Author Archives: Thomas

What the Olympics Can Teach Us About Franchising

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The world’s best, strongest, fastest, and most talented athletes are competing for personal glory on the world’s most public stage: the Olympic Games. Behind the fanfare, sponsorships, and medals lie years of hard work, sacrifice, and standing on the shoulders of your supporters.

 

As a franchisee, your business is your Olympics. While you may not find yourself on a podium decorated with a bronze, silver, or gold medal at the end of each day, your customers, employees and franchisors are judging your performance.

 

The Importance of Passion

Take a page out of an Olympic athlete’s book: passion is paramount. How else could you dedicate 20 years of your life, as Michael Phelps has, to hours and hours of training? To not watching your favorite television show? To not ordering dessert? The only time that sacrifice doesn’t feel sacrificial is when what you stand to gain is greater than what you are forgoing. That, and when what you’re doing still feels like fun.

 

Olympic athletes are often quoted pre-and-post event on the importance of, “going out and having fun.” Without some semblance of fun, the hours in the gym, pool, or at your business, would be unbearable. That’s why when choosing a franchise concept it’s important to be truly interested in or passionate about the business you’re about to buy into. Franchise agreements are written in terms of years. Most are between 10 and 25 years. Can you imagine doing something you don’t really like for so long?

 

What It Means to Be a Part of Something Larger Than Yourself

 

There’s something to be said for being a part of something larger than yourself. Recognizing your place as part of the whole (as opposed to the whole) can be humbling and empowering.

 

As a business or franchise owner your importance is obvious. Without you there wouldn’t be jobs for your employees or services and products for your customers. Then again, if it weren’t you it would be somebody.

 

Embracing this reality and mentality can make you a better manager and franchisee. When you accept that your role, while important, exists only thanks to your franchisor, your customers and your employees, it’s easier to be more appreciative of how your business truly works.

 

Furthermore, realizing your place in something bigger serves as a reminder that you are responsible to and accountable for others—an important inspiration for staying true to your endeavors when you lose sight of your goals. Perhaps this is why Olympians become so overwhelmed with emotion; they see they represent more than just themselves.

 

The Importance of Support and Guidance

Regardless of what you may believe, we all stand on the shoulders of those who have come before us—and thank goodness for it! The experience and knowledge of others is invaluable whether you are an Olympic athlete or a franchisee.

 

Can you imagine going to the Olympics without the guidance or tutelage of a coach? Can you imagine becoming a business owner without support from your family or friends? As a franchisee, you not only have the support of your friends and family, you have the support of a network of franchisees and franchise support systems designed to make you and keep you successful! While your personal and financial preparation is your responsibility, you are not without resources or guidance.

 

 

 

Q&A with Stan Friedman of Tutor Doctor

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Where are you from? How and why did you become involved with Tutor Doctor? What does your job entail?

A native New Yorker, but an Atlanta transplant since 1989.

I became involved with Tutor Doctor because it is a brand who’s time is now!  Low barrier of entry,  real estate, high margins, much needed service.  All of the stakeholders win with this brand.  Franchisees, franchisor, and the families in the communities that we serve.

I am the Vice President of North America Franchise Development.  I oversee a team of professional franchise recruiters and manage our relationships with our franchise marketing partners and brokerage networks.

As a member of Tutor Doctor management team, what’s the most rewarding part of being part of a franchise? 

Being part of a dynamic and passionate leadership team is personally, very rewarding.  It is great having a peer group that shares the same vision, values and ethics.

Quickly describe the franchisee selection process to me. What do you look for in a franchisee? Do you have a profile in mind?

There is nothing quick about our process.  We very carefully and methodically work with our candidates to be certain that both sides of their brains are fully engaged in what it takes to successfully operate a Tutor Doctor franchise.  Many times the applicants are tutors or teachers, which can work out just fine, but the profile is more of a marketing and networking professional that can manage multiple relationships: tutors, families and other members of the community, with whom our franchisees do LOTS of cross promotion.

What can we expect from your franchise concept in the years to come? What can we expect from the children’s education industry in the future?

