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Valuable currency

May 30, 2016 by

A wise man once said: “It’s what you say when you’re not saying anything that people listen to the most.” Although it sounds weird, the fact is we are communicating all the time, whether we are speaking or not. According to Albert Mehrabian, professor emeritus of psychology at University of California, Los Angeles, the words we say only convey seven per cent of what we are communicating to others. Our tone of voice makes up the next 38 per cent, but it is our body language that says the most – the remaining 55 per cent.

STAGE

When you’re in business, you are ‘on stage’ all the time. Our customers, staff and stakeholders are making decisions about what they will do next based on what they believe we are saying – whether we know it or not. There is no room for ambiguity or mixed messages. We all have a personal brand. People are either attracted to us or will cross to the other side of the street when they see us coming. We are all Marmite. Have you ever thought about what your personal brand is? Valuable currency (1)

Do you know what you stand for and what values you represent in the eyes of others? One lady who knows more about this than most is the personal branding specialist MonaLisa Chukwuma. Her new book, called Define Yourself, is probably the most comprehensive on the subject I have ever read. Our personal brand is our choice. We can invent the person we want to be and then become them, but this doesn’t mean putting on an act like a performer in the West End. You have to be congruent and live your brand in everything you say and do. You have to be predictable and consistent in the way you approach any set of circumstances. People love positive predictability. We can all light up a room – some of us do it when we walk in, others do so when they leave. Valuable currency (2)

Which are you? It’s also true that we only get one chance to make a first impression. The opinion we form about somebody within the first minute of meeting them often sticks with us for life and rarely changes. So what can we do to make the most of that first precious moment?

PITCH

Have you ever been to a networking evening and watched people get it wrong? Their objective seems to be to give out as many business cards as they can and make their pitch to anyone standing within three feet of them. In their rush to achieve this, they hardly listen to anyone. In fact, it is almost impossible to get a word in edgeways. Will this endear them to others and generate a rush of business?

Probably not. In 1936 Dale Carnegie, in his book How to Win Friends and Influence People, was promoting the concept of being a good listener and encouraging others to talk about themselves. Certainly, this is the fastest way of finding out if someone is in your marketplace – it beats wasting five minutes by talking at them without knowing anything about them. Dale also believed that to win friends you have to become genuinely interested in other people. Funnily enough, if you let others do all the talking, they will believe you are a great conversationalist.Valuable currency (3)

Of course, no one will ever win business by remaining silent, which is why you have to hone what you do say to make it count. The best way of talking about your business is in terms of outcomes rather than services. Put yourself in the mindset of the person you are talking to and ask yourself: what’s in it for them? For example, you might build websites and be able to talk techy till the cows come home. However, few people will get excited if you launch into an explanation of search engine optimisation and the clever things you can do with HTML. Instead, what you might say is: “I help businesses turn casual visitors to their websites into customers by using a tried and tested technique.” The question that immediately invites is: “What is that?” They you’re into a conversation. Or you can talk about best lightweight double stroller if you see they are taking care of their newborn babies.

The person wants to know what’s in it for them. Picture yourself going between floors in a lift with another person. You only have a few seconds to answer their question of: “What do you do?” What can you say to get their attention and generate a desire to learn more? As a publisher, I wouldn’t talk in terms of creating and selling books, but instead talk about helping people to raise their profile in their marketplace, positioning them as an expert and opening up a new income stream by becoming a published author. Putting the benefits first rather than the features.

CHECKLIST

Just because you might sell a service or product the person you are talking to might want doesn’t meant they will automatically become your customer. People have a mental checklist they are measuring you against. They want to do business with people they like – why wouldn’t they? So how can you make yourself more approachable? Valuable currency (4)

Take another leaf out of Dale Carnegie’s book and always talk in terms of the other person’s interests. You may be a passionate football supporter, but if that is all you talk about, you’ll soon find yourself on your own. By learning about your customers, what their problems are and what they are trying to achieve, you can give them the gift of your specialist knowledge. Knowledge is a currency. Share it generously and customers will reward you by coming back time and time again.

Filed Under: cover story Tagged With: currency, personal branding, rush of business, search engine optimisation

Small Investment Big Return

May 25, 2016 by

Many would-be entrepreneurs are deterred from starting their own businesses by a lack of capital but the Direct Sales industry offers an attractive package of low start-up costs and ongoing training designed to kick-start your new business and generate additional income at an early stage of development.

Making Money’s Opportunity Finder is a user-friendly guide to the diverse range of opportunities in the Direct Sales industry and provides up-to-date contact information as well as sound advice from the Direct Selling Association. Through these pages you will be able to find a product range you feel comfortable with and a company that offers you the opportunity you are looking for. It could change your life for ever.

