Category Archives: Franchise Interviews and Profiles

Franchise concept overviews, franchisee interviews and interviews with franchise concept top management members.

What Franchises Need to Know About Satmetrix

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What to do when your customers go from engaged to enraged.

 

The advent of social media has ushered in a new customer service paradigm. Interactions between a business and its customers — positive or negative– are now part of a company’s narrative thanks to platforms like Facebook and Twitter.

 

For businesses, this presents an opportunity to engage with its customer base and obtain feedback on its products and services. Under normal circumstances, this is a good, even great, thing. But, when a customer turns from engaged to enraged, a business is often caught off-guard, especially if a customer chooses to vent his or her frustration publicly. An angry customer is a scary thing; an angry customer on Twitter or Facebook is terrifying.

 

Dissatisfied customers present a unique challenge to franchises. Negative feedback expressed publicly can not only tarnish the reputation of the local outpost, but also influence a potential customer’s perception of the brand overall. As Forbes reported earlier this year, “when you make a decision to choose one brand over another, you’re influenced more by the company’s reputation than any particular product it offers.”

 

So how do you manage your reputation, keep your customers happy, and protect your bottom line? Satmetrix has a suggestion: put your net promoter score to work.

 

There are three types of customers: promotors, passives, and detractors. Customers that support and advocate for your brand are promoters. Those that support your business but aren’t telling their friends and family about you are considered passives. Customers that speak out against your business due to a poor experience are labeled as detractors. A brand’s net promoter score is calculated by subtracting the percentage of detractors from the percentage of promoters and provides a company with a numeric indication of its customer base’s level of satisfaction.

 

Traditionally, a net promoter score was calculated through surveys, which have become so ubiquitous they’re ineffective. Fewer and fewer customers care to respond to surveys because they get so many. Spark Score, a program from Satmetrix, surveys what customers are already saying by sweeping the Internet and social media.

 

At this point, the folks at Satmetrix decided to go a step further. After the net promoter score has been calculated, more questions are asked. In doing so, Satmetrix is able to draw a correlation between the net promoter score and what’s causing a customer to recommend your brand or, in some cases, to not recommend your brand. The goal is to identify the moment that franchises (and other businesses) are dropping the ball in order to fix the underlying error, improve overall customer relations, and ultimately win customers back.

 

A recent study performed by the Gallup Business Journal indicates that bringing on new customers is about emotion, not price or product. It costs more money to woo a new customer than it does to keep an existing one. In addition, satisfied existing customers spend an average of 2.6 times more than one that’s relatively satisfied and 14 times more than one that isn’t satisfied.

 

In the graph below, total revenue is represented by the total sales from passive and promoter customers in a nonexistent company. Total potential revenue represents the total sales from promoters, passives, and detractors who have returned as passive customers after having their customer service issues resolved. On average, the difference between the total and total potential revenues each month is $9,333.

 

The way Satmetrix has designed their program gives franchises the ability to assign each customer type a value, placing into perspective the real cost of a dissatisfied customer. In the case of the nonexistent company above, one detractor equals 2.6 passives and 1 promoter. So, when you lose a customer due to a poor customer service experience, you may need two customers to make up the difference in lost revenue.

 

At the end of the day, it’s more than the loss of a customer and sales; a detractor also has the ability to turn potential clients into detractors before they’ve even become a paying customer. When you’re looking to try a new restaurant or need help mowing your lawn you turn to family members and your friends for recommendations. The same applies to every business.

 

Satmetrix hasn’t stopped at creating a better net promoter score or helping companies assign a value to each customer type. With Satmetrix, sales teams can respond to customer service emergencies in real-time, assuaging a dissatisfied customer’s frustrations before they’ve said sayonara and been welcomed with open arms by a competitor. It’s also at this point that Satmetrix can help companies identify exactly where they’re going wrong in the sales process. As Carol Tice of Entrepreneur magazine points out, two of the best ways to keep angry customers from storming out and never coming back are reaching out via social media and fixing the broken policies.

 

Beyond the Easy Bake Oven

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How One Franchise Is Teaching Kids to Cook Better Than Their Parents

The idea of a child using a knife is enough to make any parent nervous. For Barbara Beery, it’s not so bad. For the past 25 years, Barbara has been surrounded by children with knives as a cooking instructor.