You can expect continued, sustainable growth.  The need for the services that our franchisees provides is a growing segment.  Kids unfortunately get less and less attention as education budgets get slashed in tough times.  We pick up lots of that slack for families that want the very best for their children.

How extensive is the training for your new franchisees? Do you try and develop personal relationships with them?

Franchisee training is intensive.  There is a 50 hour pre-training curriculum that is followed by 6 intensive days in the classroom and in the field at Home Office.  Following that, there is ongoing e-learning and actual mentoring with high level producers that spend two weeks with our new franchisees shadowing them in the mentor’s territory and then two weeks of the mentors working with the new franchisees in their territories.  Personal relationships are a cornerstone of the Tutor Doctor culture.

Do you provide ongoing support? If yes, how so?

Would you expect anything less from a professional franchise organization that is focused on tutoring?  We provide ongoing multi-media e-learning programs, support coaching calls, conferences and seminars throughout the calendar year.

How’s business? Is Tutor Doctor growing?

Growth is explosive.  We are one of the fastest growing brands in one of the most explosive market segments.

 How was the idea of starting Tutor Doctor conceived? 

About 10 years ago we had a simple idea and a desire to make a difference.  We wondered why parents had to adjust their family’s busy schedules and drive half way across town, just to put their kids into another classroom with more kids, when in fact it was the classroom experience that their child was stuggling with in the first place.

How has the recession affected sales and growth? 

Parents may cut back on their “Fourbucks” in tough times, but will not cut back on services for their kids.  Strangely enough, parents will spend less with Tutor Doctor for a more personal, custom tailored experience for their kids and we come to the home, as opposed to paying more and receiving less at a learning center.

You’ve got tremendous business and franchise experience. What’s some advice you’d give those who are beginning the franchise selection process? What would you tell someone who’s in a management position like yours in terms of advice? 

Begin with the end in mind.  Do your introspectives on drives you… what would you do with your time if you didn’t have to earn a living working.  Seek your passion and make a go of owning your business doing what matters to you.  As for what I would say to others in positions like mine, believe in your concepts and the opportunities you are representing with all of your heart.  You are helping people make life changing decisions.  Make it about those that you are serving.  Help the right people, at the right times, for the right reasons and everyone will win.

Is Tutor Doctor involved in VetFran? Does Tutor Doctor provide any financial incentives for veterans?

We are very engaged in VetFran and have active programs to encourage returning veterans to join us.

 

ABOUT TUTOR DOCTOR:

Tutor Doctor was founded in 1999 as an alternative to the “one-to-many” teaching model most extra-curricular learning centers offer by providing a personalized one-on-one, in-home tutoring service to students.  The company quickly grew and in 2003 turned to franchising as a way of expanding the company’s impact and meeting the vast market demand.  Now with offices internationally in Canada, the United States and the United Kingdom, the Tutor Doctor vision is becoming a reality as the lives of students and their families are being positively impacted throughout the world.  Tutor Doctor is affiliated with the National Tutor Association (NTA) whose mission is to foster the advancement of professional and peer tutoring, support research into best practices and standards for all tutors, support tutor training, advocate for tutor certification, and uphold the NTA Code of Ethics.

About Stan Friedman

Stan Friedman is a Certified Franchise Executive specializing in franchise development for more than 23 years. He has held leadership and executive positions including Senior VP of FranConnect, a franchise client conference, Executive VP and partner at Wing Zone, Executive VP at WSI Internet, ERA Franchise Systems and Prudential Real Estate Affiliates.   Friedman is a founding Board member of The International Franchise Association’s (IFA’s) Diversity Institute, where he has served as First Vice-Chair since its inception.  In 2011, the International Franchise Association honored Friedman with its Ronald E. Harrison Diversity Award, previously awarded only seven times in the IFA’s 52 year history.  Friedman also chairs the advisory board of the Professional Athlete Franchise Initiative, (PAFI) collaborating with IFA and its members to bring soon-to-retire professional athletes to a new playing field, that of franchise ownership. Now, Friedman has expanded his professional profile to include Tutor Doctor, a one-on-one, at home tutoring franchise with more than 200 units in 7 countries. Friedman became its VP of North American Franchise Development on May 1, 2012.