  • HOW TO USE OPPORTUNITY FINDERSmall Investment Big Return (3)

    Details of companies operating in the UK are listed by product group – Health, Beauty, Household, Communications and Miscellaneous. Some companies will appear more than once in the listings as they offer opportunities across several products ranges. You can obtain further information on any of these companies by either:
    ■ Visiting the company’s listed website.
    ■ Completing the pre-paid reader enquiry card

    NETWORK MARKETINGSmall Investment Big Return (2)

    Network Marketing adheres to Paul Getty’s famous philosophy that it is better to earn a small amount of money from a large number of people than to earn a lot of money from a small number of people. Network Marketing has grown in the UK by over 40 per cent in the last 5 years. Offering low investment and ongoing training, network marketing is a people business where networkers build teams of like-minded entrepreneurs – who in turn build their own teams. Income is earned from every member of each individual’s team and that income usually remains in place while the team is active. As most of the products and services are consumable by nature, there is a an opportunity to build a strong and loyal customer base, thereby creating rapidly increasing earnings and, as most opportunities can be started part time – in tandem with a full time job – it offers a realistic and low-risk entry into the world of business.

  • DIRECT SELLINGSmall Investment Big Return (4)

    Whilst many companies use both network marketing and direct sales to promote their goods and services, some rely solely on the direct sales approach. Organisations such as Avon Cosmetics and Eastern Energy prefer the direct sales approach where their products are uniquely sold on a person-to-person basis. A further element of direct sales – referral marketing – relies on individuals recommending products to their friends as a means of sales promotion.

  • PARTY PLANSmall Investment Big Return (5)

    With its UK origins somewhere back in the early 1960s, party plan continues to provide an effective sales platform for many companies. Party plan succeeds through a ‘hostess’ inviting a group of friends and acquaintances into her home for an informal evening where a party plan representative presents a range of products that can be purchased or ordered during the evening. The incentive for the ‘hostess’ is usually a free gift from the product range and the party plan representative will use the occasion to motivate guests to host further parties themselves, thereby maintaining the party plan momentum. Party plan selling is ideal for products where a lot of information needs to be communicated to potential customers.

Filed Under: start new business Tagged With: direct sales, full time job, Network Marketing, range of products, referral marketing

How to start a business

May 21, 2016 by

The first step on the startup path – even before you have your breakthrough business idea – is making the decision to start your own enterprise. You might not know what kind of business you’ll start yet or how you will operate – you just know you want to be your own boss.How to start a business (4)

If that describes the stage you are at, congratulations – you are right at the beginning of an exciting journey. The future might be uncertain but there are plenty of decisions you can make that have a direct effect on the fate of your business. And as you are just starting out, here are some basic tips and points to consider.

  1. STARTING SMALL

    How to start a business (2)

    You don’t have to quit your job and take the risk of starting up a business without regular income to fall back on – you can start small, keeping your day job, working in your spare time and building up your business gradually. Although it won’t feel like a clean break and will require hard work and sacrifices, it’s a much less risky way to start your own business. Also, if you decide running a business is not for you after all, you won’t have the hassle of getting another job.

  2. THE ONLINE OPTION

    Starting your own business has never been easier. In many cases, you can save on costs by starting up online rather than opening a shop or renting premises. Even if your line of business means you need a physical presence, a website and strategic use of social media can be effective for promoting your business – and it’s relatively cheap, too.

  3. RESEARCHING YOUR IDEAHow to start a business (3)

    Once you have your business idea, you should do your research and find out if it’s really viable. Build up a picture of your target customer and find out how you can serve their needs better than the competition. You could even perform your own market research by setting up a focus group – advertise for participants or recruit them via social media and get their thoughts and feedback on your potential offering.

  4. BUSINESS STRUCTURE

    It’s important to decide on the most appropriate structure for your business because it will affect the way you draw capital from it and pay tax. Options include forming a limited company, a partnership or working as a sole trader. An accountant will be able to advise you and help you decide.

  5. FUNDING

    Depending on how ambitious your plans are you might need to secure funding for your business. If so, look into all the options at your disposal. It’s worth investigating whether you’re eligible for any government funding schemes such as small business grants. You could also approach your bank for a business loan. Friends and family might be interested in making an investment in your business, or you could try pitching your idea to angel investors or using a crowdfunding website such as www.crowdfunder.co.uk.

  6. KNOW YOUR LEGAL REQUIREMENTSHow to start a business (6)

    As a business owner, you need to make sure you’re up to speed on things like tax law, intellectual property and health and safety. Get professional advice if you need it. And Keep HM Revenue & Customs informed of any changes to your circumstances.

  7. SHOP AROUND

    Research suppliers, manufacturers, wholesalers, logistics firms and accountants to make sure you’ll get quality service for the lowest possible cost. You need to think about the bottom line and maximise your profit as much as possible. Without cutting corners, you need to get the best deals you can – so do your homework and be prepared to negotiate.

Filed Under: start new business Tagged With: business loan, funding for your business, professional advice, suppliers, tax law

Ten children’s sector franchises (part 2)

May 4, 2016 by

RAZZAMATAZ THEATRE SCHOOLS

This franchise gives individuals the opportunity to run their own part-time performing arts schools, even if they have very limited business knowledge. This makes it ideal for a range of people who want to balance a financially rewarding career with their love of dance, drama and singing. Shelley Fitzgibbon of Razzamataz Wokingham and Woodley, explains: “I was a professional performer for 10 years and when considering my next options, I wanted something that would earn me a substantial salary, so I didn’t have to scrimp and save. “Also, flexibility was key because I was desperate to be a mother.Ten children’s sector franchises (part 2) (2)

I decided on Razzamataz because the set-up fee was far less than other franchises. I could get a loan, so didn’t need a big deposit, and I liked the fact you could put on big shows. “I’ve been open in Wokingham for five years and have 153 students at that branch. In Woodley, I’ve been open for four years and have 70 students. Both these schools have allowed me to make a good living – I never thought I would be able to afford the nice lifestyle I now have.”

