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    <title>The Franchise Consulting Blog</title>
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    <description>Blog focusing on franchise business ownership and how to evaluate and investigate your options.</description>
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      <title>​The Importance of Location in Franchise Success​</title>
      <link>https://www.thefranchiseconsultingcompany.com/the-importance-of-location-in-franchise-success</link>
      <description>Discover how strategic site selection can make or break your franchise. Learn the key factors in choosing the perfect location to ensure your franchise's success with insights from The Franchise Consulting Company.</description>
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           How Strategic Site Selection Can Make or Break Your Franchise Business
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           When embarking on the journey of opening a franchise, numerous factors contribute to the potential success or failure of the business. Among these, 
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           location
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            stands out as a pivotal element that can significantly influence outcomes. At 
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            The Franchise Consulting Company
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           , we recognize that selecting the right location is not merely about finding a spot on the map; it's about strategically positioning your business to maximize visibility, accessibility, and profitability.
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           In this comprehensive guide, we'll delve into why location is paramount in franchising, explore the critical factors to consider during site selection, and provide actionable insights to help you make informed decisions that align with your business goals.
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           Why Location Matters in Franchising
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           The adage "location, location, location" holds profound truth in the franchising world. A well-chosen location can be the difference between a thriving franchise and one that struggles to gain traction. Here's why:
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           1. Customer Accessibility and Convenience
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           A prime location ensures that your target customers can easily access your business. High foot traffic areas, proximity to public transportation, and ample parking facilities enhance customer convenience, encouraging repeat visits and fostering customer loyalty.
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           2. Brand Visibility and Awareness
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           Strategically placing your franchise in a visible area increases brand exposure. Locations with high visibility—such as busy intersections, shopping centers, or popular districts—serve as constant advertisements, keeping your brand top-of-mind for potential customers.
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           3. Alignment with Target Demographics
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           Understanding the demographics of a potential location is crucial. Placing your franchise in an area where the local population aligns with your target market increases the likelihood of attracting and retaining customers who are interested in your products or services.
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           4. Competitive Advantage
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           Selecting a location with manageable competition allows your franchise to establish a strong market presence. While some competition can indicate a healthy market, oversaturation can dilute your customer base and hinder growth.
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           Key Factors to Consider in Site Selection
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           Choosing the right location involves a multifaceted analysis of various factors. Here are some critical considerations:
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           1. Demographic Analysis
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           Conduct thorough research on the local population, focusing on:
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            Age and Gender:
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             Ensure the age and gender distribution aligns with your target market.
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            Income Levels:
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             Assess whether the area's average income supports your pricing structure.
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            Lifestyle and Preferences:
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             Understand the cultural and social dynamics that may influence purchasing behavior.
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           2. Market Demand and Trends
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           Evaluate the demand for your franchise's offerings in the prospective area. Analyze market trends to determine if the local community has a growing interest in your industry, ensuring sustained demand.
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           3. Foot Traffic and Accessibility
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           High foot traffic areas increase the likelihood of attracting walk-in customers. Consider locations near:
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            Shopping malls
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            Business districts
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            Schools or universities
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            Public transportation hubs
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           Additionally, assess the ease of access by car, availability of parking, and pedestrian friendliness.
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           4. Competition Analysis
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           Identify existing businesses offering similar products or services. While some competition is healthy, excessive competition can hinder your franchise's growth. Aim for locations where you can fulfill an unmet need or offer a superior alternative.
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           5. Cost Considerations
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           Balance the potential benefits of a location with its associated costs, including:
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            Rent or lease expenses
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            Property taxes
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            Utility costs
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           Ensure that projected revenues can comfortably cover these expenses and yield a profitable margin.
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           6. Zoning Laws and Regulations
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           Familiarize yourself with local zoning laws, building codes, and other regulations that may impact your franchise operations. Compliance with these laws is essential to avoid legal complications and potential fines.
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           The Role of Franchisors in Location Selection
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           Franchisors often provide support in site selection, leveraging their experience and data analytics to guide franchisees. This support may include:
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            Market Research:
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             Providing insights into demographic and market data.
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            Site Approval:
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             Evaluating and approving proposed locations to ensure alignment with brand standards.
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            Negotiation Assistance:
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             Helping negotiate lease terms to secure favorable conditions.
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           Engaging with your franchisor during the location selection process can provide valuable expertise and increase the likelihood of choosing a successful site.
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           Case Studies: Location Impacting Franchise Success
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           Case Study 1: Urban Coffee Shop
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           A coffee franchise selected a bustling downtown area with high pedestrian traffic and proximity to office buildings. The strategic location attracted morning commuters and lunchtime crowds, leading to robust sales and rapid brand recognition.
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           Case Study 2: Suburban Fitness Center
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           A fitness franchise opened in a suburban neighborhood lacking health facilities. By fulfilling a community need and positioning near residential areas, the franchise experienced steady membership growth and became a local staple.
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           Common Pitfalls in Location Selection
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           Avoiding common mistakes can save time, money, and frustration. Be wary of:
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            Ignoring Market Saturation:
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             Entering an oversaturated market can limit customer acquisition and revenue potential.
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            Underestimating Operational Costs:
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             Failing to account for all expenses associated with a location can strain finances.
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            Neglecting Future Developments:
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             Overlooking planned infrastructure or community developments can impact long-term viability.
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           Steps to Secure the Ideal Franchise Location
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            Define Your Target Market: Clearly identify the demographics and preferences of your ideal customers.
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            Conduct Market Research:
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             Gather data on potential locations, focusing on demographics, competition, and market trends.
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            Evaluate Multiple Sites:
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             Compare various locations based on the key factors outlined above.
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            Engage with Your Franchisor:
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             Utilize the resources and expertise offered by your franchisor during the selection process.
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            Negotiate Lease Terms:
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             Secure favorable lease agreements that align with your financial projections.
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            Plan for the Future:
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             Consider long-term factors such as area development plans and potential changes in market dynamics.
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           How The Franchise Consulting Company Can Assist
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           At The Franchise Consulting Company, we specialize in guiding prospective franchisees through the complex process of location selection. Our services include:
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            Personalized Consultation:
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             Understanding your business goals and aligning them with suitable locations.
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            Market Analysis:
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             Providing comprehensive data on demographics, competition, and market trends.
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            Site Evaluation:
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             Assessing potential locations to ensure they meet critical success criteria.
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            Negotiation Support:
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             Assisting in securing favorable lease terms and navigating legal considerations.
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           Partnering with us ensures that you make informed decisions, setting the foundation for a successful franchise venture.
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           Conclusion
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           The significance of location in the success of a franchise cannot be overstated. A strategic site selection enhances customer accessibility, boosts brand visibility, and aligns with target demographics, all of which are crucial for business growth. By meticulously analyzing key factors and leveraging expert guidance, you can position your franchise for long-term success.
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           At 
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    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
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            The Franchise Consulting Company
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           , we are committed to empowering franchisees with the knowledge and support needed to navigate the complexities of location selection. Contact us today to embark on your journey toward a prosperous franchise future.
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      <enclosure url="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/shutterstock_427926529.jpg" length="53322" type="image/jpeg" />
      <pubDate>Thu, 27 Mar 2025 00:57:39 GMT</pubDate>
      <author>sales@latitudepark.com (Rusty Rich)</author>
      <guid>https://www.thefranchiseconsultingcompany.com/the-importance-of-location-in-franchise-success</guid>
      <g-custom:tags type="string" />
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    <item>
      <title>​The Benefits of Partnering with a Franchise Consultant​</title>
      <link>https://www.thefranchiseconsultingcompany.com/the-benefits-of-partnering-with-a-franchise-consultant</link>
      <description>Discover how partnering with a franchise consultant can streamline your journey to business ownership. Learn the key benefits of expert guidance from The Franchise Consulting Company.</description>
      <content:encoded>&lt;div data-rss-type="text"&gt;&#xD;
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           Why Professional Guidance Can Save You Time, Money, and Stress on the Road to Franchise Success
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           Starting a business is a bold, exciting move—but it's also one that comes with countless decisions, financial commitments, and unknowns. For aspiring entrepreneurs interested in franchising, the path may seem simpler than building a business from scratch, but it still requires deep research, strategic planning, and informed decision-making.
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           That’s where a franchise consultant comes in.
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           At 
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    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
      &lt;strong&gt;&#xD;
        
            The Franchise Consulting Company
           &#xD;
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           , we understand that choosing a franchise is one of the biggest professional and personal decisions you’ll ever make. It’s not just about finding a brand you like—it’s about aligning with the right opportunity that matches your goals, values, lifestyle, and financial vision. Working with an experienced franchise consultant can make that process not only smoother, but far more successful.
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           In this blog, we’ll walk you through the core benefits of partnering with a franchise consultant, what the process looks like, and how the right guidance can set you up for long-term success in the world of franchising.
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           What Is a Franchise Consultant?
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           Before diving into the benefits, let’s clarify what a franchise consultant actually does.
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           A 
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           franchise consultant
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            is a professional who helps individuals explore franchise opportunities and guides them through the process of becoming a franchise owner. They act as educators, advisors, matchmakers, and advocates—bringing clarity to what can otherwise feel like a complicated, high-stakes journey.
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           The best franchise consultants:
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            Have experience in the franchise industry (many were franchisees or franchisors themselves)
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            Are affiliated with large networks or broker groups
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            Offer their services at no cost to the client (they’re paid by franchisors if a match is made)
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            Represent hundreds of vetted franchise brands across industries
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           In short, they help you find the right fit, avoid costly mistakes, and move through the process with confidence.
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           Why Partner with a Franchise Consultant?
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           Let’s explore the major benefits of working with a franchise consultant—especially one from 
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           The Franchise Consulting Company
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           , where experience, trust, and transparency lead every interaction.
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           1. Access to a Curated Network of Franchise Opportunities
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           One of the most overwhelming parts of franchising? The sheer number of options. With thousands of franchise brands in the U.S. alone, narrowing the field is a daunting task.
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           A franchise consultant does the legwork for you. Consultants affiliated with established groups like The Franchise Consulting Company have access to hundreds of pre-screened, diverse franchise concepts across industries, investment levels, and business models.
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           Benefits:
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            Saves time by eliminating hours of online research
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            Focuses only on vetted, reputable brands
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            Exposes you to industries you might not have considered
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            Includes both well-known and emerging franchise brands
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           You’ll gain insights into the franchise landscape you simply can’t get from Googling “best franchises to buy.”
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           2. Personalized Franchise Matching Based on Your Goals
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           There’s no such thing as a one-size-fits-all franchise. What works for one person might be a poor fit for another based on lifestyle, skills, budget, or desired involvement.
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           A good franchise consultant starts by getting to know you. Through interviews and assessments, they learn your:
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            Financial situation and investment range
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            Long-term business and personal goals
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            Preferred work-life balance
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            Strengths and experience
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            Geographic preferences
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           With this information, your consultant narrows down opportunities that match not only your finances, but your vision for the future. This personalized matching process is what sets the foundation for success.
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           3. Unbiased, Expert Guidance Through the Entire Process
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           Franchise consultants serve as your neutral sounding board, answering questions, providing clarity, and guiding you from exploration to decision.
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           Unlike a franchise salesperson—who works for the franchisor—a consultant works for you. Their goal is not to push one brand over another, but to help you evaluate opportunities objectively.
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           They’ll help you:
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            Understand franchise models and business formats
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            Review Franchise Disclosure Documents (FDDs)
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            Prepare for validation calls with existing franchisees
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            Navigate conversations with franchisors
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            Ask the right questions before making a commitment
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           Having an expert in your corner provides peace of mind at every step.
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           4. Support with Franchise Discovery and Due Diligence
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           The franchise discovery process—also called “discovery day” or “franchise investigation”—involves in-depth research, calls with existing franchisees, financial reviews, and meetings with franchisors.
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           A franchise consultant guides you through it all, helping you:
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            Understand each stage of the process
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            Avoid red flags or misleading claims
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            Analyze unit-level economics and profitability
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            Prepare validation questions to ask existing owners
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            Make apples-to-apples comparisons between brands
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           This phase is where big decisions are made, and the right consultant ensures you’re asking the hard questions and getting real answers.
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           5. Saves You Time, Energy, and Potentially Thousands of Dollars
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           The franchise buying process can take 2–6 months or longer—and without guidance, that timeline can drag out indefinitely. Worse, the risk of choosing the wrong franchise can cost you tens of thousands of dollars and years of regret.
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           By streamlining the search, vetting opportunities, and helping you avoid common mistakes, a franchise consultant saves you:
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            Time
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             spent researching brands and booking calls
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            Money
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             by steering you toward brands with strong ROI potential
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            Stress
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             from navigating legal documents and decision fatigue
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           And perhaps most importantly, they help you avoid bad fits before you invest.
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           6. They’re Free for You to Use
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           Yes, really.
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           Most franchise consultants (including those at The Franchise Consulting Company) don’t charge clients for their services. Instead, they’re compensated by franchisors if a placement is made—similar to how real estate agents are paid by sellers, not buyers.
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           This means you get personalized support, curated opportunities, and expert insight—
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           at no cost to you
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           .
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           Of course, ethical consultants are transparent about this structure and remain neutral in the matchmaking process. Their focus is on finding the right fit, not pushing high-commission brands.
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           7. Support Beyond the Signature
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           A good franchise consultant doesn’t disappear after you sign your agreement. They continue to be a resource as you move into:
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  &lt;ul&gt;&#xD;
    &lt;li&gt;&#xD;
      &lt;span&gt;&#xD;
        
            Franchise training
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            Site selection or territory development
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            Business planning and funding
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            Opening day prep
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           And because they work with so many franchise systems, they often have insight into what sets top-performing franchisees apart—insight they’ll share with you as you get started.
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           When you partner with a consultant from The Franchise Consulting Company, you gain a long-term advisor, not just a short-term guide.
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           8. Assistance with Funding Options and Lender Connections
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           Financing is one of the biggest hurdles new franchisees face. Your consultant can help you explore:
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            SBA loans
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            Retirement rollovers (ROBS)
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            Unsecured lines of credit
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            Franchise-specific lending programs
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            Equipment or lease financing
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           They’ll connect you with trusted financial partners and help you determine what structure best fits your investment range and cash flow needs.
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           Having someone who understands both franchising and funding helps you secure capital with less confusion and stress.
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           9. Risk Reduction and Smarter Decision-Making
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           Every business comes with risk—but franchising with the right brand, model, and support system dramatically improves your chances of success.
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           A franchise consultant:
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            Identifies brands with strong support systems
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            Flags operations that lack transparency
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            Helps you assess risk tolerance and plan accordingly
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            Encourages validation through real-world conversations
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            Empowers you to make informed, confident choices
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           This guidance alone is worth its weight in gold when making a decision that could impact your career and finances for decades to come.
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           10. Access to a Trusted Network of Industry Experts
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           Beyond franchise brands and funding partners, franchise consultants often have deep networks that include:
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            Attorneys familiar with FDDs and franchise contracts
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            Accountants who understand franchise business models
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            Real estate professionals (for brick-and-mortar franchises)
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            Marketing agencies who specialize in local franchise growth
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           This means that instead of building your dream team from scratch, you gain instant access to a network that understands your goals and needs.
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           At The Franchise Consulting Company, we connect our clients with these trusted professionals to help them launch smoothly and grow strategically.
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           What the Franchise Consultant Process Looks Like
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           Here’s what you can expect when you work with The Franchise Consulting Company:
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           Step 1: Initial Consultation
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           We get to know you—your goals, investment range, lifestyle, background, and values.
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           Step 2: Education
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           We walk you through how franchising works, how to assess opportunities, and what to expect at each phase.
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           Step 3: Opportunity Matching
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           We present 3–5 brands that align with your profile and help you explore them in detail.
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           Step 4: Discovery Process
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           You meet with franchisors, ask questions, validate with existing owners, and review key documents.
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           Step 5: Decision Support
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           We help you evaluate each brand, compare options, and determine the best path forward.
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           Step 6: Launch and Beyond
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           We stay connected to support your transition from franchisee candidate to successful business owner.
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           The Franchise Consulting Company Difference
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           At The Franchise Consulting Company, we’ve helped thousands of aspiring business owners find the right opportunity and make their dreams a reality. Our team includes seasoned franchise experts—many of whom have owned or operated franchises themselves.
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           We believe in:
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            Education first, pressure never
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            Transparency and ethics
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             in every step of the process
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            Personalized support
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             based on your vision—not someone else’s agenda
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            Long-term relationships
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             that continue well after you sign your agreement
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           Franchising isn’t just about starting a business—it’s about creating a life on your terms. And we’re here to walk that path with you.
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           Final Thoughts: Set Yourself Up for Franchise Success
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           Choosing to invest in a franchise is a big step—and it deserves a smart strategy. Partnering with a franchise consultant gives you a trusted guide to navigate the process, reduce risk, and discover opportunities that align with your goals and vision.
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           Whether you’re ready to take the leap or just starting to explore your options, 
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    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
      &lt;strong&gt;&#xD;
        
            The Franchise Consulting Company
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            is here to help you make confident, informed decisions every step of the way.
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           Because the right franchise isn’t just a business—it’s your future.
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&lt;/div&gt;</content:encoded>
      <enclosure url="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/shutterstock_2510015467.jpg" length="67291" type="image/jpeg" />
      <pubDate>Wed, 12 Mar 2025 00:47:17 GMT</pubDate>
      <author>sales@latitudepark.com (Rusty Rich)</author>
      <guid>https://www.thefranchiseconsultingcompany.com/the-benefits-of-partnering-with-a-franchise-consultant</guid>
      <g-custom:tags type="string" />
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        <media:description>main image</media:description>
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    </item>
    <item>
      <title>The Top Mistakes First-Time Franchisees Make and How to Avoid Them</title>
      <link>https://www.thefranchiseconsultingcompany.com/the-top-mistakes-first-time-franchisees-make-and-how-to-avoid-them</link>
      <description>Discover the top mistakes first-time franchisees often make and learn how to avoid them. Get expert advice from The Franchise Consulting Company to ensure your franchise investment is successful.</description>
      <content:encoded>&lt;div data-rss-type="text"&gt;&#xD;
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           Expert Advice on Navigating Common Pitfalls to Ensure a Successful Franchise Investment
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           Starting a franchise can be an exciting and lucrative venture for first-time business owners, offering the benefit of an established brand, proven business model, and ongoing support from the franchisor. However, entering the world of franchising without the right knowledge and preparation can lead to costly mistakes that could jeopardize your success. Whether you're looking to open your first franchise or have already made the decision to invest, it's essential to understand the common pitfalls that new franchisees face—and more importantly, how to avoid them.
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            At
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    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
      
           The Franchise Consulting Company
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           , we work closely with prospective franchise owners to guide them through the process and ensure they make informed decisions. In this post, we’ll walk you through some of the most frequent mistakes first-time franchisees make and provide expert tips on how to avoid them, so you can set your new business up for success.
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           1. 
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           Failing to Do Proper Research on the Franchise
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           One of the biggest mistakes first-time franchisees make is failing to conduct thorough research before committing to a franchise opportunity. Buying into a franchise is a significant financial investment, and without understanding all aspects of the business, you may find yourself in over your head.
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           How to Avoid This Mistake:
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            To ensure you’re making a sound investment, take the time to research the franchise thoroughly. Here’s what you need to do:
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            Understand the Franchise Industry:
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             Each industry has its own dynamics and growth trends. Research the industry the franchise operates in to assess its potential for growth, current market conditions, and any external factors that could impact your business.
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            Review the Franchise Disclosure Document (FDD):
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             The FDD is a legal document that provides detailed information about the franchise opportunity. It includes vital data about fees, ongoing costs, earnings potential, and obligations. Make sure to read the FDD carefully and seek advice from a franchise consultant or attorney to fully understand the terms.
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            Talk to Current Franchisees:
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             One of the best ways to get an honest, real-world perspective is to speak directly with other franchisees. They can provide insights into the day-to-day operations, profitability, and any challenges they’ve faced. At The Franchise Consulting Company, we can connect you with franchisees within the system to help you gather useful information.
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           By thoroughly researching the franchise before you invest, you’ll make a more informed decision and avoid purchasing a business that may not align with your goals.
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           2. 
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           Underestimating the Financial Commitment
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           Many first-time franchisees underestimate the financial commitment involved in owning a franchise. It's easy to focus on the initial franchise fee and overlook the ongoing expenses, as well as the initial working capital required to get the business up and running. Not understanding these financial obligations can lead to cash flow issues and unexpected financial strain.
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           How to Avoid This Mistake:
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            Understand the Full Investment:
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             When reviewing the FDD, pay attention to the full breakdown of the initial investment, including real estate, equipment, inventory, marketing, and training costs. The FDD will provide you with a detailed estimate of the total investment range, which will help you plan for the capital required to open the franchise.
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            Factor in Ongoing Costs:
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             In addition to the initial investment, be sure to account for ongoing costs like royalty fees, marketing contributions, and employee wages. These fees can add up quickly and impact your profitability. Always ensure that you have enough cash flow to cover these recurring expenses.
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            Secure Sufficient Financing:
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             It's important to secure enough financing to cover both the initial investment and operating expenses until your franchise becomes profitable. Explore financing options such as SBA loans, traditional bank loans, or even franchisor financing to ensure you have the capital needed to support the business in its early stages.
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           By planning and budgeting for all financial aspects of your franchise investment, you can avoid running into unexpected financial challenges that may cause you to struggle or shut down prematurely.
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           3. 
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           Neglecting to Understand the Franchise's Support System
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           Franchising is appealing because of the support it offers, but not all franchisors provide the same level of support. Some franchises provide comprehensive training, marketing assistance, and operational resources, while others may not offer as much guidance. A lack of understanding of the support system can leave first-time franchisees feeling lost or underprepared.
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           How to Avoid This Mistake:
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            Evaluate the Support Structure:
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             Take the time to evaluate the level of support offered by the franchisor. Ask about the training process, marketing assistance, ongoing support, and resources available to you as a franchisee. Are you required to develop your own local marketing efforts, or is there a marketing team that provides campaigns and tools? Does the franchisor offer help with hiring, staffing, or training employees?
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            Assess Franchisee Satisfaction:
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             One of the best ways to evaluate the support system is to ask current franchisees about their experience with the franchisor’s support team. Are they satisfied with the level of communication and assistance they receive? Would they recommend the franchise to others based on the support provided?
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            Consider Hiring a Franchise Consultant:
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             If you’re unsure about the support system or need guidance, consider working with a franchise consultant. A consultant can help you assess the franchisor’s offerings and provide additional resources to help you navigate the process smoothly.
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           Having a clear understanding of the level of support you’ll receive from the franchisor is crucial for your success. The more prepared you are in terms of training and operational guidance, the easier it will be to run your franchise effectively.
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           4. 
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           Ignoring the Importance of Location and Market Research
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           For many franchises, location is critical to the success of the business. Whether you're opening a retail store, restaurant, or service-based business, the location of your franchise can significantly impact foot traffic, customer demand, and profitability. First-time franchisees often make the mistake of not conducting enough market research or neglecting to thoroughly assess the best location for their business.
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           How to Avoid This Mistake:
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            Conduct Market Research:
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             Before committing to a location, conduct detailed market research to assess customer demand and competition in the area. Who are your competitors, and what are their strengths and weaknesses? Is there a demand for the product or service you’re offering? How well is the franchise brand performing in the area?
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            Work with the Franchisor:
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             Many franchisors provide guidance on site selection and offer demographic analysis, which can help you make an informed decision about where to open your franchise. They may have specific criteria or a protected territory that ensures you are placed in a high-demand location.
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            Evaluate the Costs:
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             In addition to the potential customer base, evaluate the cost of leasing or purchasing property in your desired area. Location can be one of the most significant expenses for your business, so it's crucial to balance costs with the expected revenue potential.
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           Selecting the right location and conducting thorough market research will ensure that your franchise is positioned for success, both financially and in terms of customer demand.
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           5. 
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           Failing to Adapt to Local Needs
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           While franchising offers a proven business model, it's important to remember that each local market is different. What works in one area may not necessarily work in another, and failing to adapt to the specific needs of your market can be a costly mistake.
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           How to Avoid This Mistake:
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            Customize Your Marketing Efforts:
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             Even though you are operating under the umbrella of a franchise, it's important to localize your marketing efforts to appeal to the specific needs and interests of your community. For example, adjust promotions or advertising campaigns to reflect local events, holidays, or customer preferences.
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            Know Your Customer Base:
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             Get to know your target market and understand their behavior, preferences, and purchasing habits. Use this knowledge to adjust your product offerings, customer service approach, and other aspects of your business.
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            Work with the Franchisor to Adapt:
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             Your franchisor may have tools, resources, or even flexibility in adapting the business model to better fit local market needs. Work closely with them to ensure you’re meeting the needs of your specific customer base.
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           By understanding the nuances of your local market and adapting your approach, you can increase your chances of success and improve your franchise’s profitability.
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           6. 
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           Neglecting to Plan for Long-Term Growth
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           A common mistake first-time franchisees make is focusing too much on short-term success and neglecting to plan for long-term growth. While it’s essential to get your franchise up and running, you should also think about the long-term scalability of the business and how to expand over time.
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           How to Avoid This Mistake:
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            Set Long-Term Goals:
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             From the outset, set clear long-term goals for your franchise. These may include expanding to multiple locations, improving profitability, or building a larger customer base. Having a vision for the future will help you make decisions that align with your growth strategy.
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            Invest in Training and Development:
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      &lt;span&gt;&#xD;
        
             As your franchise grows, you’ll need to hire employees and potentially manage multiple locations. Invest in leadership development and employee training programs to build a strong team that can support your business as it scales.
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            Monitor Performance and Adapt:
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             Regularly monitor your franchise’s performance and make necessary adjustments to improve operations, marketing efforts, or customer service. Being proactive about identifying areas for improvement will set you up for long-term success.
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           By thinking beyond the immediate future and planning for long-term growth, you can build a successful and sustainable franchise business.
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           Conclusion: Setting Yourself Up for Franchise Success with The Franchise Consulting Company
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           Starting a franchise is an exciting opportunity, but it's important to be mindful of the common mistakes that many first-time franchisees make. By doing thorough research, understanding your financial commitment, evaluating the support system, and focusing on long-term growth, you can set yourself up for success from day one.
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            At
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    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
      
           The Franchise Consulting Company
          &#xD;
    &lt;/a&gt;&#xD;
    &lt;span&gt;&#xD;
      
           , we specialize in helping prospective franchisees navigate the complexities of franchise ownership. Our team is here to provide expert guidance, connect you with the right franchise opportunities, and help you avoid common pitfalls that could negatively impact your investment. With the right preparation and support, you can enjoy the rewards of successful franchise ownership. Reach out to us today to learn how we can help you make your franchise dreams a reality!
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  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
      <enclosure url="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/shutterstock_1368244247.jpg" length="73518" type="image/jpeg" />
      <pubDate>Wed, 19 Feb 2025 17:29:52 GMT</pubDate>
      <author>sales@latitudepark.com (Rusty Rich)</author>
      <guid>https://www.thefranchiseconsultingcompany.com/the-top-mistakes-first-time-franchisees-make-and-how-to-avoid-them</guid>
      <g-custom:tags type="string" />
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      </media:content>
    </item>
    <item>
      <title>Understanding the Financial Side of Franchising: What You Need to Know</title>
      <link>https://www.thefranchiseconsultingcompany.com/understanding-the-financial-side-of-franchising-what-you-need-to-know</link>
      <description>Dive into the financial side of franchising, from initial investments to ongoing fees. Learn what you need to know to make an informed decision and ensure the success of your franchise business with The Franchise Consulting Company.</description>
      <content:encoded>&lt;div data-rss-type="text"&gt;&#xD;
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           A Comprehensive Guide to Navigating Franchise Costs, Financing Options, and Profit Potential for Aspiring Franchise Owners
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           Franchising offers a proven business model that can provide aspiring entrepreneurs with a clear path to success. However, just like any business venture, the financial aspect of franchising is a critical element that must be thoroughly understood to ensure a successful and profitable investment. Whether you’re considering buying a franchise for the first time or looking to expand your existing franchise portfolio, understanding the costs, fees, and financial responsibilities involved is essential for making an informed decision.
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            At
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    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
      