What Does the Affordable Care Act Mean For Franchising?

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Last Thursday, The Supreme Court ruled the Affordable Care Act as constitutional. In the days that have followed, some have rejoiced in victory and others have contested the ruling in anger. However, everyone is asking one salient question, “What does this mean for my future healthcare costs?”

 

If you’re a small business owner (which includes franchises), you’re probably particularly concerned with the potential added costs of the Affordable Care Act. Do you have to provide healthcare for your employees? If you’re an employee of a small business, you’re probably also concerned. Does this mean that you’ll lose your job? Or, will you be asked to work part-time hours so your employer can opt out of paying for your health insurance?

 

First of all, here’s a breakdown of what the law requires. For more detailed information, head here.

 

  • If you own/operate a business that employs 50 workers or less, you will not be required to provide healthcare coverage because you are considered a small business by the Affordable Care Act.*
  • If you own/operate a business that employs more than 50 workers, you will not be required to provide healthcare coverage. However, beginning in 2014, employers that do not provide adequate health insurance will be required to pay an assessment if their employees receive premium tax credits to buy their own insurance. These assessments will offset part of the cost of these tax credits. The assessment for a large employer that does not offer coverage will be $2,000 per full-time employee beyond the company’s first 30 workers.
  • If you are self-employed with no employees, you will be required to purchase health insurance or pay a tax equal to 2.5 percent of your household.

 

Last Friday, The International Franchise Association conducted a survey of nearly 200 franchise owners, operators and executives. Asked if they’re more or less likely to hire based on how the Supreme Court ruled last Thursday, of the 200 survey participants 85 percent said they would be less likely to hire. Fifteen percent said they would be more likely to hire.

 

At a separate time but in tandem with the IFA, The Hudson Institute conducted a study that suggests 3.2 million jobs at franchise businesses remain at risk as a result of the employer mandate provision of the healthcare law.

In a recent Washington Post piece, FASTSIGNS chief executive officer, Catherine Monson, called the law “truly unworkable and unaffordable for our country’s small business owners.” Monson lampooned the Affordable Care Act, saying that it is “one of the largest tax hikes in U.S. history,” one that comes at the expense of small businesses, and will ultimately impede growth at a time when our country needs it most.

 

Just to be clear, the Affordable Care Act isn’t one of the largest tax hikes in U.S. history. Presidents Bush and Reagan both introduced tax increases larger than Obamacare.

That said, the law does include a number of tax hikes:

 

  • $27 billion : the amount the individual mandate will raise during the next decade.
  • $30 billion: the amount the tax on unusually expensive health insurance plans will raise during the next decade.
  • $60 billion : the tax on insurance companies
  • $200+ billion : the amount the largest tax increase in the law comes from high earners, who will see Medicare payroll tax increase by 0.9 percent

 

“Bottom line: the law will deter growth by unintentionally discouraging franchisees from owning and operating multiple locations, creating a competitive disadvantage for our franchisees who do own more than one or two locations (and who may want to open additional stores), and barriers to entrepreneurs who are looking to capitalize on the franchise business model to grow their business and hire more workers,” writes Monson.

 

What do you think about the Affordable Care Act? Is universal healthcare something that the United States needs to embrace? Or, is it a hindrance to job growth?

 

*If you own/operate a small business that employs 25 workers or less, you will not be required to provide healthcare coverage. However,  the government offers subsidies for small businesses with less than 25 employees who make less than $50,000 annually. A tax credit to defray 35 percent of the cost of healthcare will be given to for-profit companies; a credit of 25 percent to not-for-profits. In 2014, those percentages will rise to 50 percent and 35 percent, respectively.

The Top 10 Fastest-Growing Industries in the United States and What That Means for Franchising

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The Top 10 Fastest-Growing Industries in the United States:

 

1. Generic pharmaceuticals

2. Solar panel manufacturing

3. For-profit universities

4. Pilates and yoga studios

5. Self-tanning product manufacturing

6. 3-D printer manufacturing

7. Social network game development

8. Hot sauce production

9. Green and sustainable building construction

10. Online eyeglasses sales

 

If the above list, found on Wonkblog, is any indication, the way out of the recession is  hot sauce, green construction and whole lot of downward facing dogs. If that’s the case, then the franchise industry, which predicted a 5% growth margin for 2012, is poised for an even better end of year report.