WATER BABIES

The fact this business has never had a franchise failure, combined with winning numerous awards, speaks
volumes about Water Babies’ approach to franchising, Paul Thompson, the company’s CEO and co-founder, says. He adds: “Each franchisee receives a five-year license with the option to renew at no additional cost and within this we provide a fully comprehensive start-up kit, including pool equipment, leaflets, teachers’ tops and an unrivalled level of support. “We have a head office staff of 26 to support a network of 55 franchisees, who we train in all aspects of running their own businesses and our internal systems.Ten children’s sector franchises (part 2) (3)

Our finance relationship team offers a bookkeeping service to all new franchisees for their first 12 months of trading, which includes a dedicated member of the team to contact for all finance queries, business plan set up and reviews, invoice processing, bill payments, account reconciliation and cash management.” Water Babies also provides ongoing strategic advice and financial planning for existing franchisees, as well as bespoke financial templates that assist the network with their business decisions, allowing franchisees to be as successful as they can be. “All Water Babies franchisees must train as swimming teachers before taking the Water Babies in-house training course and our swimming teachers are the only ones who can obtain a nationally recognised diploma,” Paul says. “We want franchisees who have a passion for the activity and empathy for parents and children. Business systems and training can be built around you.”

MUSICAL MINIS

Established over 25 years ago, Musical Minis was one of the first children’s franchises in the UK. Founded by child psychologist and Great Ormond Street Hospital play specialist Karen Sherr, the company offers music classes to children from 0-5 years old that have an emphasis on child development. Franchisees are generally mothers who want to fit a profitable, sustainable business around their family commitments.Ten children’s sector franchises (part 2) (1)

Whether running a small amount of sessions themselves, or training leaders to expand their business, franchisees are allowed to operate at whatever pace feels right for them. Lessons are fully planned, while instruments and exclusive licensed music come as part of the franchise package. The company also recently launched an interactive children’s app. Whether you are looking for a small business to build slowly or an opportunity to become the largest children’s music group in your territory, if you are friendly, hardworking and enthusiastic, Musical Minis could be the franchise opportunity for you.

SHERPA KIDS

Vicki Prout, co-director of Sherpa Kids International, a global franchising company that runs before and after-school clubs and holiday activities for primary school-aged children, believes there is a gap in the market for its services in the UK. Her opinion is based on evidence such as the government’s More Affordable Childcare Report, published in July 2013, which shows that many families across Britain often find it difficult to arrange the right sort of care at the right price.Ten children’s sector franchises (part 2) (1)

The study says only half of parents can find suitable term-time childcare to fit with their working hours, yet nearly two-thirds of parents of school-age children need before or after-school or holiday care in order to combine family and work. These findings are backed up by a 2014 report from the Family and Childcare Trust called Out of School, Out of Mind. It claims there are ‘virtual childcare deserts’ in significant parts of the country and large variations in price. Sherpa Kids, which has recently launched clubs in London, is offering franchising opportunities for entrepreneurs across the UK who have the vision, business acumen and interpersonal skills needed to succeed in this demanding yet highly rewarding sector.

PREMIER SPORT

Premier Sport, the UK’s largest children’s sport and physical activity franchising company, is looking for passionate business people to join its network. The company operates established support systems based on more than 15 years’ experience, expertise and, crucially, investment into franchise owner processes. It specialises in children’s coaching, providing sports teaching and instruction in curriculum time, as well as after school. Premier Sport operates over 100 franchised areas throughout the UK and is a full member of the British Franchise Association.

The combined turnover of the top 10 Premier Sport franchise owners is higher than the overall network turnover of the company’s closest rival. This demonstrates the maturity and scale of its franchise model, providing you with a market leading return on your investment. The financial results speak for themselves – 67 per cent of Premier Sports’ established businesses will generate a six-figure turnover this year. Daniel Bloomfield, Premier Sports’ Ipswich and Maidstone franchise owner, says: “My business has grown year on year and I now employ over 40 qualified activity professionals, who deliver inspirational opportunities to young people. Working in this thriving and growing marketplace, I’m on course to turnover £1,100,000 this financial year.”

Filed Under: start new business Tagged With: big deposit, business knowledge, CEO, child development, franchisees, good living, substantial salary

Living the good life

March 20, 2016 by

The Coyote Ugly legend began with a girl, a dream and a little bit of Wild Turkey in New York. In 1992 Liliana ‘Lil’ Lovell, a 24-year-old Wall Street apprentice-turned-bartender was living a good life. She was doing a job she loved, making money and gaining notoriety for her antics on the bar, as well as behind it.