 

Born and raised in Austin, TX, Barbara has spent most of her life cooking. As a child, she was always in the kitchen with her mother. As a mother, Beery was always in the kitchen with her three young children. After the arrival of her third child, Beery needed a little extra cash.

 

Not wanting to put her kids in daycare, Barbara put her degree in education to work as a part-time preschool teacher. In her spare time, she taught cooking classes for children out of her home in Austin, Texas. She realized that, as a teacher, she had access to a large potential customer base: children and their busy parents.

All it took was a flier to fill a few of Beery’s cooking classes  After a few years of teaching both preschool and cooking classes, Barbara saw children’s cooking classes were something she could pursue full-time. That was 25 years ago.

 

From Kitchen to Franchise

 

From the very beginning, Barbara never simplified the recipes she taught to her students. “Kids can do so much more than just frost a cupcake,” explains Beery.

 

Most of the recipes Beery teaches are inspired by adult cookbooks (as opposed to those penned for children). Instead, she substitutes ingredients and changes a few names to make them appropriate for younger and smaller chefs. “Children are so beyond throwing a peanut-butter-and-jelly something together,” Beery says.

 

Today, Barbara Beery is the President and Owner of Foodie Kids, a franchise opportunity that teaches children’s cooking classes and sells child-appropriate cooking materials. She still teaches classes at the franchise’s Austin, Texas location; it’s what she “really loves.” In addition, Barbara writes the franchise’s curriculum, divines new recipes, and creates new classes.

 

When it comes to new classes, Barbara feels it’s important to stay up-to-date with the media, food trends and various new movies. For example, one summer she built a series of classes around the movie “Ratatouille” following its release. Of course, she’s constantly in contact with her little chefs and their parents. “There’s nothing more invaluable than listening to our customers.”

 

How Foodie Kids Works

 

As a franchise, Foodie Kids generates revenue in two ways: through cooking classes and its retail store. Each location separates the retail portion from the kitchen area for obvious health and safety reasons, but onlookers are able to watch cooking classes through large glass windows.

 

The retail area of the franchise is, according to Beery, “a cross between a kitchen supply store like Williams-Sonoma and a fabulous toy store like FAO Schwartz.Everything you can imagine having to do with kids and with cooking we sell,” Beery says.

Anytime the retail portion of Foodie Kids is open, kids can come in to make a snack for free. Not only does this entice children into the retail area (which is great for franchisees), it allows parents the opportunity to sit down, relax, and enjoy a cup of coffee while their little ones are happily playing. An added bonus? “It’s not their kitchen,” says Beery. There’s nothing to clean up.

In the Foodie Kids kitchen, children are taught according to their age and/or experience level. Those who are new to cooking or are very young will use child-appropriate safety knives, which are sold in-store. Foodie Kids also teaches a knife skills workshop. According to Beery, most children between 7 and 8 cannot use sharp knives that aren’t designed for children. “A 7 or 8 year old who has grown up in a cooking family can use a sharp knife,” says Beery.

 

“As many recipes as you can think of– that’s what we do,” says Beery of the cooking classes. “Children have made turkey sliders, homemade buns, vanilla ice cream, crêpes, chocolate croissants and coq au vin,” she says. Several of her students have gone on to culinary academies to become chefs.

 

“Cooking is one of those things that with the right environment and instruction, a child can be instantly successful. The best part of my job is when the little light bulb goes off in a child’s head, when they accomplish whatever we’re working on for the first time. It doesn’t matter if it’s a 2 year old or a 10 year old.”

 

Finding Franchisees

 

While the only location in current existence is the original in Austin, potential franchisees shouldn’t be alarmed. Barbara has been in the business for 25 years and Foodie Kids has only been franchising since mid-May of 2012.

 

If you’re interested in becoming a franchisee, loving to cook and loving kids are both important but they’re certainly not all Barbara looks for when selecting entrepreneurs to further Foodie Kids. “This is a business, it’s not a hobby. This isn’t something to tinker around with for three to five hours a day and walk away from,” Barbara says of her franchise. She makes the point that it is a small business.

 

“We don’t want an absentee franchisee. These parents and grandparents are bringing in their most precious possession to teach and do right by. You need to have your face in that store.” Beery asserts.