           The Franchise Consulting Company
          &#xD;
    &lt;/a&gt;&#xD;
    &lt;span&gt;&#xD;
      
           , we work with potential franchisees to help them navigate the complex financial landscape of franchising. Our goal is to provide clarity and guidance every step of the way, ensuring you understand the full financial picture before you take the plunge into franchise ownership. In this blog post, we will break down the key financial components of franchising, including initial investment, ongoing costs, financing options, and how to evaluate whether a franchise is a good fit for your financial situation.
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           1. 
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           Initial Franchise Investment: What Does it Include?
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           The initial investment is the first financial hurdle when purchasing a franchise. This investment covers all the costs required to get your business up and running, and the amount can vary significantly depending on the franchise brand, industry, and location. However, understanding the various components of the initial investment is essential for knowing what you’ll be responsible for financially.
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           Components of the Initial Franchise Investment:
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            Franchise Fee:
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             The franchise fee is typically the first major cost you’ll incur when purchasing a franchise. This fee grants you the right to use the franchisor’s brand, trademarks, and proprietary systems. Franchise fees can range from a few thousand dollars to over $50,000, depending on the franchise brand and the size of the operation.
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            Real Estate and Leasehold Improvements:
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             Many franchises require you to lease a commercial space for your business operations. The cost of leasing the space and making any necessary improvements (e.g., remodeling the store, signage, or equipment) will vary based on the location and the type of franchise.
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            Equipment and Inventory:
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             Depending on the type of franchise, you may need to invest in specialized equipment, inventory, and supplies to operate the business. For example, a restaurant franchise will require kitchen equipment and food inventory, while a retail franchise might require display cases, shelves, and products to sell.
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            Training and Support Fees:
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             Most franchisors provide initial training to help you get started. This training typically includes everything from product knowledge to sales techniques and employee management. Some franchisors charge an additional fee for this training, while others include it in the initial franchise fee.
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            Marketing and Advertising Costs:
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             Many franchise systems require franchisees to contribute to a national or regional marketing fund. This money helps the franchisor promote the brand and increase brand awareness. You may also need to invest in local marketing efforts to help attract customers to your specific location.
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            Other Initial Costs:
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             There may be other miscellaneous startup costs, such as legal fees, insurance, permits, or franchise-specific technology systems.
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           How to Evaluate the Initial Investment:
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            Before committing to a franchise, it's important to understand exactly what the initial investment will cover. Some franchisors provide a detailed breakdown of all costs involved in the Franchise Disclosure Document (FDD), which is a legal document that all franchisors are required to provide to prospective franchisees. The FDD includes a breakdown of the franchise fee, initial investment range, and estimated costs for each component, as well as other important financial information such as royalties, ongoing fees, and potential earnings.
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           The Franchise Consulting Company can assist you in analyzing the FDD to ensure you have a clear understanding of what your financial commitments will be.
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           2. 
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           Ongoing Franchise Fees: What to Expect After the Initial Investment
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            ﻿
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           Once you’ve made the initial investment and opened your franchise, there are several ongoing fees that you’ll need to budget for as part of your operating costs. These fees vary by franchise brand and are typically structured in a way that supports both the franchisor and the franchisee. It's important to understand the financial obligations you’ll face each month to ensure the business remains profitable.
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           Common Ongoing Fees:
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            Royalty Fees:
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             The royalty fee is an ongoing payment that franchisees make to the franchisor. Typically based on a percentage of your monthly or annual revenue, this fee compensates the franchisor for using their brand, intellectual property, systems, and ongoing support. Royalty fees generally range from 4% to 8% of gross sales, though they can be higher or lower depending on the franchise agreement.
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            Marketing Fees:
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             As part of your franchise agreement, you may be required to contribute a percentage of your sales to a national or regional marketing fund. This fee helps fund the franchisor’s brand marketing and advertising campaigns. Marketing fees usually range from 1% to 4% of revenue, but they can vary based on the franchise brand and the specific terms of the agreement.
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            Technology Fees:
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             Some franchise systems require franchisees to pay for access to proprietary technology platforms such as point-of-sale systems, online ordering platforms, or management software. These fees can be charged on a monthly or annual basis and may vary depending on the franchise.
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            Training and Support Fees:
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             While initial training is often included in the startup costs, some franchisors offer ongoing training or support programs that come with additional fees. This may include advanced training, annual conferences, or specialty support related to marketing, operations, or human resources.
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            Supplier Fees:
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             Many franchisors require franchisees to purchase supplies, inventory, or equipment from approved suppliers. These suppliers may be affiliated with the franchisor, and prices may be set at a premium to ensure consistency and quality control across the franchise system.
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           How to Manage Ongoing Fees:
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            It’s important to understand the ongoing fees and incorporate them into your financial forecasting. As a franchise owner, you’ll need to carefully budget for these recurring costs and ensure that you have sufficient cash flow to cover them while maintaining profitability.
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           3. 
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           Financing Your Franchise: How to Secure Funding
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           One of the biggest challenges for new franchisees is securing financing. Franchising is an investment, and just like starting any business, you will likely need external financing to help cover the costs. Understanding your financing options is crucial to ensuring you can successfully fund your franchise and manage your initial and ongoing costs.
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           Common Financing Options for Franchisees:
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            SBA Loans:
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             The U.S. Small Business Administration (SBA) offers government-backed loans specifically designed to help franchisees secure financing. SBA loans typically offer low-interest rates and long repayment terms, making them a popular option for franchise financing. To qualify for an SBA loan, you will need to meet certain criteria, including a strong credit score, a solid business plan, and a healthy financial profile.
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            Traditional Bank Loans:
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             You may also choose to apply for a traditional bank loan to finance your franchise investment. While this option can be competitive and require a detailed business plan, it may offer favorable terms if you have a solid credit history.
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            Franchisor Financing:
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             Some franchisors offer financing options directly to franchisees. These financing options may include deferred payment plans or in-house loans. While not all franchisors offer this type of financing, it's worth checking with the franchisor to see if it's available.
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            Investors or Partners:
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             If you’re looking to share the financial burden, you may consider bringing on an investor or business partner. This option can help reduce the amount of capital you need to invest upfront, but it also means you’ll have to share control and profits.
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            Home Equity Loans:
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             Some franchisees choose to use the equity in their homes as collateral for a loan. While this can be an option to access cash quickly, it carries risk, as your home is at stake if you are unable to repay the loan.
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           How to Assess Your Financing Needs:
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             Before securing financing, it’s essential to calculate how much money you will need, including the initial investment, working capital, and any potential operating expenses for the first few months.
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           The Franchise Consulting Company can help you assess your financial needs and develop a strategy for securing financing that aligns with your financial situation and goals.
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           4. 
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           Evaluating the Potential for Profit and Return on Investment (ROI)
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           As a potential franchisee, it’s essential to evaluate the profitability of the franchise you’re considering. Understanding the potential return on investment (ROI) is crucial in determining whether the franchise opportunity is financially viable for you.
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           How to Evaluate ROI:
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            Review the FDD:
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             The Franchise Disclosure Document (FDD) contains valuable financial information about the franchise, including earnings claims, financial performance representations (FPRs), and historical sales data from existing franchisees. Use this data to assess the potential profitability of the franchise.
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            Talk to Current Franchisees:
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             Current franchisees can provide insight into their actual sales, profits, and expenses. This information is invaluable for getting a realistic picture of what you can expect in terms of financial performance.
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            Consider the Breakeven Point:
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             The breakeven point is the amount of revenue you need to generate to cover your initial investment and ongoing expenses. By calculating your breakeven point, you can determine how long it will take to recoup your investment and start earning a profit.
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           Conclusion: Ensuring a Successful Financial Future with The Franchise Consulting Company
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           Understanding the financial side of franchising is essential for any potential franchisee. By evaluating the initial investment, ongoing fees, financing options, and potential profitability, you can make an informed decision about whether a franchise is the right choice for your financial goals. At The Franchise Consulting Company, we specialize in helping prospective franchisees navigate the financial complexities of franchising. We’ll work with you to analyze your financial situation, identify the right franchise opportunity, and ensure that you understand all the costs involved.
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            By partnering with us, you’ll have the expertise and guidance needed to make a financially sound investment in a franchise that aligns with your goals. With the right financial planning, franchising can be a rewarding and profitable business venture. Reach out to
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    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
      
           The Franchise Consulting Company
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      &lt;span&gt;&#xD;
        
            today to learn more about how we can help you make the best financial decision in your franchise journey!
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&lt;/div&gt;</content:encoded>
      <enclosure url="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/shutterstock_1906256464.jpg" length="60290" type="image/jpeg" />
      <pubDate>Wed, 19 Feb 2025 17:23:24 GMT</pubDate>
      <author>sales@latitudepark.com (Rusty Rich)</author>
      <guid>https://www.thefranchiseconsultingcompany.com/understanding-the-financial-side-of-franchising-what-you-need-to-know</guid>
      <g-custom:tags type="string" />
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        <media:description>thumbnail</media:description>
      </media:content>
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        <media:description>main image</media:description>
      </media:content>
    </item>
    <item>
      <title>How to Choose the Right Franchise for Your Goals</title>
      <link>https://www.thefranchiseconsultingcompany.com/how-to-choose-the-right-franchise-for-your-goals</link>
      <description>Discover how to choose the right franchise for your goals with expert guidance from The Franchise Consulting Company. Explore key factors, trends, and actionable tips to find your perfect business match.</description>
      <content:encoded>&lt;div data-rss-type="text"&gt;&#xD;
  &lt;h3&gt;&#xD;
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           Finding the Perfect Fit for Your Entrepreneurial Aspirations
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            Choosing the right franchise is one of the most important decisions you’ll make on your journey to becoming a successful business owner. With thousands of franchise opportunities available across diverse industries, the process can feel overwhelming. Fortunately,
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           The Franchise Consulting Company (FCC)
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            is here to guide you every step of the way, ensuring you find the perfect match for your goals, skills, and lifestyle.
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           In this comprehensive guide, we’ll explore the critical factors to consider when selecting a franchise and provide actionable tips to help you make an informed decision.
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           1. Define Your Personal and Professional Goals
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           Before diving into franchise options, it’s essential to reflect on your goals. Ask yourself:
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            What do I hope to achieve by owning a franchise?
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            Am I looking for financial independence, work-life balance, or personal fulfillment?
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            Do I want to build a single-unit operation, or am I interested in multi-unit or multi-brand ownership?
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           Understanding your objectives will help narrow your options and ensure you choose a franchise that aligns with your vision. FCC consultants often begin by helping clients clarify these goals, creating a foundation for a targeted and effective search.
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           Setting clear goals also allows you to measure your success. For instance, if your primary aim is to achieve a specific financial milestone, tracking progress becomes more straightforward with a well-defined objective.
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           2. Assess Your Skills and Interests
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           Successful franchise ownership often depends on aligning the business with your strengths and passions. Consider:
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            Your professional background and transferable skills.
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            Personal interests or industries you’re passionate about.
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            The type of work environment you prefer—customer-facing, operational, or strategic.
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           For example, if you enjoy fitness and have experience in customer service, a health and wellness franchise might be a great fit. On the other hand, if you prefer hands-off management, an absentee ownership model could be ideal. FCC consultants can help match your skills and interests with opportunities that suit your unique profile.
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           Additionally, focusing on your interests ensures long-term satisfaction. Owning a business aligned with your passions increases motivation and commitment, key factors in sustaining growth and overcoming challenges.
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           3. Research Industry Trends
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           Franchising spans nearly every sector, from food and beverage to technology and education. To make an informed decision, research current industry trends, such as:
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            Growing demand for eco-friendly and sustainable businesses.
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            The rise of health and wellness services.
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            Increased adoption of technology-driven franchises.
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            Expanding needs in senior care and specialized education.
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           Staying informed about these trends ensures that you invest in a franchise with strong growth potential and relevance in today’s market.
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           For instance, eco-conscious brands are becoming increasingly popular as consumers prioritize sustainability. Investing in a green franchise not only meets this demand but also aligns with socially responsible values.
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           4. Evaluate the Franchise’s Business Model
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           A franchise’s business model is critical to its success. When evaluating options, consider:
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            Proven Success:
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             Does the franchise have a track record of success?
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            Support System:
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             What kind of training, marketing, and operational support does the franchisor provide?
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            Scalability:
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             Can you expand your operations easily if desired?
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            Flexibility:
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             Are there options for part-time or full-time ownership?
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           FCC’s expertise in analyzing franchise business models can save you time and effort, ensuring you focus on opportunities with solid foundations.
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           Another critical aspect is understanding the franchise’s operational framework. How standardized are the processes, and how easily can new franchisees replicate them? A robust model reduces risks and ensures smoother daily operations.
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           5. Understand Financial Requirements
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           Every franchise comes with its own set of financial obligations, including initial fees, royalty payments, and operating costs. Assess your budget and financial readiness by:
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            Determining your available capital and exploring financing options.
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            Reviewing the franchise disclosure document (FDD) for a detailed breakdown of costs.
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            Considering potential return on investment (ROI) and break-even timelines.
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           FCC consultants work closely with clients to identify franchises that fit their financial situation, ensuring a sustainable and profitable investment.
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           It’s also essential to plan for unexpected costs. Building a financial buffer for contingencies ensures that you’re prepared for fluctuations in expenses or revenue during the initial months of operation.
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           6. Speak with Current Franchisees
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           Hearing firsthand experiences from existing franchisees can provide valuable insights into what it’s like to own and operate a particular franchise. Questions to ask include:
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            What is your day-to-day experience as a franchisee?
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            How effective is the franchisor’s support system?
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            Are you satisfied with your financial and personal outcomes?
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           These conversations can help you gauge whether the franchise meets your expectations and aligns with your goals.
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           Additionally, speaking with franchisees in different locations can offer diverse perspectives. Comparing their experiences helps you identify consistent strengths and potential challenges within the system.
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           7. Consider the Franchise’s Culture and Values
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           A strong cultural fit between you and the franchisor is essential for a successful partnership. Look for franchises that align with your values, ethics, and approach to business. Consider:
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            The franchisor’s mission and vision.
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            Their commitment to innovation and growth.
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            Relationships with franchisees and their community impact.
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           FCC emphasizes the importance of cultural alignment in their consultations, ensuring that clients feel confident in their chosen partnerships.
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           Cultural alignment also extends to how franchisees are treated. Franchisors that prioritize collaboration, transparency, and open communication often foster more successful and satisfied partnerships.
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           8. Evaluate Territory and Market Potential
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           The location and market potential of your franchise play a significant role in its success. Consider:
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            Exclusive territories: Does the franchise offer protected areas for your business?
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            Demographics: Does your target audience match the location’s population?
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            Competition: Are there existing businesses that could impact your success?
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           Analyzing these factors ensures you choose a franchise that can thrive in your desired market.
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           Moreover, understanding local consumer behavior can give you a competitive edge. Tailoring your offerings to meet specific regional preferences enhances customer loyalty and business performance.
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           9. Review the Franchise Agreement
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           The franchise agreement is a legally binding document that outlines the relationship between you and the franchisor. Before signing, consult with a legal professional to:
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            Understand your rights and responsibilities.
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            Review the terms of royalties, fees, and renewal options.
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            Identify any clauses that may limit your flexibility or growth.
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           FCC often connects clients with trusted legal experts to ensure they fully understand and are comfortable with their franchise agreements.
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           Being thorough during this stage minimizes misunderstandings and ensures you enter the partnership with clear expectations and protections.
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           10. Leverage FCC’s Expertise
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           The Franchise Consulting Company is dedicated to helping aspiring entrepreneurs navigate the complex process of choosing the right franchise. With personalized consultations, industry insights, and a network of trusted franchisors, FCC ensures that your journey is as seamless and rewarding as possible.
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           FCC’s consultants bring years of experience and industry knowledge to the table. They guide clients through every stage, from identifying opportunities to evaluating business models, providing unmatched support along the way.
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  &lt;h3&gt;&#xD;
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           Conclusion: Your Path to Franchise Success
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            Choosing the right franchise is a transformative step toward achieving your entrepreneurial goals. By defining your objectives, aligning your skills and interests, and leveraging expert guidance from
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    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
      
           The Franchise Consulting Company
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           , you can embark on a journey that leads to long-term success and personal fulfillment.
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           As you take this exciting step, remember that FCC is here to support you every step of the way. Contact us today to begin your journey and discover the franchise opportunity that aligns perfectly with your goals.
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           Whether you’re a first-time investor or an experienced entrepreneur looking to expand, FCC’s expertise can make all the difference. Start your franchise journey with confidence and unlock your potential in 2025 and beyond.
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&lt;/div&gt;</content:encoded>
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      <pubDate>Mon, 06 Jan 2025 15:00:05 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/how-to-choose-the-right-franchise-for-your-goals</guid>
      <g-custom:tags type="string" />
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    </item>
    <item>
      <title>Why 2025 Is the Year to Start Your Franchise Journey</title>
      <link>https://www.thefranchiseconsultingcompany.com/why-2025-is-the-year-to-start-your-franchise-journey</link>
      <description>Discover why 2025 is the perfect year to start your franchise journey with The Franchise Consulting Company. Explore emerging trends, proven support systems, and expert guidance to achieve entrepreneurial success.</description>
      <content:encoded>&lt;div data-rss-type="text"&gt;&#xD;
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           Unlocking Entrepreneurial Opportunities in a Thriving Market
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  &lt;img src="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/shutterstock_2290442055-2.jpg" alt="2025 Franchise Journey"/&gt;&#xD;
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            As we step into 2025, a world of opportunity awaits aspiring entrepreneurs eager to build their dreams.
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    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
      
           The Franchise Consulting Company (FCC)
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            is at the forefront of this transformative time, guiding individuals toward franchising—a proven business model that combines the independence of ownership with the support of an established brand.
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            ﻿
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           With the economy stabilizing, new industries emerging, and technology transforming business operations, this year presents the perfect moment to embark on your franchise journey. Here’s why 2025 is shaping up to be the ideal year to take the leap into franchising with FCC by your side.
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           1. 
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           Economic Rebound and Growth
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           The global economy has shown resilience, bouncing back from recent challenges. As consumer spending rises and markets stabilize, businesses—particularly franchises—are poised to thrive. Franchises, which rely on well-tested systems and proven customer demand, are particularly suited to capitalize on this economic momentum.
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           With lower interest rates and increased access to financing options, aspiring franchisees have more resources than ever to fund their ventures. Franchisors are also offering enticing incentives to attract new investors, such as reduced franchise fees, royalty discounts, and flexible financing packages. These factors make 2025 an opportune time to invest in a franchise that aligns with your passions and financial goals.
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           Moreover, the economy’s upward trajectory fosters consumer confidence, which directly impacts franchise businesses. Customers are more willing to spend on dining, retail, health, and wellness—industries where franchises often dominate. This economic environment ensures that new franchisees can start strong and sustain growth in the years to come.
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           2. 
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           Emerging Trends in Franchising
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           Several exciting trends are shaping the franchising landscape, offering a wealth of opportunities across diverse industries:
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            Health and Wellness:
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             With increased awareness of physical and mental well-being, fitness studios, healthy food options, and mental health services are booming.
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            Sustainability-Focused Brands:
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             Eco-friendly franchises are gaining traction as consumers prioritize sustainability in their purchasing decisions.
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            Technology-Driven Solutions:
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             From AI-powered customer service to app-based delivery models, tech integration is redefining franchise operations.
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            Hybrid Work-Friendly Services:
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             Franchises offering coworking spaces, remote work solutions, and home office services are seeing significant growth.
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           In addition to these trends, franchisors are tapping into untapped markets, addressing niche needs that align with cultural shifts and consumer preferences. For example, wellness franchises are expanding into services like recovery centers and holistic therapy, while sustainability-focused brands emphasize eco-conscious practices in their operations.
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           3. 
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           Advancements in Technology
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           Technology is revolutionizing how franchises operate, making it easier for franchisees to manage and scale their businesses. Tools like AI-powered analytics, cloud-based management systems, and automated marketing platforms enable franchisees to optimize operations, track performance, and engage with customers effectively.
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           Additionally, franchisors are leveraging technology to provide enhanced training and support. Virtual reality (VR) training modules, for instance, allow new franchisees to immerse themselves in the business’s daily operations before opening their doors. This increased accessibility to cutting-edge tools ensures that even first-time entrepreneurs can thrive in the competitive market.
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           Technology is also enhancing customer experiences, from mobile apps that streamline ordering processes to loyalty programs that boost retention. Franchises that embrace these tools are not only staying competitive but also exceeding customer expectations, creating a solid foundation for success in 2025.
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           4. 
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           Proven Business Model and Support
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           One of the biggest advantages of franchising is its proven business model. Unlike starting a business from scratch, a franchise comes with established brand recognition, a loyal customer base, and a tested operational system. Franchisors offer extensive training, marketing support, and ongoing assistance, reducing the risks typically associated with entrepreneurship.
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           In 2025, franchisors are investing even more in their franchisees’ success. Many are offering:
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            Comprehensive onboarding programs
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             to help franchisees hit the ground running.
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            Dedicated support teams
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             to address challenges and provide tailored guidance.
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            Marketing and branding campaigns
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             designed to drive traffic and increase revenue.
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           This level of support ensures that franchisees can focus on growth and customer satisfaction, rather than being bogged down by the uncertainties of starting a new business.
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           5. 
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           Flexible and Scalable Opportunities
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           Franchising offers unmatched flexibility, allowing entrepreneurs to choose from various industries, investment levels, and operational models. Whether you’re interested in running a brick-and-mortar store, a home-based business, or a mobile franchise, there’s an option to suit your lifestyle and preferences.
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           Furthermore, franchises provide scalability. Once your first location is successful, you can expand by opening additional units, diversifying your portfolio, or even exploring multi-brand ownership. In 2025, many franchisors are streamlining multi-unit expansion processes, making it easier for franchisees to grow their businesses.
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           Flexibility extends to ownership models as well. Some franchises offer absentee ownership opportunities, allowing investors to hire management teams to run day-to-day operations. This option is particularly attractive for individuals who want to diversify their investments or maintain other professional commitments.
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           6. 
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           Increased Focus on Community and Social Impact
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           Today’s consumers care about the values and impact of the businesses they support. Franchises that prioritize community engagement, sustainability, and social responsibility are seeing heightened loyalty and patronage.
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           By investing in a socially conscious franchise, you can align your business with your values while meeting consumer demand. Whether it’s partnering with local charities, implementing green practices, or supporting underserved communities, franchises provide a platform for making a meaningful difference.
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           For example, many franchises are embracing initiatives like waste reduction, fair trade sourcing, and local hiring practices. These efforts resonate with consumers who prioritize ethical consumption, further strengthening customer relationships and brand reputation.
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           7. 
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           Opportunities for Niche Markets
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           Franchising in 2025 is not just about mainstream industries. There’s a growing demand for niche markets, such as:
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            Specialized education and tutoring services
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             to meet evolving learning needs.
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            Pet care franchises
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             catering to pet-loving households.
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            Senior care services
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             addressing the needs of an aging population.
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           These niche opportunities allow entrepreneurs to carve out a unique space in the market and serve specific customer segments effectively. Franchises in niche markets often benefit from lower competition, dedicated customer bases, and opportunities to innovate.
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           8. 
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           Tailored Franchise Consulting Services
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           Navigating the franchise landscape can be overwhelming, but franchise consulting services, like those offered by The Franchise Consulting Company (FCC), make the journey easier. In 2025, FCC is providing:
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            Personalized consultations
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             to match you with the right franchise based on your goals and interests.
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            Educational resources
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             to help you understand the franchising process.
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            Expert advice
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             on financing, operations, and growth strategies.
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           Working with a trusted consultant ensures that you make informed decisions and set yourself up for long-term success. Franchise consultants also provide insights into emerging trends and lucrative opportunities, giving you a competitive edge in the market.
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           9. 
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           Resilience in Challenging Times
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           Franchises have demonstrated their resilience during challenging times, adapting to market shifts and maintaining steady growth. From implementing contactless services to diversifying revenue streams, franchises have shown remarkable agility in meeting changing consumer needs.
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           This resilience provides a sense of security for prospective franchisees, knowing that they are investing in a business model capable of weathering economic uncertainties. As the world continues to navigate change, franchises remain a reliable path to entrepreneurship.
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           10. 
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           Your Chance to Build a Legacy
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           Beyond financial rewards, franchising offers the opportunity to create a lasting legacy. By building a successful franchise, you’re not just achieving personal and professional goals—you’re contributing to your community, creating jobs, and leaving a mark in the industry.
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           With the resources, support, and opportunities available in 2025, there’s no better time to start building a business that reflects your ambitions and values. Franchising allows you to pass on a thriving business to future generations, ensuring that your impact extends well beyond your tenure as an owner.
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           Take the Leap with The Franchise Consulting Company
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            Starting your franchise journey can feel daunting, but you don’t have to do it alone.
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    &lt;/span&gt;&#xD;
    &lt;a href="https://www.thefranchiseconsultingcompany.com" target="_blank"&gt;&#xD;
      
