Status: U Return-Path: Received: from noehlo.host ([127.0.0.1]) by mx-avoceta.atl.sa.earthlink.net (EarthLink SMTP Server) with SMTP id 1kQwTz6j13Nl34k0; Thu, 16 Oct 2008 13:44:21 -0400 (EDT) Received: from wsmarth-infect.pas.sa.earthlink.net ([207.217.120.84]) by mx-avoceta.atl.sa.earthlink.net (EarthLink SMTP Server) with ESMTP id 1kQwTz36J3Nl34k0 for ; Thu, 16 Oct 2008 13:44:21 -0400 (EDT) Received: from domrl-brush.atl.sa.earthlink.net ([207.69.231.198]) by wsmarth-infect.pas.sa.earthlink.net with smtp (Exim 3.36 #4) id 1KqWtY-0005Gw-00 for merileek@earthlink.net; Thu, 16 Oct 2008 12:44:20 -0500 X-ELNK-Loop: merileek@kerncommunications.com Received: from dukecmmtar02.coxmail.com ([68.99.120.49]) by domrl-brush.atl.sa.earthlink.net (EarthLink SMTP Server) with ESMTP id 1kQwTx7tK3Nl5vE0 for ; Thu, 16 Oct 2008 13:44:19 -0400 (EDT) Received: from merilee07cf8a9 ([68.15.13.44]) by dukecmmtar02.coxmail.com (InterMail vM.6.01.06.05 201-2131-130-106-20070212) with SMTP id <20081016174419.UHEM8217.dukecmmtar02.coxmail.com@merilee07cf8a9> for ; Thu, 16 Oct 2008 13:44:19 -0400 Message-ID: Reply-To: "Merilee:::Kern Communications" From: "Merilee:::Kern Communications" To: Subject: Entrepreneur.com Date: Thu, 16 Oct 2008 10:44:19 -0700 MIME-Version: 1.0 Content-Type: multipart/related; type="multipart/alternative"; boundary="----=_NextPart_000_040F_01C92F7C.24B40EC0" X-Priority: 3 X-MSMail-Priority: Normal X-Mailer: Microsoft Outlook Express 6.00.2900.5512 X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.5579 X-ELNK-AV: 0 X-ELNK-Info: sbv=0; sbrc=.0; sbf=00; sbw=010; This is a multi-part message in MIME format. ------=_NextPart_000_040F_01C92F7C.24B40EC0 Content-Type: multipart/alternative; boundary="----=_NextPart_001_0410_01C92F7C.24B40EC0" ------=_NextPart_001_0410_01C92F7C.24B40EC0 Content-Type: text/plain; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable http://www.entrepreneur.com/franchises/franchisezone/article197594.html -------------------------------------------------------------------------= ------- =20 Ways to Support Franchisees During a Time of Escalating Costs Use these tips to attract more franchisees and help them cut costs. Adina Genn and Harold Kestenbaum Friday, October 10, 2008; 12:00 AM=20 Prove your system's value to franchisees every day. That's the mantra of = growth-oriented franchisors, especially given the current economy. If = ever there were a time to help franchisees lower costs or find favorable = financing sources, this is it. Some franchisors are doing just that, and = they are willing to share their cost-saving secrets for everyone's = benefit. Turn Veggie Oil to Fuel Seeking to help franchisees slash fuel costs, Adam Scott found = inspiration in the kitchen. As CEO and co-founder of Wing Zone, a = 120-unit chicken wing take-out and delivery chain based in Atlanta, = Scott is instrumental to the program to convert the chain's used = vegetable oil into fuel for Wing Zone's 120 trucks. By forgoing regular = unleaded gas, the fleet will consume 190,000 fewer gallons of gas = annually, saving about $8,000 per vehicle per year. Participating = franchisees purchase a $3,000 conversion kit, Scott says. Those who = convert to vegetable oil will pay an alternative fuel tax, but most = franchisees will see return on investment in approximately six months, = Scott says. Franchisees will also save by eliminating the expense of = grease disposal. "Our franchisees think it's great, and the customers' response was = fantastic," Scott says. "The only way fuel costs go down is if you = decrease demand." Scrutinize Expenses, Pricing Many franchisors seek to streamline costs. Take Paul Mann, founder and = CEO of FETCH! Pet Care, a pet sitting and dog walking concept = headquartered in Berkley, Calif. Mann renegotiated credit card = processing costs, enabling franchisees to slash fees by nearly 15 = percent, he says. Mann is also consolidating from three marketing = providers to one, which in turn can offer better pricing in exchange for = the increased business.=20 Kevin Brennan, the franchisor of Rockn' Joe Coffeehouse and Bistro = headquartered in Cranford, N.J., examined his system's menu offerings = and found ways to maximize profits without detracting from the = customers' experience. The system switched from high-surface-area = sandwich bread to flatter, less costly bread "that still gives a great = appearance," Brennan says. He also trained franchisees and their employees to maintain portion = control and reduce waste, getting that extra slice of cheese from a = mozzarella ball or two extra slices from a cake. Rising Roll Gourmet is an Atlanta-based concept with 12 units, three = more under construction and another 30 on the way. CEO Mike Lassiter cut = the cost of entry for franchisees by reducing layouts from 2,400 square = feet to 2,000 square feet, which slashed rent by 17 percent without = hampering operations. The company replaced its brick-walled and tiled = interior with warm-colored sheetrock, stained concrete and dark = furnishings. The system also sped up its baking process without = sacrificing quality and worked with vendors to switch to better priced = packaging, including reusable, high-end trays that are both = environmentally friendly and less costly. Ramp It Up As competitors slash advertising budgets, William Brennan Jr., CEO of = Kalologie Skincare, a Los Angeles-based luxury medical spa concept with = eight units and two more underway, increased his expenditures. He sees = opportunity in online advertising, especially since the cost of = purchasing key words decreased. "While the total amount of money we spent on advertising increased from = $9,500 to $11,000, our cost per impression decreased from nine cents to = less than eight cents, and our total number of impressions increased = almost 40 percent," he says, adding that he saw a boost in revenues, = too. Through a PR campaign, Kalologie landed a skincare product mention = in US Weekly--a plus for the brand, Brennan notes.=20 Yet another avenue to take is grassroots marketing. David Asarnow is the = franchisor of CLIX, a portrait studio concept in Mariette, Ga., with 23 = locations and six more underway. In July CLIX launched its "Cutest Kid = Contest," a promotion where parents urge friends and relatives to vote = for their child. Each person tells about 20 others to vote, Asarnow = says, building buzz for CLIX virally; voters are educated about CLIX = locations and receive coupons. Voting spans September and October, = leading right up to family-portrait season just before the holidays. Asarnow, who is also a CLIX franchisee, has the opportunity to test his = unit marketing strategies, which he then recommends to other = franchisees. One such approach is cross promotion with local businesses = to draw in new customers. Fetch forms alliances with large organizations, including American = Automobile Association, offering discounts to AAA members, making it = easy for franchisees to grow their client roster. Fetch offers similar = discounts to more than 75 million employees, customers, and members of = various companies and associations, including Blue Cross-Blue Shield, = Safeway and Bark Busters. "There is virtually no cost to our franchisees = under this model," Mann says. Or enhance your product line. Rising Roll, for example, ramped up its = offerings, expanding its menu offerings and adding breakfast to the mix = so franchisees can boost volume. Add Support Adding new initiatives can require additional staffing, which is why = since July 2007, Fetch brought on four new employees to handle = marketing, training and support. That investment, along with Fetch's = low-cost initial franchise fee of $12,000, is fostering the system's = growth. Currently Fetch adds five to 10 new franchisees a month. In = early 2009, Mann expects to add between 10 and 15 a month, and by late = 2009, 15 to 20 a month. Prospective franchisees may need support finding financing, says Peter = Tourian, founder and CEO of Synergy HomeCare, a non-medical home care = concept with 48 franchisees, headquartered in Gilbert, Ariz. For this = reason, in 2007 Synergy HomeCare became a U.S. Small Business = Administration-approved franchisor, expediting loans for qualified = franchisees. With this program, the loan process, which otherwise can = take as long as five months, is "knocked down to about four weeks," = Tourian says. And to provide additional options, Synergy HomeCare now = partners with -third-party financing companies, including BORSA, = enabling franchisees to fund the purchase of their unit with their = 401(k) without incurring penalties. More Coaching Franchisees look to the home office for guidance and expertise. Low-cost = webinars make it easy. Fetch provides webinars to educate them on = streamlining and containing costs and overhead, marketing initiatives, = and adjusting prices and discounts as necessary to maintain adequate = profitability levels. RE/MAX of New York Inc., the master franchisor for New York, undertook = new initiatives since 2006. Carolyn Weber, executive vice president of = RE/MAX of New York, and her team saw that the real estate market was = changing. To address emerging needs, RE/MAX promoted an in-house staffer = to director of regional development; the person now visits franchisees = statewide, conducting business reviews that include analyzing facilities = and expenses, business on the books, and number of active agents. The = director of regional development provides "remedial training where = needed" and raises awareness so operators "recognize that they need to = make changes to weather any market fluctuations that might be coming = their way," Weber says. RE/MAX also offers quarterly motivational and = recognition programs featuring guest speakers. Pare down costs without compromising your brand, boost your marketing = program, point prospects to solid funding sources and your franchisees = will sing your praises. Their enthusiasm will inspire new franchisee = candidates, the surest path to overall growth. Prove your value every = day as a franchisor and your system will be stronger for it. ------=_NextPart_001_0410_01C92F7C.24B40EC0 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable
http://www.entrepreneur.com/franchises/franchisezone/article19759= 4.html
 
