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SOCIAL MEDIA - REACH YOUR CUSTOMERS PDF Print E-mail
Written by Business Franchise magazine   

By Linda Coles, Blue Banana

SOCIAL MEDIA - REACH YOUR CUSTOMERS

I think it’s fair to say that every business owner has heard of social media and knows that it is not just a fad or new phenomenon; it’s here to stay.

Social media is not a tactic, but simply another form of communication, another channel with which to talk to your customers and prospective customers.  Social Media is much like the telephone, except everyone can be privy to the conversation - a conversation that people could be having about you and your brand, with or without you taking part.

Don’t be scared by that statement.  But you do need to be aware that the conversation could already be taking place on sites such as Twitter and Facebook.

It’s more than just conversations; it’s also about how your prospects and customers want to communicate with you.

If I am a Facebook fan and I want to interact with your brand for some reason, I will probably want to do it whilst I am on Facebook, rather than send an email or pick up the telephone, as that is what suits me. 

I expect you to have a presence in my favourite places.  The same goes for Twitter. If I am on Twitter and I have something to say about your brand, that’s where I expect to find you also.  Even if you chose not to have a presence on these channels, do you have alerts set up as a way of monitoring them for word about your brand at the very least?

More exposure means more customers

Say I plan on visiting New York in October. I need to book a hotel somewhere around Times Square, but there are so many to choose from, how do I decide?  I have been given web links to three hotels, all in the same area, all with similar prices and all looking somewhat the same.  So there is very little difference between the three choices – what is going to sway my decision to choose?

Who has a Facebook page where I can read real customers comments?

Only one of the three hotels has a link from their website page to their Facebook page, which is a shame because I want to see what the patrons of the other hotels had to say about their stay.  The one hotel that does have a Facebook page, not only has great customer comments, but if you book and mention Facebook, you got a free upgrade too! Guess which hotel I will choose to give my business to?

They made it easy for me to do business with them, communicate with them in my chosen way, and as a result they picked up more than $2000 worth of business.

Yes, Facebook, in particular, works best for business to customer relationships, but even CEO’s of the biggest companies in the world have free time that they spend on Facebook as a consumer.  Your job is to find a way to make your product or service stand out to these people, if they are your target market.

What about franchises?

‘But I am part of a franchise,’ I hear you say, ‘how can I have my own slice of the action when HQ won’t let me?’

I hear this question quite a lot, as many of the biggest brands are part of a franchise and some local operators want to take advantage of the online space and all that it has to offer. Let’s look at an example of what can happen.

Brand A has 50 local outlets across the country.  They are food retailers who really want to interact with their local customers. Of the 50 outlets, 25 individual operators decide to start a Facebook campaign for their individual premises.  This means 25 variations on a theme of branding, 25 variations of content for the page and 25 variations of conversation tone.  Some of the pages will be up to date, but the majority could have content as old as the magazines in your doctor’s surgery.  That’s not going to do any good for the company’s extremely valuable brand image, a brand image you have paid good money for.

So what is the way forward if you are part of a brand that wants to have a social presence, but HQ are nervous?  Why not set up a meeting, set a few guidelines and agree on some terms.  Some things to agree on could be:

1              Branding guidelines – what the page will look like and what images can be used.

2              The page name – particularly important, as it can’t be changed after a certain point.  Will it be the brand name, followed by the location?

3              What the tone of the page should be – for example, not using text speak.

4              Who will respond to any negative comments?

5              Agree that HQ can have access to your page to administer if necessary. That way, they get to keep control.

It’s worth a try

Social media is not all about simply having a Facebook page or a Twitter account.  Don’t forget LinkedIn, blogging or even webinars as some of the other tools available at your fingertips.

Everybody should at least have a presence on LinkedIn, even if you don’t particularly use it for networking.  It is a great place to be researched, do a bit of research yourself, as well as increase your business connection base.

The main positions registered on LinkedIn tend to be managers and above, with business owners, directors and the like taking up much of the space.  So it is very much a business­to-business environment.  I find it a valuable source of information and could be used for the following purposes:

1. Do some research – look up and read about the person you have an appointment with later on.  Gather a bit of inside information, if you like.


1              Show your own personal business profile off – more than your online CV, create a 3D personal business website.

2              Grow your business connection base – get in touch with those you don’t ordinarily have access to.

3              Network with others in your industry – including those overseas in different time zones.

4              Ask questions in a business forum – so others can help you with a solution

5              Showcase your company – include your own company page.

 

All of these tools I have mentioned so far are free, although with LinkedIn you can take advantage of even more functionality for a small monthly fee, which I find well worth the few dollars.