           The Franchise Consulting Company
          &#xD;
    &lt;/a&gt;&#xD;
    &lt;span&gt;&#xD;
      &lt;span&gt;&#xD;
        
            is here to guide you every step of the way. Our experienced consultants are dedicated to helping you find the perfect franchise opportunity, navigate the complexities of ownership, and achieve your entrepreneurial dreams.
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           As 2025 begins, it’s time to turn your aspirations into action. Explore the possibilities, harness the resources at your disposal, and embark on a franchise journey that could change your life. Contact The Franchise Consulting Company today to schedule a consultation and take the first step toward a brighter futu
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  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
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      <pubDate>Thu, 02 Jan 2025 14:44:26 GMT</pubDate>
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    </item>
    <item>
      <title>Seizing Opportunities: The World of Resale Franchise Businesses</title>
      <link>https://www.thefranchiseconsultingcompany.com/seizing-opportunities-the-world-of-resale-franchise-businesses</link>
      <description />
      <content:encoded>&lt;div data-rss-type="text"&gt;&#xD;
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           "Navigating Success: Unlocking the Potential of Resale Franchise Investments"
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           Embarking on the entrepreneurial journey through a franchise business has long been a proven path to success. For those seeking an established venture with a track record of profitability, resale franchise businesses present an intriguing and often overlooked opportunity. In this blog post, we'll delve into the realm of resale franchises, exploring the benefits, considerations, and potential sectors for investors looking to acquire an existing franchise business.
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           The Allure of Resale Franchise Businesses
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           a. Established Track Record: One of the primary advantages of purchasing a resale franchise is the track record of the business. Unlike starting from scratch, you gain insights into the historical performance, customer base, and local market dynamics.
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           b. Immediate Revenue Generation: Resale franchises typically start generating revenue from day one. With an existing customer base, trained staff, and operational systems in place, you can avoid the initial challenges that come with launching a new business.
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           c. Proven Systems and Processes: Franchises are renowned for their standardized systems and processes. Acquiring a resale franchise ensures you inherit these proven methods, providing a strong foundation for success.
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           Sectors with Resale Franchise Opportunities
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           a. Food and Beverage: Restaurants and fast-food franchises often become available for resale. A well-known brand with a loyal customer base can be a lucrative investment for entrepreneurs with a passion for the culinary industry.
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           b. Retail: Resale opportunities in retail sectors, such as clothing, electronics, or home goods, provide investors with the chance to capitalize on established customer relationships and brand recognition.
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           c. Fitness and Wellness: Resale franchises in the fitness and wellness industry, including gyms, yoga studios, or wellness centers, offer a chance to cater to health-conscious consumers without the challenges of starting from scratch.
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           d. Automotive Services: Franchises specializing in automotive services, like repair shops or detailing services, are often available for resale. This sector provides stability and a steady customer demand.
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           Considerations When Buying a Resale Franchise
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           a. Due Diligence: Conduct thorough due diligence on the resale franchise. Examine financial records, customer reviews, and reasons for resale. Understand the local market and competition to assess the potential for growth.
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           b. Franchisor Approval: Work closely with the franchisor throughout the resale process. Many franchisors have specific requirements and approval processes for the transfer of ownership.
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           c. Training and Transition Support: Ensure that the existing owner and franchisor provide comprehensive training and support during the transition. Familiarize yourself with the staff, operations, and any improvements that may be necessary.
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           d. Legal and Financial Review: Engage legal and financial professionals to review contracts, leases, and financial statements. Understanding the legal and financial aspects is crucial for a smooth transition.
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           Success Stories in Resale Franchising
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           Highlight success stories of entrepreneurs who have flourished through acquiring resale franchises. Share anecdotes of individuals who leveraged the existing foundation of a resale franchise to implement innovative strategies and drive growth.
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           Conclusion
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           Resale franchise businesses offer a unique avenue for entrepreneurs to step into an established venture with a solid track record. As you navigate the world of resale opportunities, meticulous research, collaboration with the franchisor, and a strategic vision for growth are key to unlocking the full potential of your investment. By acquiring a resale franchise, you not only become a business owner but also a steward of a proven and thriving enterprise, ready to make your mark in the world of franchising.
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&lt;/div&gt;</content:encoded>
      <enclosure url="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/Franchise-Resale.jpg" length="61373" type="image/jpeg" />
      <pubDate>Sat, 16 Dec 2023 15:44:43 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/seizing-opportunities-the-world-of-resale-franchise-businesses</guid>
      <g-custom:tags type="string" />
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        <media:description>thumbnail</media:description>
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    </item>
    <item>
      <title>How to Determine the Best Franchises to Buy</title>
      <link>https://www.thefranchiseconsultingcompany.com/how-to-determine-the-best-franchises-to-buy-it</link>
      <description />
      <content:encoded>&lt;div data-rss-type="text"&gt;&#xD;
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           Here are some of the ways we work with people to evaluate new franchise opportunities.
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           Start with your goals
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           When we work with people who are buying into a franchise, we want to know what you need the
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           franchise to do for you. Some of the things we talk about include:
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           • Financial security. Are you looking to replace your current income or grow your income
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           potential? Do you have aspirations of building a portfolio of businesses or are you focused on
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           maintaining a single franchise? The goal here is to match with a franchise that provides you
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           with the money you want to make and a commitment you can successfully manage.
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           • Lifestyle decisions. Owning a business can give you more flexibility for leisure time which can
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           be important in meeting family commitments. Do you want to be an owner-operator who
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           works Monday to Friday, or do you want to build a business with staff who will fill the hours
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           while you manage the operation?
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           • Territory preferences. Are you looking for the best franchise to buy that fits in your current
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           geographical area, or are you open to relocating? Some franchises have pre-set territories while
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           others create territories with each franchisee.
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           • Industry options. Are you attracted to a certain industry? Is there a strong future for growth?
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           There are always things about an industry that a potential franchisee hasn’t considered, and
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           that can often make a difference in the types of franchises they continue to pursue.
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           Understanding the financial commitment
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           The best franchise to buy is not always the one with the biggest revenue claim. Revenue is not profit.
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           Revenue is what you bring in; expenses are what you pay out, and profit is what you have left over. It is
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           important to have a very good understanding of how you will make money in the business.
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           You are prepared to put the money you have saved or borrowed into a venture that will provide for you
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           and your family today and into the future. In some cases, you will be trading in a salary to do this. You
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           want to be crystal clear what the anticipated return on your investment.
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            ﻿
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           Knowing your strengths and weaknesses
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           Both seasoned business operators and new business owners have individual strengths and weaknesses.
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           You want a franchise system that will capitalize on your transferrable skills and help you in the areas
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           where you need some extra support or training. Franchise models are not all the same – some will cater
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           more to certain abilities than others. You want to choose a franchise that will help you build the skills
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           you might be lacking so you can be confident in running the business.
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           A great way to explore this is by speaking with current franchisees and finding out what their experience
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           has been with the brand. In our experience, there are some common situations that franchisees
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           encounter simply because they didn’t know what to expect. The more you know ahead of time, the
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           more information you have to make a good choice.
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            ﻿
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           Getting introduced to franchise opportunities
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           There are some industry websites that dedicated to providing details on franchise opportunities. Some
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           of them include:
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      &lt;span&gt;&#xD;
        
            • BizBuySell -
           &#xD;
      &lt;/span&gt;&#xD;
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    &lt;a href="http://www.bizbuysell.com" target="_blank"&gt;&#xD;
      
           www.bizbuysell.com
          &#xD;
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      &lt;span&gt;&#xD;
        
            • Franchise Business Review –
           &#xD;
      &lt;/span&gt;&#xD;
    &lt;/span&gt;&#xD;
    &lt;a href="http://www.franchisebusinessreview.com" target="_blank"&gt;&#xD;
      
           www.franchisebusinessreview.com
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  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
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      &lt;span&gt;&#xD;
        
            • Entrepreneur Magazine Franchise Center -
           &#xD;
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    &lt;/span&gt;&#xD;
    &lt;a href="https://www.entrepreneur.com/franchises" target="_blank"&gt;&#xD;
      
           https://www.entrepreneur.com/franchises
          &#xD;
    &lt;/a&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
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      &lt;span&gt;&#xD;
        
            • Franchise Gator –
           &#xD;
      &lt;/span&gt;&#xD;
    &lt;/span&gt;&#xD;
    &lt;a href="http://www.franchisegator.com" target="_blank"&gt;&#xD;
      
           www.franchisegator.com
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    &lt;/a&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;span&gt;&#xD;
      &lt;span&gt;&#xD;
        
            • Franchise Grade –
           &#xD;
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    &lt;/span&gt;&#xD;
    &lt;a href="http://www.franchisegrade.com"&gt;&#xD;
      
           www.franchisegrade.com
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  &lt;p&gt;&#xD;
    &lt;span&gt;&#xD;
      &lt;span&gt;&#xD;
        
            • Franchise Direct –
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    &lt;/span&gt;&#xD;
    &lt;a href="http://www.franchisedirect.com"&gt;&#xD;
      
           www.franchisedirect.com
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           Be mindful that websites are one-way communication. They provide information about the franchise,
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           but not about how to determine if it is a good fit for you. A lot of our work with connecting potential
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           franchisees to the best franchise to buy is helping the understand how the business model functions in a
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           way that impacts finances, lifestyle and future aspirations.
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  &lt;/p&gt;&#xD;
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            ﻿
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           The value of using The Franchise Consulting Company
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           The Franchise Consulting Company (FCC) is a group of experienced industry consultants who offer a free
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           advisory service for people who are interested in owning a franchise. Much like a realtor, our service is
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           paid for by the franchisor (seller) when we introduce them to you as an interested candidate.
          &#xD;
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           Consultants are a resource for potential franchisees and you should use that service to your advantage
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  &lt;p&gt;&#xD;
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            in making
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    &lt;a href="/our-process"&gt;&#xD;
      
           an ideal franchise match
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           . Making the decision to grow your life by owning a franchise is a
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           considerable one to make so why not access every resource available to you?
          &#xD;
    &lt;/span&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;a href="/contactus"&gt;&#xD;
      
           Request a consultation
          &#xD;
    &lt;/a&gt;&#xD;
    &lt;span&gt;&#xD;
      &lt;span&gt;&#xD;
        
            with The Franchise Consulting Company today. Find out how we can help you
           &#xD;
      &lt;/span&gt;&#xD;
    &lt;/span&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;span&gt;&#xD;
      
           take the next steps forward in your franchise prospecting.
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    &lt;/span&gt;&#xD;
  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
      <enclosure url="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/best-choice-five-golden-stars-260nw-349255049.webp" length="35236" type="image/webp" />
      <pubDate>Thu, 22 Dec 2022 15:37:08 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/how-to-determine-the-best-franchises-to-buy-it</guid>
      <g-custom:tags type="string" />
      <media:content medium="image" url="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/best-choice-five-golden-stars-260nw-349255049.webp">
        <media:description>thumbnail</media:description>
      </media:content>
      <media:content medium="image" url="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/best-choice-five-golden-stars-260nw-349255049.webp">
        <media:description>main image</media:description>
      </media:content>
    </item>
    <item>
      <title>Conversations with Franchise Experts: How to Get the Support You Need</title>
      <link>https://www.thefranchiseconsultingcompany.com/conversations-with-franchise-experts-how-to-get-the-support-you-need</link>
      <description />
      <content:encoded>&lt;h3&gt;&#xD;
  
         Some questions to ask a franchise consultant before working with them...
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  &lt;img src="https://irp.cdn-website.com/5445f2d9/dms3rep/multi/Screen+Shot+2022-09-20+at+10.21.36+PM.png" alt="" title=""/&gt;&#xD;
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  &lt;p&gt;&#xD;
    
          Franchisors use a variety of methods to position their franchise opportunity in front of prospective franchisees. They promote franchising on their website, participate in tradeshows and use franchise consultants to introduce their business to someone who might not otherwise know about that type their opportunity.
         &#xD;
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  &lt;p&gt;&#xD;
    
          The
          &#xD;
    &lt;a href="https://blog.franconnect.com/franconnect-franchise-library-2020/2021-sales-index-report"&gt;&#xD;
      
           2021 Franchise Sales Index Report
          &#xD;
    &lt;/a&gt;&#xD;
    
          shows franchise consultants rank highly in producing solid leads for franchisors, and yet, the consultant works primarily for the prospective franchisee. Effective consultants can explain the franchising opportunity to someone who is new to franchising and perhaps even new to running a business.
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          Some questions to ask a franchise consultant before working with them are as follows:
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         Does the consultant charge a fee?
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          Most franchise consultants are paid by the franchisor when a successful match results, similar to how a realtor is compensated. This means a prospective franchisee can use the services of a franchise consultant at no charge. However, always ask if there is a fee associated with the service.
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         What kinds of franchises do you work with?
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          Some franchise consultants are industry-specific, meaning they only work with franchisors in a certain industry. Others may only work with higher-level (enterprise) franchises or emerging brands. If you are working with a consultant, you are likely still exploring industries and brands so choose a consultant who is more broadly experienced.
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         Does the consultant offer a benefit?
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          If a consultant is going to be a benefit to you, they have to be a franchise expert. You want someone with a good background in the franchisor side of the relationship because that's the side a prospective franchisee knows the least about in making a business decision. The franchise consultant needs to convey what to know before buying a franchise to prepare you appropriately. Although the service is available at no charge, you still want to work with someone who has the experience to contribute to your eventually choosing the right opportunity.
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         What is the process?
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          Franchise consultants have different ways of working with prospective franchisees so be sure to know what you are expected to do and what they are expected to provide. How much time will they have for you? Is there a timeline for narrowing down the best franchise options? Are they available as you communicate with franchisors or does their assistance stop when you get to that point?
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          There is no right or wrong model for franchise consultants - it's just choosing the one that fits best with your expectations.
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         What makes a good franchisee-franchisor match?
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          Consultants who are franchise experts will answer this question with key criteria because it is the essence of what they do. Look for answers that focus on how the franchise opportunity meets your interests. If you are not interested in the business, you will not enjoy your franchise experience.
         &#xD;
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          A good franchisee-franchisor match results from having a full understanding of what the business involves and the expectations of each party. The consultant can share past experiences of what made a good match and factors that signalled the partnership wasn't the right fit. When you know what makes a good match, you have insight into evaluating opportunities.
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         Is there any part of the franchise process you don't cover?
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          When you narrow the options on choosing a franchise, another part of the process ensues with the franchise disclosure document (FDD). This is the franchisor's release of key information about the company and financial details moving forward. Ask your franchise consultant if this is part of the consultation work they provide, or if they refer to another service.
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         A final consideration
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          A good franchise consultant will focus the discussion on you. They want to know your goals and why you have decided to pursue franchise ownership. If they don't know enough about you, they cannot offer opportunities that will match the lifestyle you want to achieve in business.
         &#xD;
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         Our consultants are experts
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          At Franchise Consulting Company, our people have experience from the franchisor side. They have been franchise owners, worked in different industries and held positions in franchisor operations. We choose this expertise because it brings insight that the prospective franchisee will not have, and it helps to make better franchisee-franchisor matches.
         &#xD;
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          We are confident in our well-developed franchise consulting
          &#xD;
    &lt;a href="https://www.thefranchiseconsultingcompany.com/our-processs" target="_top"&gt;&#xD;
      
           process
          &#xD;
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          because it focuses on you, the person looking to become a franchise owner.
         &#xD;
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          Request a
          &#xD;
    &lt;a href="https://www.thefranchiseconsultingcompany.com/contactus" target="_top"&gt;&#xD;
      
           consultation
          &#xD;
    &lt;/a&gt;&#xD;
    
           today and learn how we can help you choose a successful franchise opportunity.
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      <pubDate>Wed, 21 Sep 2022 02:28:31 GMT</pubDate>
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    <item>
      <title>How a Turnkey Franchise Sets You Up for Success</title>
      <link>https://www.thefranchiseconsultingcompany.com/how-a-turnkey-franchise-sets-you-up-for-success</link>
      <description>When thinking about getting into business ownership, an attractive option can be to purchase a turnkey operation.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  When thinking about getting into business ownership, an attractive option can be to purchase a turnkey operation.

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    When thinking about getting into business ownership, an attractive option can be to purchase a turnkey operation. This means that you purchase a fully functioning business, ready to start with a simple turn of the key to open the door. Most often, a turnkey business is considered an existing business, but that isn't always the case. A new franchise can also be a turnkey business when the franchisor does all the foundational work for you as part of your franchise agreement.
  
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      Purchasing a turnkey franchise
    
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    Franchise Consulting Company works with franchisees and franchisors to match future business owners to franchise opportunities that work for both parties. Often, franchisees are looking for a turnkey operation. This can be accomplished in one of two ways: either by buying an existing franchise or by investing in a brand that prepares a new franchise for full operation from day one.
  
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    The goal, at the end of the day, is to make the decision that best suits the lifestyle you want to live and the type of business owner you want to be. Our job is to help you navigate the options.
  
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      Match an existing franchise
    
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    Purchasing an existing franchise is much like purchasing an existing business of any kind. The current owner sells to you on a Friday and you open the door on Monday morning as the new owner, with no interruption to the business operations. The existing location has staff and an established clientele and follows the franchisor's model for the business. 
  
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    Finding a match with an existing franchise becomes a challenge if you don't want to move to where the franchise is located, or if you bring certain skills to the business that may not complement the current staffing situation. This is not unusual, but when it happens, opening a new turnkey franchise can be the solution.
  
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      New location franchise
    
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    When working with a franchisor to start a new turnkey operation, here are some of the additional items the franchisor will look after as part of the agreement:
  
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        Location. For an existing building, the franchisor will typically advise you on securing the location if it meets their criteria. Renovations are sometimes managed by the franchisor and sometimes by the franchisee. It’s important that your franchise agreement stipulates who will secure contractors and manage any pre-opening construction or remodeling project from start to finish. 
      
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        Inventory and operations. Your startup costs should cover all required inventory and ensure all operational programs and procedures are in place. The franchise agreement should stipulate what level of involvement the franchisor will have in helping you hire and train new staff and even planning the grand opening of the location.
      
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    There’s usually an additional fee incurred for a franchisor for a turnkey operation, but it can be well worth not having to be part of the startup phase. In addition, the franchisor can have well-negotiated crews and rates that you as an individual may not be able to match. You also eliminate the stress of the startup phase and you know the build or renovation will be consistent with the franchisor's requirements when they are managing the project.
  
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      Turnkey franchise opportunities allows for flexible ownership
    
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    A final consideration is that an operationally ready franchise can suit a variety of ownership pursuits. 
  
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    If it’s your first franchise, it can be the easiest entry into the business that allows you to start contributing to your bottom line immediately. If you’re looking at a semi-absentee ownership option, having the business entirely established for operation can keep you in the role you prefer. Finally, if you have a goal of multi-unit ownership, being able to focus on managing units versus establishing them can be a more efficient use of how you want to spend your time.
  
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      How FCC can help
    
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    Making a decision on a turkey franchise involves an evaluation of many aspects of your life: where you want to live, how hands-on in the business you choose to be and the capital commitment you wish to make. With more than 3,000 registered franchise companies in the marketplace, it can be helpful to have some inside industry help in matching with the right opportunity. 
  
                  &#xD;
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    Franchise Consulting Company is in a unique position to work with both franchisees and franchisors to help make good matches. For both parties, a good match saves time and money. Franchisors attract the right kind of person to work with, while the franchisee has a good experience that supports the lifestyle they want to live. Our franchise resources can be tremendous assets to your franchise search.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  
                  
  When you're ready to pursue a franchise opportunity, 
  
                  &#xD;
  &lt;a href="https://www.thefranchiseconsultingcompany.com/contactus"&gt;&#xD;
    
                    
    request a consultation
  
                  &#xD;
  &lt;/a&gt;&#xD;
  
                  
   with us as a critical first step in pursuing your business ownership goals. Our role is to serve as an ambassador for you to the franchise world so you can confidently make the best decisions about your future in business.
                  &#xD;
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  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
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      <pubDate>Wed, 17 Aug 2022 14:14:30 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/how-a-turnkey-franchise-sets-you-up-for-success</guid>
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    <item>
      <title>How to Buy a Franchise: 5 Steps to Franchise Ownership</title>
      <link>https://www.thefranchiseconsultingcompany.com/how-to-buy-a-franchise-5-steps-to-franchise-ownership</link>
      <description>Deciding what you want from franchise ownership is the first step you take in deciding how to buy a franchise that is going to give you a lifestyle you will enjoy.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Deciding what you want from franchise ownership is the first step you take in your journey to independence...

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  &lt;p&gt;&#xD;
    
                    
    Becoming a franchise owner can be a rewarding decision if you connect with an opportunity that best matches your priorities. Whether you are looking for greater income control, have more discretion with your leisure time or fulfil the dream of entrepreneurship, there are franchise options to suit. 
  
                  &#xD;
  &lt;/p&gt;&#xD;
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    Deciding what you want from franchise ownership is the first step you take in deciding how to buy a franchise that is going to give you a lifestyle you will enjoy. 
  
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      Step 1: Knowing what you want
    
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    You may have an idea of the kind of business you want to pursue, but before you research brands, start with what you personally want to achieve. Do you want to work the business yourself or will you hire someone to manage it for you? Are you looking to have evenings and weekends off? Is your first franchise a step to becoming a multi-unit owner? Is there a certain income you want to earn as a minimum? 
  
                  &#xD;
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    When you decide on a franchise you will be agreeing to a five or 10-year commitment (or more) so a bit of long-term planning will help you choose a franchise more easily as you go through the process.
  
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      Step 2: Assessing your financial picture
    
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    Franchises come with different levels of financial commitment in the initial fee and with ongoing royalties. You need to be able to support those fees comfortably, especially when you are in the early stages of the business. It can be helpful to get some advice on how much money you are willing to commit to a franchise and how you will finance the business (whether you will need a loan or use your savings.) 
  
                  &#xD;
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    Being financially comfortable is a critical aspect of being in business, especially with the demands of getting started in your first year. Not having to worry about finances will make your transition to franchise ownership much less stressful than if you are constantly checking the bank account.
  
                  &#xD;
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      Step 3: Researching franchise opportunities
    
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    In addition to choosing a franchise that piques your interest, consider whether there is demand in your area for this kind of business. You will always have competition, and the key is deciding if you can carve out a niche in the marketplace to still be successful. 
  
                  &#xD;
  &lt;/p&gt;&#xD;
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    The training and support provided by the franchisor can help with this part of the decision. While you will bring your own skills to the business, you need adequate time to learn the operations model and feel comfortable running all aspects of the business. You may not do all the jobs in the business, but you need to know how they are done so you can train others.
  
                  &#xD;
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    Of course, the financial commitment of the franchise is a key factor to make sure it aligns with what you can afford. Here are some resources to help with your research:
  
                  &#xD;
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        Franchise expos. These events allow you to interact with franchisors, ask questions and learn more about their opportunities.
      
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        Franchise associations. The International Franchise Association (IFA) has a helpful document on 
      
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  &lt;/ul&gt;&#xD;
  &lt;ul&gt;&#xD;
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      &lt;p&gt;&#xD;
        &lt;a href="https://www.franchise.org/franchise-information/finance/consumer-guide-to-buying-a-franchise"&gt;&#xD;
          
                          
          how to buy a franchise
        
                        &#xD;
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         that can explain some franchising terms and situations that can factor into your decision-making.
      
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        Additional resources. As a franchise consulting company, we have a 
      
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        &lt;a href="https://www.thefranchiseconsultingcompany.com/resources"&gt;&#xD;
          
                          
          page of resources
        
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         you can explore as well.
      
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      Step 4: Narrowing down the search
    
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    Once you have narrowed your choices, the next step is to review the franchise disclosure document (FDD). This is a legal document that explains the franchisee-franchisor relationship in terms of what is expected from both parties including fees, financial information and training support. There are 
    
                    &#xD;
    &lt;a href="https://www.franchise.org/faqs/what-information-does-a-franchise-disclosure-document-fdd-contain"&gt;&#xD;
      
                      
      23 elements
    
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     of an FDD that franchisors must provide once they have received your application.
  
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    Reviewing the FDD with a lawyer can give you a thorough understanding of the business relationship and the responsibilities of both parties. 
  
                  &#xD;
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      Step 5: Consider using a franchise consultant
    
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    Throughout this article, we have referenced the value of using financial and legal professionals to advise you on becoming a franchise owner. Franchise consultants are another advisory service available to you.
  
                  &#xD;
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    Franchisors engage franchise consultants to help recruit franchisees. Our role is to meet with people who are interested in owning a franchise, go over the details from the franchises on our schedule and be that initial point of contact for a potential franchisee with respect to their questions and providing information. 
  
                  &#xD;
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    Franchise consultants are paid by the franchisor so there is no cost to benefit from their services. Whether you go with a franchise opportunity that a consultant represents or not, you will learn more about matching to the right kind of franchise from people who do this for a living; invaluable information when considering the commitment to investing in a franchise.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;a href="https://www.thefranchiseconsultingcompany.com/contactus"&gt;&#xD;
      
                      
      Request a consultation
    
                    &#xD;
    &lt;/a&gt;&#xD;
    
                    
     with Franchise Consulting Company when you're ready to explore how to buy a franchise that's right for you.
  
                  &#xD;
  &lt;/p&gt;&#xD;
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      <pubDate>Tue, 28 Jun 2022 13:11:05 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/how-to-buy-a-franchise-5-steps-to-franchise-ownership</guid>
      <g-custom:tags type="string">how to buy a franchise,franchising tips,how to purchase a franchise,how do you buy a franchise</g-custom:tags>
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      <title>How to Find Franchise Business Consultant Jobs</title>
      <link>https://www.thefranchiseconsultingcompany.com/how-to-find-franchise-business-consultant-jobs</link>
      <description />
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  A guide to evaluating a path to become a franchise consultant.

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    The franchising industry is significant in the United States. According to the Franchise Brokers Association, 18 of the top 20 franchises worldwide are headquartered in the U.S. In addition, 300 companies start franchising every year, leading to one in seven businesses in America establishing as a franchise. 
  
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    The franchising world is built on relationships where franchisors and franchisees are a good match for each other, making franchise business consultant jobs an in-demand line of work with a great outlook for the future. 
  
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      How franchise consultants benefit both parties
    
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    Franchise consultants evaluate what both parties want from the franchisor-franchisee relationship. For a future business owner, a franchise consultant to explain the types of franchises that may be best suited for the lifestyle a person wants to live and the financial commitment they need to do that. In return, the consultant saves a franchisor time by providing vetted, higher-quality candidates who are more likely to be a good fit for the franchise.
  
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    The consulting service is paid by the franchisor in the form of a commission so there is no risk for either party in pursuing the consulting process, making franchise business consultant jobs a preferable line of work for many people.
  
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      Flexibility and income-building benefits
    
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    As a franchise business consultant, you have the opportunity to do business around the world with people who are pursuing their entrepreneurial dreams. You will be continuously learning about the different details in each franchise model and the franchisee criteria that lend to a certain type of person who would be a good franchisee. In this role, you are a matchmaker of opportunities for people who are looking to run their own businesses. It is a highly rewarding career.
  
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    This is also a career where you have a lot of freedom in how you meet your commitments. You will manage your own schedule and determine when you will take appointments, and with the commission system, you exert some control over your work-life balance in terms of time spent and salary earned. 
  
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    If you are considering a career change, becoming a franchise business consultant might be everything you are looking for - flexibility, salary diversification and a rewarding line of work. To help, there is training that can give you a strong foundation in franchising if you are new to the industry.
  
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      Steps to finding good training
    
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    There is no formal license for this career, but the International Franchise Association (IFA) offers a 
    
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    &lt;a href="https://www.franchise.org/certification"&gt;&#xD;
      
                      
      Certified Franchise Executive™ (CFE)
    
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     designation that provides the most extensive franchising consultancy tool available.
  
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    The IFA is the world's largest membership organization for franchisors, franchisees and franchise suppliers. Certified Franchise Executive applicants have three years to complete the program which involves a mix of work experience, event participation and mandatory courses. You learn about business development, franchise management, leadership, franchise strategy and operations. 
  
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    The International Franchise Professional's Group (IFPG) also provides a 
    
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    &lt;a href="https://www.ifpg.org/certified-franchise-consultant-cfc-training"&gt;&#xD;
      
                      
      Certified Franchise Consultant
    
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     designation which can be obtained in four to six weeks. The training includes a mix of online and in-person classes and closes with an exam. The IFPG offers continuing education courses each year so you can earn the required 60 credits per year to maintain your designation.
  
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      An appropriate combination of education and experience
    
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    In addition to training, your prior education and experience can play a significant role in this line of work. At The Franchise Consulting Company, our team includes previous franchisors, franchise lawyers and investors, executive mentors and others with past professional careers that add to this role. Our consultants are a diversified group which helps in making good matches.
  
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    We invite you to 
    
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    &lt;a href="https://www.thefranchiseconsultingcompany.com/consultants"&gt;&#xD;
      
                      
      peruse the profiles
    
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     of our consultants to get a better idea of their certifications, backgrounds and experience.
  
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      How to get started in a franchise business consultant job
    
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    The IFA has a 
    
                    &#xD;
    &lt;a href="https://www.franchise.org/sites/default/files/2022-05/CFE-Getting-Started-Guide_3.pdf"&gt;&#xD;
      
                      
      Getting Started Guide
    
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     for their training which provides a good foundation for the technical elements of the franchise business consultant role.
  