 

Once an entrepreneur becomes a Foodie Kids franchisee training begins in Austin at the original Foodie Kids location. Additional training is provided on-site at the franchisee’s new location for 3-5 days during the initial opening week. Barbara hopes that the new franchises who join Foodie Kids will incorporate new ideas into the program.

 

“You can’t think of everything!” she quips.

 

 

Success Story

 

If you’re wondering as to the practicality and profitability of a children’s cooking franchise in this economy, Beery has proved that it’s possible be successful. Foodie Kids in its current incarnation began two years ago and, despite never advertising, experienced the kind of success you don’t hear of– even in a booming economy.

 

“We opened the doors and we had profit in the first three months,” says Beery, much of which she credits to her local reputation.

 

That said, Foodie Kids provides a service that busy and working parents need and feel are of value. Barbara feels that cooking classes for children were once considered a luxury but now are ways for busy parents to keep kids busy during the summer months and after school when parents have to run errands, be at work, or need alone time.

For more information on becoming a Foodie Kids franchisee, visit http://www.franchiseclique.com/franchise/Foodie-Kids.

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.

Interview with President of OsteoStrong

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In severe cases, those with osteoporosis can break a bone with nothing more than a sneeze.

 

An estimated 10 million Americans have osteoporosis, eight million of which are women. The majority of those with porous bone disease are over age 50, but as we live and work longer the symptoms of this unfortunately prevalent disease can be extremely debilitating. Preventative measures like the consumption of vitamin D and calcium, regular weight-bearing and muscle-strengthening exercises and abstaining from smoking and drinking too much can go a long way in thwarting osteoporosis later in life.

 

However, those preventative measures aren’t always enough. That’s where OsteoStrong comes in.

 

Kyle Zagrodsky, President of OsteoStrong, and his wife were considering opening yet another health and fitness club when they stumbled upon the biodensity isometric research of Dr. John Jaquish and  consequently watched their health and fitness paradigm completely shift. It’s worth mentioning that Mr. Zagrodsky possesses extensive experience in the health and fitness industry. He’s owned several health and fitness clubs, holds a black belt in seven different forms of martial art, and currently owns his own software company, iGo Figure, in addition to his presidential responsibilities at OsteoStrong.

 

As it turns out, “Only about 12 percent of the U.S. have health club memberships,” says Zagrodsky, “and only 20-30 percent use it.” That means only three percent of Americans are actually breaking a sweat at the gym.

 

“Gyms still have their place,”  Zagrodsky adds, but when it comes to making a marked difference in the lives of those who suffer from osteoporosis, fibromyalgia and osteopenia, there’s nothing quite like OsteoStrong. As a machine, OsteoStrong works on a neural level telling your brain to fire the same signals that cause you to build strength and bone density while lifting weights or engaging in cardiovascular activity. What takes an hour in the gym takes only five minutes with OsteoStrong– and you’re not breaking a sweat.

 

In addition to mitigating the symptoms of osteoporosis, osteopenia (bone loss less severe than that of osteoporosis) and fibromyalgia, OsteoStrong increases bone density, builds muscle strength, and improves agility, posture and balance. For some, it even completely cures chronic back pain.

 

For Kyle, “Making a huge difference in people’s lives, especially like the 43-year old who had such severe back pain he had pain relief injections and was suicidal,” is the best part of his job. The 43-year old OsteoStrong client that Kyle speaks of suffered from such severe chronic back pain that he had contemplated ending his own life

. At 43 years old, he had been in pain for approximately 15 years. Now pain-free, the former back pain sufferer wants to open his own OsteoStrong franchise.

 

Kyle remains amazed at the success of OsteoStrong and the positive effects it can have.

“It’s really freaky when you see an 80 year old read a 170 percent increase in strength in six months,”  laughs Zagrodsky. (In case you were wondering, that’s a remarkable change.)

 

Aside from its ability to help those of all ages, OsteoStrong brings with it the added benefit of not needing to go through a medical doctor for an appointment as well as the possibility of eliminating a patient’s need for prescription osteoporosis medications.

 

“In three to five years we’ll be a household name,” Kyle predicts. A big part of that notoriety will assuredly come from future OsteoStrong franchisees.