BUSINESS PLAN

Tired of working for other people, she was ready to make her move. The plan was simple – open her own bar, make money and have fun doing it. Determined not to let anyone or anything get in her way, she drew up a business plan – beautiful girls + booze = money. In 1993 the first Coyote Ugly Saloon opened in New York’s East Village. It was at this first bar that the culture that is Coyote Ugly was born; Lil created a venue with beautiful, larger-than-life personalities behind the bar who she affectionately named Coyotes. From the beginning, the patrons came pouring in to be a part of Coyote Ugly. The male patrons fell in love with the Coyotes and the females patrons wanted to be Coyotes. The Coyotes not only poured drinks, they danced on the bar, sang into the mic, told jokes, drank shots with the customers and created an experience not found in any other establishment.Living the good life (1)

The success of Lil’s New York bar attracted a lot of attention. In 1997 one of her Coyotes, Elizabeth Gilbert – she went on to be the bestselling author of Eat, Pray, Love – wrote an article that featured in GQ magazine and was headlined The muse of the Coyote Ugly Saloon. The exposure caught the attention of Disney/Touchstone and the movie Coyote Ugly was released in 2000. It grossed over $113 million and launched the brand to a worldwide audience. Today Coyote Ugly has 20 saloons open around the globe, with corporate owned locations in the USA and franchised locations in Russia, Ukraine and Germany. The company has plans to double that number in the next several years, with more USA corporate locations and expansion into more non-US markets with franchise partners in key countries.

With a support and training system created from over 20 years of experience and managing over 20 saloons worldwide, Coyote Ugly is now offering this franchise programme to partners around the world. Fuelled by recent location openings, the recognition of a blockbuster movie, three seasons of a reality show on MTV’s Country Music Television and many features in magazines such as Inc, Playboy, Maxim and GQ, Coyote Ugly is sure to attract the right partners to take advantage of the brand’s strength.

WELL OILED

Led by owner, founder and original Coyote Lil Lovell, Coyote Ugly has a well-oiled machine for a system. 22 years after its conception in New York, the Coyote Ugly brand has never been stronger. The company is able to provide systems and methods for running the business, as well as the flexibility to adapt to local cultures and traditions. The robust training and operations system includes full training of owners, managers and staff; assistance with site selection and procurement; store design; brand and marketing guidance; and ongoing support.

Living the good life (2)Franchisees who are hands-on, have an understanding of their local market and commit to follow Coyote Ugly’s franchise system are most likely to become key players in the bar and nightclub retail sector. The total investment in a Coyote Ugly Saloon franchise is between £315,000-£790,000, dependent on location and size. Single and multi-unit franchise partnerships are available throughout the UK, Ireland and globally. Single sites have a franchisee fee of £39,500, while multi-store investors can expect to pay a fee of £79,000 for the rights to open up to three units.

With the assistance of the brand and support of the system to get you started effectively and efficiently, you can begin making money more quickly in comparison to most concepts and enjoy the benefits of a strong opening. Coyote Ugly has successfully executed the process of starting a new saloon time and time again. As a franchisee, you get the system and process to duplicate that success by following the franchise’s opening systems and Lil’s recipe for success, which includes, but is not limited to, a pre-opening marketing campaign to generate interest leading up to the grand opening. The training and support programmes begin as soon as you become a franchisee.Living the good life (3)

Coyote Ugly starts by helping you develop the plan for your saloon, building your marketing plan and assisting you to find the best location. Coyote Ugly Saloons are typically found in large cities that combine heavy tourism and local patronage, as well as small tourist destinations, to make sure your travel is most comfortable, just carry your best rated mattress by checking reviews at here. Markets must have a large local and/or transient tourist population with disposable income, a drinking culture and entertainment districts with other draws, such as bars, restaurants and sports venues.

EXCITING ADVENTURE

Owning a bar/nightclub is an exciting adventure. Being surrounded by and building success by offering an opportunity for the community to have fun, meeting celebrities and being the talk of the town offers an experience not found in other industries. Pair those qualities with ownership of a brand like Coyote Ugly and you have a recipe to start living the good life. Day-to-day operations of a saloon are first and foremost, so as to be sure you’re operating with the Coyote Ugly culture and as per system requirements. As an owner, you will likely have a team that includes a general manager, an assistant manager, Coyotes (bartenders), bar backs and security. Your main responsibilities include managing your team to make sure all the behind-the-scenes tasks are taken care of, as well as developing and executing marketing plans in order to attract new customers.

Filed Under: start new business Tagged With: become a franchisee, business plan, franchise programme, local cultures, marketing guidance, New York

Ten children’s sector franchises (part 1)

March 18, 2016 by

PUDDLE DUCKS

Puddle Ducks is an award winning baby and toddler swimming franchise business. Built on over 12 years
of research and experience, the business provides industry leading classes for children to enable them to enjoy learning to swim. Franchisees teach over 14,000 babies and children across the UK every week and also offer aquanatal classes for mothers to be. Teaching important life skills is magical and combined with building a successful, flexible and rewarding company, a good work-life balance is achievable with this franchise. A Puddle Ducks franchisee has a wide variety of tasks to complete every day – from teaching classes and admin, to marketing, customer service and business planning.Ten children’s sector franchises (part 1) (1)

Franchisees also work with pool owners and operators to set up new classes within their territory. Puddle Ducks won the national Smith & Henderson Best Franchise Award in 2014 and 2011 and was a finalist in 2012 and 2013. It was awarded 5 Star Franchisee Satisfaction in 2014 and 2013 and won the Best Business of the Year in the Macclesfield and Wilmslow Business Awards 2012. The company is a full member of the British Franchise Association and aims to do everything possible to support franchisees in the successful launch and development of their businesses.