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    A Forbes article on 
    
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    &lt;a href="https://www.forbes.com/sites/forbesbusinesscouncil/2021/12/21/ten-traits-of-a-highly-successful-franchise-consultant/?sh=58b697713ca8"&gt;&#xD;
      
                      
      soft skills
    
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     is also a good review. It covers the importance of being able to communicate with franchisors and franchisees and the importance of keeping people on track throughout the process.
  
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    You can also 
    
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    &lt;a href="https://www.thefranchiseconsultingcompany.com/our-process"&gt;&#xD;
      
                      
      review our process
    
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    &lt;/a&gt;&#xD;
    
                    
     at The Franchise Consulting Company and how we approach building a successful franchisor-franchisee relationship. As the world's leading franchise experts, it has been our experience that problems arise in relationships when one of four key steps is not followed carefully.
  
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      Work with The Franchise Consulting Company
    
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  We are always looking for the right kind of people who can contribute to our team as franchise consultants. We encourage you to become certified and to consider working with us. If you are investigating franchise business consultant jobs as a career direction that is a good fit for you, then we should 
  
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  &lt;a href="https://www.thefranchiseconsultingcompany.com/contactus"&gt;&#xD;
    
                    
    have a conversation
  
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  !
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      <pubDate>Thu, 02 Jun 2022 14:48:22 GMT</pubDate>
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      <title>Should Your Business Consider a Franchise Model?</title>
      <link>https://www.thefranchiseconsultingcompany.com/should-your-business-consider-a-franchise-model</link>
      <description>As a company that deals with both businesses looking to expand through franchise and future business owners looking to become franchisees, Franchise Consulting Company is in a unique position to assist with your possible business expansion through franchising.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Some key points to consider when thinking about franchising your business.

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    At Franchise Consulting Company, we work with people who are interested in pursuing business ownership with a franchise, and we work with businesses that are looking to expand through franchising. With more than 3,000 registered franchises in the marketplace, it is important to know what makes a quality franchise organization and what an ideal partnership between franchisor and franchisee entails. 
  
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    The International Franchise Association offers a resource on 
    
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    &lt;a href="https://www.franchise.org/sites/default/files/2019-05/MSA_0.pdf"&gt;&#xD;
      
                      
      Elements of Successful Franchising
    
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    . In addition, here is an overview of the areas we look for when we pre-screen what makes a good franchise ownership opportunity.
  
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      An evaluation of the franchise prototype
    
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    Your prototype is the concept for the business and is based on well-established consumer demand. This includes the key infrastructure such as location, design and signage, revenue streams, a solid plan for business operations and marketing to ensure customer growth. When compared to your competition, you can set yourself apart with a way of doing business that is not easily duplicated. This might include proprietary elements, technology or a different style of operation. There will be some duplication with the competition, but to attract a future business owner, you have to offer something unique.
  
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    Some key things to consider when developing your prototype:
  
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        Red tape. What are the regulations or licenses required to operate and can you present a way to help franchisees meet those obligations in an easier way?
      
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        Trademarks. Are specific proprietary elements (ie: recipes, formulas, logo) of your business trademarked?
      
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        Ease of duplication. Is your prototype easily duplicated so someone who is new to the concept could learn it and implement it with the appropriate training?
      
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      The franchise business system 
    
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    Every franchise has a format for business operations that contains details such as price points for different products or services, supply chain commitments, the technology required to operate, human resource assistance, marketing structure and scalability (growth opportunities). The research that goes into your business system will likely include the following:
  
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        Supplier commitments. Your chosen suppliers must be capable of supplying products and services to potentially hundreds of locations.
      
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        Location transferability. Consistency is a key to building a successful franchise brand. Your business operation has to work in any state (or country) where you choose to offer franchises. 
      
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        Training. A future business owner, regardless of their previous experience, will be trained to run the franchise. Your training needs to anticipate a diverse base of people who will not come to the business in the same way. Training has to be easy to understand, cover all elements that are necessary to run the business and leave room for any individual needs that a future franchisee may encounter.
      
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    If you offer different levels of franchising (ie: kiosks, small locations and larger, full-service locations), you need a business operations package for each one. Keep as many similar elements as possible and provide an easy process to scale up for franchisees interested in opening additional locations.
  
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      What will you offer for ongoing support?
    
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    Once a franchisee is up and running, your role transitions into providing ongoing support. This may include technology improvements, keeping the brand fresh, customer development strategies and offering networking opportunities to keep franchisees engaged and motivated in their business. 
  
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    For future business owners who join the franchise without industry-specific knowledge or experience, the ongoing support is an important consideration. This helps build confidence in being successful with your franchise model, and that the business fits the lifestyle they are seeking as a business owner.
  
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      The financial commitment
    
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    What will your financial plan look like for future franchisees? How will you justify the franchise fee and ongoing royalties?
  
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    Every franchise will create a 
    
                    &#xD;
    &lt;a href="https://www.franchise.org/faqs/what-information-does-a-franchise-disclosure-document-fdd-contain"&gt;&#xD;
      
                      
      franchise disclosure document
    
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    &lt;/a&gt;&#xD;
    
                    
     which explains the rights and responsibilities of both parties as well as the financial requirements. Legal, financial and other advisors who are experienced in franchising can assist with this, but the decision on pricing your franchise will be yours to make. Your fees need to reflect the uniqueness of the business and what you are capable of providing to a future franchisee. You also need to address multi-unit pricing.
  
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    In working with future franchisees, we help them evaluate if the franchise they are interested in joining is financially secure and operationally non-deficient. The goal is to provide a franchise model with proven healthy profits and smart, ongoing reinvestment into the brand and operational improvements.
  
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      Talk to franchising experts 
    
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  &lt;p&gt;&#xD;
    
                    
    As a company that deals with both businesses looking to expand through franchise and future business owners looking to become franchisees, Franchise Consulting Company is in a unique position to assist with your possible business expansion through franchising. 
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;a href="https://www.thefranchiseconsultingcompany.com/contactus"&gt;&#xD;
      
                      
      Franchise your business
    
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     with our help to ensure you produce a franchise model that meets your wealth-building goals and attracts future franchisees.
  
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      <pubDate>Thu, 02 Jun 2022 14:44:46 GMT</pubDate>
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      <title>Pros and Cons of Franchise Ownership</title>
      <link>https://www.thefranchiseconsultingcompany.com/pros-and-cons-of-franchise-ownership</link>
      <description>Owning a business takes resilience, mental stamina and a good support network to keep you going and growing. Franchise ownership is a path to achieving the freedom of being in charge of your time and financial position for the right person. Is that you? Here are some pros and cons of franchise ownership to consider.</description>
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  Do you have what it takes to own a franchise?

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    Owning a business takes resilience, mental stamina and a good support network to keep you going and growing. Franchise ownership is a path to achieving the freedom of being in charge of your time and financial position for the right person. Is that you? Here are some 
    
                    &#xD;
    &lt;a href="https://www.forbes.com/sites/jaredhecht/2019/02/27/the-pros-and-cons-of-buying-a-franchise/?sh=55148e241198"&gt;&#xD;
      
                      
      pros and cons
    
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     of franchise ownership to consider.
  
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      The Pros
    
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    There are three overwhelming pros to franchise ownership: expediency, support and the value in the business model.
  
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      Faster path to business ownership
    
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  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    When you start a business, there is a critical research phase. In addition to a detailed vision of your business, you need to know the market will support your endeavor and you need a strategy to grow the business. You must establish your brand, secure vendors, create a communications plan to attract customers and determine staffing. If you need financing, your business plan needs to be risk-proof.
  
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  &lt;p&gt;&#xD;
    
                    
    With a franchise, the company has done this work for you, which significantly advances your timeline to business ownership. Your risk is reduced with a proven system that includes vendor relationships, hiring and marketing. Financing can also be more easily obtained and sometimes directly from the franchisor.
  
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      You're in a partnership, not on your own
    
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  &lt;p&gt;&#xD;
    
                    
    As a franchisee, you are 
    
                    &#xD;
    &lt;a href="https://www.forbes.com/sites/theyec/2021/07/15/eight-essential-qualities-of-a-successful-business-partner/?sh=53822f6c374f"&gt;&#xD;
      
                      
      entering into a partnership
    
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    &lt;/a&gt;&#xD;
    
                    
     with the company and you benefit from their expertise and knowledge to make your business successful. The franchisor also keeps current with industry trends, opportunities to improve technology and ways to increase sales. They can also negotiate more easily with vendors due to their larger buying power. You get the benefit of a dedicated partnership while still running your own business.
  
                  &#xD;
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    &lt;b&gt;&#xD;
      
                      
      Aggravating tasks are covered
    
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  &lt;p&gt;&#xD;
    
                    
    There are many tasks of running a business that owners find time-consuming: human resources, marketing and staying current on trends. Franchisors have a structure in place for these important tasks which significantly limit the time the franchisee has to spend on them. Franchise ownership is very efficient when it comes to many of the operational tasks and it allows you to focus on growing your business. 
  
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    &lt;b&gt;&#xD;
      
                      
      The Cons
    
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    There are three elements of franchise ownership that could be cons, depending on your motivation for starting a business.
  
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      Structure versus creativity
    
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  &lt;p&gt;&#xD;
    
                    
    Franchise ownership comes with a business structure. If you are a creative type, you will have to decide if you can give up some creative decision-making for the larger franchise benefit. For example, you cannot add a new product or service line or choose new vendors that are not pre-approved by the franchisor. This can limit your creative control to some degree, and you need to decide if you can exercise your creativity within the franchise structure.
  
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      Ongoing costs
    
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  &lt;p&gt;&#xD;
    
                    
    While you will pay an upfront cost to buy into the franchise brand, you will also pay royalties as part of your agreement. Royalties may go towards technology improvements or marketing campaigns that wouldn't be your first choice on how to spend those dollars. There may also be times when business is going well and you would prefer to spend those royalties in another way. 
  
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    Franchisors should always be 
    
                    &#xD;
    &lt;a href="https://www.global-franchise.com/insight/franchisors-need-to-put-a-lot-more-effort-into-listening-to-franchisees"&gt;&#xD;
      
                      
      open to feedback
    
                    &#xD;
    &lt;/a&gt;&#xD;
    
                    
     from franchisees and you can always voice your opinions and suggestions to the company if you think there are better ways those dollars could be spent. With an independent business you are not committed to royalty fees, however, there is still a cost (in time and money) to grow the business and seek out these improvements which are critical to keeping your business sustainable. What is it worth to have that done for you?
  
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      Leadership can change
    
                    &#xD;
    &lt;/b&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    As you evaluate franchise options, you will meet different members of the franchise leadership team. While they can be impactful people, they can also move out of that role through retirements or other opportunities. Your decision on whether or not to become a franchisee needs to be founded on the structure of the franchise so that if turnover happens in leadership roles, you are still comfortable in the business model of the organization.
  
                  &#xD;
  &lt;/p&gt;&#xD;
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      A franchise consultant can help
    
                    &#xD;
    &lt;/b&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Managing the pros and cons of franchise ownership can seem difficult to discern at times. A franchise consultant can help you understand how your motivation to become a business owner fits with different franchise options.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Franchise Consulting Company is the world's leading franchise expert and they work with interested franchisees to explain the responsibilities and rewards of this type of business structure. They find that the best franchisees are very self-aware and know what they want in a business, but sometimes you need an expert in the field to help you arrive at those decisions.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Franchising is a great way to become a business owner and 
    
                    &#xD;
    &lt;a href="https://www.thefranchiseconsultingcompany.com/our-process"&gt;&#xD;
      
                      
      franchise consulting
    
                    &#xD;
    &lt;/a&gt;&#xD;
    
                    
     can help you choose the option that is best suited to your interests and long-term goals.
  
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  &lt;/p&gt;&#xD;
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  &lt;p&gt;&#xD;
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      <pubDate>Thu, 02 Jun 2022 14:39:42 GMT</pubDate>
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      <title>My "Why"</title>
      <link>https://www.thefranchiseconsultingcompany.com/my-why</link>
      <description />
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  I do what I do for a very simple reason...

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    I left my life as an employee behind to begin a new one as an entrepreneur. I do what I do for a very simple reason. Disheartened with the corporate rat race, I left the race behind to create my own "BossLane". Why? I wanted a life unencumbered by the 9-5, filled with meaning and purpose, with the time freedom to be with the ones I love the most. 
  
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    I wanted to live life on my own terms.
  
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    &lt;br/&gt;&#xD;
  &lt;/p&gt;&#xD;
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      What is YOUR why? 
    
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    &lt;p&gt;&#xD;
      &lt;br/&gt;&#xD;
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    &lt;p&gt;&#xD;
      
                      
      Do your internal "whys" reflect your outer life? If not, why not?
      
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      &lt;br/&gt;&#xD;
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    &lt;p&gt;&#xD;
      &lt;br/&gt;&#xD;
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    &lt;p&gt;&#xD;
      
                      
      If you are finally ready to begin reimagining your life, you may want to consider franchise ownership. 
    
                    &#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      &lt;br/&gt;&#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      &lt;a href="mailto:faizun@thefranchiseconsultingcompany.com"&gt;&#xD;
        
                        
        faizun@thefranchiseconsultingcompany.com
      
                      &#xD;
      &lt;/a&gt;&#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      &lt;a href="https://www.linkedin.com/in/faizunkamal/"&gt;&#xD;
        
                        
        https://www.linkedin.com/in/faizunkamal/
      
                      &#xD;
      &lt;/a&gt;&#xD;
      &lt;br/&gt;&#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      &lt;a href="https://www.facebook.com/faizunkamalFRANCHISE/"&gt;&#xD;
        
                        
        https://www.facebook.com/faizunkamalFRANCHISE/
      
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      <pubDate>Mon, 27 Jan 2020 18:29:41 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/my-why</guid>
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      <title>Franchise Building Blocks </title>
      <link>https://www.thefranchiseconsultingcompany.com/franchise-building-blocks</link>
      <description />
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
   Like anything that we build, a strong foundation is necessary, along with the proper amount of support...

                &#xD;
&lt;/h3&gt;&#xD;
&lt;div&gt;&#xD;
  &lt;img src="https://irp-cdn.multiscreensite.com/5445f2d9/dms3rep/multi/stonehenge-from-north-east-header.jpg" alt="" title=""/&gt;&#xD;
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      You’ve put your heart, sweat and soul into creating and growing your business. You’ve experienced countless trials and errors, successes and failures, updates and changes...yet you have remained resilient and developed systems overtime that have allowed you to become successful. It didn’t happen overnight, but it happened alright. And now you’re ready to share your concept with the right people to grow your dream. 
    
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
      Whether you have already franchised your concept or you are thinking about franchising, it’s imperative that you are ready for that growth. Like anything that we build, a strong foundation is necessary, along with the proper amount of support. You know your business better than anyone else, but now it’s time to let the franchise development experts in to ensure your brand is set up for success with the proper building blocks in sales, operations, strategy and growth.  
    
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
      If this is you, let’s discuss your options and get you expert advice on developing your brand.
    
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/p&gt;&#xD;
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  &lt;div&gt;&#xD;
    
                    
      Amanda Tokos
    
                  &#xD;
  &lt;/div&gt;&#xD;
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    &lt;a href="mailto:amanda@thefranchiseconsultingcompany.com"&gt;&#xD;
      
                      
        amanda@thefranchiseconsultingcompany.com
      
                    &#xD;
    &lt;/a&gt;&#xD;
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      <pubDate>Mon, 27 Jan 2020 17:50:34 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/franchise-building-blocks</guid>
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      <title>Nobodies Are The New Somebodies</title>
      <link>https://www.thefranchiseconsultingcompany.com/nobodies-are-the-new-somebodies</link>
      <description>The key is recognizing your strengths as the underdog...</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  "The key is recognizing your strengths as the underdog..."

                &#xD;
&lt;/h3&gt;&#xD;
&lt;div&gt;&#xD;
  &lt;img src="https://irp-cdn.multiscreensite.com/5445f2d9/dms3rep/multi/the-underdog.jpg" alt="" title=""/&gt;&#xD;
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    "Remember that nobodies are the new somebodies." - Guy Kawasaki
    
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
    Often it seems that control over one's own life is all that we really desire. To say yes and no when we want to, work if we would like to enjoy the things we love whenever we feel like doing so, and ultimately, have the freedom to decide anything at any time. Feeling ambitious yet?
    
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
    Retaining the ability to control the way the dice rolls is an extremely satisfying feeling. As the above quote from Guy alludes, the key is recognizing your strengths as the underdog. Your hunger, determination, and drive are what motivate you to follow your dream. It is our duty to ensure that we capitalize on our dreams, take control of our lives, and be the person we wish to be.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;br/&gt;&#xD;
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  &lt;p&gt;&#xD;
    
                    
    Are your ready to take control over your life? Be Your Own Boss!
    
                    &#xD;
    &lt;br/&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    #CareerAlternatives #franchiseownership #franchiseseminar
    
                    &#xD;
    &lt;br/&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;br/&gt;&#xD;
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    @RickMorgin @TheFranchiseConsultingCompany 
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Rick Morgin
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    The Franchise Consulting Company
  
                  &#xD;
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      <pubDate>Fri, 24 Jan 2020 18:14:00 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/nobodies-are-the-new-somebodies</guid>
      <g-custom:tags type="string">CareerAlternatives,franchiseownership,franchiseseminar</g-custom:tags>
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      <title>Must-Ask Questions Before Becoming a Franchise Owner</title>
      <link>https://www.thefranchiseconsultingcompany.com/must-ask-questions-before-becoming-a-franchise-owner</link>
      <description>Don't forget these important things before you start a franchise.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Don't forget these things as you pursue new franchises!

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                    Asking the right questions makes a world of difference when researching a franchise. We work
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  with our candidates and help prepare them to ask the right questions so that they can determine which
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  franchise is best for them. 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Before Buying A Franchise
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Here are 10 key questions we strongly recommend people ask before getting involved in a
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  particular franchise operation: 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  1. What are my upfront costs and what's included in the fee? This is the most obvious
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  initial financial question.  
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  2. What other fees should I plan on paying? You may be required to lease property or
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  equipment from the franchisor. You may have to pay the franchisor a percentage of
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  your annual sales. Those numbers must be cranked into your own equations when
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  you are trying to figure out if a franchise deal makes sense.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  3. How is the franchisor making money? Franchisors may make money by owning
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  their own establishments, by providing services to franchisors, by simply collecting
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  royalty payment or by some other combination. It's tough to make a blanket statement
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  about whether one model is better than another, but surely you want to know where the
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  franchisor's own interests lie.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  4. What restrictions do I have on suppliers? Are you going to be required to purchase
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  certain goods or services from particular vendors and/or from the franchisor? If certain
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  purchases are required, are they going to cost you more than you would otherwise have
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  to pay if there were no restriction on where you could buy them?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  5. What kind of regional protection am I getting? Do you have any guarantees that the
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  franchisor isn't going to sell other franchises or open up its own outlets in your
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  geographic area? If so, how long are those guarantees good for?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  6. What kind of empire-building opportunities do I have? The flip side of the previous
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  question: Do you get first dibs on new franchises in or near the same area as your first
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  franchise? Some of the most successful franchisees are those who own multiple outlets
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  in the same area and are able to develop their own economies of scale.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  7. What kind of training and support do I receive? A good franchise will include solid
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  training and ongoing follow up / mentoring practices. Franchises know their success is
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  based on your success, so they should be proactive in teaching you the business right
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  from the start.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  8. How many franchisees sell out in a year? A franchisee that gets out of the business
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  by selling to someone else isn't necessarily a failure. Indeed, he or she may be selling a
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  successful venture. But you still need some idea of the turnover rate of franchisees.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  9. What's the value of a re-sold franchise? Another way of looking at the prospects for
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  franchisees is to look at what happens to those who sell their establishments. What did
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  they get for the re-sold franchise relative to what they put into it? Was it a profitable
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  investment, or were they simply looking to get out and cut their losses?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  10. What are the terms of me selling my franchise? What if you got sick, or had to
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  move quickly for family reasons? Can you sell to anyone, or do you have to deal with
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  the franchisor? Would the company charge you something to sell your franchise or
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  otherwise restrict your ability to pull out of the business? 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Patrick Elsner
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  Patrick@thefranchiseconsultingcompany.com
  
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    &lt;br/&gt;&#xD;
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  &lt;/p&gt;&#xD;
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      <pubDate>Sun, 17 Dec 2017 01:01:31 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/must-ask-questions-before-becoming-a-franchise-owner</guid>
      <g-custom:tags type="string">start,franchise,questions,validation,ask</g-custom:tags>
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      <title>I will pay you one million dollars to fail!</title>
      <link>https://www.thefranchiseconsultingcompany.com/i-will-pay-you-one-million-dollars-to-fail</link>
      <description>How some have failed in business and why that is the reality in all entities.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  This Is The Reality We Are In!

                &#xD;
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&lt;div&gt;&#xD;
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                    Did I get your attention?  What would you do if someone would pay you to fail?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  Do you realize that every day when we are going to work we are being paid to fail.  The problem is nobody told you.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  Without failure there is no success. Look in your wastebasket under your desk at all the crumpled up paper representing how many times you tried to do something but has to start over to get it right.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  You continued attempts and failure eventually brought you to the success you were looking for to complete your task.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  So what is the problem?  It lies with how we perceive failure. GoogleX is paid billions of dollars to “FAIL” yes “FAIL”. You see  they are charged with solving some of the world’s biggest challenges. Ones that there has yet to be a solution for. Their only chance of achieving their goals is to fail until they succeed.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  So in their company the applaud and promote and compensate those who fail the most.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Think about the next time your boss comes in and says here is a bonus today for failing so good.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  Would you want to fail more?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  Sure you would.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  People are stuck today in jobs they hate. They are afraid to venture out for fear of failure.  What if I paid you one million dollars to fail until you succeeded.? Would you leave your job and venture out with a new outlook?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Sorry I don’t have the money to pay you but I think you get my point.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  We live in a country where there are endless opportunities. In the franchise industry there are over 3,000 franchises to choose from. Call Rich LeBrun at 224-678-9212 or email at rich@thefranchiseconsultingcompany.com and let our team help you FAIL: Who knows if you succeed big enough you can pay us the one million dollars!!
  
                    &#xD;
    &lt;br/&gt;&#xD;
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&lt;/div&gt;</content:encoded>
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      <pubDate>Sat, 16 Dec 2017 14:36:42 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/i-will-pay-you-one-million-dollars-to-fail</guid>
      <g-custom:tags type="string">franchise,failure,learn,experience</g-custom:tags>
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      <title>Every Franchise Company Wants a "Big Mac"</title>
      <link>https://www.thefranchiseconsultingcompany.com/every-franchise-company-wants-a-big-mac</link>
      <description>Discover how you can internally innovate in franchising to some degree!</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  You Never Know the Impact You Will Make in Franchising!

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    As a franchise consultant, I often have clients who fear the systems, procedures, rules, policies and procedures they have to adhere to as franchise owners equate to “Straitjackets” that stifle innovation and creativity.  
  
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    While, yes, you do have to comply with the franchisor’s systems … for example, there are 3 pickles on the McDonald’s Big Mac, not 4, not 2 … but 3 and ONLY 3.  But, franchises create systems from years of experience and trial and error.  That’s one of the greatest reasons for investing in a franchise -- you don’t have to “invent the wheel” yourself.
  
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    That said, can you “make the wheel rounder?”  The short answer is … absolutely!
  
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    Here’s the favorite example I share with my clients:  to this day, the best-selling sandwich in the history of McDonald’s is the Big Mac.
  
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  &lt;p&gt;&#xD;
    
                    
    The Big Mac was developed by a franchisee!
  
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    Cutting and pasting from Wikipedia, here’s a brief history of how this best-selling product came to be:
  
                  &#xD;
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  &lt;p&gt;&#xD;
    
                    
    The Big Mac was created by 
    
                    &#xD;
    &lt;a href="https://en.wikipedia.org/wiki/Jim_Delligatti"&gt;&#xD;
      
                      
      Jim Delligatti
    
                    &#xD;
    &lt;/a&gt;&#xD;
    
                    
    , an early McDonald’s franchisee, who was operating several restaurants in the 
    
                    &#xD;
    &lt;a href="https://en.wikipedia.org/wiki/Pittsburgh"&gt;&#xD;
      
                      
      Pittsburgh
    
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    &lt;/a&gt;&#xD;
    
                    
     area.
  
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  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    The Big Mac had two previous names, both of which failed in the marketplace: the Aristocrat, which consumers found difficult to pronounce and understand, and the Blue Ribbon Burger.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    The third name, Big Mac, was created by a 21-year-old advertising secretary who worked at McDonald’s corporate headquarters.  
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    The Big Mac debuted at Delligatti's 
    
                    &#xD;
    &lt;a href="https://en.wikipedia.org/wiki/Uniontown,_Pennsylvania"&gt;&#xD;
      
                      
      Uniontown, Pennsylvania
    
                    &#xD;
    &lt;/a&gt;&#xD;
    
                    
     restaurant in 1967, selling for 45 cents.  It was designed to compete with 
    
                    &#xD;
    &lt;a href="https://en.wikipedia.org/wiki/Big_Boy_(restaurant)"&gt;&#xD;
      
                      
      Big Boy
    
                    &#xD;
    &lt;/a&gt;&#xD;
    
                    
     restaurants' Big Boy sandwich.  
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    The Big Mac proved popular, and it was added to the menu of all U.S. restaurants in 1968. 
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Even well-established franchises that have hundreds of franchisees and hundreds of units throughout the US, innovation is encouraged.  The franchise companies realize they the great advantage of having many, many franchisees who are all working the same processes.  With that many smart people operating the same businesses, some franchisees are inevitably going to find ways to accomplish procedures more efficiently and/or effectively.  
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Franchise companies embrace this fact and actually create venues to promote improvement and innovation.
  
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    Every well-developed franchise company eventually forms a franchise advisory council made up of franchisees from throughout the system.  Franchise executives meet with their advisory councils typically each quarter and during these meetings, the executives report on progress from the past quarter and objectives for the next quarter and for the year.  But they also use this forum to solicit input from the franchisees.  
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    What’s working well?  What’s not working well?  How can we improve?  What are the franchisees in the field saying?  Are there better ways to accomplish what we do?
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Even more, at just about every annual conference franchises in any industry conduct, typically each year, they present “round table sessions.”  These sessions are usually conducted in large meeting rooms at the franchise convention hotels.  In the rooms are a half-dozen or so 20-seat round tables and at each table sit franchise owners who have found a technique to accomplish the systems of the franchises more efficiently and/or effectively.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Franchisees attending the conventions move from table to table every 15 or 20 minutes or so at the sound of a bell in order to be able to learn from each of their fellow franchisees who are hosting round tables.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Franchise companies treasure such events because when a franchisee learns how to improve procedures, advertising, marketing, or operations from a fellow franchisee, the franchisees are quick to adopt the new methods.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    No … franchising is not a “Straitjacket.”  
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    There is plenty of room for innovation and improvement and many franchise owners enjoy helping the entire franchise system evolve, improve and thrive.
  
                  &#xD;
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  &lt;p&gt;&#xD;
    
                    
    Who knows?  After you invest in a franchise, you just might be the franchise owner who creates your franchise system’s “Big Mac!”
  