 

“We want people that are passionate about helping people,” says Kyle. Of course, good credit and working capital are also requirements. Oh, and those who possess a results-oriented attitude. OsteoStrong franchisees are sure to receive endless support and the encouragement to be individuals — a rarity in the franchise world.

 

 

 

 

 

 

 

 

 

Let’s Get Kicking: Interview With WAKA’s Director of Franchising

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We sat down with Co-Founder and Director of Franchising Johnny LeHane to discuss the genesis of WAKA, what it means to be a franchisee, how WAKA is so much more than just a sports franchise and how it might just be the best match-making service ever.

 

As Johnny LeHane describes it, WAKA was started by “a few friends who were used to socializing at bars but wanted a better way to socialize.” So, the group of pals put together a business plan on–you guessed it– a cocktail napkin and founded the World Adult Kickball Association (WAKA) the very next day.

 

That was back in 1998. Today, WAKA has grown to serve over 75 cities with 400 kickball leagues and the concept is still growing. The management team, which includes Johnny as the Director of Franchising, began franchising midway through 2011 and currently has three franchisees.

 

The ideal WAKA franchisee is an “animated extrovert passionate about business and passionate about customer service,” says Johnny. Of course, the process of finding, signing and training the perfect franchisee is a bit more involved.

 

The WAKA recruitment process has about six steps:

 

  1. Review candidates paying particular attention to financial wherewithal
  2. Explain the franchise concept, operations and processes
  3. Go over the franchise disclosure document (FDD)
  4. Detailed review of the candidate by WAKA (and presumably vice versa) and an explanation of responsibilities once he or she becomes a franchisee
  5. Discovery Day
  6. Signing and launch preparation

 

After the final step, an appointed Franchise Support Manager prepares the new franchisee for the launch of the new WAKA franchise location. Support is continuous and provided through training webinars, regular visits, telephone check-ins and face-to-face meetings for the duration of the franchisee’s agreement.

 

Clearly WAKA is doing something right; the sports franchise has been listed in Inc. magazine’s Inc 5000 for the past two years. LeHane admits, however, that the recession was challenging but not debilitating, as evidenced by the decision to grow the concept using franchising in 2011.

 

New franchisees are spreading the word about WAKA in over a dozen markets. (One franchisee might serve several locations.) While there remain great opportunities for new WAKA franchisees to build a following from the ground up, WAKA is open to converting existing leagues, too.

 

A huge benefit of investing in franchising as an expansion method has been the franchisee feedback. “We love talking to our franchisees about their ideas and market development plans,” says LeHane, recognizing WAKA franchisees’ experience and knowledge.

 

The best part of the process so far? “The amount of enjoyment we provide to our customers,” says LeHane of the kickball games and tournaments WAKA organizes. “It’s the best part of their week.”

 

WAKA, though technically a sports franchise, places a greater emphasis on the social aspect of its franchise than the sports component. Usually, small groups and individuals come together to form kickball teams within a league (there are between four and 20 teams in a league) who then proceed to compete against one another. The atmosphere is extremely conducive to social networking.

 

“I’m proud to say we have had more than a few weddings,” says Johnny, “and kickball babies,” he adds, a testament to the social networking atmosphere of WAKA leagues around the country.

 

An added bonus? Each league is sponsored by a bar and/or restaurant and receives discounts perfect for post-game socializing. Who knows, maybe thanks to WAKA another group of friends will create another successful business on a cocktail napkin.

For more information on how to become a WAKA franchisee, visit http://www.franchiseclique.com/franchise/WAKA-Social-Sports.

