchise opportunity, visit http://franchise.flipflopshops.com/.

 

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The Brass Tap Beer Franchise

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This weekend plenty of us will wear green (or risk a pinch) and celebrate St. Patrick’s Day despite lacking Irish heritage. Try as we might, we were unsuccessful in finding an Irish restaurant franchise to highlight in honor of the upcoming holiday. As such– and given the Irish culture’s predilection for imbibing– why not talk about beer?

 

Prohibition in the early twentieth century led to the demise of many U.S. breweries. Years of brewery consolidation led to the dominance of the U.S. beer market by a select few like Budweiser and Miller. Tired of uniform, mild beers Americans once again began brewing their own beer at home, marking the return of craft brewing.

 

The Brewers Association reports that as of last August, there were 2,126 breweries in the U.S., 2,076 of which are craft breweries. Of those breweries, over 300 are served at The Brass Tap Beer Bar, an upscale beer bar and  franchise that features craft beers on tap, premium wines, and cigars.

 

Over the past two years, craft beer has experienced double digit revenue growth. Consumers continue to seek options outside of Budweiser, Miller and other conventional beers.

 

The Brass Tap does not have a kitchen but does offer delivery from nearby restaurants so patrons may enjoy a meal or a snack with their libations. Lack of wait and kitchen staff significantly reduces The Brass Tap’s overhead costs.

Franchising: More Main Street Than Wall Street

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The next time you roll your eyes at the construction of a new dry cleaners or a frozen yogurt chain, stop yourself. You might think a new 7-Eleven, Quiznos or AAMCO is just another example of corporate America replacing the “little guy” that is small business– but you’re wrong.

 

Franchises are small businesses, too. Most franchisees live local, buy local and hire local; they participate in American Express’ Small Business Saturday, too. Though their small business is part of a larger network that makes up their franchise, franchisees face most of the same obstacles as the mom-and-pop establishment down the street. They worry about hiring the right employees, payroll taxes, attracting more customers and being successful.

 

There’s an unfortunate disconnect between the public’s perception of franchising and what franchises really are and do. On the outside, franchises seem like just another corporation: they’re big and important with lots of clout in Washington and they’re replacing your favorite small town coffee shop with Starbucks.

 

While there’s some truth in that– Starbucks does seem to be everywhere these days– it’s missing some key grains of salt.

 

First of all, franchising is more Main Street than Wall Street. Behind the big marketing budgets (that only a handful of franchise opportunities possess) and corporate executives is an expansive network of hard-working franchisees. Many of these men and women have invested a significant chunk of their life savings in their franchise business; this isn’t a second stream of revenue or just a second career. For some, franchising is a chance to start over or, for others, a last chance at success.

 

The biggest difference between franchising and conventional small businesses is the level of support extended to both entities. Franchising comes with a promise of support; franchises don’t want their brand names tarnished. Then again, franchisees aren’t coddled. They’re expected to meet the expectations of their parent franchise, which includes royalties and other fees in some cases. Hand holding is not part of the franchising agreement and neither is a guarantee of success.

 

The IFA would do well to raise awareness about the similarities between traditional small businesses and franchises. Wall Street and corporate America has been repeatedly vilified in the media, though franchise and IFA public relations teams are definitely populating the newswires with positive stories. However, consumers made more aware of franchising’s Main Street attributes would be a smart move. It’s significantly easier to relate to a person in your community than a brand without a face.

 

Sushi Freak Franchise Banks on Customization

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From rice, fish and occasionally vegetables, the Japanese created sushi: a food that’s become so ubiquitous in American culture it can be found just about anywhere– including gas stations.

 

While gas station sushi might not be the best choice, a new franchise concept, Sushi Freak, is offering its customers as much choice as possible.

 

The permutations are endless at a Sushi Freak franchise. You’re only limited by your imagination. Even if you aren’t a fan of “the raw stuff”, Sushi Freak’s list of available sushi filling ingredients — 51– include many cooked and seafood alternatives.


restaurant franchise

Customers follow a basic four step ordering process to create their own 8-piece sushi rolls: select your wrapper (soy or seaweed), pick your protein, choose your fillings and top it off with the sauce, raw fish or other topping of your choice. In addition, Sushi Freak offers vegetarian, gluten-free soy sauce and rice-free options, too.

 

This dedication to customization stems from Sushi Freak co-founders Michael Broder and Jenifer Duarte, whose previous food and beverage experience “got them rolling.”

 

Before Sushi Freak opened its first location in San Diego, Calif., the dynamic, sushi-loving duo worked for The Pacific Rim Asian Bistro in Albuquerque, New Mexico that boasted a 160 piece sushi menu. Guests of the bistro would often request for certain exclusions or additions to their sushi orders. After the one-millionth, “Can I substitute…” request Michael and Jenifer saw the need for a customizable sushi restaurant franchise.

