September 2009 Archives

Myths and Realities of Womens' Access to Finance

· Franchise Funding ·

A recent report commissioned by the UK based Women's Enterprise Task Force (WETF) dispels the myth that female businesses owners are charged more than men for loans by banks. The report also found that women tend to be better at repayment than their male counterparts and that their businesses are often seen by banks as lower risk.

Other key findings include:

*women succeed at or above the rates of men when seeking bank finance, which is a major encouragement to women thinking of starting up in business in this challenging climate.

*women are less likely than men to have been rejected due to poor business planning, and are less likely to have been unable to make a repayment on loans, suggesting that women can be better at managing their business finances.

*women are less likely than men to have the knowledge and confidence to access venture capital and equity funding, which can be productive sources of growth finance. To address this issue, the WETF inspired the creation of the Aspire Fund, a co-investment fund that targets high-growth women-owned businesses. The fund has made its first investment and is considering further ventures.

*women constitute more than half of the population and 46% of the British labour market however they are less than half as likely as men to start a business, and make up only 28% of the self-employed. Even with this under-representation, it is estimated that women's enterprise contributes £130 billion turnover and £70 billion GVA each year to the British economy. If British women were to reach the enterprise levels of their US counterparts, there would be an estimated 900,000 more start-ups and £23 billion more GVA each year.

To read the report in full, visit the Women's Enterprise Task Force website.

Quote of the Week

· Quote of the Week ·

"Action may not always bring happiness, but there is no happiness without action."

— Benjamin Disraeli, former British Prime Minister

The Social Media Revolution

· Franchise Marketing ·

When I moved from Chicago to London four and a half years ago, I invited family/friends/colleagues to join me at: Facebook, LinkedIn, Plaxo, etc. Knowing that I was going to be thousands of miles away, I viewed these social media tools as a way to stay connected. Very few of my contacts accepted my invitations in the beginning, but most have now woken up to the benefits of social media. Like me, they realise that it is not a fad but a fundamental shift in the way people communicate with one another. And for any company looking to take their marketing to the next level, integrating social media into the plan is a MUST!

Marketing Takes Time

· Franchise Marketing ·

An important reminder for any new business owner, not just franchisees: marketing can only succeed if time and energy are devoted to it regularly. Thomas Smith, a London based advertising executive put together the following list in 1885 to illustrate the point:

  • The 1st time a man looks at an advertisement, he does not see it.
  • The 2nd time, he does not notice it.
  • The 3rd time, he is conscious of its existence.
  • The 4th time, he faintly remembers having seen it before.
  • The 5th time, he reads it.
  • The 6th time, he turns up his nose at it.
  • The 7th time, he reads it through and says "Oh Brother!"
  • The 8th time, he says "Here's that confounded thing again!"
  • The 9th time, he wonders if it amounts to anything.
  • The 10th time, he asks his neighbour if he has tried it.
  • The 11th time, he wonders how the advertisers makes it pay.
  • The 12th time, he thinks it must be a good thing.
  • The 13th time, he thinks perhaps it might be worth something.
  • The 14th time, he remembers wanting such a thing a long time ago.
  • The 15th time, he is tantalized because he cannot afford to buy it.
  • The 16th time, he thinks he will buy it some day.
  • The 17th time, he makes a memorandum to buy it.
  • The 18th time, he swears at his poverty.
  • The 19th time, he counts his money.
  • The 20th time he sees the advertisement, he buys what it is offering.

So once a proper strategy/marketing plan is developed, in order for it to be effective, the plan needs constant time and attention, for real success to be achieved.

Guerrilla Marketing for Franchisees

· Franchise Marketing ·

Every franchisee starting out should read: Guerrilla Marketing for Franchisees: 125 Proven Strategies, Tactics and Techniques to Increase Your Profits written by Jay Conrad Levinson and Todd Woods. At the start they outline the formula for franchise success which includes:


  1. Developing the proper success mindset

  2. Becoming a lifelong student of marketing and business development

  3. Owning your success

  4. Accepting Accountability

  5. Executing and TAKE ACTION

To help achieve this success, they offer franchisees insight on:

  • How to write a powerful, 7-step marketing plan and prepare a successful marketing attack
  • How to successfully launch & maintain an ongoing marketing attack using up to 100 marketing weapons; 62 of which are low cost or cost next to nothing
  • How to understand their role as a franchisee when it comes to their own local store marketing
  • How to reach and even exceed their sales and profit goals and much more.

Overall, it's a quick read with lots of relevant examples and low cost tips that any new franchisee can use to incorporate into their business with a view to increasing profits.

Cost Associated with Franchising

· Franchise Funding ·

Many people who independently investigate franchising are often overwhelmed with the fees associated with franchising. Most people are familiar with the franchise fee. The franchise fee is a one time up front fee that franchisees pay to be part of the franchise. It is typically not a revenue generator for the franchisor as franchise fees are used to cover the cost associated with recruiting and training new franchisees.

Franchisors therefore makes money from collecting royalties from their franchise owners. Royalties generally fall into two categories: a flat fee or a percentage of gross sales collected monthly or weekly bases. It is in their best interest for the franchisees to be successful because the more money they make, the more money they make.

Many companies also have a marketing or advertising fee. This can be a small cost in a retail type business that has a sign that offers exposure to the potential customer, but in other types of businesses (those service based) the cost of finding customers can cost a significant amount.

There can be a separate fee called a territory fee. It is a fee franchisees pay for the protected rights for a specific geographic market. It can be based on pure population, by postcode or county or some division of population such as 50,000 people who have £50,000 incomes or better. In many instances, this fee is wrapped up into the franchise fee.

Either way, it is not the monthly percentages or pounds in fees that franchisees should be as concerned about, but rather at the end of the day (less fees paid to the franchise) are they putting the amount of money in their bank account that they desire. It is for this reason why I encourage all my franchisee candidates to stay with the investigation long enough to speak with existing owners and build a financial model. Only then will they truly
understand whether or not the business is truly financially viable.

Quote of the Week

· Quote of the Week ·

"To be a great champion you must believe you are the best. If you're not, pretend you are."

— Muhammad Ali, American boxer and three-time World Heavyweight Champion

Exit Strategy

· Franchising ·

The article below written by Joe Lindenmayer offers great advice for those considering franchise ownership.

How Will Your Franchise Ownership End? Before your grand opening, think about how you want to make your exit.

Entrepreneur.com | By Joe Lindenmayer | August 17, 2009

It seems funny to think about selling your business before you even start, doesn't it? But having a vision of how you would like to conclude your business ownership before getting started is no different than knowing your destination before you start a trip.

When I talk to prospective franchisees early in their discovery process, I always ask the same question: "When you look back at your first year in business, what would you like to have accomplished?" More than 75 percent of the time, I am met with a blank stare. When they finally do respond with an answer, I usually follow up with, "So, when the day comes to eventually leave the business, how do you foresee that happening?" That's the guaranteed deer-in-the-headlights question.

Do you think if I had asked Donald Trump or Michael Phelps when they started out what they hoped to accomplish that they'd have that same look? Nope, not even close. These competitors know how they want to finish what they start--and how to build the plan to achieve it.

You can read the full article at Entrepreneur.com.

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This page is an archive of entries from September 2009 listed from newest to oldest.

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