TATTY BUMPKIN

This business was started in 2004 to provide a creative children’s programme inspired by yoga. Its motto is ‘Bendy, giggly, clever and strong’, which is what Tatty Bumpkin would like all its children to become. It also sums up the business’ franchise – bendy, because the business is flexible, with opportunities for parties, classes, holiday clubs, nursery classes and festivals, so you can structure your business to give you the work-life balance you need; giggly, because franchisees say they love their work; clever, because even if you’ve never run a business before, you are given all the tools you need to make it a success; and strong, because the network of Tatty Bumpkin franchisees is strong and nurturing.Ten children’s sector franchises (part 1) (2)

As one franchisee puts it: “The professionalism, support and care that has been provided made the decision to leave the corporate world and move into franchising easy. It’s a pleasure to be part of an enthusiastic and motivated team that is truly making a difference in children’s lives.”

PROGRESSIVE SPORTS

Ten children’s sector franchises (part 1) (3)Progressive Sports has been providing specialist physical education for almost 10 years. The company is dedicated to giving every child the right to be physically active by working with schools and communities throughout the UK – helping them to access high quality PE and sport. Its aim is to increase participation, raise aspirations, boost self-confidence and help children to enjoy being physically active.

Everybody involved with Progressive Sports is passionate about the benefits of sport and their own professional development. All the company’s programmes are delivered to the highest professional standard, helping to inspire, engage and empower children. The initial franchise training takes place at head office and explains everything franchisees need to know about running a successful sports franchise. The Progressive Sports franchise package helps franchisees establish a business and begin trading immediately.

PYJAMA DRAMA

Pyjama Drama franchisees offer a drama and creative play programme for children up to seven years of age that’s designed to develop key skills such as confidence, communication and concentration, while igniting the imagination. Franchisees teach in public classes such as nurseries, schools and at children’s parties using their drama skills to whisk children away to a range of real and imaginary worlds. Children are encouraged to lead the direction of the drama themselves, meaning anything can happen and no two weeks are the same. In fact, a child can start the Pyjama Drama programme when they’re six months old, finish aged seven and never repeat the same session twice.Ten children’s sector franchises (part 1) (4)

Many franchisees choose to take on a team of session leaders to build and grow their businesses, such is the popularity of the programme with parents, nursery managers and headteachers alike. The range of activities available – from holiday workshops and classes for babies to performance parties – means a team is often required to ensure children have access to every aspect of the programme, leaving franchisees more time to build their customer database and secure new contracts.

KUMON

This company is the largest educational franchise in the UK and Ireland, with over 690 study centres. Established in Japan over 60 years ago, there are currently over four million Kumon students worldwide.
Sharon Carlin, an instructor at the Kumon Urmston Study Centre, says: “Kumon is a professional company with high standards and expectations for its franchisees and offers the support and training to achieve those standards. “It is so rewarding seeing children progressing and achieving, their joy at their success and belief in themselves, and seeing their confidence grow.Ten children’s sector franchises (part 1) (5)

I love being part of nurturing each child to become a confident, well-rounded, successful individual. “The initial training was excellent and structured, plus we had training throughout our first six months of being an instructor. Kumon also holds monthly training meetings on relevant topics, which I find very useful, and you learn all the time. “My area manager is always at the end of the phone. She gave me advice about marketing, carrying out enrolments, running the class and setting work for students to ensure they are studying at the right level.” Sharon has no regrets about becoming a Kumon franchisee: “I love that my job is varied and I am meeting new families all the time. Being a franchisee is so rewarding, as you are responsible for the growth of the centre. Of course, there are highs and lows, but that is part of learning.”

Filed Under: franchise stories Tagged With: award winning, British Franchise Association, physical education, work-life balance

Supplier to the stars

November 6, 2015 by

What is Mr Selfridge’s favourite coffee ? It’s never been mentioned on the hit ITV series (he’s rarely seen drinking anything stronger than a glass of water), but Paul Newman will tell you that Jeremy Piven,
the American actor who plays the pioneering store owner, likes nothing better than a steaming macchiato. And Miranda Hart, star of Call the Midwife, can’t wait for a refreshing latte at the end of a long day’s filming. “How do I know?” asks Paul. “I make coffee for them.”

POPULAR

That’s because as Rochester franchisee of mobile coffee company Cafe2U, Paul’s patch includes the historic Chatham dockyard, now a popular TV and movie location, with its cobbled streets and untouched Victorian and Georgian houses and buildings. Episodes of countless hit shows, including Mr Selfridge, Call the Midwife, Downton Abbey, Foyle’s War, Sherlock Holmes and Antiques Roadshow, have been filmed there. “The great thing about our mobile service is that we’re so flexible,” says Paul, who took over the Rochester area in 2011.

He’s no stranger to franchising – he worked for McDonald’s for 30 years, before deciding to become his own boss – and is currently Cafe2U’s franchisee of the year. “I might get a call saying there’s night filming at the dockyard and they need refreshments – and off I go,” Paul explains. “It’s exciting meeting some of the stars of the shows, but there’s never a dull moment in this business. You’re always going to new places and meeting new people.