3D"Business 

Ways to Support Franchisees During a Time of = Escalating=20 Costs

Use these = tips to attract=20 more franchisees and help them cut=20 costs.

Adina Genn and Harold = Kestenbaum
Friday, October 10, 2008; 12:00 AM

Prove your system's value to franchisees every = day. That's=20 the mantra of growth-oriented franchisors, especially given the current = economy.=20 If ever there were a time to help franchisees lower costs or find = favorable=20 financing sources, this is it. Some franchisors are doing just that, and = they=20 are willing to share their cost-saving secrets for everyone's=20 benefit.

Turn Veggie Oil to = Fuel
Seeking to=20 help franchisees slash fuel costs, Adam Scott found inspiration in the = kitchen.=20 As CEO and co-founder of Wing Zone, a 120-unit chicken wing take-out and = delivery chain based in Atlanta, Scott is instrumental to the program to = convert=20 the chain's used vegetable oil into fuel for Wing Zone's 120 trucks. By = forgoing=20 regular unleaded gas, the fleet will consume 190,000 fewer gallons of = gas=20 annually, saving about $8,000 per vehicle per year. Participating = franchisees=20 purchase a $3,000 conversion kit, Scott says. Those who convert to = vegetable oil=20 will pay an alternative fuel tax, but most franchisees will see return = on=20 investment in approximately six months, Scott says. Franchisees will = also save=20 by eliminating the expense of grease disposal.


"Our franchisees think it's great, and the = customers'=20 response was fantastic," Scott says. "The only way fuel costs go down is = if you=20 decrease demand."

Scrutinize Expenses, = Pricing
Many franchisors seek to streamline costs. Take = Paul Mann,=20 founder and CEO of FETCH! Pet Care, a pet sitting and dog walking = concept=20 headquartered in Berkley, Calif. Mann renegotiated credit card = processing costs,=20 enabling franchisees to slash fees by nearly 15 percent, he says. Mann = is also=20 consolidating from three marketing providers=20 to one, which in turn can offer better pricing in exchange for the = increased=20 business.=20

Kevin Brennan, the franchisor of Rockn' Joe = Coffeehouse and=20 Bistro headquartered in Cranford, N.J., examined his system's menu = offerings and=20 found ways to maximize profits without detracting from the customers'=20 experience. The system switched from high-surface-area sandwich bread to = flatter, less costly bread "that still gives a great appearance," = Brennan=20 says.

He also trained franchisees and their employees to = maintain=20 portion control and reduce waste, getting that extra slice of cheese = from a=20 mozzarella ball or two extra slices from a cake.


Rising Roll Gourmet is an Atlanta-based = concept with 12=20 units, three more under construction and another 30 on the way. CEO Mike = Lassiter cut the cost of entry for franchisees by reducing layouts from = 2,400=20 square feet to 2,000 square feet, which slashed rent by 17 percent = without=20 hampering operations. The company replaced its brick-walled and tiled = interior=20 with warm-colored sheetrock, stained concrete and dark furnishings. The = system=20 also sped up its baking process without sacrificing quality and worked = with=20 vendors to switch to better priced packaging, including reusable, = high-end trays=20 that are both environmentally friendly and less costly.