                  &#xD;
  &lt;/p&gt;&#xD;
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    Dave Cooley, Franchise Consultant
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Let’s learn more about franchising together.  
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Email me: 
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;a href="mailto:dave@thefranchiseconsultingcompany.com"&gt;&#xD;
      
                      
      dave@thefranchiseconsultingcompany.com
    
                    &#xD;
    &lt;/a&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;br/&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Call me: 720.259.9475 (Denver – Mountain Time)  
  
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  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
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      <pubDate>Sat, 16 Dec 2017 14:32:37 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/every-franchise-company-wants-a-big-mac</guid>
      <g-custom:tags type="string">big,mac,franchise,opportunities</g-custom:tags>
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      <title>Franchise Ownership -”Do I have to be an entrepreneur?”</title>
      <link>https://www.thefranchiseconsultingcompany.com/franchise-ownership-do-i-have-to-be-an-entrepreneur</link>
      <description>You don't have to be a full on entrepreneur to be successful!</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  If you are telling yourself, “I need to be a full on entrepreneur to successfully own a franchise”? My answer is no you don’t and it is better if you are not.

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                    Franchise Ownership -”Do I have to be an entrepreneur?”
  
                    &#xD;
    &lt;br/&gt;&#xD;
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  If you are telling yourself, “I need to be a full on entrepreneur to successfully own a franchise”? My answer is no you don’t and it is better if you are not.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  People are using the word “entrepreneur” with “business owner” interchangeably, and I argue that is wrong. The internet is a blaze with this person or that person saying “Be an entrepreneur to really get ahead in America”. What they should be saying is “Become a business owner to get ahead in America”. The true entrepreneur is not in most of us but a desire to control our destiny is. The entrepreneur is someone that needs to own every aspect of their creation; the branding, the marketing, all the design layouts, and so on. Think of Steve Jobs, Henry Ford, Mark Zuckerberg they would have walked out the door if a Franchisor said “here is the playbook to follow for your business”. The bulk of us want to own a business and control our livelihood but don’t not have a unique idea or time to create something from scratch. That is why, I think franchise ownership is a perfect fit for someone that wants to own a business and not the entrepreneur. Franchise ownership allows you to be a business owner that creates jobs, take control of your financial future, and gives you the benefits of being self-employed without the struggle of having to create something or go it alone.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  The reality is most franchisors want a less entrepreneurial franchisee because they want someone who will follow the model or the playbook they created. They want someone that wants to own a business and have the advantages of being a business owner but not someone that will battle them day-in and day-out on the vision of the brand. The franchisor who created the model, the marketing, and the branding and sometimes the widget is the entrepreneur. And you as the franchisee, get to tap into that entrepreneurial spirit of the founder and take advantage of that creation. Don’t you think that if Apple had franchise opportunities there wouldn't be a line out the door of people wanting to join them. Or if Starbucks was a franchise you wouldn’t want to be able to tap into that brand and into their marketing. Thankfully franchising is an option and allows business ownership for the majority of us who want to own our livelihood, to create jobs in our local communities, but don't have the idea or the risk tolerance to create it from scratch.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Instead of asking are you an entrepreneur, you need to ask if you have the willingness to bet on yourself and the systems of the franchisor. Do you have the desire to control your daily existence and what you have to do everyday. From my experience franchise ownership of the right concept for your individual needs, can provide that and much more.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  If you would like to learn more about investigating a franchise or take a free franchise compatibility assessment to help find the right model for you, please reach out to me at 310-773-7662 or stephen@thefranchiseconsultingcompany.com
                  &#xD;
  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
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      <pubDate>Sat, 16 Dec 2017 14:28:07 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/franchise-ownership-do-i-have-to-be-an-entrepreneur</guid>
      <g-custom:tags type="string">franchise,ownership,business</g-custom:tags>
      <media:content medium="image" url="https://irp-cdn.multiscreensite.com/md/unsplash/dms3rep/multi/photo-1506377170913-e1d634babf96.jpg">
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      <title>Why Are So Many People Not Working?</title>
      <link>https://www.thefranchiseconsultingcompany.com/why-are-so-many-people-not-working</link>
      <description>The stats are real- there is always an opportunity out there.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  If nothing changes, this generation of men will earn less, pay less in taxes, consume more in government services, marry less frequently, and lead increasingly unhealthy lives that lead to earlier deaths.

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                    Why are so many working age men not working?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Nearly 3 million American men in their prime working years, age 25 to 54, are unemployed and have stopped looking for work. If nothing changes, this generation of men will earn less, pay less in taxes, consume more in government services, marry less frequently, and lead increasingly unhealthy lives that lead to earlier deaths.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  The United States ties England and Spain among the 13 most developed countries in lowest upward mobility. The reasons are many but include corporate greed, outsourcing of jobs, and often employers’ focus on shareholder value over employee worth.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Everything has changed around them – the things that we relied on in the past no longer exist, jobs have become commoditized and offer little to no security. Many have experienced multiple events of downsizing, loss of opportunity and are fearful that they have become irrelevant and feel they are the only ones who think or experience this.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Most people have come to accept that there is a new normal – it doesn’t mean we have to like it, but it also doesn’t mean we need to become a victim.  Many are considering business ownership as a career alternative.  If you are going to break the cycle of complexity to transition and become self-sufficient, you need to understand whom we you turn to. But where do you start looking, where do you go from here?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  The Franchise Consulting Company helps people who want to break the un/employment cycle to transform their lives and go from frustration to self-sufficiency. We represent our clients’ interests first and foremost. We begin by helping our clients think about their goals, what they really want from their life and what needs to happen to begin the process of transforming their frustrations into freedom.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Our tools are Education, Relationship and Opportunity. Our mutual objective is to determine if owning your own business is the best avenue for you, and then to find franchise opportunities that best match your personal and financial goals.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  If you find yourself in a similar situation as many Americans today or frustrated with traditional employment, it may be time for you to explore business ownership as a career alternative.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Like many of my clients, you probably have many questions including whether franchising is right for you, what is available in your area, what is the required investment, and what franchise opportunities are the best fit for you to accomplish your financial and lifestyle goals. 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Choosing the right franchise to own can be one of the most crucial and rewarding decisions one will make in a lifetime. “I believe we are successful when our clients are successful.” 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  If you are looking for straight talk from a highly experienced franchise professional that represents YOU, not the franchisors, and is only interested in your success - then give me a call.  Listening and giving objective advice is at the core of everything I do and there is no fee or cost for our services.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  You can check me out at 
  
                    &#xD;
    &lt;a href="http://www.thefranchiseconsultingcompany.com"&gt;&#xD;
      
                      
    www.thefranchiseconsultingcompany.com
  
                    &#xD;
    &lt;/a&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Chris Otter, The Franchise Consulting Company, PH: 912-635-2928, EML: chris@thefranchiseconsultingcompany.com
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  There are no obligations, no fees, no advertising...just good solid information about franchising.
  
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    &lt;br/&gt;&#xD;
  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
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      <pubDate>Sat, 16 Dec 2017 14:25:05 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/why-are-so-many-people-not-working</guid>
      <g-custom:tags type="string">men,franchise,new,work</g-custom:tags>
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      <title>It Will Start Out Small...</title>
      <link>https://www.thefranchiseconsultingcompany.com/it-will-start-out-small</link>
      <description>Always thought you can add employees later?</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  I'll just hire employees later.

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                    I'll start out small and add employees later...
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  But, it turns out my “awesome” service business is really just a one-man show. And I'm the one man and I'm the whole show! This is not what I envisioned! Why did I pay a franchise fee?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Many people who have started service businesses find themselves saying exactly this sort of thing. When they got into the business, they did not intend to just create a job for themselves. They intended to achieve some serious goals. They set out to make more money than they used to make in their previous employee role. They wanted a better, more robust  lifestyle. They wanted to be philanthropic with all the extra money they would make. They wanted to buy a nicer home. They wanted to take their family on vacations and buy nicer cars.  They wanted to build wealth. They wanted to leave a legacy. Or, maybe, build something that they could sell at a substantial gain and have an awesome retirement.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  In fact, those are the reasons why they bought a franchise instead of just trying to do it on their own. They understood that by investing their money in a franchise, they would get a shortcut to success. The franchisor would show them all the right ways to do things. The franchisor would show them how to make money faster. The franchisor would provide valuable things like branding, marketing strategies, customer service procedures, and even human resources support. 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  But, here they are 2, 3, 5 years into their business and it just didn't happen. They're working longer hours than they ever had before. They're not getting any time with their families. In fact, the weekends are totally jammed up with all the paperwork and gobbledygook back-office stuff that they didn't have time to get done in the 12-hour days they worked during the week! What in the world happened?
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
   They'll say things like, 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  “I can't fit anymore customers on my schedule.” 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  “I'm doing all the work!”
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  “I am my own best employee, anyway.”
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  “It just takes time to grow a business.”
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  “I just need a few more customers, then I’ll hire an employee.” 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  You know what? They've given up. They've resigned themselves to not being able to succeed because they've allowed themselves to become an employee of their business. It's as if they don't even own the business. The business owns them. But, if you ask them why, they’ll start excusing the situation. They'll say things like…
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  “At least I don't have to deal with employees.”
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  “I'm actually in control of everything here.”
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  “I know I work a lot, but it's easier this way.”
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  “I don't have time to look for employees, anyway.”
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  In their minds, they will actually justify this sentiment. Things will bump around in their brains that are totally contradictory to everything that drove them to buy the franchise, in the first place! They’re thinking things like…
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  “This method keeps my overhead low.”
  
                    &#xD;
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  “I can live on this income.”
  
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  “Employees steal things. They break things They don't work as hard as I do.”
  
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  “Even if you want to hire somebody, there aren’t any good ones out there!”
  
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   “Besides, this is a low-paying, blue collar position. You can't trust that kind of employee.”
  
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  But every now and then they're going to think about it and realize that there's a problem. This is absolutely NOT what they set out to do.  These notions will flash in their minds during moments of frustration…
  
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  “I can't take a vacation!”
  
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  “No matter how hard I work, I can't seem to get my income any higher.”
  
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  “I have to deal with  everything and every customer.”
  
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  “I'm working a gazillion hours. This is killing me.”
  
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  Why did this happen? 
  
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  It could be that this new business owner feared that their income would drop the minute they had to pay an employee. This is why making sure you are adequately capitalized to launch a service business is critically important. Maybe they're uncomfortable delegating the work and responsibilities that go along with the business. Maybe they were afraid that the employee will ruin the business, somehow. Maybe they're concerned that the customers won't be as happy with an employee as they are with the owner. These are all natural concerns. Hopefully, these are fixable issues and not a signal that this person doesn’t fit well with the business they started. These are all common concerns among small-business owners who encounter this situation. The real question is, what can be done about it? Well, there are several things that can be done about it!
  
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  First, accept that employees will use a different path than the owner to achieve goals. Just because they won't do things exactly like you would doesn't mean they can't achieve the objectives you’ve laid out.
  
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  And, you have to set very clear objectives for your employees. they need to understand the  goals and targets you have for labor costs or cost of goods or any other metric that is meaningful. 
  
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  As the franchise owner, you have to establish and clearly communicate your quality control guidelines. The same holds true for customer satisfaction targets. It has to be measurable and something that your employees can evaluate throughout the day, the week, the month.
  
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  Train and Coach your employees but don't micromanage them. This is extremely difficult for many, many people. It's quite natural to want to be over the shoulder of your employees all the time. Of course, you must do that at first. During the training phase of an employee and during their early tenure, there may need to be lots of oversight. But, as they become more confident in their new position and you are able to see that they have some capabilities, you need to let them feel the joys of success by empowering them to achieve the goals that you have laid out. It will be very difficult for them revel in their successes if they don't feel like they were able to achieve them on their own. 
  
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  In service franchises, it's not uncommon for a franchisee to believe that they can't hire enough good people. Or, the franchise owner experiences a very high rate of turnover. In some industries, there is always a high rate of turnover. It is also typical that in blue-collar service businesses, there are concerns that employees might deliver a low quality of work. To add insult to injury, labor costs can be exorbitantly high if they're not managed well. So, what’s the strategy?
  
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  Most of the time, the strategy is a simple sounding pair of words. Over hire.
  
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  For some people, that's easier said than done. Many new business owners, franchised or not, become concerned that they might not have enough work for everyone. It can be surprising to learn that all of your employees will not always show up. If you are over hiring, you're always in a position to raise the bar on attendance rules and on rules regarding customer service. This puts you in the position to constantly cull the bottom 10% of your employee force AND to constantly be improving the base of employees that you're working with.
  
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  Companies that seem to have all the best employees do exactly this! It is a misconception that those companies have some magical way of hiring the best people in the market. They simply use a strategic method of constantly improving their employee base. It's those two words. Over hire. 
  
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  There's another side to the coin. It can't just be about culling the bottom 10%. It also has to be about improving the top performers. You have to lay out a path for individual employee growth. This path will be different depending on what the industry or the business is. That's a completely separate discussion. But, by laying out an individual growth path that your employees have the opportunity to pursue, you will not only be culling the bottom 10%. You will be improving your top 10%. Once this strategy is implemented, businesses tend to grow faster. Because, now, you can always be acquiring new customers without being held hostage by too few employees. This is exactly why employee growth is what drives business growth in so many service businesses. 
  
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  Contact Tim Church at 727-222-8485 or tim@thefranchiseconsultingcompany.com to hear about his experience in franchise development and ownership to see if it might help you.
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&lt;/div&gt;</content:encoded>
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      <pubDate>Sat, 16 Dec 2017 14:22:17 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/it-will-start-out-small</guid>
      <g-custom:tags type="string">franchise,service,expansion,new,business</g-custom:tags>
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      <title>Quality of Life</title>
      <link>https://www.thefranchiseconsultingcompany.com/quality-of-life</link>
      <description>Discover how to do more with your life.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Discover how franchising can improve it.

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                    Every human being has his or her own definition of satisfaction, whether it is with your work, relationship, money and even with your own self. We all look with a different perspective and might see things differently base on how we look at it. The quality of life is vague and attaining this is a complex journey. The truth is, we all desire to have this yet not everyone is able to achieve it!
  
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  Family Life…
  
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  Our family and loved ones are the closest people in our lives. Our relationship with them and our daily interaction adversely affect our everyday living and our happiness. Not everyone is blessed to have a complete family but in today’s living it is also a reality that not everyone with a complete family is happy. A measurement of today’s quality of life, is merely the feeling of being complete with the people around us. To be fully known.
  
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  Health…
  
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    &lt;br/&gt;&#xD;
    
                    
  Health is wealth like what they always say. And who can really have a quality of life without a healthy body? What is money’s worth without a healthy body to enjoy the things that you wanted? The quality of life all boils down to the physical and mental ability to experience life itself. 
  
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  Job satisfaction…
  
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  It is no longer a big story to hear people from executive position resigning from work or leaving the company they have serve for a long time. The number one reason? job satisfaction! Because they are no longer happy doing what they do nor do they feel contented on where they are as an employee.  They have exchanged a truth for a lie. They searched for meaning in their job only to lose what was truly meaningful in life. 
  
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  Financial Stability…
  
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  Financial stability nowadays no longer only evolves in employee and employer situation. It fact the pendulum has now swung in a new direction. It’s stereotype from being successful in an individual career has now taken on the look of owning your own business. Frequent mergers and technology that has replaced human capital are waking people up to the new reality. “Their Future” in a company is now at best on average 2.5 years. These days, there is a lot of small startup business ventures and franchises that one can choose from in which brings back the sense of control of one’s destiny to the individual.
  
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  Summary
  
                    &#xD;
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  Quality of life is truly a highly subjective matter. Yet it is very important for us to really understand it well because it can massively affect our decision in life. There is no perfect formula, neither a general standard that every human being must follow. We choose our own happiness and we create it. But one thing is for sure, the most tragic part is to be stagnant in a place where you’re no longer happy! Our life is our own choice. Quality of it perhaps is not always about the money we have in the bank, the value of material things we posses, neither on the fame and influence we have established. Quality of life grows from inner happiness and contentment that every individual subjectively measures base on their own set of standards. Generally, it is a balance of everything in every aspect of our life and just like what they say, we work on the things that we value the most!
  
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  Quality of life is the number one reason for people wanting to own their own business. We at the Franchise Consulting Company can help match you up with the right business that  can offer you those things that are important to you.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  Call Rich LeBrun at 224-678-9212 and lets us walk you through the process. It could be the best call you made this year. You can reach Rich at rich@thefranchiseconsultingcompany.com or check out his website  at rlebrun.com
                  &#xD;
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      <pubDate>Sat, 16 Dec 2017 14:15:19 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/quality-of-life</guid>
      <g-custom:tags type="string">franchise,do,more,quality,life</g-custom:tags>
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      <title>Starting a New Business like being a Stuntman?</title>
      <link>https://www.thefranchiseconsultingcompany.com/starting-a-new-business-like-being-a-stuntman</link>
      <description>It sounds crazy but the parallels are uncanny!</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  You're probably wondering what being a stuntman has to do with starting a new business...

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                    Starting a New Business is like being a Stuntman!
  
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  Sounds pretty crazy, right? So, you're probably wondering what being a stuntman has to do with starting a new business...
  
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  Recently, I was reading an article in a men's fitness magazine regarding a guy named Bobby Holland Hanton who is a professional stuntman. In the article, he describes what it is like being engulfed in flames for a stunt in a movie:
  
                    &#xD;
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  "You feel like you're in a radiator. All you see is orange," Hanton Says. "It's a psychological battle. You have to believe in yourself, believe in your boss, believe in what you rehearsed."
  
                    &#xD;
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  That last part? It could describe success in any field. It got me thinking about how it feels when starting a new business, and specifically, a new franchise.
  
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  In franchising, you have many advantages over a starting an independent business and I like Hanton's comment as it correlates well to the learning curve that most new franchise owners experience:
  
                    &#xD;
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  Phase 1. Unconsciously Incompetent - You don't know what you don't know! This is how you may feel when exploring a franchise opportunity and do not recognize what you need to know. The good news about a franchise is that you are able to go through a structured learning process to educate yourself and talk with other franchise owners about what it takes to be successful BEFORE you sign an agreement. You will feel fear at some point - we all do - it's something new. I'm sure overcoming fear is a big part of Hanton's success. The key is to gather information to determine if it is right for you and a franchise gives you that opportunity.
  
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  Phase 2. Consciously (In)competent - Don't worry, it gets better! Now that you've been through training, you will have a good idea of the KPI's and activities to launch a successful business. Unlike an independent business, franchise owners enjoy comprehensive training, franchisor support and a proven "playbook" for success detailing the key aspects of owning and operating the business.
  
                    &#xD;
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  Phase 3. Consciously Competent - Now, you've got some experience under your belt doing the things you need to do according to the franchise "playbook." However, as with anything new, you will still be a novice when starting your new business, so it will take more of a conscious effort to achieve results. The key will be to give yourself the 'safe space' to enjoy the learning process and be OK with making mistakes. Most importantly, keep doing what you need to do as practice makes perfect and will lead to better performance. Remember, as Hanton says - "believe in yourself, believe in your (franchise system), believe in what you rehearsed!"
  
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    &lt;br/&gt;&#xD;
    
                    
  Phase 4. Unconsciously Competent (expert) - Now things get fun! Through repetition (rehearsing), you've fully developed your business muscles and what took effort in the beginning now comes easily and you can perform those tasks 'unconsciously' with greater and greater results.
  
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  In summary, starting a new franchise is like being a stuntman - you may feel like you are in a radiator engulfed by flames - but you can believe in the research you did to evaluate the business, then - "You have to believe in yourself, believe in your (system), believe in what you rehearsed" and you will be well on your way to success!
  
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    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  About Chris Otter....Chris Otter brings over 20+ years of experience in franchising and business ownership. 
  
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  "I believe we are successful when our clients are successful."
  
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  You can check me out at 
  
                    &#xD;
    &lt;a href="http://www.thefranchiseconsultingcompany.com"&gt;&#xD;
      
                      
    www.thefranchiseconsultingcompany.com
  
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  Chris Otter, The Franchise Consulting Company, PH: 912-635-2928, EML: chris@thefranchiseconsultingcompany.com
  
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      <pubDate>Sat, 16 Dec 2017 14:08:44 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/starting-a-new-business-like-being-a-stuntman</guid>
      <g-custom:tags type="string">franchise,stunt,man,starting,a</g-custom:tags>
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      <title>Your Job May Be Killing You!</title>
      <link>https://www.thefranchiseconsultingcompany.com/your-job-may-be-killing-you</link>
      <description>How a job can be the most stressful thing you ever have and what you can potentially do about it!</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  A study by the American Medical Association found that stress is a factor in 75 percent of all illnesses and diseases that people suffer from today.  The association between stress and disease is a colossal 85 percent!

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                    Your Job May Be Killing You!
  
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  A study by the American Medical Association found that stress is a factor in 75 percent of all illnesses and diseases that people suffer from today.  The association between stress and disease is a colossal 85 percent!
  
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  If you don't get a handle on your stress and it becomes long-term, it can seriously interfere with your job, family life, and health. More than half of Americans say they fight with friends and loved ones because of stress, and more than 70% say they experience real physical and emotional symptoms from it.
  
                    &#xD;
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  Everyone has different stress triggers. Work stress tops the list. Causes of work stress include:
  
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  •	Being unhappy in your job
  
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  •	Having a heavy workload or too much responsibility
  
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  •	Working long hours
  
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  •	Having poor management, unclear expectations of your work, or no say in the decision-making process
  
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  •	Working under dangerous conditions
  
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  •	Being insecure about your chance for advancement or risk of termination
  
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  While I am sure that you are aware of the devastating effects of stress, the question remains - what are you doing about it?
  
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  There are many studies on how to reduce stress in our lives that include physical exercise, faith, meditation and others.  One of the best ways is to "think about what you are thinking about" (Joyce Meyer, Battlefield of the Mind) More and more studies prove that the physical body responds negatively to negative thinking and positively to positive thinking.
  
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  The good news is that you have control over what you think! Believe it or not, you don't have to think about everything that falls in your head!  Do you wake up thankful for what and who is in your life, or do you obsess about what you think others should be doing to make you happier or what you don't have?  Often, this type of thinking sounds like this - "I would be happy if only....I had this.... or, if this person would do that"...etc.
  
                    &#xD;
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  At the same time, there are certain things in life that are out of your control and will not change. Your job may be one of these things.
  
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  I often hear people complain about their job, their boss, their lifestyle, etc., etc., however, I am always amazed at how few ever do anything about it or at least explore their options to take control over their lives and achieve personal success whether it be more flexibility, income, better lifestyle or creating a legacy of wealth for their children.
  
                    &#xD;
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  "It is useless to complain about something if you could change it and aren't willing to do so"
  
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  YOU CAN CHANGE IT! If you are tired of waiting on something external to miraculously happen that will allow you to achieve want you want in life, then I encourage you to contact me and explore business ownership as a career alternative. There is no cost or obligation, and it may change your life!
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  About Chris Otter....Chris Otter brings over 20+ years of highly successful experience in franchising and business ownership. 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  "I believe we are successful when our clients are successful."
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  You can check me out at 
  
                    &#xD;
    &lt;a href="http://www.thefranchiseconsultingcompany.com"&gt;&#xD;
      
                      
    www.thefranchiseconsultingcompany.com
  
                    &#xD;
    &lt;/a&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Chris Otter, The Franchise Consulting Company, PH: 912-635-2928, EML: chris@thefranchiseconsultingcompany.com
  
                    &#xD;
    &lt;br/&gt;&#xD;
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      <pubDate>Sat, 16 Dec 2017 14:06:00 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/your-job-may-be-killing-you</guid>
      <g-custom:tags type="string">work,franchise,stress,opportunities</g-custom:tags>
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      <title>Franchise Ownership - "Am I Buying A Job"</title>
      <link>https://www.thefranchiseconsultingcompany.com/franchise-ownership-am-i-buying-a-job</link>
      <description>What to consider about purchasing a franchise and corporate employment.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  You May Think You Are Buying A Job- "How Is Being An Employee Any Different"

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                    Franchise Ownership -”Am I buying a job”
  
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  I hear sometimes people say, “I don't want to buy a franchise because I'm just buying a job”. My response is “I bet you already have”. 
  
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  Did you go to college..Why? Did you go to grad school..Why? I know why I did both, because I was told I needed to so I could get a job. How much did it cost you? Are you still paying off the debt you took on? Knowing what you know now would it have been better to have bought a job you own or have to continue to work for someone else.
  
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  It is true that some franchise concepts do require you to be the owner-operator from the beginning. They want you to drive the business and to really understand how it works. You may also have to be the owner-operator because of your investment level. You cannot afford to higher the sales employee from the beginning and fortunately there are some franchise opportunities that allow for that lower investment level because you will be providing most of the work in the franchise.
  
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  I bought a painting franchise at 36 and was only able to because the model was setup to have me be the owner-operator. I didn't do any painting, but I did all the sales and back office management. I essentially had a job, but I was able to take advantage of being a business owner and there was no restriction on me hiring someone to do my job in the future. Can you hire a replacement and keep an income coming in? I also was able to put some expenses through the business that an employee is not be able to do. You pay taxes before you pay expenses as an employee, as a business owner you pay expenses before you pay taxes. I also was able to hire my wife as an “employee” and contribute to two 401k accounts. So even if you did own a job as a business are you better off than being someone's employee? That's a question you have to ask yourself. 
  
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  The reason I would rather own a job then being an employee is because of what I saw my father go through. At 58, he was forced to take early retirement and was not able to get another job after. If he had owned his job he could determine when he would retire, he could replace himself, he could sell the job. The options that your provided by owning your job per-say are much better than being an employee for someone else.
  
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  Business ownership is not for everyone and there will be a need for employees, but if your argument against being a business owner or a franchise owner is because you feel like you're just buying a job, then you aren't truly looking at all the benefits of being a business owner and in reality you've probably already bought a job.
  
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  If you would like to learn more about investigating a franchise and start working for yourself, please reach out to me at 310-773-7662 or stephen@thefranchiseconsultingcompany.com
  
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  Stephen Winterrowd
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      <pubDate>Sat, 16 Dec 2017 14:03:46 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/franchise-ownership-am-i-buying-a-job</guid>
      <g-custom:tags type="string">franchise,corporate,buying,a,job</g-custom:tags>
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      <title>Now What Do I Do</title>
      <link>https://www.thefranchiseconsultingcompany.com/now-what-do-i-do</link>
      <description>What to consider when being down-sized.</description>
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  Were You Down-sized By A Corporation?

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                    You wake up Monday and after 20 years of getting up, dressed, reading the paper, kissing the wife goodbye and heading off to work you are faced with no place to go. You are out of work due to corporate downsizing.  
  
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  Now What you ask yourself?  What is going to be my next step?
  
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  You go down to the traditional path which looks like this?
  
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  1st month-  Shock and awe.  You can’t believe what just happened.
  
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  2nd Month- You exhaust all your colleague and friends who said they want to help you but can’t do much at this time.
  
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  3rd month- hit the internet hard. Linkedin, Facebook, Indeed, Monster, Career builders.  You find your floating in cyber space
  
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  4th month – Internet and networking become you routine. The good news you have time to get those projects done around the house you have been waiting for.
  
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  5th month More of the same. You are getting good at this.
  
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  6th-9th month you start research other options. Starting your own business, buying a business or buying an existing franchise. Oh I forgot playing the lottery!
  
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  10th through…. You are now knee deep in your journey sorting out the various options. Your internet becomes your friend in the middle of the night. Opportunities are overwhelming.
  
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  We at The Franchise Consulting Company would like to shortened up this journey for you. We are experts at helping our clients go through the process of discovering what are the best options for them. We have over 3,000 opportunities that are available to you. 
  
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  Please contact us 224-678-9212 or email us at rich@thefranchiseconsultingcompany.com
  
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  Check our website out at  rlebrun.com
  
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      <pubDate>Sat, 16 Dec 2017 14:01:01 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/now-what-do-i-do</guid>
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      <title>Is It Too Late to Learn</title>
      <link>https://www.thefranchiseconsultingcompany.com/is-it-too-late-to-learn</link>
      <description>Discover the right questions to discover the inner entrepreneur in you.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Don'T Limit Yourself!