Supplier to the stars (1)

It’s a great franchise and I’ve never regretted going on my own.” Since starting life in Australia in 2000, Cafe2U is now the world’s largest mobile coffee network with more than 250 franchises – over 60 in the UK – delivering freshly ground coffee and other quality drinks and snacks to businesses and workplaces. A traditional tea drinking nation, things are changing fast – 70 million cups of coffee are now sold in the UK every day, according to the latest surveys. “We’ve found customers appreciate a good cup of coffee and stick to what they like,” Paul says. And the latest studies bear him out.

Supplier to the stars (4)The current favourite from Cafe2U vans is latte (32 per cent), beating cappuccino by 14 per cent. Customers are loyal to their mobile coffee supplier, with 52 per cent visiting the vans three-five times a week and 82 per cent saying Cafe2U coffee is their favourite. “That’s good to know,” Paul says, whose red custom-built Mercedes van with its state-of-the art equipment and distinctive ‘Godfather’ air horn call sign serves at least 120 customers a day in workplaces ranging from offices and shops to shipyards, factories and industrial units. At weekends Paul is to be seen – often with wife Melanie, mother Sandra and son Harry – at leisure events in the country or at the seaside. “It’s a real family business,” he says. “I loved the van from the moment I saw it. It’s fitted out with everything you could need, including barista equipment, warming oven and fridge.” A Cafe2U franchise costs around £25,000, which includes an exclusive territory, launch and marketing activity, plus a four-week training and support programme to ensure a new business gets off to a flying start.

As the company says: “Cafe2U offers opportunities for entrepreneurs to own a mobile coffee business without the hassle of landlords, rent or staff. The Cafe2U business model is based on weekly success, with revenue increased through event and function work, so that you can balance your lifestyle and business goals. “We are now the largest provider of mobile coffee at events up and down the country. With a 70 per cent gross margin, it’s a low overhead, high margin business that has flexibility in how it can be run. Supplier to the stars (3)

Taking a great product to the customer, rather than waiting for them to visit you, puts you in control of the business from the start. “Cafe2U is a simple idea based on providing a much needed service where traditional vendors struggle. You get out of it what you put in – you can work as much or as little as you like. You can either make a living for a family or, if you are ambitious, expand and run a whole fleet – it’s up to you.”

POTENTIAL

UK managing director Tom Acland was a Cafe2U customer in his office in Sydney, Australia when he recognised the potential of the business, bought the UK master franchise and launched the first UK venture in 2006. As UK coffee consumption soars – some Cafe2U vans report sales increases of nearly 70 per cent – to around £800 million a year, the future could hardly be brighter for franchisees like Paul. “More and more businesses are locating to out-of-town areas and most are cutting back on in-house catering – many don’t even have coffee machines, which is great for us,” he says. “I started working for McDonald’s when I was 17 and progressed to management level.Supplier to the stars (2)

Once I had the experience of running my own branch, I chose to continue down the franchising route, as opposed to starting my own business from scratch, because I knew it had much more solid foundations. “I chose a Cafe2U franchise because I liked the way they came across. The franchise was in my price range as an affordable option and, funded by my personal savings, it became a reality in November 2011. “In the build-up to my launch I had five days training at Cafe2U’s head office in Leeds, then my franchise development manager worked with me shoulder-to-shoulder for 10 days during the opening weeks. “For anyone planning to buy their own franchise, my advice would be to ensure you are financially sound before you start.

This will give you the best chance of making a serious go of it. For the future, I am going to stick with my basic plan and see how things progress. I will think about buying another Cafe2U if progress continues as it is now. It’s certainly more than fulfilled all my expectations.”

SUCCESS

Other Cafe2U franchisees have similar success stories to tell. For Antonio Petrosino, taking over the Merton, London franchise has been almost a home from home. He’d spent 28 years in the catering industry and decided it was time he became his own boss. “Now I am and every day is different,” he says. “I think I have found my perfect job.” Kevin Thomas was client director of a £4 billion technology company when he saw a Cafe2U van driving around his home city of Cardiff and was intrigued.

Now after 30 years’ experience in sales, he’s his own boss, has a Cafe2U franchise and is enjoying every minute of it. Laura Macrae, an award winning Aberdeen West franchisee, first heard about Cafe2U after husband Stuart raved about a wonderful cup of coffee he had bought from a van outside his office. “I couldn’t believe you could get a decent coffee from a van, but he was absolutely right,” she remembers. “I suppose it was a life changing moment.” Back in Rochester, Paul Newman knows what she means. “I love what I do,” he says. “Looking to the future, I want to continue to build a loyal customer base and help everyone to enjoy great coffee. If Mr Selfridge likes it, I must be doing something right

Filed Under: franchise stories Tagged With: cafe, coffee, entrepreneurs, high margin, low overhead, mobile coffee business, opportunities, uk

Best thing that ever happened

November 2, 2015 by

Jill Phillips says she was “very cross” when she was made redundant from her job in credit control in September 2011. However, within 12 months she became the owner of The ZipYard in Basingstoke and admits it was probably the best thing that ever happened to her.starting your own franchise
Jill lived in Hanover, Germany from the age of 14 with her father, an ex-RAF serviceman, and German mother. In 2006, after both parents passed away, she decided to move back to the UK. It was then she met husband-to-be Gerald and became a credit analyst in the UK offices of a major US corporation based in Basingstoke.