Ramp It Up
As competitors = slash=20 advertising budgets, William Brennan Jr., CEO of Kalologie Skincare, a = Los=20 Angeles-based luxury medical spa concept with eight units and two more = underway,=20 increased his expenditures. He sees opportunity in online advertising, especially = since the=20 cost of purchasing key words decreased.

"While the total amount of money we spent on advertising = increased=20 from $9,500 to $11,000, our cost per impression decreased from nine = cents to=20 less than eight cents, and our total number of impressions increased = almost 40=20 percent," he says, adding that he saw a boost in revenues, too. Through = a PR=20 campaign, Kalologie landed a skincare product mention in US = Weekly--a=20 plus for the brand, Brennan notes. 

Yet another avenue to take is grassroots = marketing. David=20 Asarnow is the franchisor of CLIX, a portrait studio concept in = Mariette, Ga.,=20 with 23 locations and six more underway. In July CLIX launched its = "Cutest Kid=20 Contest," a promotion where parents urge friends and relatives to vote = for their=20 child. Each person tells about 20 others to vote, Asarnow says, building = buzz=20 for CLIX virally; voters are educated about CLIX locations and receive = coupons.=20 Voting spans September and October, leading right up to family-portrait = season=20 just before the holidays.

Asarnow, who is also a CLIX franchisee, has the = opportunity=20 to test his unit marketing strategies, which he then recommends to other = franchisees. One such approach is cross promotion with local businesses = to draw=20 in new customers.

Fetch forms alliances with = large=20 organizations, including American Automobile Association, offering = discounts to=20 AAA members, making it easy for franchisees to grow their client roster. = Fetch=20 offers similar discounts to more than 75 million employees, customers, = and=20 members of various companies and associations, including Blue Cross-Blue = Shield,=20 Safeway and Bark Busters. "There is virtually no cost to our franchisees = under=20 this model," Mann says.

Or enhance your product line. Rising Roll, for = example,=20 ramped up its offerings, expanding its menu offerings and adding = breakfast to=20 the mix so franchisees can boost volume.

Add Support
Adding new initiatives can require additional staffing, = which is=20 why since July 2007, Fetch brought on four new employees to handle = marketing,=20 training and support. That investment, along with Fetch's low-cost = initial=20 franchise fee of $12,000, is fostering the system's growth. Currently = Fetch adds=20 five to 10 new franchisees a month. In early 2009, Mann expects to add = between=20 10 and 15 a month, and by late 2009, 15 to 20 a=20 month.

Prospective franchisees may need support finding = financing,=20 says Peter Tourian, founder and CEO of Synergy HomeCare, a=20 non-medical home care concept with 48 = franchisees,=20 headquartered in Gilbert, Ariz. For this reason, in 2007 Synergy = HomeCare became=20 a U.S. Small Business Administration-approved franchisor, expediting = loans for=20 qualified franchisees. With this program, the loan process, which = otherwise can=20 take as long as five months, is "knocked down to about four weeks," = Tourian=20 says. And to provide additional options, Synergy HomeCare now partners = with=20 =96third-party financing companies, including BORSA, enabling = franchisees to fund=20 the purchase of their unit with their 401(k) without incurring=20 penalties.

More Coaching
Franchisees = look to the=20 home office for guidance and expertise. Low-cost webinars make it easy. = Fetch=20 provides webinars to educate them on streamlining and containing costs = and=20 overhead, marketing initiatives, and adjusting prices and discounts as = necessary=20 to maintain adequate profitability levels.

RE/MAX of New York Inc., the master franchisor for = New York,=20 undertook new initiatives since 2006. Carolyn Weber, executive vice = president of=20 RE/MAX of New York, and her team saw that the real estate market was = changing.=20 To address emerging needs, RE/MAX promoted an in-house staffer to = director of=20 regional development; the person now visits franchisees statewide,=20 conducting business reviews that include = analyzing=20 facilities and expenses, business on the books, and number of active = agents. The=20 director of regional development provides "remedial training where = needed" and=20 raises awareness so operators "recognize that they need to make changes = to=20 weather any market fluctuations that might be coming their way," Weber = says.=20 RE/MAX also offers quarterly motivational and recognition programs = featuring=20 guest speakers.

Pare down costs without compromising your brand, = boost your=20 marketing program, point prospects to solid funding sources and your = franchisees=20 will sing your praises. Their enthusiasm will inspire new franchisee = candidates,=20 the surest path to overall growth. Prove your value every day as a = franchisor=20 and your system will be stronger for=20 it.

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