 

Why It Works

 

A mixture of tighter budgets and greater food knowledge (thanks to the Food Network and television shows Top Chef, Chopped and The Taste) has produced a more discerning consumer: one that knows what they like to eat and how they want it made.

 

The beauty of Sushi Freak is that it allows customers to order exactly what they want without sacrificing the traditional sushi experience. Jenifer and Michael made sure to consult one of the best master sushi chefs they knew (the kind that isn’t allowed to touch rice until after a one-year apprenticeship) to refine the sushi making process at Sushi Freak.

 

The Nitty Gritty

 

While a definitive initial investment can’t be given for legal reasons, the estimated initial investment for a Sushi Freak franchise is $179,900 – $297,000.

 

Franchise term is 20 years with an option to renew for another 20 years.

 

Typical Sushi Freak restaurant franchise is 1200-1500 square feet.

 

100,000 minimum cash required.

 

An ideal Sushi Freak franchisee has a strong background in business management with a passion for serving people and very intrinsically motivated.

 

Sushi Freak is seeking franchisees in all 50 states and international locations.

 

One owner or designated manager must be involved in the Sushi Freak franchise on a full-time basis and be held responsible for the daily operations and management of said Sushi Freak location.

 

Owning and operating a Sushi freak includes: use of Sushi Freak’s brand name, trademarks, recipes, operational systems, methods and décor. Support is provided in:

 

  • Facility planning
  • Fixture, equipment and leasehold improvements
  • Lease negotiation
  • Site selection
  • Corporate training for owner/operator and general managers
  • Kitchen workflow design
  • Ongoing support from training/operations team
  • Ongoing updates for increasing profitability
  • Products
  • System efficiency
  • Favorable national contracts with suppliers of goods and services

Which holds more weight in franchising: an MBA or experience?

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Graduate business programs gained popularity after the Great Recession as exiled corporate executives sought to bolster their résumés, recent young bachelor degree recipients attempted to ride out the unemployment wave, and everyone tried to avoid the embarrassment of moving back in with their parents. For some, the many hundred-thousand dollar experiments worked. For others, they found that experience mattered more to prospective investors and employers than ever before.

 

When it comes to franchising, a business model that often weaves Main Street and Wall Street, which matters more: an MBA or experience?

 

One thing that every franchise wants is an entrepreneur that possesses two important things: capital and a mind for business. The need for capital is obvious; franchising is not an inexpensive undertaking. The need for a business mind is not so easily identifiable, which is why franchises spend weeks interviewing possible franchisee candidates. But, which is a better fit for franchising– the degree or the experience?

 

For some, an MBA fills the gaps left behind by work experience. Not every career path provides equal training in finance, marketing, management and accounting. An advanced degree in business can easily supplement an undergraduate degree or lessons learned on the job. The more you know certainly can’t hurt when you’re looking to become a franchisee.

 

Of course, getting an MBA does not guarantee any particular professional pathway. Harvard Business School, which has produced what some of the most prolific business minds of all time (Warren Adams of Patagonia; Michael Cavallo of the Clinton Climate Initiative) has also turned out some of the least successful. Of Harvard’s own list of their 19 most renowned graduates, 10 were fired and only five had clean records.

 

Very often entrepreneurs want to change direction after a decade or two in the same industry. If you want to change directions completely or apply your professional experience to another career, “It can be somewhat inefficient if you venture forth on your own and have to learn everything as you go,” said Thomas Robertson, dean of the Wharton School of Business at the University of Pennyslvania, in an interview with Entrepreneur magazine.

 

Something that MBA programs offer that most jobs do not is business knowledge and experience on a global scale. As so many franchises head overseas to Asia, South America, Europe, Australia and Africa, an understanding of the global economy is becoming increasingly valuable. For example, McDonald’s operates an average of 31,000 units in 118 countries bringing in $41 billion in sales. That said, unless you want to work with major franchise brands on a corporate level or to open franchises outside of the U.S., a global MBA might not be the most useful.

 

Some feel, like Henry Mintzberg, that the MBA of today is a waste of time as it does little to prepare candidates to become effective managers or for the ethics of business.

 

In conclusion, an MBA is a good route to take if you’re new to the business world and want to own your own franchise, as many require some kind of business experience. If you’re looking to change industries, like moving from retail to automotive, but do have managerial or business experience  attending graduate school may not be necessary. Keep in mind that a masters in business can prove to be expensive and you might not want to be paying off student loans while trying to start a business.