 

Why Hot Sauce?

It seems as though not some, but most, like it hot. As a nation, our tastes are changing. The growing number of immigrants and morphing demographics of our melting pot country are causing a desire for spicy, ethnic foods.  For the past decade, the hot sauce manufacturing industry has grown at a rate of 9.3 percent per year.

 

While there aren’t any hot sauce franchises (to our knowledge) this taste for spicier food is sure to carry over in ways other than the bottle of Tobasco on your table. Mexican-inspired franchise restaurants are seeing an increase in their popularity across the country, too.

 

Green, Mean Money Machines

Solar manufacturing and sustainable building construction, the two green industries on IBIS World’s list, can attribute part of their growth to various government subsidies. Though these subsidies are beginning to wind down, the growth rate for green industries is predicted to continue in 2012 with Solar Panel Manufacturing and Sustainable Green Building growing at a rate of 8.2 percent and 9.4 percent respectively.

 

For the environmentally conscientious interested in becoming a franchise owners there are quite a few options available:

 

Say Om

Pilates and yoga studios were highly resistant to the recession and have continued to grow as the U.S.’ economy strengthens. From 2002 to 2012, the industry grew an average of 12.1 percent per year. In 2012, yoga and Pilates studios are projected to experience a 5.1 percent growth rate.

 

A number of yoga and/or Pilates franchises are available to those interested in helping others improve their strength, flexibility and fitness levels. Though they’re not mentioned explicitly in IBIS’ report, I would imagine similar health and fitness concepts like gyms and massage franchises have experienced an uptick in their growth rates and are ripe for expansion as well.

 

  • IMX Pilates
  • Wundabar Pilates
  • Sunstone Yoga
  • Open Doors Yoga
  • Innergy Yoga
  • Bikram Yoga

Praise For Franchise Buy From Chyten Franchising, Inc.

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We’ve done it again folks! We couldn’t be more pleased that one of our clients is this kind of happy:

“Wow.  In a matter of a couple of weeks, we have quadrupled our lead flow (versus other .com franchise portals) with the addition of the FranchiseClique.com and FranchiseBuy.com franchise lead portals.  I’ve been in the franchise industry for 22 years now with major brands, and when I state that this site(s) produces, I know from years of experience.  We are a small franchise company with 40 units open to date;  I didn’t think we would draw the candidate interest of the major brands I’ve worked for….this was key to us, and it “clicked” immediately.  Our leads have been ‘qualified’ too.  Not the usual tire kickers.  In addition, my representative from this company (Guy Norcott) far exceeds my service expectations, which is important to me.  He proactively keeps me well informed at all times how to increase exposure.  Enough said…I highly recommend FranchiseClique/FranchiseBuy”.

– Randy Blue, Director of Franchise Development

Chyten Franchising, Inc.

Interview with Ronn Cordova of The Maids Home Services

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Ronn Cordova has been a part of the franchise industry in one way or another for the better part of two decades. He’s been a franchisee, a broker, an outsourced vice president for several different concepts, and now, he’s the Vice President of Franchise Development for The Maids.

“You can make a lot of money in the franchise business,” he says, “but few afford that slice of heaven [that The Maids does.]”

 

That slice of heaven Ronn Cordova speaks of is time– time most people, franchisees or otherwise, don’t have to spend with their friends or family because they’re working. It’s the typical trade-off: success and money versus time with your family. Luckily, for those who choose to be a part of The Maids, that’s a choice you’ll never have to make.

 

The Maids, long before Cordova arrived in May of 2011, has been wrought with success. It’s been ranked number one by the Franchise Business Review for the cleaning services industry. The Maids has also been ranked number 1 in industry and 42 overall by Entrepreneur 2012 Top 500 magazine. (There’s been only one lawsuit between the franchise and a franchisee that occurred over 10 years ago.) The franchise still likes to keep that information on its FDD so prospective franchisees know absolutely everything about the company. In fact, it was that kind of honesty that attracted Cordova to The Maids in the first place.