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                    Where do you see yourself?
  
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  •	Have always wanted to own my own business
  
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  •	Want to build a legacy for my family
  
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  •	I am out of work and need another option
  
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  •	I am not ready to retire
  
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  •	I am a Military Veteran
  
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  •	I am looking for a new vocation
  
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  •	I am looking to supplement my income
  
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  •	I am looking to increase my investment portfolio
  
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  •	I am chasing my passion
  
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  •	I am re-entering the workforce
  
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  Deborah Jacobs Forbes Staff:
  
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  “ According to the latest EBRI Retirement Confidence Survey, a record 74% of not-yet-retired folks expect to continue working for pay in “retirement.” That’s their best hope of making up for the recent hit to their savings.
  
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  If you can’t imagine being in your current line of work until you reach 65 or 70, start planning for a career change by: moonlighting, apprenticing, adding the skills and education necessary, networking and writing a business plan. Sure, it will feel like you’re working a second shift—especially if you’re already spending 60 hours a week in your day job. But “for boomers making a career change, there are no overnight success stories,” 
  
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  When faced with a career transition you must be prudent in your assessment of what the future holds.
  
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  If you are financially able to retire congratulations you are one of the lucky few and we applaud you.
  
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  However, if you are one of 74% then it’s time to take a serious look at your options.
  
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  The best advice is to reduce debt and hold on to your cash. Yet for many this may not be the best investment to carry them into later years.
  
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  Risk is a four letter word especially at this juncture in life.  So when taking risk one must seek wise council before jumping in to unchartered waters.
  
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  Options start your own business, buy a business or buy a franchise may look appealing  but requires a professionals input to help navigated  the ship.
  
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  We at The Franchise Consulting Company take this very serious when consulting our clients. We are just as happy when our client decides not to buy a business as when they choose to move forward. For we know that the decision was made on sound principals and was best for them and their family.
  
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  Please contact us and let us help you explore the options available in a safe and professional manner.
  
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  You can reach us 224-678-9212 or at rich@thefranchiseconsultingcompany.com 
  
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&lt;/div&gt;</content:encoded>
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      <pubDate>Sat, 16 Dec 2017 13:57:01 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/is-it-too-late-to-learn</guid>
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      <title>Top 5 Questions To Ask A Franchisor</title>
      <link>https://www.thefranchiseconsultingcompany.com/top-5-questions-to-ask-a-franchisor</link>
      <description>Critical questions you should always ask.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Here Are Things To Keep In Mind

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                    Investment Cost?
  
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  You need to understand what’s it going to cost all in for you to get into the concept and opening doors. You start with a forecasted amount from a franchisor that will include some of the real estate costs, furnitures and fixtures, etc. However there are many more costs to consider such as startup capital , inventory , electric bills, lease , so on and so forth. It is very important to not be undercapitalized especially when investing such an enormous amount of money it is important to know exactly where it is going to go. 
  
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  Whats the ROI? 
  
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  When investing lot of money into a concept your probably wondering when your going to see a return if you make that investment. Your going to want to know how long until you start seeing a return and what type of return you will see? Unfortunately that information takes research, a franchisor cant answer those questions specifically due to so many factors at play once those doors of your business open. Many people impulse buy franchises. THIS is NOT an impulse Buy. This could be the biggest investment of your lifetime so you want to do thorough research without emotion, figure out how to make your money back in a timely fashion and learn all the in’s and outs’ you possibly can.
  
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  What are the Fees?
  
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  Franchisors charge fees for you to access use and operate their concept. Some fees include franchise fee, royalty fees, marketing funds, etc. Very important to understand what those fees are . You are paying them for the length of term of the contract you have with that franchisor. You will be paying that fee regardless if your business is making money, so it is pertinent to research all the fees and understand what we are benefitting from by paying them. You cannot research this enough as it would be a burden if these fees effected your profit down the road.
  
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  How do I qualify?
  
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  You are going to start spending time and money before you become a franchisee. There are many costs as part of your due diligence to become a franchisee, the sooner you know if your qualified , the sooner you know wether you want to continue to keep investing time and money in the process of that concept. Credit, Background , Net worth are a few of the steps to the qualification process.
  
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  Have any Units Failed? Why 
  
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  Every business has a life span. This question gets asked too often and the reality is all units fail, if your looking for failures you will find them .You need to do you due diligence and go visit successful franchisee’s. Find out everything you can about that franchisee and how other units failed around that one. Was it an operational issue? Was it a franchisor issue? There are never too many questions to ask. Franchisors will do anything in their power to ensure your success. Failures are scary and its not necessarily a red flag to get out but instead something that needs to be scrutinized . For the most part the answers  do not come from the stories of successful franchisees, learn from someone else's mistakes by analyzing their failures. 
  
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      <pubDate>Sat, 16 Dec 2017 13:53:46 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/top-5-questions-to-ask-a-franchisor</guid>
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      <title>Feeling Ambitious Yet</title>
      <link>https://www.thefranchiseconsultingcompany.com/feeling-ambitious-yet</link>
      <description>Discover if a franchise coach could be a logical next step.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Maybe A Business Coach Is Right For You

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                    Often it seems that control over one's own life is all that we really desire. To say yes and no when we want to, work if we would like to, enjoy the things we love whenever we feel like doing so, and ultimately, have the freedom to decide anything at any time. Feeling ambitious yet?
  
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  Retaining the ability to control the way the dice rolls when you roll it is an extremely satisfying feeling. The key is recognizing your strengths as the underdog. Your hunger, determination, and drive are what motivate you to follow your dream, and it is our duty to ensure that you capitalize on your dream, take control of your life, and be the somebody you wish to be.
  
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  Is the control over our own livelihood only a dream or can it be a reality? Aren’t we saying that one way to achieve this is working for yourself? Let’s ponder this because working for yourself isn’t for everybody. If being your own boss was then everyone would do it. 
  
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  What if there was a way, a process to be coached through the self-actualization that you are well suited for business ownership or not? What if there was a way to understand the positives and negatives of different types of business ownership. For example, start-ups have a hard time getting funded and have the highest failure rate. Buying an existing business can be challenging because it can be difficult to verify the true value of the prospective business and a loss of a key employee can set you back. Franchising has its benefits and one needs to understand the give and take of the franchise model. Perhaps the business model, the brand, and all aspect of the support and training you receive (even after you open your doors) are worth the trade-off of making royalty payments and contributing to marketing funds. 
  
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  Feeling ambitious? If you are seeking how to be the somebody you wish to be and are interested in exploring business ownership and the franchise model, I can help.
  
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  Rick Morgin
  
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  Consultant
  
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  The Franchise Consulting Company
  
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  rick@thefranchiseconsultingcompany.com
  
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  925-324-6371
  
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      <pubDate>Sat, 16 Dec 2017 13:50:50 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/feeling-ambitious-yet</guid>
      <g-custom:tags type="string">coach,franchise,support,new,opportunities</g-custom:tags>
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      <title>Starting a Franchise with Partners- What Should I be Thinking Of?</title>
      <link>https://www.thefranchiseconsultingcompany.com/starting-a-franchise-with-partners-what-should-i-be-thinking-of</link>
      <description>What to think about in business partnerships./</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  What You Should Think About When Creating Partners

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                    I have several clients that have asked what should I do if I partner with someone in the franchise. 
  
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  The first thing you should do is really think about the partner and yourself to determine whether or not the two of you would be a good team. Much like when your dating you try to determine whether or not that individual would make a great partner in life you should do that same thing in business. Do you complement each other, does one have sales and one have back office skills. If the business is sales heavy then do you both have sales and so on and so on. Will it be a 50/50 partnership or 60/40. Who will have final say for important decisions and who will mediate an impasse. What you want to be sure of is that the partnership is level headed and you both can work through the issues that will a rise in business. The best way to enter the partnership with level heads is to create what is called a buy-sell agreement or partnership agreement for the corporation you create that purchases the franchise. 
  
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  When I started my franchise with a partner we worked with an attorney to create a buy-sell agreement that outlined a lot of different scenarios that we could all think of that might arise in the partnership and what would happen to resolve any of those issues. The first item we addressed was the issue of death. How is the deceased owners percentage taken care of? Are you willing to work with their spouse, are you willing to allow them to maintain the ownership etc. In my case my partner was single at the start of the business and I didn't know who he might marry in the future and whether or not we would get along. So we created a clause for the surviving owner to buy out the estate of the other partner regardless of what the spouse wanted to do. We also addressed participation in the business and what if one of us decided to stop working. We had a 50/50 ownership scenario and I did all the sales while he did all the back office. I have heard time and time again that a failure in a partnership was one feeling like they did all the work and the other just went along for the ride collecting 50% at the end. If not laid out in the agreement then there may be no recourse for the working partner.

  
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   One thing we missed, as do a lot of partners, was funding the agreement to pay for the scenarios that might arise. For instance the death of a partner, how is the buyout paid for? If you have not secured a life insurance policy on the owner with the business as the beneficiary then you may have to use cash from operations or sell assets to pay for the buyout. What if your home is the only money you can access at the time and you have to use that. The surviving spouse is entitled to the benefits of the partner and you may have to keep them around if you cannot buy them out. Fortunately there are life insurance policies that can be purchased on the owners, but the buyout can also be done by other means. You should consult your attorney along with your accountant to determine the best solution for your partnership and what issues you will need to address.

  
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   If you would like to learn more about investigating a franchise and what else to think about with a partnership, please reach out to me at 310-773-7662 or stephen@thefranchiseconsultingcompany.com

  
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  Stephen Winterrowd
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      <pubDate>Sat, 16 Dec 2017 13:47:56 GMT</pubDate>
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      <title>Finding the Best Franchise- Marketing Support</title>
      <link>https://www.thefranchiseconsultingcompany.com/finding-the-best-franchise-marketing-support</link>
      <description>What is LSM and how can it help you?</description>
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  What kind of marketing do franchises offer?

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    In my previous blog, I discussed the importance of evaluating a prospective franchisor by their franchise support. The first topic we covered was operations support.
  
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    This blog covers marketing support.
  
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    Franchise Marketing, or otherwise known as Local Store Marketing, or LSM -  means “Let's Sell More”!   Well it really doesn't stand for that; it means “Local Store Marketing”.  It's the attitude one must possess to drive their franchise business forward.
  
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    As the legendary Tom Feltenstein, from Four Walls Marketing says:  “If you don’t have new customer benefits, you won’t have any new customers”.  A big part of marketing is creating a “perceived benefit” by utilizing your product.  The National Marketing Team of your franchisor should set this strategy.  It is up to you to implement this on a local level via LSM.
  
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    Marketing should be a part of your daily routine from the get-go.  LSM is not distributing coupons.   LSM is being involved in the community and giving back to the community that supports your business.   If you distribute a coupon now and then, that is a tactic and should not be the focal part of your LSM.
  
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    Ask your perspective franchisor how they support you and getting involved with your community. Based on their current franchisees, what have they seen that is successful so you don’t have to reinvent the wheel?
  
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    You also should ask how often a marketing person from the franchisor will visit your business and help you with LSM. If they do not have anyone, that is a huge red flag!  
  
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    Prior to signing a Franchise Agreement, ask the prospective franchisor how they help on a weekly basis to launch LSM.   Realistically, 12 weeks prior to opening, you should start working on LSM.  During your Due Diligence period while you are developing your Pro Forma P&amp;amp;L, you developed Sales Projections.  The 12 weeks prior to opening will greatly enhance your ability to it your ability to achieve breakeven sales sooner than later.
  
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    You have one opportunity to make an impact with opening your business and you need to make the most of it. The first month of your business will determine your future sales.   Again, you only have one chance to open with a bang, so talk with your perspective franchisor about the support they provide.  
  
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    When developing your LSM plan prior to opening, you should consider several months of programs vs. a one-day Grand Opening blowout. LSM, again, is something that you must do on a daily basis.  Doing one day Grand Opening completely contradicts your marketing program.
  
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    There are three main methods you need to be specific and intentional on developing to maximize your sales growth.
  
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    These three are:  Transactions, Frequency and Average Check.
  
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    Ask your perspective franchisor what plans they have developed and ready to implement in the each of these areas.
  
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        Transactions simply means the number of “orders” you conduct on a daily basis.
      
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        Frequency can be defined as how often those orders are placed.
      
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        Average check is how much each of those orders cost.
      
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    A balanced marketing plan should hit on each of those three cylinders on a consistent basis and be mapped out on a calendar.
  
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    In my next blog, I'll talk about what you should look for in general support from your franchisor.
  
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    If you like this article and would like to discuss this further, feel free to reach out to me, Janice Charles, so we can talk further.  I can be reached at 303-319-5186 or janice@thefranchiseconsultingcompany.com.  
  
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      <pubDate>Sat, 16 Dec 2017 13:42:42 GMT</pubDate>
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      <title>Validating a Franchise- How Can I figure Out What I Can Make?</title>
      <link>https://www.thefranchiseconsultingcompany.com/validating-a-franchise-how-can-i-figure-out-what-i-can-make</link>
      <description>Figuring out how much you can make in a franchise.</description>
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  One of the big questions a franchisee asks is "What Can I Make"?

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                    One of the key differentiators of the franchise model is the ability to understand what other franchisees are doing and what their results are. Whether it's making money or what their activities are the fact that you have live case studies that you can go and investigate makes owning a franchise a straightforward exploration. 
  
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  Prior to buying a franchise you are going to want to call a myriad of franchisees in the system that you are investigating. If you think of this like a survey, your job is to figure out what is the range of results the owners of these businesses are getting and why.  You're going to want to speak with top performers and ones who aren’t doing so well. You're going to want to speak with people who've been doing this for one year, two years, five years and 10 years. Get a good understanding of what makes a top performer fall into that category and why someone else may not be achieving those results.
  
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  You're also going to want to have an understanding of what that franchisees backgrounds are as well as the markets that they are in.  For instance if you are speaking with someone who has a background very similar to yours in a market that is very similar to yours it's likely they are going to have a lot of components and experiences that that you are going to find in your business as well. 
  
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  Of course, one of the key items you need to figure out is what kind of money can you make?  Franchisors are only allowed to discuss what they publish in their Franchise Disclosure Document under item 19. This is known as an earnings claim and they cannot deviate from what they have published and registered with the Federal Trade Commission. If they violate this they can be in serious trouble. Often times clients will remark don't the franchisors know what their franchisees are making? The answer is of course they do! Most franchisors collect a royalty that is a percentage of the gross revenues of their franchisees. So in reality they all know what franchisees are making but for them to say to you this is what you could or should or might make constitutes a forward-looking earnings claim. If you don't achieve the results that they have promised you then it's likely going to turn into a court case. This is why they don't talk about this.
  
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  However, franchisees are certainly able to tell you what they have done if they so choose so you are going to want to get good at asking questions and connecting with franchisees to figure this out. My recommendation is to put yourself in a franchisees shoes. What you, as a prospective franchise owner, are going through right now in trying to figure out what kind of money you can make is also the same journey that they took. Remind them of that and ask them how you can figure out what their experience has been with the franchise. If you speak with enough people you are likely to get a good understanding of what the range of results is and if that is something that is acceptable to you. Remember your job as an investigator of the franchise is to figure out what are you getting yourself into and is it going to give you the kind of return that you need to make it worth your while.
  
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  If you would like to learn more about investigating a franchise or what else is in a Franchise Disclosure Document, please reach out to me at 800-321-6072 or nick@thefranchiseconsultingcompany.com
  
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  Nick Neonakis
  
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      <pubDate>Sat, 16 Dec 2017 13:38:55 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/validating-a-franchise-how-can-i-figure-out-what-i-can-make</guid>
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      <title>Franchise Brand or System?</title>
      <link>https://www.thefranchiseconsultingcompany.com/franchise-brand-or-system</link>
      <description>Learn what is more valuable- a brand or system</description>
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  Find out what is more valuable... a franchise brand or system

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                    What’s the value of a franchise?
  
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  Are you buying brand recognition?  Or a proven business model?
  
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  While estimates may vary, there are 3,000 plus franchise systems available to would be business owners today.  Most lack the visibility of MacDonalds, Taco Bell, Dunkin Donuts or Subway.
  
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  Is that a bad thing?  Not really.
  
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  I often ask people considering franchise ownership.  Do they have to recognize the franchise they’re buying?  Is name recognition that important?  Some say yes.  In fact, if you showed them a system that’s proven… yet they’ve never heard of  it… they won’t move forward…
  
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  While that’s a personal choice, and one should not move forward if they’re not comfortable… it’s my opinion it’s a mistake.
  
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  Some of the best franchise systems lack the brand recognition of those mentioned above.
  
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  Is that a bad thing?  Hardly
  
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  Just because you haven’t heard the name doesn’t mean it’s not successful and have the ability to generate the income and lifestyle you desire…
  
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  If you’re thinking about business ownership… and really want to be your own boss.  Try focusing more on the system.  Does it work? Can it generate income.?  While some may disagree, I think that’s what you’re getting with a franchise… a system that works.
  
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  Just because you’re not familiar with it… Doesn’t mean it can’t work for you…
  
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  Think about it…
  
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  Todd Weiss, CFA
  
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  The Franchise Consulting Company
  
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  todd@thefranchiseconsultingcompany.com
  
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  866 934 7167
  
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      <pubDate>Sat, 16 Dec 2017 02:52:00 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/franchise-brand-or-system</guid>
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      <title>It Is All In the System...</title>
      <link>https://www.thefranchiseconsultingcompany.com/it-is-all-in-the-system</link>
      <description>Learn the pros and cons of a franchise and owning your own business!</description>
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  Do you franchise or go on your own? Learn the pros and cons.

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                    Franchise or New Business? 
  
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  Franchising indeed has benefits; reduced risk, brand recognition, an established business model, purchasing power, on-going support and training.  There are of course higher costs associated with a franchise, as you’re required to pay franchise fees and royalties in addition to funding the business.  Instead of a franchise, some people prefer to start their own business.   This can be an attractive option to those more comfortable operating more independently.  The nice thing about starting your own business is you don’t have royalties or franchise fees, thus a lower initial investment.   Having your own business also gives you more freedom to operate without territorial restrictions that typically come with a franchise business.  
  
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  Both Options Can Work
  
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  There are certain factors to consider if you’re contemplating business ownership yet uncertain as to whether to go franchise or new startup.   It’s important to know you CAN be successful with either option.  Both can provide the independence and pride of ownership most are seeking when they are going out on their own.  Both can generate income and build wealth.   They key question is to assess your personal comfort with risk. 
  
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  A Proven System
  
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  One of the benefits of a franchise is the system.  Having a proven and tested business model is one of the main reasons franchising has a better chance of success versus a new start up.  When performing due diligence, it’s very important to assess validity of the franchise system.  How does the franchise validate?  Does the product or service provide value?  Does their marketing help gain customers and earn a profit?  Your best source of information during the validation process is speaking to current franchisees.  Are they happy with their franchise?  Does the business model work?  If they had to do it over again would they?  These are some of the questions that can help make your decision.
  
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  Understand the Differences
  
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  Franchising is not for everyone.  In my experience, it’s best to explain the differences to prospective investors so they understand the benefits and potential costs associated with either option. Unfortunately, it’s pretty common to see people who were sold into believing a franchise was right for them.  There are certain people who have the experience, capital and ability to create a new business model.  They also have a desire to want to start on their own, as they are comfortable and willing to operate independently.  Some prefer the structure a franchise model can provide and are willing to invest more money and pay the royalties for the structure.
  
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  Determine What’s Right for You
  
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  As stated previously, you can be successful with a franchise or a new start up.  There are cost and benefits to each.  If you are thinking about becoming a business owner, take the time to research both options.  Ask questions.  Learn the differences and make the decision that is best for you.  
  
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  Todd Weiss, CFA
  
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  The Franchise Consulting Company
  
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  todd@thefranchiseconsultingcompany.com
  
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  866 934 7167
  
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      <pubDate>Sat, 16 Dec 2017 02:49:13 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/it-is-all-in-the-system</guid>
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      <title>Franchise Discovery Day</title>
      <link>https://www.thefranchiseconsultingcompany.com/franchise-discovery-day</link>
      <description>Learn the basics to a great discovery day!</description>
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  Learn the basics of having a good discovery day!

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                    After you have completed your franchise research, reviewed the Franchise Disclosure Document (FDD) and validated with both current and former franchisees, the next and final step in the process is to visit the headquarters of the franchise.  This step called Discovery Day and it’s typically the final step in the process before you sign your franchise agreement and pay the franchise fee to get started.  
  
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  The structure of a discovery day will vary depending on the franchise system.  In fact, some franchises will schedule your visit much earlier in the process.  Most concepts, however, will have a discovery day at the very end, after you have completed most of your due diligence, as this can make for a more productive visit.
  
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  The best way to think about your discovery day is an opportunity to learn more about the system and feel comfortable that it’s right for you.  Some franchises schedule them on a regular basis that can include up to 20 other candidates interested in becoming a franchisee.  Others prefer a one on one meeting that is less formal and more intimate.   In either case, during your discovery day you can expect to:
  
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  •	Tour franchise headquarters – This is a chance to see the company in action and understand the corporate structure.
  
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  •	Visit with management and key personnel – Meet the leadership of the franchise and have a better understanding for their long-term vision of the company.
  
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  •	Meet with current franchisees and visit a location – If you haven’t had a chance to tour a location in operation, your discovery day is a good chance to see first hand what it’s like to operate the business.
  
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  •	Learn more about the system, products &amp;amp; services – Get a better understanding of the business model, and how products and services are delivered to your location and then to a customer.
  
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  Your meetings with management and support personnel are perhaps the most important part of your discovery day.  These are the people that will help train and support your business.  In addition, you will also have a chance to speak directly with senior management to get a feel for their skills and vision for future growth.
  
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  The franchisor will also be looking to determine if you’re a good candidate for the system.  In addition, it’s also a way for them to determine how serious a candidate is about buying into their franchise.  While some visits can be informal, it’s not uncommon for you to have to go through and interview so the franchise is comfortable that you have what it takes to successfully operate the business.
  
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  Discovery day is an opportunity for both you and the franchise to learn about each other and if the franchise system is right for you.  While each concept will have a slightly different approach, the concept is the same.  All parties want to determine if they can work together and form a long term profitable partnership.
  
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  Todd Weiss, CFA
  
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    &lt;br/&gt;&#xD;
    
                    
  The Franchise Consulting Company
  
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  todd@thefranchiseconsultingcompany.com
  
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  866 934 7167
  
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      <pubDate>Sat, 16 Dec 2017 02:46:43 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/franchise-discovery-day</guid>
      <g-custom:tags type="string">franchise,discovery,day,best,practices</g-custom:tags>
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      <title>Basic Steps in Starting a Business</title>
      <link>https://www.thefranchiseconsultingcompany.com/basic-steps-in-starting-a-business</link>
      <description>Learn the steps to starting a business!</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Starting a business can be tough- a franchise can be easier if you follow the right steps!

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    Starting a business is a big decision. It requires thorough planning, a reasonable amount of money, and lots of confidence to invest our life’s savings in. So after mentally declaring that “yes, I will start a business” what do we really do next? Well, we can do major and big things but for most beginners, here are basic things to do when starting a business.
  
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    1. Do a feasibility study.
  
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    We don’t want our hard-earned money to go to waste. So even if it means spending a bit, doing a feasibility study is essential to any 
    
                    &#xD;
    &lt;a href="http://www.forbes.com/sites/seanstonefield/2011/06/09/twenty-businesses-you-can-start-tomorrow/#641922005578"&gt;&#xD;
      
                      
      start-up business
    
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    . It is vital to understand the needs of the market, the potential of the location we have chosen, the degree of the need of the product or service that we are planning to sell, and the financial implications of the over-all plan.
  
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    There are private individuals and even companies who can do a feasibility study for us if we can’t do it by ourselves. If we want to venture on to franchising, we can even tap the help of a 
    
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    &lt;a href="http://www.fran-frog.com/professional-services"&gt;&#xD;
      
                      
      franchise consulting agency
    
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     to help us as we start.
  
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    2. Study recommendations and apply sensibly.
  
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    The feasibility study should result to leading us into action. After thoroughly going through the results and recommendations, we can then apply the most sensible ones. Let us avoid, though, the mistake of blindly following all recommendations. This is where we need the help of professionals like people from a franchise consulting agency who can help us make the right decisions.
  
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    3. Start strong and learn early.
  
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    It is important that if we start a business, we really start it strong, else it will be swallowed up by competition especially at this time when free trade is highly encouraged. We can’t expect perfection especially during the early years of the business, that is why it is important for new businessmen to be flexible enough to adapt to necessary changes. It is important to learn as much in the early years so we don’t only start strong but remain strong as well.
  
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  &lt;p&gt;&#xD;
    
                    
    These are but a few and basic initial steps to take when starting a business. There are still a lot of things to do, really. But we need not be alone in the whole process. Taping on professionals like a franchise consulting agency if our 
    
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    &lt;a href="http://www.fran-frog.com/"&gt;&#xD;
      
                      
      business is in franchising
    
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     can greatly help. But at the end of the day, the real businessman has innate business skills and enough acumen to really push him through any venture. That plus the help of professionals surely equals success.
  
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      <pubDate>Sat, 16 Dec 2017 02:44:26 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/basic-steps-in-starting-a-business</guid>
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      <title>It's NOT what is HOT!</title>
      <link>https://www.thefranchiseconsultingcompany.com/it-s-not-what-is-hot</link>
      <description>Learn why you should keep your options open when looking into franchising.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Could you be seeking the wrong opportunity?

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                    So what is the new hot franchise?
  
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  This is a question I’m often asked by people in the early stages of their research process.  I guess the reason it’s asked so frequently is human nature.  When we see a popular trend, it triggers an emotional response… and we want to be a part of it.   
  
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  Unfortunately there are significant flaws in approaching franchise ownership this way.  While I think it’s important to understand the trends in the industry, as this can help one better understand the market.  That being said, just because something is “hot” or “trendy” doesn’t mean it’s the best option, particularly for a first time franchise owner.  In fact, this approach can likely lead to a costly mistake…
  
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  Here are a few reasons why…
  
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  What is “hot” can quickly become “cold”.  
  
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    &lt;br/&gt;&#xD;
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  This doesn’t necessarily mean all new and trendy franchise models won’t be successful.  Even the largest franchise systems in the world today started with a single unit.  While the hot franchise model might be a good choice, it’s my opinion a first time buyer is better-suited targeting industries/models that are sustainable and have a track record of success through both good and bad economic cycles.  While there is no such thing as “recession proof”, there are business models that are more resistant to an economic down cycle than others. 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  The second and perhaps more important thing to consider is how the franchise fits your skills, lifestyle and financial requirements.  You see… it’s not what the business is but what the business gets you.
  
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    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Therein lies the essence of effective franchise research.  There are many successful franchise brands various industries.   The key to their success is not just the business model, but finding owners that have both the “passion” for the business as well as the “skills” necessary to make that business successful.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  If the business doesn’t fit your objectives, or, even worse, doesn’t provide fulfillment, you’re not going to be happy.  If you’re not happy, the statistical probability of success is diminished and your lifestyle will suffer.  
  