  1. SHOCK

    But after five years with the company and having worked her way up to team leader, Jill was informed she was to be made redundant. “I thought it was a job for life and I didn’t know what to do with myself,” she explains. Jill returned to Germany for a couple of weeks to visit friends and spent time considering her future on her return to the UK. “I couldn’t muster up much enthusiasm to do anything, then Christmas came and I thought ‘Right, you’ve got to get yourself going girl’,” she says. starting your own franchise
    Soon after Jill’s husband returned home from a trip to the doctors clutching an advertisement he’d seen in a magazine in the waiting room about The ZipYard. She agreed to contact Nigel Toplis, franchisor of The ZipYard, to find out more about the business. Nigel suggested she pay a visit to Richard McConnell, owner of The ZipYard in Altrincham. Jill explains: “Gerald and I went to stay in Altrincham for a Valentine’s weekend break and visited Richard’s centre.
    We were excited by what we saw and I felt I could manage this kind of business. That was in the February and after that it all happened very quickly – finding premises, training, hiring staff and doing all the legal stuff. We opened on Monday, May 21, 2012. I was nervous, but quietly confident.” Since launch, sales have been good. Jill adds: “The feedback from local people is so encouraging. People come into the centre and say to me: ‘This is just what Basingstoke needs. Thanks for opening here’. zip-yard
    And, says Jill, the franchisor has been very supportive: “The whole team has been fantastic. From the training, which was very hands-on, to the huge level of support I’ve had, it’s all been great. Although it’s my business and the buck stops with me, I’ve never felt alone or out on a limb. It’s been teamwork from day one. “Once my business has been up and running for a while, I’d love to branch out with another one somewhere else. But for now I’m happy focusing my efforts on Basingstoke and making a success of it. I’ve just taken on another seamstress, so the business is growing already.”

  2. SOCIABLE

    Would she recommend The ZipYard to other potential franchisees?“Most definitely,” Jill says. “I’m learning all the time and it’s such a sociable business.

    I enjoy talking to the customers and get a  feeling of satisfaction from seeing how happy they are when their clothes fit properly.” “As a woman, I can recommend the business. All I’d say is you have to want to succeed and know what your capabilities are.”

Filed Under: cover story Tagged With: feedback, franchisor, job, ZipYard

Positive signs

November 2, 2015 by

Franchising has enjoyed a sustained period of strong growth in the last decade, which in turn has led to a large increase in the number of opportunities on offer to potential franchisees – more than 900 – and expanded the diversity of those options. But that also means there’s more to filter out too. Some ‘franchise opportunities’ are not franchises at all. In some cases, you’re buying no more than a job to sell a product or a licence to trade under a name, but without the business ownership, training or support that comes with a franchise.

positive signs (1)

BRAND

To be clear: with a genuine franchise, the franchisor owns the brand, while the franchisee owns their own
business, trading under that brand, and can sell it on when they are ready to.
How do you know if a business is a proper franchise? All businesses that are members of the British Franchise Association have passed a strict set of standards to check they are running realistic, sustainable and ethical franchise operations. Those companies have chosen, voluntarily, to submit their business model to serious levels of scrutiny, which should show you the pride they take in supporting their network and the clarity with which they approach their prospective franchisees.positive signs (2)

In addition, there are a number of franchise brands that are not bfa members. Some of these will never be able to pass the bfa accreditation checks, as their standards are not high enough. Others could, but choose not to make the changes or just choose not to be members even if their standards are high enough.The purpose of your research is to identify the good from the bad – the genuine and excellent franchises from the rest. And there are some checks that will help you narrow down your list. Genuine franchise opportunities include all of the following as a minimum:

  • The business model needs to be proven for a minimum of 12 months. Franchising is based on empirical, evidenced business success, not concepts or ideas.
  • The franchise opportunity is the same as the proven business model. For example, if the original business was a concession stall outside a train station, the franchise shouldn’t be a high street retail unit operating under the same brand.positive signs (3)
  • The brand will be protected by the franchisor to prevent unwarranted and unwanted misuse – ask
    about trademark and IP registrations.
  • The business model must be transferable and able to be duplicated in more than one location or area.
  • The operation should be teachable and provide a full training programme to ensure new franchisees have the right skills and knowledge to run the business. In some franchises, this can be a short training programme of a few days; others can take several months.
  • Franchisees will be supported by the franchisor in return for an ongoing management service fee, or royalty, payable by the franchisee. The fees provide the right for the franchisee to call on qualified support as and when necessary from head office.
  • There should be a substantial operations manual, which clearly defines how the business works in practice and provides all the details needed to show a franchisee how to run the business according to the proven franchise model. positive signs (4)
  • A franchise comes with a franchise agreement, the legal contract that defines the nature, obligations and clauses of the relationship between franchisor and franchisee. This is a substantial document – if it’s a few pages long or sent in the body of an email, it’s not a franchise – which will be weighted in favour of the franchisor, as it has the brand and wider franchisee network to protect. This is a legally binding document, so you need a specialist franchise solicitor to review it before you sign on the dotted line.
  • Finally, all genuine franchises provide the opportunity to run your own business under agreement, using the franchisor’s brand, system, training and support. It’s worth repeating: it’s your business. You are a business owner and not an employee. Every good franchise makes this clear and is structured in a way that allows you to build customer loyalty and brand awareness with your business locally. You are building an asset that, if you’re successful, appreciates in value, allowing you toprofit from its sale.