 

As a former franchisee, Cordova understands and anticipates the questions someone interested in The Maids might have.  His “knowledge of the trenches” comes from personal experience: he used to own a few pizza franchises. While the pizza franchises didn’t work out for Cordova, he took to heart all that he learned as a small business owner. “I’m very careful to [properly] place franchisees,” he says.

 

When it comes to selecting and placing new franchisees, Ronn and the rest of the franchise development team go over each application case by case. “We evaluate on a per individual basis,” Cordova says. Of course business acumen, sales, marketing and managerial skills are welcome and necessary. Financial fortitude is important too, though the franchise does help with financing via a third party. As a franchisee, you’re given mountains of support: 7-week long online pre-training course, 9 days of training at The Maids headquarters in Omaha, NE, a week of on-site support when you’re up and running, a business coach for the duration of your franchise agreement, and you’re assigned a mentor.

 

It may surprise you that the cleaning services industry has become a necessity as opposed to a luxury in recent years. “It’s been hard to make the cleaning industry sexy,” admits Cordova, but the Great Recession certainly helped to boost business. Now, in a traditional family unit, both heads of the household work in some capacity. The time that once was used to clean bathrooms and vacuum carpets is now spent at work. “There’s a lot of money to be made in the everyday services [industries],” Cordova says.

 

“One of the best parts of our business is that it affords a family lifestyle,” asserts Ronn. Customers who use The Maids’ services usually work Monday-through-Friday between the hours of 9:00 a.m. and 6:00 p.m. and not on the weekends, which is exactly when they want their homes to be cleaned.

 

As someone who works for The Maids or owns a franchise, you’re home when your clients are: in time to have dinner with your kids.

 

 

Expansion Plans with FASTSIGNS

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When traveling, it’s best to have a guide: someone who knows the best places to eat, the best sites to see, and, perhaps most importantly, the safest areas in town. When expanding your business, it’s best to have more than just a business plan. Catherine Monson speaks with experience when she says, “having a local [business] partner is important.”

 

Catherine Monson has served as chief executive officer of signs franchise FASTSIGNS for three years. When she was recruited to assume the role, the original founder was uninterested in expanding the concept internationally. Well, Monson was.

 

The fact of the matter is, as Catherine aptly points out, that “Businesses need signage.”

 

FASTSIGNS fills an obvious global need: businesses need signs to alert potential consumers that they exist. With the global economy expanding, especially in the Middle East, Asia, and South America, there’s a lot of opportunity for FASTSIGNS to grow quickly– except Catherine Monson isn’t really interested in rapid expansion.

 

“It’s very important to modify your business model to embrace the culture of where you’re expanding,” explains Monson. That’s why FASTSIGNS has a specific three-pronged expansion strategy.

 

First, when expanding, the signs franchise looks for international partners with a knowledge of the culture and business climate of the proposed expansion location. The partner can be the owner of an existing signage business or wishing to start from scratch. Either way, his or her knowledge is integral to FASTSIGNS’ steady and successful expansion plan.

 

Second, FASTSIGNS likes to convert existing independent sign stores into FASTSIGNS franchises, if they’re interested, of course. “We’re willing to expand anywhere we can help,” adds Catherine. For example, FASTSIGNS recently expanded in the U.S. territory of Puerto Rico thanks to three Puerto Rican business leaders who owned a sign store. Instead of coming in and siphoning business from existing independent business by establishing a new FASTSIGNS franchise, FASTSIGNS chose to approach existing businesses and business owners.This way, the business owners receive marketing support and brand recognition from FASTSIGNS (along with new technologies and materials) and FASTSIGNS goes into business with an established customer base and a knowledge of the local community.

 

Finally, occasionally FASTSIGNS expands the old fashioned franchise way: by selling a new location or territory. Just like every other option, there’s a lot of research that goes into building a new location.