                    &#xD;
    &lt;br/&gt;&#xD;
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  If you’re thinking about franchise ownership, try to avoid focusing on what’s hot.  While the emotional need to participate in a new and exciting trend might seem compelling, it can come with higher risks not suitable for a first time buyer.  My suggestion would be to target models that have both a proven track record that fit your skills, passions and interests.  Taking this approach will likely lead to a higher probability of success.  
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Todd Weiss, CFA
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  The Franchise Consulting Company
  
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    &lt;br/&gt;&#xD;
    
                    
  todd@thefranchiseconsultingcompany.com
  
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    &lt;br/&gt;&#xD;
    
                    
  866 934 7167
  
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&lt;/div&gt;</content:encoded>
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      <pubDate>Sat, 16 Dec 2017 02:39:48 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/it-s-not-what-is-hot</guid>
      <g-custom:tags type="string">franchise,what,is,not,hot,opportunities</g-custom:tags>
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      <title>Why Getting Into a Franchise Makes Sense Even If You Have Limits</title>
      <link>https://www.thefranchiseconsultingcompany.com/why-getting-into-a-franchise-makes-sense-even-if-you-have-limits</link>
      <description>Learn about low investment franchises.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Learn about low investment franchises

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    Most people who want to be in business have had a hard time in planning due to financial reasons. The element of capital is very pivotal that it can sometimes define the whole blueprint of certain businesses. This is especially true for those who have limited financial resources. This is the reason why franchising is a good option for most small-scale entrepreneurs who want to start a business but don’t have a whole fortune to invest.
  
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  &lt;p&gt;&#xD;
    
                    
    1. It has a lesser risk of failing.
  
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    Because the business model and systems have been applied and are currently effective, franchising fosters lower risk in terms of business failure compared to other start-up businesses. This saves the franchisee from potential monetary loss due to ineffective business strategies. In franchising, there are also low-cost franchises available that allows franchisees to start their own business with lesser capital needed.
  
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    2. There is no need to spend on heavy business planning.
  
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    Planning for a business needs
  
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  &lt;/p&gt;&#xD;
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     in terms of time and people. When we sit down to plan on something very big, we take ourselves from any other income-generating activity to concentrate on the project at hand, thus, there will be a loss of earnings. We also employ people who can help us in planning, so we also spend on their fee and on other miscellaneous expenses that may be incurred during our appointments with them. But with franchising, we can eliminate the planning process altogether, or we can choose to minimize it with the aid of a consultant and/or the franchisor, himself.
  
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    3. You get free marketing and advertising.
  
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    The best thing about franchising is that we need not personally do advertisements and marketing. We allow the franchisor to do that for us and benefit from the feedback of the other franchise branches. This saves us a lot of bucks considering the cost of marketing these days.
  
                  &#xD;
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  &lt;p&gt;&#xD;
    
                    
    It takes money to make money. But with franchising, you no longer need much to earn much. With the help of a 
    
                    &#xD;
    &lt;a href="http://www.fran-frog.com/"&gt;&#xD;
      
                      
      franchise consulting agency
    
                    &#xD;
    &lt;/a&gt;&#xD;
    
                    
     like The FCC you can succeed in doing business by carefully choosing a franchise business that will fit your personality and will deliver to you the results you desire. At The FCC we help individuals find their perfect fit in the business world that will create their steady source of income. We guide individuals in their journey from proper franchise selection, to consultation, up to in-depth discernment if franchising really is the best option for them.
  
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    If you are a budding entrepreneur who is so eager to invest in a 
    
                    &#xD;
    &lt;a href="http://www.fran-frog.com/professional-services"&gt;&#xD;
      
                      
      franchise a business
    
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     today, call Ron Sacco at  at 1-800-388-2810 x 402 to find the perfect franchise opportunity that will give you your long-awaited break.
  
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      <pubDate>Sat, 16 Dec 2017 02:36:47 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/why-getting-into-a-franchise-makes-sense-even-if-you-have-limits</guid>
      <g-custom:tags type="string">low,cheap,franchise,investment,opportunity</g-custom:tags>
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      <title>How Much Money Can a Franchisee Make?</title>
      <link>https://www.thefranchiseconsultingcompany.com/how-much-money-can-a-franchisee-make</link>
      <description>Learn what to look for when understanding the financial health of a franchise and how it fits with you.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Reverse engineering money in franchising. 

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                    Unfortunately this is a very difficult question to answer. Productivity and profitability is an outcome and not an automatic. It is because of this that choosing a business based solely on earnings potential is the worst way you can choose a business to own. We recommend reverse engineering your entire search process. What are your lifestyle goals? What things are you good at? What things are you not so good at or dislike doing? What kind of staff do you want? Scalability? One location vs. several? Do you want to business that you have to run the entire time of its entire life or do you want to business that you can grow hire a full-time manager and that’s enable you to go into passive engagement. 
  
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  The answer to these questions has a significant impact on your earnings potential short term and long term. So “How much money can I make?” Should not be the first question you ask, instead something you should be able to clearly predict after serious research. If the concept lines up with your skills abilities interests and you can see that It can possibly help you achieve your financial lifestyle goals then buy it, but if not just keep looking.
  
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    &lt;br/&gt;&#xD;
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  Feel free to call Ron Sacco at 800-388-2810 ext. 402 if you have any questions about owning a franchise! 
  
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    &lt;br/&gt;&#xD;
    
                    
  Ron@thefranchiseconsultingcompany.com
  
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      <pubDate>Sat, 16 Dec 2017 02:32:28 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/how-much-money-can-a-franchisee-make</guid>
      <g-custom:tags type="string">franchise,money,income,how,much</g-custom:tags>
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      <title>What Is The Hottest Franchise!</title>
      <link>https://www.thefranchiseconsultingcompany.com/what-is-the-hottest-franchise</link>
      <description>The most common question a prospective franchise owner asks!</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  The most common question that I get

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    &lt;!--StartFragment--&gt;                          So what's the hottest franchise out there right now? 
  
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  That's the most popular question that I get almost every day. You know what the reality is? I don't know what that there is such a thing as “the hottest franchise”. Now, before you argue with me, hear me out. There are lots of awesome opportunities out there! Of the more than 4,000 franchise opportunities out there there are hundreds and hundreds and hundreds that are  absolutely great! I have absolutely no doubt about that and I see them every single day. I see people having tremendous success. I see people improving their lives by going into a business that works really well for them. But you know what the crazy thing is? It's not always that it was a hot franchise. 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  The thing that was so darn hot about it is the fact that it was a perfect fit for that person. I owned a franchise in the service business a number of years ago. My wife and I built it and we sold it at a substantial gain. Guess what. There were lots of other franchise opportunities in that exact same industry, in that exact same sector that all looked awesome on paper (or on the computer screen). In fact there were others that easily appeared to be better. Hotter! There were some that were growing faster. There were some that had people making tons and tons of money. There were some getting attention in national business magazines. For some reason, those weren’t the hot ones for me.
  
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    &lt;br/&gt;&#xD;
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  You know what made mine so darn hot for me? It was the way I was able to interact with the people at the corporate office of that franchise company. It was the way my wife and the operations team clicked with each other. It was the people! We liked them and they liked us.  
  
                    &#xD;
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  Really what I'm saying is we were a good fit for each other. Not just because I had a checkbook and they had a franchise to sell, though. We were a personal, cultural, and just plain old good fit! If those corporate franchise folks were my neighbors, we’d be grillin’ and chillin’ almost every weekend together. They were the kind of people I enjoyed being around.
  
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   In the last two decades, I've seen a lot of people do great with franchised businesses and I've seen the opposite, too. The common denominator in the ones that don't do well is that the people just weren't a good fit. In those cases, if the franchisor and franchisee were neighbors, they probably would just wave and say, “hello” to each other but they wouldn’t actually get together for coffee or a beer on a regular basis. They wouldn’t say, “Hey, what are you up to this weekend? Come hang out!” On the flip side of the coin, the opposite held true. When a franchisee and franchisor just seemed to like each other, well guess what? They ALL did better. They did great! 
  
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  The reality of business ownership is that there are going to be bumps in the road. There are going to be bad days sprinkled among the awesome ones. When two parties that are interdependent and intertwined run into issues or bumps in the road, they are able to ride right over them much more easily when they actually like each other. The the opposite is also true.  Almost any little bump in the road can seem like a jarring, horrifically huge pothole when your business partner is someone you like, on a personal level. Being able to trust and rely on your partner means a whole heck of a lot. The franchisor needs to be able to trust and rely on the franchisee. And, the franchisee needs to be able to trust and rely on the franchisor.
  
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  So, what’s the hottest franchise? The beauty is that it might be any number of the opportunities that are out there. All of the research on the numbers, trends, markets, industry, and legal documents has always been and will always be of paramount importance. So is the potential for a solid relationship.
  
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  If you are interested to learn more about what will really make a franchise “hot” for you, reach out to Tim Church by email at tim@thefranchiseconsultingcompany.com or at 727-222-8485.
  
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    ﻿
  
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      <pubDate>Fri, 15 Dec 2017 03:10:52 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/what-is-the-hottest-franchise</guid>
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      <title>The History of Franchising</title>
      <link>https://www.thefranchiseconsultingcompany.com/the-history-of-franchising</link>
      <description>Discover the past and what to consider when deciding to pursue this model.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Discover the Past That Has Launched This Business Model and What To Consider

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    &lt;!--StartFragment--&gt;                          Let’s take a quick look at the history of franchising, because without it…without a very pioneering group of people, the opportunity for you to go into business-in a truly amazing way, wouldn’t be possible.
  
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  The Clothes You Wear
  
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  The history of modern franchising has to do with what’s on your body. I’m speaking of your clothes.
  
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  Most franchise experts agree that the modern business model of franchising can be traced back to an entrepreneurial giant by the name of Isaac Merrit Singer. As in Singer Sewing Machines.
  
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  In the latter part of the 1800’s, there was nothing very “automatic” about the manufacturing of clothes. Believe it or not, everything was stitched together by hand, in not very ideal working conditions. The women who did the sewing worked incredibly long hours.
  
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  Isaac Singer was basically the first person to patent a practical, widely-used sewing machine. Though these machines started to appear on the scene in the mid 1800’s – and worked pretty well, Singer came up with an idea that made them work even better. A lot better. Good enough to sell. But, they were really expensive. At $120 each, Singer sewing machines were out of reach for most Americans.
  
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  A Fix. A Franchise.
  
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  One of Singer’s partners came up with an idea to make these newfangled machines more affordable. (Actually, he came up with what would turn out to be the first-ever installment plan.) That’s right—because of his financing idea, everyday people could purchase Singer’s sewing machines and pay for it in installments. All of a sudden, Singer was able to sell a lot more machines-and that was a great thing. But, he still needed a better distribution method. And being the entrepreneur he was, he figured out just how to do it.
  
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  Licenses
  
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  Singer came up with a licensing arrangement.
  
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  The Singer team would find business-savvy people who were interested in owning the rights to sell these amazing machines in certain geographical areas, and get them to pay an up-front license fee. In addition to just selling the machines, Singer and his team decided that they would require licensees to teach consumers how to use the machines they had just purchased. Good stuff. Transformational stuff.
  
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  They sold a lot of licenses. Enough to continue funding manufacturing. So, now they had both manufacturing and distribution…an entire distribution network in the form of licensees. Sound familiar? It should.
  
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  Isaac Singer’s business system was the first licensing system. And, guess what? When you buy a franchise you’re buying a license.
  
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  Franchisees Are Licensees.
  
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  Got it?
  
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  The Early 1900’s.
  
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  The invention of the automobile changed everything. Finally, there was a way for people to get from Point A to Point B in hours as opposed to an entire day or more. But, how could the early automotive pioneers get more automobiles into more people’s hands?
  
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  Answer: Mass Production.
  
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  But, what about distribution…and sales?
  
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  Automotive Dealerships
  
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  Dealerships…later called franchises, were the chosen way to sell automobiles.
  
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  Bill (William) Metzger built and opened the first independent automobile dealership in Detroit, Michigan in 1896. Interestingly enough, he sold electric cars. (Really) H.O. Kohller was the next person to open a dealership. He sold Winton (gas-powered) cars.
  
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  Those two men were actually the first automotive franchise owners. Henry Ford and the other businessmen who were manufacturing automobiles now had a distribution system. They put an automobile franchise network in place…in a lot of places all over the country, actually. There is probably an automotive franchise within a few miles of your house.
  
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  The Franchise Definition
  
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  In its simplest terms, a franchise is a license.
  
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  A franchise typically involves the granting by one party (the franchisor) to another party (the franchisee) the right to carry on a particular name/trade mark, according to an identified system, usually within a territory or at a location, for an agreed upon term. The franchisee is granted a franchise license to use the franchise company’s trademarks, systems, signage, software, and several other proprietary tools and systems in accordance with the guidelines in the franchise agreement. 
  
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  Basically, the franchise company came up with the idea for the service/product, and is granting people-theirfranchisees-the right to market it for them. Since it is their idea, they require you to market it in a specific way. It istheir system, so they get to (and do) write the rule book. 
  
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  What Are You Getting?
  
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  You need to find out what you’re getting for that franchise fee.
  
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  All you have to do to find out is:
  
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  •	Ask the franchise development director
  
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  •	Ask the franchisees
  
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  The franchise development representative will give you a list of things that you’ll receive if you become a franchise owner. Things like:
  
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  •	Their operations manual
  
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  •	Formal training
  
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  •	Access to their technology
  
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  •	Access to their marketing system
  
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  •	Their brand
  
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  •	Support
  
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  One of the greatest things about franchising is that once you’ve received information from a franchisor, you can easily find out how good their system is. All you have to do is contact the people that have already invested their own money in it.
  
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  The Rule Book In Franchising
  
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  The rule book in franchising is the operations-or operating manual, along with a multi-page franchise agreement. Not only must you do things their way, you must pay them an upfront Franchisee Fee (license fee), plus ongoing royalties. The royalties are usually in the form of a % of your gross sales, although sometimes there is a flat monthly fee. In addition, there is almost always an advertising/marketing fee paid monthly along with the royalties. (Usually 1-2% of sales)
  
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  I’ve seen royalties that are 4% of sales…all the way up to 15%. It depends on the type of business. Food franchises, and retail franchises are usually at the low end of royalty percentages, while B2B franchises tend to be on the higher-end.
  
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  Franchise fees range from about $20,000 up to $75,000 and more. The average franchise fee today is around $30,000.
  
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  It’s Proven
  
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  Franchising is a proven business model. It’s worked for many businesses and many people. But, franchising isn’t the right business model for everyone. As a matter of fact, business ownership in general isn’t for everyone. I go a step further in my hardcover (on audio, too) book, Become A Franchise Owner! In it, I suggest that “Franchising isn’t for most people.”
  
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  That’s because most people:
  
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  •	Don’t have the courage to walk away from a job that provides them with a steady paycheck
  
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  •	Won’t look at non-traditional career options when they lose their jobs
  
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  •	Don’t have the courage to sit down and write a large check of their own in order to become their own bosses
  
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  Most people avoid risk whenever they can. Some people embrace risk.
  
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  Lots of people avoid change. Some folks thrive on it.
  
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  Some Questions About Risk
  
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  Are you a risk-taker?
  
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  Do you look “outside the box” for solutions to problems
  
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  What do you do when you’re faced with change?
  
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  What are your feelings about money?
  
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  If you’re married, what does your spouse feel about money…about risking some of it?
  
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  As a matter of fact, you’ll need their backing.
  
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  Pro’s &amp;amp; Con’s Of Franchise Ownership
  
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  An introduction to franchising wouldn’t be complete without looking at the pros and cons of becoming a franchise owner. Right?
  
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  The Pros
  
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  There are lots of positive things that the business model of franchising brings to the table. Here are just a few of them.
  
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  1.	Systems– There are business systems in place for you to use…to follow.
  
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  2.	Training– You’re provided with a formal training program to help you with everything you will need to know. You may even get pre-training via the web.
  
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  3.	Technology– A franchisor’s technology budget is probably larger than yours, so plan on having several great technology tools at your disposal.
  
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  4.	Marketing/Advertising– A franchisor has marketing plans and advertising templates for you, which helps get your name out to the public in your geographical territory.
  
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  5.	Support– A franchisor has support systems in place from in-house personnel to field reps that will visit your franchise business in-person. Don’t be shy: Ask for help when you need it. You’re paying for it anyway via your monthly royalties.
  
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  6.	Real Estate Department– A franchisor usually has resources in place to help you with site selection, store design, and more.
  
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  7.	A Network– There are other franchise owners who, like you, invested in the opportunity. They have experienced things from the front line, and can help you out with problems that may arise…especially at the beginning.
  
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  8.	Equity. You have a real chance at creating real equity. Wouldn’t be nice to at least have the opportunity to be the seller of a business? Wouldn’t it be great if one day (when you’re ready) to be able to sell your franchise business? For a profit? That’s equity.
  
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  9.	Legacy. What if your children could take over the business you’ve built? Keeping things “all in the family” sounds like a plan to lots of people who are looking into franchise ownership.
  
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  Cons
  
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  Now, there are several negatives (perceived as negatives by some) that the business model of franchising has.
  
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  Here’s a few;
  
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  1.	You pay an upfront Franchise Fee for the right to use the franchisor’s systems.
  
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  2.	You must pay a percentage of your gross sales to the franchisor on a regular basis. (Royalties)
  
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  3.	You must follow the franchisor’s rules.
  
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  4.	You must buy from the franchisor, or their approved vendors.
  
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  5.	You must use the franchisors logos, and advertising materials.
  
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  6.	When you sell, the franchisor must approve the buyer.
  
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  7.	You may have to pay into the franchisors advertising/marketing fund.
  
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  .”
  
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  Your Choices
  
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  1.	You can come up with a product of service of your own, invest an unknown, and potentially unlimited amount of your own money, make tons of mistakes, which cost money, and time. Growth will take longer.
  
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  Or…
  
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  1.	You can leverage someone else’s systems, tools, and business acumen. By doing that, you can potentially ramp up faster, try to dominate a market, and focus on growth, while having a good idea of what your total investment will be, up front.
  
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  The business model of franchising is not for everybody. There are certainly pros and cons to investing in this type of business, and becoming your own boss.
  
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  In the case of franchising, the pros must outweigh the cons, in order for you to buy into the franchise model.
  
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  Call Rich LeBrun from the Franchise Consulting Company at 224-678-9212 to learn more. rich@thefranchiseconsultingcompany.com  or rlebrun.com
  
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      <pubDate>Fri, 15 Dec 2017 03:08:20 GMT</pubDate>
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      <title>Why Women Franchise Owners Are Booming</title>
      <link>https://www.thefranchiseconsultingcompany.com/why-women-franchise-owners-are-booming</link>
      <description>Discover why women and business are a perfect match</description>
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                    The trend in women owned franchised businesses has been increasing for the past 10 years and it isn’t slowing down.  According to the IFA (International Franchise Association) there are more than 25% of women operating franchises across the globe and not including another 17% who operate franchises with their partner. Since 2011 there's been a 71% increase in women are buying franchises. So what’s sparking women’s interest in starting up a business? Well its marketplace trends, expanding financing options, greater access to mentors and role models, and lack of job security.  Statistically the longer you stay at your job, where once you had job security, you now face a greater risk of losing your job. 
  
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  Owning a franchise actually works the opposite where the longer you own it the more equity and cash flow you build and also a lot more security! Women want more flexibility in their lives as well.  An industry survey of women showed that 61% their workplace lacked family friendly policies which leave them feeling unhappy and stressed with little to no control. 
  
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  What better way to put control and add flexibility back into your life -- through business ownership.  Franchising offers a lot of options in all sectors – like food, education, senior care, health &amp;amp; beauty, home services and so much more!   Whether you’re looking to for full time, part time, or a semi-absentee model there are over 3000 businesses out there. Do you want a home based business, van based or a retail store front? Not sure what would be right for you?  The next step is try and figure out “what would is the right business” for you. 
  
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   The Franchise Consulting Company is committed to ensuring women of all backgrounds have an equal opportunity at business ownership.  Most recently they launched the Women’s Franchise Alliance whose sole mission is “to simply empower women across the globe to achieve success through franchise business ownership”.  The great thing about franchising is that you are ‘in business for yourself but not by yourself’.  Partnering with like-minded individuals looking to achieve similar goals are some of the key things that are attractive to many.  With over 93% of franchise owners still in business after 5 years and over 85% of those still in their business really speaks volumes.  I’ve often told my clients that the good franchise companies provide you with all the tools you need to build your business successfully. 
  
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   You can decide if you want to build a little hut or build a castle – the choice is yours – I know what I’d want to build.  If you’re looking to take the next step and not sure how or what to do I can help you out. As a certified franchise consultant who has owned and worked in franchising for 25+ years I can provide a service at no cost to you.  Simply email me at marisa@thefranchiseconsultingcompany.com or call me at 416-726-1858 to get started. 
  
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      <pubDate>Fri, 15 Dec 2017 03:02:39 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/why-women-franchise-owners-are-booming</guid>
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      <title>Why Should I Franchise</title>
      <link>https://www.thefranchiseconsultingcompany.com/why-should-i-franchise</link>
      <description>Discover my journey to realizing franchising and why it makes sense!</description>
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  My Lessons That Lead Me To Franchising

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  &lt;img src="//dd-cdn.multiscreensite.com/blog/blog_post_image.png" alt="" title=""/&gt;&#xD;
  &lt;span&gt;&#xD;
  &lt;/span&gt;&#xD;
&lt;/div&gt;&#xD;
&lt;div data-rss-type="text"&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;!--[if gte mso 9]&gt;&lt;xml&gt;
 &lt;w:WordDocument&gt;
  &lt;w:View&gt;Normal&lt;/w:View&gt;
  &lt;w:Zoom&gt;0&lt;/w:Zoom&gt;
  &lt;w:TrackMoves&gt;&lt;/w:TrackMoves&gt;
  &lt;w:TrackFormatting&gt;&lt;/w:TrackFormatting&gt;
  &lt;w:PunctuationKerning&gt;&lt;/w:PunctuationKerning&gt;
  &lt;w:ValidateAgainstSchemas&gt;&lt;/w:ValidateAgainstSchemas&gt;
  &lt;w:SaveIfXMLInvalid&gt;false&lt;/w:SaveIfXMLInvalid&gt;
  &lt;w:IgnoreMixedContent&gt;false&lt;/w:IgnoreMixedContent&gt;
  &lt;w:AlwaysShowPlaceholderText&gt;false&lt;/w:AlwaysShowPlaceholderText&gt;
  &lt;w:DoNotPromoteQF&gt;&lt;/w:DoNotPromoteQF&gt;
  &lt;w:LidThemeOther&gt;EN-US&lt;/w:LidThemeOther&gt;
  &lt;w:LidThemeAsian&gt;X-NONE&lt;/w:LidThemeAsian&gt;
  &lt;w:LidThemeComplexScript&gt;X-NONE&lt;/w:LidThemeComplexScript&gt;
  &lt;w:Compatibility&gt;
   &lt;w:BreakWrappedTables&gt;&lt;/w:BreakWrappedTables&gt;
   &lt;w:SnapToGridInCell&gt;&lt;/w:SnapToGridInCell&gt;
   &lt;w:WrapTextWithPunct&gt;&lt;/w:WrapTextWithPunct&gt;
   &lt;w:UseAsianBreakRules&gt;&lt;/w:UseAsianBreakRules&gt;
   &lt;w:DontGrowAutofit&gt;&lt;/w:DontGrowAutofit&gt;
   &lt;w:SplitPgBreakAndParaMark&gt;&lt;/w:SplitPgBreakAndParaMark&gt;
   &lt;w:EnableOpenTypeKerning&gt;&lt;/w:EnableOpenTypeKerning&gt;
   &lt;w:DontFlipMirrorIndents&gt;&lt;/w:DontFlipMirrorIndents&gt;
   &lt;w:OverrideTableStyleHps&gt;&lt;/w:OverrideTableStyleHps&gt;
  &lt;/w:Compatibility&gt;
  &lt;w:DoNotOptimizeForBrowser&gt;&lt;/w:DoNotOptimizeForBrowser&gt;
  &lt;m:mathPr&gt;
   &lt;m:mathFont m:val="Cambria Math"&gt;&lt;/m:mathFont&gt;
   &lt;m:brkBin m:val="before"&gt;&lt;/m:brkBin&gt;
   &lt;m:brkBinSub m:val="&amp;#45;-"&gt;&lt;/m:brkBinSub&gt;
   &lt;m:smallFrac m:val="off"&gt;&lt;/m:smallFrac&gt;
   &lt;m:dispDef&gt;&lt;/m:dispDef&gt;
   &lt;m:lMargin m:val="0"&gt;&lt;/m:lMargin&gt;
   &lt;m:rMargin m:val="0"&gt;&lt;/m:rMargin&gt;
   &lt;m:defJc m:val="centerGroup"&gt;&lt;/m:defJc&gt;
   &lt;m:wrapIndent m:val="1440"&gt;&lt;/m:wrapIndent&gt;
   &lt;m:intLim m:val="subSup"&gt;&lt;/m:intLim&gt;
   &lt;m:naryLim m:val="undOvr"&gt;&lt;/m:naryLim&gt;
  &lt;/m:mathPr&gt;&lt;/w:WordDocument&gt;
&lt;/xml&gt;&lt;![endif]--&gt;    &lt;!--[if gte mso 9]&gt;&lt;xml&gt;
 &lt;w:LatentStyles DefLockedState="false" DefUnhideWhenUsed="false"
  DefSemiHidden="false" DefQFormat="false" DefPriority="99"
  LatentStyleCount="375"&gt;
  &lt;w:LsdException Locked="false" Priority="1" QFormat="true" Name="Normal"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="9" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="heading 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="9" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="heading 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="9" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="heading 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="9" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="heading 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="9" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="heading 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="9" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="heading 7"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="9" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="heading 8"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="9" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="heading 9"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index 7"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index 8"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index 9"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" Name="toc 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" Name="toc 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" Name="toc 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" Name="toc 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" Name="toc 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" Name="toc 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" Name="toc 7"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" Name="toc 8"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" Name="toc 9"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Normal Indent"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="footnote text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="annotation text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="header"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="footer"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="index heading"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="35" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="caption"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="table of figures"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="envelope address"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="envelope return"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="footnote reference"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="annotation reference"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="line number"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="page number"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="endnote reference"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="endnote text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="table of authorities"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="macro"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="toa heading"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Bullet"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Number"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Bullet 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Bullet 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Bullet 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Bullet 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Number 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Number 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Number 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Number 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="10" QFormat="true" Name="Title"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Closing"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Signature"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="1" SemiHidden="true"
   UnhideWhenUsed="true" Name="Default Paragraph Font"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="1" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="Body Text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Body Text Indent"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Continue"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Continue 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Continue 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Continue 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="List Continue 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Message Header"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="11" QFormat="true" Name="Subtitle"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Salutation"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Date"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Body Text First Indent"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Body Text First Indent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Note Heading"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Body Text 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Body Text 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Body Text Indent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Body Text Indent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Block Text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Hyperlink"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="FollowedHyperlink"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="22" QFormat="true" Name="Strong"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="20" QFormat="true" Name="Emphasis"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Document Map"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Plain Text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="E-mail Signature"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Top of Form"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Bottom of Form"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Normal (Web)"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Acronym"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Address"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Cite"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Code"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Definition"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Keyboard"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Preformatted"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Sample"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Typewriter"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="HTML Variable"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Normal Table"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="annotation subject"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="No List"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Outline List 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Outline List 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Outline List 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Simple 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Simple 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Simple 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Classic 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Classic 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Classic 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Classic 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Colorful 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Colorful 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Colorful 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 7"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 8"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 7"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 8"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table 3D effects 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table 3D effects 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table 3D effects 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Contemporary"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Elegant"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Professional"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Subtle 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Subtle 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Web 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Web 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Web 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Balloon Text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" Name="Table Grid"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Theme"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" Name="Placeholder Text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="1" QFormat="true" Name="No Spacing"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" Name="Revision"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="34" QFormat="true"
   Name="List Paragraph"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="29" QFormat="true" Name="Quote"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="30" QFormat="true"
   Name="Intense Quote"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="19" QFormat="true"
   Name="Subtle Emphasis"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="21" QFormat="true"
   Name="Intense Emphasis"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="31" QFormat="true"
   Name="Subtle Reference"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="32" QFormat="true"
   Name="Intense Reference"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="33" QFormat="true" Name="Book Title"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="37" SemiHidden="true"
   UnhideWhenUsed="true" Name="Bibliography"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="TOC Heading"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="41" Name="Plain Table 1"&gt;&lt;/w:LsdException&gt;
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  &lt;w:LsdException Locked="false" Priority="45" Name="Plain Table 5"&gt;&lt;/w:LsdException&gt;
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  &lt;w:LsdException Locked="false" Priority="49" Name="Grid Table 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51" Name="Grid Table 6 Colorful"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52" Name="Grid Table 7 Colorful"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46"
   Name="Grid Table 1 Light Accent 1"&gt;&lt;/w:LsdException&gt;
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  &lt;w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51"
   Name="Grid Table 6 Colorful Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52"
   Name="Grid Table 7 Colorful Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46"
   Name="Grid Table 1 Light Accent 2"&gt;&lt;/w:LsdException&gt;
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  &lt;w:LsdException Locked="false" Priority="51"
   Name="Grid Table 6 Colorful Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52"
   Name="Grid Table 7 Colorful Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46"
   Name="Grid Table 1 Light Accent 3"&gt;&lt;/w:LsdException&gt;
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  &lt;w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51"
   Name="Grid Table 6 Colorful Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52"
   Name="Grid Table 7 Colorful Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46"
   Name="Grid Table 1 Light Accent 4"&gt;&lt;/w:LsdException&gt;
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  &lt;w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 4"&gt;&lt;/w:LsdException&gt;
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  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51"
   Name="Grid Table 6 Colorful Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52"
   Name="Grid Table 7 Colorful Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46"
   Name="Grid Table 1 Light Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51"
   Name="Grid Table 6 Colorful Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52"
   Name="Grid Table 7 Colorful Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46"
   Name="Grid Table 1 Light Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51"
   Name="Grid Table 6 Colorful Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52"
   Name="Grid Table 7 Colorful Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46" Name="List Table 1 Light"&gt;&lt;/w:LsdException&gt;
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  &lt;div&gt;&#xD;
    &lt;p&gt;&#xD;
      
                      
      Why should I franchise?
    