The best advice remains, as always, to take your time and research everything you can on the business, the people behind it and the franchise opportunity on offer.

Filed Under: start new business Tagged With: business, employee, franchises, opportunity, training

Second generation entrepreneur

October 29, 2015 by

The SUBWAY brand recently celebrated its 2,000th store opening in the UK and Ireland, when SUBWAY franchisee, Christopher Seymour, opened a new store in Hemel Hempstead. It is Christopher’s
12th store with the brand, eight of which he co-owns with his father, Mark Seymour. Christopher started working with the SUBWAY brand over 12 years ago, when Mark opened his first store.

second generation (1)

Christopher recalls: “I started working with the SUBWAY brand when my dad opened his first store in High Wycombe in 2002. I was only 17 years old at the time and still at college, so worked part-time. I continued to work in the store throughout my time at university and also helped my dad to open more stores in High Wycombe and Aylesbury. “After graduating, I started working full-time in the stores, taking on many roles – from Sandwich Artist to store manager. In 2009 I became a franchisee myself, buying my first store in Hemel
Hempstead.”

CHALLENGES

And Christopher hasn’t looked back, now owning a total of 12 stores with his father in High Wycombe, Aylesbury, London and Hemel Hempstead. However, the growth didn’t come without its challenges, with
the recession taking its toll in 2008. “The recession was a tough time for us – sales dropped by 30 per cent, so we had to tighten our margins to be able to continue operating,” Christopher says. “It was especially bad timing, as we were in the process of opening four new stores. It was a hard slog to get them off the ground with such a drop-off in custom, but the recession was hard for everyone, regardless of the brand name above the door. “With hard work and determination we made it through, but it was difficult to regain customers. second generation (2)

The launch of the £3 Lunch deal in 2011 helped to turn things around for us. With such a great value offering, we saw sales pick up and we were back to operating at our pre-recession levels.” Over his 12 years with the SUBWAY brand, Christopher has seen a noticeable shift in customers. He says: “Back when we opened our first few stores, our customer base was typically 18-30-year-olds – we didn’t get many families or professionals, but that has changed over the years.

We now have a lot more office workers and business professionals visiting at lunchtime – not only because we have a great value offering, but also because we are convenient. “A couple of our stores are in industrial estates, which are prime locations for workers who want a quick and healthy lunch, so that’s been a big boost for us.

We also have stores in retail and leisure parks – including the 2,000th store, located in Jarman Leisure Park, Hemel Hempstead – which we’re now seeing a lot more families visit, again for the convenience and choice that the stores offer. “More recently, since the launch of the £2 Breakfast deal, we’ve also been seeing more of the older generation visit our stores. Nowadays, the location of a store is key and will influence the type of customer base you’re going to get.”

INVALUABLE

Christopher also recognises the invaluable support offered by the SUBWAY brand to its franchisees. He says: “The SUBWAY brand offers a great deal of support to its franchisees – even for those who have been with the brand for over a decade, such as me and my dad. “The training available is invaluable – and that applies to any level within the business. second generation (3)

Whether you’re the franchisee just starting out, a Sandwich Artist or store manager, the brand makes sure everyone has the tools required to succeed in their role. The SUBWAY brand development agents and field consultants offer a great deal of support as well and help to make sure you’re running your business as efficiently as possible.” Using his years of experience as a SUBWAY franchisee, Christopher has some words of advice to prospective franchisees.

He says: “It really is all about location, location, location. My advice to anyone thinking of buying a franchise would be to do your research. Find out where your customer base will come from, who they are and how you are going to attract them to your store. I believe location can be the key to success, so think outside the box when it comes to choosing a site.”

Christopher’s father, Mark, is now semi-retired, leaving him to take the reigns. “Over the last couple of years my dad has taken a step back and is now semi-retired, so I’m much more active and involved in the day-to-day running of our stores,” Christopher says. “I act as Area Manager – I aim to visit each of our stores at least two-three times a week to see our 100-plus employees. I also work very closely with the store managers to help with the operational running of the stores, deal with any issues, train staff and ensure the right promotions are in place.”

PHENOMENAL

During his 12 years working with the SUBWAY brand, Christopher has seen how the brand has grown throughout the UK. He says: “The growth of the SUBWAY brand has been phenomenal. “When my dad and I were opening our first store, it was only the 53rd store to open in the country. second generation (4)

Now we’ve just opened the 2,000th store in the UK and Ireland. I’ve been working with the SUBWAY brand for my entire career – it’s been fantastic that we’ve been able to grow our business with the brand.” Christopher represents a second generation entrepreneur for the SUBWAY brand and has yet more stores planned for 2015.

He says: “I’ve got another three stores in the pipeline for this year – two in East London and another in High Wycombe – where I hope to replicate the success of my 12 existing SUBWAY stores.”

Filed Under: cover story Tagged With: franchise, retail, stores, subway

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