 

When asked what she felt was the most important thing for franchises to consider when expanding internationally, Catherine Monson answered, “Spend a good amount of time really studying the culture, the labor market, and as a result, what might need to be different about your model.” By that she means, what works in the U.S. might not work elsewhere, like in Saudi Arabia. “I don’t think we’d be as successful [in Saudi Arabia] without having a Saudi partner.”

 

“If you fail,” she says, “you have a bad mark against you.” As a well-known brand in a hoping to expand in relatively unknown lands, that’s not a good sign. Fortunately for FASTSIGNS, with Catherine Monson at the helm I doubt there will be anything but all signs pointing to ‘go.’

Learn more about sign franchise FASTSIGNS online at Franchise Buy.com.

Franchise opportunity FASTSIGNS

The Birds, The Bees and Adam & Eve

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Let’s talk about sex, baby.

 

No, really, let’s talk about it. It is Valentine’s Day after all! Sex is an important part of our lives. After all, none of us would be here if it weren’t. As a matter of fact, it’s such an important part of our world that physicians, like Dr. Ruth Westheimer, have made it their business to tell every one how best to ‘get down to business.’

 

Sure, it’s a little uncomfortable to talk openly about sex, but the fact of the matter is that sexual health is an important part of your overall well-being. It’s nothing to be ashamed of– it’s something to be celebrated. That’s why, this Valentine’s Day, we’re talking with adult retailer Adam & Eve.

 

As David Keegan, Adam & Eve’s General Manager of Franchising puts it, “The concept of sex and wellness is at the forefront of many health conversations,” and the award-winning adult retailer is right in the middle of it all.

 

For over 40 years, Adam & Eve has not only been making Valentine’s Day special for couples, it has been combating the stereotypical notion of adult-oriented retail with modern, open, and inviting stores.

 

“Adam & Eve store inventory is 75 percent soft goods,” explains Keegan. Soft goods are items like  lingerie, hosiery, loungewear and bachelorette party gifts. You know, the types of things you could find at  Victoria’s Secret stores nationwide, though Adam & Eve prides itself on their larger selection and variety of items. “ Less than 25 percent are adult goods,” he adds.

 

The two time industry Retailer of the Year award winner, carefully designs its stores in such a way that customers, especially for females and couples feel welcomed. Adam & Eve stores have a reputation for being very clean, and well-lighted too. Let’s be honest, if a woman feels comfortable at Adam & Eve, her husband is probably guaranteed a trip back sometime in the future. Happy Valentine’s Day indeed.

 

A big part of Adam & Eve’s business strategy hinges on who it puts at the helm of each store. “It’s a business that an individual, investors, or family partners can grow.. We really want to see our franchisees and employees succeed,” says Keegan, “ therefore, we are selective about who we recruit.” This selectivity is absolutely shown in Adam & Eve’s stellar customer service record. When it comes to franchisees, Adam & Eve has experienced success with women and couple entrepreneurs, though David adds, “we’re always looking for people with a vast business or entrepreneurial background. Retail sales, communications and strong customer service experience is a big plus, too.”

 

Clearly, Adam & Eve’s growth strategy and dedication to customer service is paying off. Like unit sales grew by an average of 4 percent in 2011 and 8 percent in 2010. Overall sales for the adult-oriented retailer continue to grow at a double-digit rate. “I wouldn’t say the recession was necessarily good for business,” jokes Keegan, “but you do the math, – for the price of dinner for two and a movie, you can have a lot of fun at home and enhance your romance too.”

 

Adam & Eve is currently pressing forward with plans to expand in Atlanta, Chicago, Dallas, Kansas City, Minneapolis, Philadelphia, San Francisco and St. Louis.

Adam & Eve logo

Q&A with LivHOME Senior Vice President of Franchising, Mimi Zeller

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We sat down with LivHome’s Senior Vice President of Franchising to discuss why she loves LivHOME and what makes the senior care franchise so special.

 

How did you become involved with LivHOME? What does your job entail? I became involved with LivHOME because I believe in the LivHOME business model and at-home senior care is something I strongly believe in. As Senior Vice President of Franchising, it’s my job to oversee franchise development and the franchise operations for the entire company. It’s a unique and rewarding opportunity to offer a franchisee.