                    &#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      
                      
       Years ago my business partner
asked why we had so many rules to follow as a franchisee. I explained, the best
I could, that a franchise is a blueprint of a successful business. It's tried
and true, all of the mistakes have been made and it's simply a matter of
duplication or that particular product or service.
    
                    &#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      
                      
      Fast forward
10 years that same partner
calls me as he's opening
up a new business and says,
“ You know what? I sure wish I had that rule book to follow right now! Let me
answer the question of why should I franchise
?
    
                    &#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      
                      
      I think it's
important to understand what a franchise 
      
                      &#xD;
      &lt;b&gt;&#xD;
        
                        
        is

      
                      &#xD;
      &lt;/b&gt;&#xD;
      
                      
      space and what a franchise 
      
                      &#xD;
      &lt;b&gt;&#xD;
        
                        
        is not
      
                      &#xD;
      &lt;/b&gt;&#xD;
      
                      
      .
A franchise is a proven system that has been refined, can be duplicated, has
all of the systems in place regarding marketing and operations, trademarks ,
short and long-term marketing plans with the support team to coach and assist
along the way. The have standards and you are expected to adhere to them.
However, some people want to reinvent the wheel.The wheel has been invented it
just simply needs rolled forward and that speed is determined by you, the
leader.
    
                    &#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      
                      
      Once you have made the decision
that you want to become a part of a franchise system e there are many
categories and sectors to look into. I believe it's important that you take
your personal experience and skill set and match it with the concept that you
can make successful. Just because you like to eat in restaurants is not a good
reason to buy a restaurant franchise.
    
                    &#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      
                      
      There is alot to consider when buying a franchise. Things that you may
not have thought of. How much do I need to invest, where do I get the money to
inves,t who are going to be my employees, how many do I need, do you plan to commit
full-time are you looking for something
absentee (or something in the middle)? Will your household have any other
income while you start up this new venture? Can I work from home, or do I need
to lease retail space? By answering these questions you can help narrow down
the categories that you would want to begin to investigate. Also you need to
understand that a franchise contract is typically 10 years. If for some reason
you choose to not continue to run that business it needs to be sold, you cannot
simply close it.
    
                    &#xD;
    &lt;/p&gt;&#xD;
    &lt;p&gt;&#xD;
      
                      
      You'll probably
be surprised to learn that many services
that you currently use or places
that you frequent currently
are franchises. The franchisor makes money by charging franchise fees, royalty
and advertising payments in exchange for their business model to follow. there
is also named recognition. I owned multiple Domino's Pizza franchises for 20
years. I'm pretty sure nobody would have called if it were Julie's Pizza. You
pay them a percentage of your sales (not profits) to them weekly. There is
typically an advertising fee. The franchisor has a vested interest in your
success as the franchise publishes a document and (if they choose) reveal the
earnings of each and every
one of their current franchisees in order for a franchise to be
    
                    &#xD;
    &lt;/p&gt;&#xD;
  &lt;/div&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    successful they
need each franchisee to be successful within their system. Another thing is
that the franchisor is getting into a partnership (typically 10 years) with
you. They carefully select who they choose to award a territory. Again, the
franchisor follows a very strict recipe for success as they need each and every
franchisee within their system to be successful for their franchise system to
work.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    More questions
about franchising can be sent to me at 
    
                    &#xD;
    &lt;a href="mailto:Julie@thefranchiseconsultingcompany.com"&gt;&#xD;
      
                      
      Julie@thefranchiseconsultingcompany.com
    
                    &#xD;
    &lt;/a&gt;&#xD;
    
                    
    .
I offer a free service to assist in this most important decision of joining the
millions that have chosen the path of business ownership and leave the
Corporate world behind!
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
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      <pubDate>Fri, 15 Dec 2017 02:59:15 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/why-should-i-franchise</guid>
      <g-custom:tags type="string">franchise,why,discover</g-custom:tags>
      <media:content medium="image" url="https://irp-cdn.multiscreensite.com/md/unsplash/dms3rep/multi/photo-1484069560501-87d72b0c3669.jpg">
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      </media:content>
    </item>
    <item>
      <title>You Shouldn't Be Guessing</title>
      <link>https://www.thefranchiseconsultingcompany.com/post-title1</link>
      <description>Understand the business metrics of franchising!</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  What Should You Look For When Exploring a Business

                &#xD;
&lt;/h3&gt;&#xD;
&lt;div&gt;&#xD;
  &lt;img src="https://irp-cdn.multiscreensite.com/5445f2d9/dms3rep/multi/GCSE-9-1-confusion.jpg" alt="" title=""/&gt;&#xD;
  &lt;span&gt;&#xD;
  &lt;/span&gt;&#xD;
&lt;/div&gt;&#xD;
&lt;div data-rss-type="text"&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;!--StartFragment--&gt;                          There are many factors to consider when it comes to evaluating and operating a franchise business.  Some of the benefits of franchising include brand recognition, marketing, training and support.    
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  One particular area that doesn’t always get a lot of attention is the concept of “metrics”.  
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Metrics are defined as a quantifiable measurements used to assess performance.  The best franchise models have a clear understanding of what metrics are most important in their business and industry.  They will also provide the tools and training so their owners can regularly measure performance and make necessary adjustments over the course of daily operations.  This helps save the owner both time and energy so they don’t need to “guess” what areas need their attention.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  There are many types of business metrics.  Some include:
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  •	Cost Per Lead
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  •	Life Time Value of a Customer
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  •	Conversion Ratio
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  •	Labor Cost
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  •	Inventory Cost
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  This is just a small sample, and what’s important to understand is some are more important than others depending on the industry.  A food based franchise model will likely focus on measuring food, inventory and labor costs.  A fitness model will likely be interested in things like cost per lead, sales per lead and the lifetime value of the customer.  Regardless of the industry, if you’re operating or even evaluating a potential franchise model, make sure to ask detailed questions on what metrics are important and what tools are made available to help you run the business.   Know your vital metrics, track them regularly and make adjustments quickly.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Let’s consider the following example.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Let’s say your business gets 40 leads, yet only 5% convert to a sale (conversion ration).  If the industry average is 25%, the owner will quickly learn there is a problem.  Before making any assumptions the problem could lie in two areas.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  It could be a sales or customer service problem thus requiring further investment in sales training and or sales management.  It could also be a marketing problem whereby your advertising is driving the wrong type of customer to the business.  In either case, we know where the problem lies and thus the owner can spend their efforts making the necessary changes to improve the performance.  This saves time, money and can even address stress and anxiety that comes with uncertainty.  
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  If you’re researching different franchise options, or currently operating a business that’s not performing well, you may want to take a deeper look into the metrics.  Not having a baseline to measure will result in greater anxiety, stress and higher risk.  Knowing your targets and having the proper tools to measure will go a long way towards future success.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Todd Weiss, CFA
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  The Franchise Consulting Company
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  todd@thefranchiseconsultingcompany.com
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  866 934 7167
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;!--EndFragment--&gt;  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
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      <pubDate>Fri, 15 Dec 2017 02:54:06 GMT</pubDate>
      <author>pete@thefranchiseconsultingcompany.com (Pete FCC)</author>
      <guid>https://www.thefranchiseconsultingcompany.com/post-title1</guid>
      <g-custom:tags type="string">franchise,metrics,consulting</g-custom:tags>
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    </item>
    <item>
      <title>Finding the Best Franchise</title>
      <link>https://www.thefranchiseconsultingcompany.com/post-title</link>
      <description>Learn about the secret to a great franchise- operations support!</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Operations Support For Your Franchise

                &#xD;
&lt;/h3&gt;&#xD;
&lt;div&gt;&#xD;
  &lt;img src="https://irp-cdn.multiscreensite.com/md/unsplash/dms3rep/multi/photo-1482932973216-15c6808e8691.jpg" alt="" title=""/&gt;&#xD;
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  &lt;/span&gt;&#xD;
&lt;/div&gt;&#xD;
&lt;div data-rss-type="text"&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;!--StartFragment--&gt;  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Over my 35 years in the franchising business, I’ve been asked which franchise is the best to buy.  This is a loaded question in the franchise business.  My response is “it depends.”, however, one of the best ways to evaluate their franchise opportunity is by their franchise support.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    People looking for a new business look to a franchise so they are not on their own.  Can your perspective or current franchisor say that they have support on a regular basis?   
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Unfortunately, in this day and age, many franchisors cut the support function in their business.  This is the LAST place to “trim the fat” in a franchise organization.   
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    What support do you need?  Here is a list of bare minimums.  We’ll talk about each of them in a different blog.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;ol&gt;&#xD;
    &lt;li&gt;&#xD;
      &lt;p&gt;&#xD;
        
                        
        Operations
      
                      &#xD;
      &lt;/p&gt;&#xD;
    &lt;/li&gt;&#xD;
  &lt;/ol&gt;&#xD;
  &lt;ol&gt;&#xD;
    &lt;li&gt;&#xD;
      &lt;p&gt;&#xD;
        
                        
        Marketing
      
                      &#xD;
      &lt;/p&gt;&#xD;
    &lt;/li&gt;&#xD;
  &lt;/ol&gt;&#xD;
  &lt;ol&gt;&#xD;
    &lt;li&gt;&#xD;
      &lt;p&gt;&#xD;
        
                        
        General Questions
      
                      &#xD;
      &lt;/p&gt;&#xD;
    &lt;/li&gt;&#xD;
  &lt;/ol&gt;&#xD;
  &lt;ol&gt;&#xD;
    &lt;li&gt;&#xD;
      &lt;p&gt;&#xD;
        
                        
        In case of emergency
      
                      &#xD;
      &lt;/p&gt;&#xD;
    &lt;/li&gt;&#xD;
  &lt;/ol&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;b&gt;&#xD;
      
                      
      Operations:
    
                    &#xD;
    &lt;/b&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    What is the best way to run your new franchise?  The franchisor should be coaching you on a REGULAR basis. You are buying a franchise so the franchisor can show you how to run your business and help make you successful.  That is why the business is franchised so you can duplicate the franchise model and realize the success the franchisor portrays in their FDD.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    This may sound basic; however, you should know your operations support person, see them at least on a monthly basis, know their phone number and their email address.  More importantly, they need to be responsive and accountable to the franchisor and to you, the franchisee.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    You should be on a call with them on a weekly basis as well as working with your fellow franchisees.  Talk about what is working in your business and talk about your challenges.  
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Let's talk about a few things that you can discuss with your operations person. The first of which is how to maximize efficiencies in your new business so you can maximize profitability. This can be simply observed by your operations person to provide you with feedback. Secondly, work with them on your profit and loss statement.   Your operations person should be an expert in looking at your business to help you maximize efficiencies and your profit and loss statement to identify key areas to maximize your profitability in your new franchise.   
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    It is in your best interest to be profitable so you can develop and grow your business. It is also in the franchisors best interest to help you be profitable so they can be more profitable.  The bottom line is, franchisors make money off of royalties. The higher your royalties, the higher their profitability.   
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;b&gt;&#xD;
    &lt;br/&gt;&#xD;
  &lt;/b&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    When you are in your due diligence period looking for a new franchise, be sure to ask your perspective franchisor specifics regarding their operations support.  When you talk to current franchisees, ask about how they are supported by their operations team.  Ask specific questions on the different topics I've listed above so you can get real-time information and unbiased feedback. 
  
                  &#xD;
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    Ask for specifics. Ask how the franchisees work together to help each other and how does the operations team facilitate this?
  
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    In my next blog, I'll talk about what you should look for in marketing support. 
  
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  If you like this article, feel free to reach out to me, Janice Charles, so we can talk further.  I can be reached at 303-319-5186 or 
  
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  &lt;a href="mailto:janice@thefranchiseconsultingcompany.com"&gt;&#xD;
    
                    
    janice@thefranchiseconsultingcompany.com
  
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      <pubDate>Fri, 15 Dec 2017 02:46:34 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/post-title</guid>
      <g-custom:tags type="string">franchise,operations,excellence</g-custom:tags>
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    <item>
      <title>Millenials and Franchising</title>
      <link>https://www.thefranchiseconsultingcompany.com/millennials-and-franchising</link>
      <description>Why The Two Are An Unlikely Match</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  Five Reasons Why The Two Of Them Click

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  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Classic 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Colorful 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Colorful 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Colorful 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Columns 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 7"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Grid 8"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 7"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table List 8"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table 3D effects 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table 3D effects 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table 3D effects 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Contemporary"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Elegant"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Professional"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Subtle 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Subtle 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Web 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Web 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Web 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Balloon Text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" Name="Table Grid"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
   Name="Table Theme"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" Name="Placeholder Text"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="1" QFormat="true" Name="No Spacing"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" SemiHidden="true" Name="Revision"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="34" QFormat="true"
   Name="List Paragraph"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="29" QFormat="true" Name="Quote"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="30" QFormat="true"
   Name="Intense Quote"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="61" Name="Light List Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="70" Name="Dark List Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 6"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="19" QFormat="true"
   Name="Subtle Emphasis"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="21" QFormat="true"
   Name="Intense Emphasis"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="31" QFormat="true"
   Name="Subtle Reference"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="32" QFormat="true"
   Name="Intense Reference"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="33" QFormat="true" Name="Book Title"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="37" SemiHidden="true"
   UnhideWhenUsed="true" Name="Bibliography"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="39" SemiHidden="true"
   UnhideWhenUsed="true" QFormat="true" Name="TOC Heading"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="41" Name="Plain Table 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="42" Name="Plain Table 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="43" Name="Plain Table 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="44" Name="Plain Table 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="45" Name="Plain Table 5"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="40" Name="Grid Table Light"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46" Name="Grid Table 1 Light"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="47" Name="Grid Table 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="48" Name="Grid Table 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="49" Name="Grid Table 4"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51" Name="Grid Table 6 Colorful"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52" Name="Grid Table 7 Colorful"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46"
   Name="Grid Table 1 Light Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51"
   Name="Grid Table 6 Colorful Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52"
   Name="Grid Table 7 Colorful Accent 1"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46"
   Name="Grid Table 1 Light Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51"
   Name="Grid Table 6 Colorful Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52"
   Name="Grid Table 7 Colorful Accent 2"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="46"
   Name="Grid Table 1 Light Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="51"
   Name="Grid Table 6 Colorful Accent 3"&gt;&lt;/w:LsdException&gt;
  &lt;w:LsdException Locked="false" Priority="52"
   Name="Grid Table 7 Colorful Accent 3"&gt;&lt;/w:LsdException&gt;
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  &lt;p&gt;&#xD;
    
                    
    Just
like fictional lovebirds, we can see how 
    
                    &#xD;
    &lt;a href="http://www.fran-frog.com/"&gt;&#xD;
      &lt;b&gt;&#xD;
        
                        
        millennials and franchising
      
                      &#xD;
      &lt;/b&gt;&#xD;
    &lt;/a&gt;&#xD;
    
                    
     have
made a match that seems to be made from heaven. People aged 30 and below can be
seen already owning or managing their own businesses. Thanks to franchising,
they need not labor hard until their 50’s just to start on a venture that they
have been longing for. Because of franchising, even the inexperienced and the
young now have the chance to be their own boss should they wish to.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    But for
sure there is no magic formula as to why millennials are generally successful
in franchising. The items below will tell us why things simply fall into place
for them.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;!--[if !supportLists]--&gt;                            ·      

    
                    &#xD;
    &lt;!--[endif]--&gt;    &lt;b&gt;&#xD;
      
                      
      Millennials are risk-takers.
    
                    &#xD;
    &lt;/b&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
    
Being born in the decade of Mission Impossible, Transformers, and Harry Potter,
millennials are not new to dreaming of the impossible. This is why they easily
attempt the impossible. 
    
                    &#xD;
    &lt;a href="http://www.franchise.org/millennials-want-to-buy-franchises-yet-almost-no-ones-marketing-to-them"&gt;&#xD;
      &lt;b&gt;&#xD;
        
                        
        Franchising
      
                      &#xD;
      &lt;/b&gt;&#xD;
    &lt;/a&gt;&#xD;
    
                    
     is a great door of opportunity opened for
them to take calculated risks. They are the generation who will not back down
on something new or unfamiliar. With technology on their side, they can easily
learn and adapt to anything that they set their mind into.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;!--[if !supportLists]--&gt;                            ·      

    
                    &#xD;
    &lt;!--[endif]--&gt;    &lt;b&gt;&#xD;
      
                      
      Millennials find joy in being in control.
    
                    &#xD;
    &lt;/b&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
    
Millenials are born at a time when strict and military discipline is no longer
prevalent. Because of that, they are used to doing whatever they like. For
those who can afford, they would prefer to franchise their own business rather
than be under the control of some board of trustees, or management even if it
is their own family. Owning a franchise business gives them the sheer joy of
being the boss and having full control.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;!--[if !supportLists]--&gt;                            ·      

    
                    &#xD;
    &lt;!--[endif]--&gt;    &lt;b&gt;&#xD;
      
                      
      Millennials want to get rich, fast.
    
                    &#xD;
    &lt;/b&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
    
These people live in the fast lane. Why finish college when you can earn while
you are young? Why wait to be wealthy to start a big business when you have
enough to start a small one today? These are their normal sentiments. They want
to earn early, they want to succeed the soonest time, and they want to get rich
now. Franchising offers them this opportunity that is why they are easily
attracted to its promises and possibilities.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;!--[if !supportLists]--&gt;                            ·      

    
                    &#xD;
    &lt;!--[endif]--&gt;    &lt;b&gt;&#xD;
      
                      
      Millennials can take advantage of the systems
and technologies of those who are ahead of them.
    
                    &#xD;
    &lt;/b&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
    
Because they are born rather late. Those ahead of them already have preset
ideas, technologies, and systems that are proven to work in life or in
business. Luckily for these millennials, all they need to do is to put these
things in good use for them to prosper on their own. With franchising, they
need not start from scratch. They can just adapt what has been working and reap
the same benefits.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;!--[if !supportLists]--&gt;                            ·      

    
                    &#xD;
    &lt;!--[endif]--&gt;    &lt;b&gt;&#xD;
      
                      
      Millennials have the resources to do “trial
and error”.
    
                    &#xD;
    &lt;/b&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
    
Because they are young and mostly single, they have the time and the resources
to try things out. Should they fail, they can always try something else without
too much to lose. They still have a lot of time to correct their mistakes and
they don’t have a family to think of protecting. Now if they succeed, they have
everything to gain since they are still young and can maximize the time and
resources they have up to its fullest possibilities.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Being
young no longer means being weak. Experience is no longer an edge. With how
fast the world is turning, experience has become relative. When it comes to franchising,
it takes brave, not tenured, individuals to succeed. And that word, brave,
perfectly sums up the millennials.
  
                  &#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    
    Still,
it is best for them to consult those who have been there and know better. That
is why 
    
                    &#xD;
    &lt;b&gt;&#xD;
      
                      
      The Franchise Consulting
Company
    
                    &#xD;
    &lt;/b&gt;&#xD;
    
                    
    , a
    
                    &#xD;
    &lt;a href="http://www.fran-frog.com/franchise-consulting-agency-in-florida"&gt;&#xD;
      &lt;b&gt;&#xD;
        
                        
         franchise consulting agency
      
                      &#xD;
      &lt;/b&gt;&#xD;
    &lt;/a&gt;&#xD;
    
                    
    , opens its doors to
millennials who are in search of good counseling and coaching when it comes to
the ways of franchising. We are the trusted company of businessmen – old and
young alike when it comes to their franchising needs. So check our website
today or call us for an appointment. You can call me directly by calling 
    
                    &#xD;
    &lt;b&gt;&#xD;
      
                      
      1-800-388-2810. X402.
    
                    &#xD;
    &lt;/b&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;b&gt;&#xD;
      
                      
      Best to your franchise exploration,
    
                    &#xD;
    &lt;/b&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;b&gt;&#xD;
      
                      
      Ron Sacco
    
                    &#xD;
    &lt;/b&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;p&gt;&#xD;
    &lt;b&gt;&#xD;
      
                      
      ron@thefranchiseconsultingcompany.com
    
                    &#xD;
    &lt;/b&gt;&#xD;
  &lt;/p&gt;&#xD;
  &lt;br/&gt;&#xD;
  &lt;!--EndFragment--&gt;  &lt;p&gt;&#xD;
  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
      <enclosure url="https://irp-cdn.multiscreensite.com/5445f2d9/dms3rep/multi/1.png" length="101531" type="image/png" />
      <pubDate>Fri, 15 Dec 2017 02:42:20 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/millennials-and-franchising</guid>
      <g-custom:tags type="string">Millenials,franchising</g-custom:tags>
      <media:content medium="image" url="https://irp-cdn.multiscreensite.com/5445f2d9/dms3rep/multi/1.png">
        <media:description>thumbnail</media:description>
      </media:content>
    </item>
    <item>
      <title>The Well Meaning Father</title>
      <link>https://www.thefranchiseconsultingcompany.com/blog/the-well-meaning-father</link>
      <description>“Shirtsleeves to shirtsleeves in three generations” is how Americans describe the high failure rate of family
businesses—a phenomenon noted in many cultures.</description>
      <content:encoded>&lt;h3&gt;&#xD;
  
                  
  “Shirtsleeves to shirtsleeves in three generations” is how Americans describe the high failure rate of family businesses—a phenomenon noted in many cultures.

                &#xD;
&lt;/h3&gt;&#xD;
&lt;div&gt;&#xD;
  &lt;img src="https://irp-cdn.multiscreensite.com/md/unsplash/dms3rep/multi/photo-1503160814947-656030efef06.jpg" alt="" title=""/&gt;&#xD;
  &lt;span&gt;&#xD;
  &lt;/span&gt;&#xD;
&lt;/div&gt;&#xD;
&lt;div data-rss-type="text"&gt;&#xD;
  &lt;p&gt;&#xD;
    
                    “Shirtsleeves to shirtsleeves in three generations” is how Americans describe the high failure rate of family
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  businesses—a phenomenon noted in many cultures.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Brazil “Pai rico, filho nobre, neto pobre” (Rich father, noble son, poor grandson)
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  China “Fu bu guo san dai” (Wealth never survives three generations)
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Mexico “Padre bodeguero, hijo caballero, nieto pordiosero” (Father merchant, son gentleman, grandson
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  beggar)
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Italy “Dalle stalle alle stelle alle stalle” (From the stables to the stars and back to the stables)
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  I am often contacted by the pater familias with this request “can you find me a business – preferably an
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  existing business with cash flow – that I can purchase and grow with the intent of having my family work in
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  it”
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  The answer is a resounding yes. With over 3000 different franchised brands in the United States, you have a
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  wide variety of opportunities to investigate. Based upon what you are trying to achieve, this list will narrow
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  significantly. If you would like to discuss what’s out there – just call me - I can help you with this.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  However, before we start looking, there are 2 major areas that must be carefully considered and investigated
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  1. The Plan
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  2. The Purchase
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    &lt;b&gt;&#xD;
      
                      
    The Plan:
  
                    &#xD;
    &lt;/b&gt;&#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  In the United States, a familiar aphorism—“Shirtsleeves to shirtsleeves in three generations”—describes the
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  propensity of family-owned enterprises to fail by the time the founder’s grandchildren have taken charge.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  Variations on that phrase appear in other languages, too. The data support the saying. Some 70% of family-
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  owned businesses fail or are sold before the second generation gets a chance to take over. Just 10% remain
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  active, privately held companies for the third generation to lead.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  Much of my work centers around helping families put a plan together to articulate what the founder
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  (probably you who are reading this email!) are looking to accomplish and IS a franchise the right vehicle to
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  help you get there. For many people it is not. Once we can understand IF a franchise is right – we can then
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  put a plan in place to articulate your goals and use them to identify quality franchise systems that can help you
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  get there.
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    &lt;b&gt;&#xD;
      
                      
    The Purchase:
  
                    &#xD;
    &lt;/b&gt;&#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  There are several ways you can look to understand what an asset is worth:
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  1. The Income Approach
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  2. The Market Approach
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  3. The Asset-Based Approach
  
                    &#xD;
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  Different opportunities will need a different valuation approach. If you would like a comprehensive
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  powerpoint on how to value an existing business – just email me and I will be happy to send it to you.
  
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    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  If you would like to have a straight shooting conversation about how to understand the world of franchising,
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  please feel free to contact me. 
  
                    &#xD;
    &lt;br/&gt;&#xD;
    &lt;br/&gt;&#xD;
    
                    
  My number is 800-321-6072 and my email is Nick@TheFranchiseConsultingCompany.com
  
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    &lt;br/&gt;&#xD;
    
                    
  I look forward to hearing from you!
  
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    &lt;br/&gt;&#xD;
    
                    
  Sincerely,
  
                    &#xD;
    &lt;br/&gt;&#xD;
    
                    
  Nick Neonakis
  
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    &lt;br/&gt;&#xD;
  &lt;/p&gt;&#xD;
&lt;/div&gt;</content:encoded>
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      <pubDate>Tue, 12 Dec 2017 21:53:10 GMT</pubDate>
      <guid>https://www.thefranchiseconsultingcompany.com/blog/the-well-meaning-father</guid>
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