Mathnasium Franchise Spotlight

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Let’s face it – math is tough. So tough, that many kids need help reinforcing the basic principles and learning the more advanced mathematics so that they don’t fall behind in their school work. There’s so much to math that students often fall behind in their studies before they even know it, which can be detrimental in the long run. Even worse is when the challenge of math has children disliking it – then they’re definitely unmotivated to learn. That’s where Mathnasium: The Math Learning Center comes in. Mathnasium is a children’s educational franchise that engages kids through interactive, hands-on activities. And being that quality math tutoring and instruction is a sticking point for parents today, Mathnasium is one of the fastest growing available children’s franchises, offering a high ceiling for money-making potential.
As a Mathnasium franchise owner, you’ll manage a team of math experts who will help you provide a fun and educational circiculum to the children you will serve. And like all franchises, if you need assistance, you won’t be left hung out to dry. By owning a Mathnasium franchise, you’ll become a part of a professional network that will provide you with the support and tools necessary to succeed. Remember, as a franchise owner, your success dictates their success.
The estimated investment rate for a Mathnasium opportunity begins at about $93,000. Financing options are also available to would-be franchise owners. While this price point may seem somewhat steep, remember that most kids need help with math and that the ones that don’t need help with math often want additional instruction so that they can get ahead and stay ahead of their peers. It’s why Mathnasium is one of the fastest growing franchise opportunities in the country. And it’s why your initial investment could pay off big time in the long run.

“**Due to the date this article was published, store count and financials may be inaccurate. Please refer to Mathnasium Learning Centers page for the most current information.”

Children’s Education Franchise Spotlight

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Mad Science Franchise

When you think of franchise opportunities, chances are that things like children and child education may not immediately come to mind. But there’s arguably just as much opportunity involved in owning a children’s educational franchise as there is in being the owner for another type of franchise. There’s also arguably more money-making potential, as there will always be children who need help with learning and engaging with others, and parents who strive to give their child the best opportunity for succeeding in life. This is because children’s franchises aren’t solely for entertaining the younger clientele, but also educating and developing them.

There is a vast amount of choice in terms of selecting from a children’s educational franchise. For example, Club-Z is an in-home tutoring service, where franchise owners will manage a staff of tutors that help out kids with specified school subjects. The tutoring is done at the child’s home, so you don’t need a specialty building to hold such sessions, which keeps franchise investment costs down. Plus, tutoring is becoming a much more popular business. Tutoring is one thing, hands-on learning activities are another opportunity.

That brings us to Mad Science, a franchise that entertains and engages children through hands-on science-related activities. Studies show that children who are engaged and actively participating in activities are more likely to learn and retain information better than those who aren’t.

Another example of a children’s franchise is Mathnasium. Although Mathnasium requires a higher investment amount than many of the other children’s franchise options, it also offers a potentially higher payoff by specializing in one area of school that many students struggle with – math. Mathnasium engages children and teaches them math, while reinforcing basic arithmetic, through games and activities, so as not to make it seem like a boring chore.

“**Due to the date this article was published, store count and financials may be inaccurate. Please refer to Mathnasium Learning Centers page for the most current information.”

Captain Tony’s Pizza: Your Neighborhood Pizzeria

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Captain Tony’s Pizza is proof that Mexican-inspired Chipotle isn’t the only food franchise that’s dedicated to its customers, to its franchisees, or to its community.

 

In the 1970s, Anthony Martella opened the first Captain Tony’s as a mom-and-pop pizza parlor. In 1972, Anthony’s son, Michael, took his father’s pizza (and his grandmother’s pizza dough recipe) and turned it into a successful multi-location franchise operation. Somehow, all Captain Tony’s locations still manage to feel like your neighborhood pizzeria. For Michael Martella that’s not only important to him personally, it’s an integral part of his business model.

 

While Michael Martella might be the founder’s son and Captain Tony’s current CEO, he’s also a franchisee himself– he owns the Rochester, NY location of Captain Tony’s.

 

As a franchisee, Michael Martella knows how important it is, especially for a pizzeria like Captain Tony’s, to be a visible part of your business, for your customers to get to know you, and to be seen as a part of the local community. In fact, that’s a big part of Captain Tony’s success. The personal attention that you get at a Captain Tony’s you just don’t find anywhere else. When was the last time you walked into a pizza franchise and they remembered your name and your order? Martella sees the same customers today he saw 20 years ago as kids– albeit they’ve grown up a little bit.

 

It’s more than just remembering your name. Unlike most other pizza franchises, Captain Tony’s makes most everything in-house. The dough is made every day from a recipe Martella’s grandmother brought over from Italy. Bread is baked from scratch every day. When it comes to produce and other menu items, Martella encourages his franchisees to buy from local businesses, farmers, and purveyors. Again, community involvement is a big part of being a Captain Tony’s franchisee.