 

What makes it a unique at-home senior care franchise? What about the business model attracted you? LivHOME’s home care model gives clients a better quality of life in their own homes. The model also provides franchisees the opportunity to compete on quality, not prices, and deliver a differentiated, higher quality home care service to their community. I’m delighted to be part of a team that can do this for families and business owners.

 

Have you ever been a franchisee? What’s your business background? I’ve never been a franchisee, but I have worked with more than 5,000 franchise operators in my 25 years in the franchising industry. I began my career in franchising while working with Domino’s Pizza, Inc. in their world headquarters. While at their west coast regional office, I oversaw 725 franchise locations in 8 western states as the Franchise Operations Director. Later, I was the Senior Vice President of Operations for Mail Boxes, Etc., now The UPS Store, for 3,400 domestic franchises. To round it all out, I was also the CEO of a regional fast-casual food franchise.

 

Wow, that’s quite a bit of franchise industry experience. What’s been the most rewarding part of being a part of a franchise? The most rewarding part of working in a franchise is seeing individuals realize their dreams of owning their own business. LivHOME also offers the opportunity to do something good on a daily basis and help seniors in need.

 

Could you quickly describe for me the franchisee selection process to me? What do you look for in a potential franchisee? Do you have a profile in mind? We look for franchisees who are passionate, driven, can follow LivHOME’s process and standards, and are interested in working full-time in the business.

 

How extensive is the training for your new franchisees? Do you try and develop personal relationships with them? LivHOME has five training stages: pre-training, training in Los Angeles, post-training, on-site opening training and ongoing training.

 

Tell me more about the ongoing training and support you provide. Ongoing support is one of the key components of our overall franchise support process. We believe in effective communication with our franchisees and offer face-to-face support as well as extensive online programs a franchise intranet, and sharing of best practices.

 

What do your franchisees cite as the most rewarding part of their jobs? LivHOME franchisees experience a rewarding and personally fulfilling life by providing much needed services on a daily basis to those in need. And making a great living doing it.

 

What can we expect from LivHOME in the years to come? You can expect national expansion of a professionally led home care franchise.

 

How’s business? Is LivHOME growing? Yes! Our model has a very reasonable initial investment as compared to other franchises.

Early Bird, Night Owl: Should You Extend Your Hours?

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The old adage that nothing good ever happens after midnight may no longer be true– at least in the business world. Franchises and other chains are staying open later and starting service earlier, hoping to earn business from both the early bird and the night owl.

 

McDonald’s reported, along with strong quarter 4 earnings, that the hours of midnight to 5 a.m. are the fastest growing time segment in its U.S. business. Nearly 40% of McDonald’s U.S. outlets are open around the clock, according to the Wall Street Journal. Should you be doing the same?

 

These days, everyone’s schedules are changing. The traditional 9-to-5 workday is a thing of the past. Many of us work multiple jobs, start the day later or work well into the night. It only makes sense that the businesses the population relies on (and vice versa) change, too.

 

If you’re contemplating changing your hours, there are three things to consider:

Does the projected added revenue cover the added wage expense? Staying open longer (or later) means you’ll be paying your employees a bit more to keep your business open. Make sure to go over your finances to see if you can afford to do this for a few months, until the word that you’re open later gets around.

 

Have your current customers already expressed a need for your to be open beyond your current hours of operation? Do your customers often wish you were open more days or at different times? If so, you’ll probably reap the rewards of longer hours. If not, you might earn the business of new customers whose schedules don’t allow them to swing by between 9:00 a.m. and 5:00 p.m.

 

How will you get the word out to your current and potential customers? It doesn’t do you any good to change your hours of operations to accommodate your customers unless they know about it! Have your employees tell your regulars you’re changing your hours. Post reminders on your front door and print them on your receipts. Contact your local community newspaper’s retail reporter with a press release announcing the new hours, if you feel it’s necessary.

If you’re still unsure if your customers need or want different operating hours (or you feel you could snag a few more by staying open later) talk to your employees and current clients. Both parties probably will be happy to clue you in on trends they’ve noticed and what they want from your business.