 

As the current CEO, Martella is responsible for finding, training, and supporting all of Captain Tony’s franchisees. When it comes to finding someone new, there are a few things that make his list. First of all, he’s not looking for someone who “wants to reinvent the wheel.” He’s looking for someone with business sense and sales experience who can learn the business model he’s perfected. Captain Tony’s is a brand where you “gotta work hard,” he says. Not surprisingly, the brand is doing well. “We turn more people down than we accept,” Martella says.

 

For those who become Captain Tony’s franchisees, there’s more than a great concept waiting– there’s great support. When you’re first starting out, Captain Tony’s helps you shop for equipment deals. (A brand new convection oven can cost upwards of $48,000.)  Martella provides counseling and aid when it comes to finding an appropriate location and permits franchisees to do their own construction work if they’re qualified or they happen to know someone in the local community who can get the job done. Again, for Captain Tony’s, it’s all about the community.

 

Financially speaking, Captain Tony’s only requires a franchise fee of 4.5% (lower than most) that’s capped at $500 per week. So, if you’re doing particularly well in sales, that profit stays with you. Franchisees are given a complete and total marketing guide and leeway to try out their own advertising strategies, which are encouraged, they just need permission first.

 

At the end of the day, being a Captain Tony’s franchisee is about hard work, being involved in your community, and providing your customers with a personalized experience and a great end product. With all the experience, tools, and support that Michael Martella provides and brings to the table, Captain Tony’s is a franchise that brings together profit and perfect pizzas.

Interview with VP of Franchise Development for 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 franchise, 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.

 

 

FASTSIGNS, Fast Growth?

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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.’

Interview with DwellGreen’s President, Jim Majirsky

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Jim Majirsky wants to save you some green. As the President and CEO of business and home services franchise DwellGreen he just might be able to.

In 2005 John Lamby, who Jim refers to as “an environmental guru” started the process of creating what DwellGreen is today: a resource, a business and a fine-tuned approach for helping homeowners make decisions about the performance of their homes. This covers everything from energy efficiency to retrofitting to identifying government rebates homeowners are able to qualify for.

 

Majirsky joined DwellGreen a little over a year ago. It took the better part of 2011 for Jim to take DwellGreen, which had become quite a successful business in Florida, and translate it into a growing, national franchise. Now, the company has four franchising territories and plans to begin franchising in Canada within two years. After 17 years of executive franchising experience, Jim is happy to be involved in a company that he really cares about. He loves being around environmental initiatives and believes strongly in their importance. “It is the future,” Majirsky says, “It’s not just greening, its learning what that means.”

 

DwellGreen, as a business, seeks to do three things: to advise, to consult, and to educate its customers.  The business works a little something like this: homeowners call DwellGreen about making their home a bit greener (in one way or another). A representative from DwellGreen drives (in a Prius, of course) to see the client’s home. The DwellGreen representative assesses the home and advises the homeowner on improvements that should be made. From there, the DwellGreen representative facilitates the greening process. Some homeowners will jump into greening feet first, others will pick specific projects until the entire home is, well, green.

 

“There’s a cost savings to this that’s good for everyone,” explains Majirsky. “It helps the environment, helps with health issues, and it does have large implications like reducing carbon footprint,” he elaborates. “It improves the quality of our air and our water.”

 

Of course, it takes someone who’s passionate about the environment and making a difference at the micro and macro levels to be successful as a DwellGreen franchisee. In addition, it takes a skilled communicator with experience in business development, sales, and marketing to pursue potential customers. Environmental and building sciences backgrounds are pluses, too. In fact, a number of current DwellGreen franchisees have environmental science or construction backgrounds.

 

After the initial interest inquiry is made, the next step, according to Jim, is to familiarize potential franchisees with the business model. From there, serious franchisees receive a full week of training and certification (which includes RESNET and EPI training) as energy auditors, remediation programs for radon, mold, lead, and air quality. “If we’re about anything we’re about servicing our franchisees and supporting them,” says Jim. The DwellGreen business model also includes a full marketing program and support system, so franchisees can focus on bringing in customers and maintaining positive client relationships.

Interested in more information about this franchise? Go to Franchise Clique.com to find out more about this green franchise!

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 stores 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 with their stores large selection and a greater 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.