So there you have it, a brief look at what social media is and how, as a franchisee, you might use just two of the social sites to help build relationships with your customers and prospective customers.  Now find a way that works for you.

Linda Coles is an author, speaker and consultant at Blue Banana.  She specialises in building relationships online, particularly with LinkedIn and Facebook.

For more information contact: Linda Coles  Web:    www.bluebanana.co.nz Web:    www.lindacoles.com


 

 
HOW FRANCHISING CAN WORK IN TOUGH TIMES PDF Print E-mail
Written by Business Franchise magazine   

By Dr Callum  Floyd, Franchise Consultants

HOW FRANCHISING CAN WORK IN TOUGH TIMES

The current economy is difficult for many businesses, including franchised companies.  The earthquake in Christchurch has added to the burden of businesses in that region and further afield.  Business con?dence surveys generally indicate pessimism and challenging conditions are anticipated (according to the latest Franchising Con?dence Index) for both franchisors and franchisees.

Yet despite the difficult business environment, we still see standout high performers.  Indeed at a franchisee level, there are often a small proportion of high performing franchisees that do particularly well.  At a franchisor and system level, there are also some franchise systems that continue to perform well.  Furthermore, there are some franchise systems operating in cyclical sectors that are bucking the trend – unlike their competitors.

There are, therefore, always good investment opportunities in franchising – even in tough times.  But you have to be realistic and know what to look for.  An essential point to remember is not all franchisees (yes that means you), franchisors and business sectors are created equal.  Let’s take a look at some key factors relating to what to look for in a franchise system, and yourself!

What to look for in a franchise

Essential elements of a strong franchise model

What are some of the advantages of buying a franchise versus going it alone in this environment?  Why should you buy a franchise and what should you look for?

Pro?t!

C’mon, the franchise should provide you with a great return - right?!  Yes it should, but you need to recognise not all franchises are created equal - and some sectors are tougher than others.  A franchisor will normally have one franchisee that is producing exceptional profits.  But how are their franchisees fairing generally.  I’m risk averse, so I would be looking for as much information as possible to increase my conviction here.  Whether a Green?eld site (where no franchise currently exists) or a resale situation (where you are buying an existing business), I would be ?nding detailed ?nancial information on existing network sites.  In particular, understanding how sales, margin and profits are trending.  If returns are declining and/ or look meagre - move on.  There are plenty of different opportunities out there.  Bottom line, a great franchise should provide you with the opportunity to make better returns. There are systems providing good returns for franchisees, even in the current environment. Go forth and find them.

Access to a turnkey or near turnkey business

You shouldn’t have to muck about or waste money and you wouldn’t want to at the moment.  If you are not given the keys to a business which is ready to run, you should at least be provided with a clear guide or plan on how to get started.  Buying a franchise should eliminate much of the tough work, expense and required experience associated with negotiating a lease, designing layout and fitout plans and organising and negotiating with suppliers.

Access to great systems and training

You should get access to a top system for operating the business, including clear success factors and efficient processes. These should be encompassed within great manuals and training programs provided by the franchisor.  You should also receive on-the­job experience.  Training provided should ensure you have the skills and experience needed to operate successfully.  Make sure you can recognise and understand what is required and be critical of your own ability to make it work.

Marketing and purchasing advantages

In addition to a recognisable brand, a strong franchise should provide you with excellent marketing and purchasing advantages you wouldn’t have access to as an independent. On the marketing side, the franchise should provide you with a ‘marketing machine’. This does not mean customers will fall over themselves to get in your door, or that the franchise does the marketing for you.  This is never the case.  The hard work is up to you. But the franchise should provide you with the tools, systems and training you need to be able to obtain your own customers ef?ciently and cost-effectively.  On the purchasing side, you should get great prices for equipment and any products you sell.  This is essential. Make sure prices are well below what you could achieve on your own.

Ongoing support and mentoring

You will often hear it said that by purchasinga franchise you are ‘going into business for yourself but not by yourself’.  This should be, but is not always true.  When it is, it can contribute strongly to your performance.  You should be provided with wide-ranging and in-depth ongoing support.  Whether it be related to products/services, operational training, help with HR issues, marketing guidance or benchmarking information - ongoing support should be focused on helping you make your business more pro?table.  Make sure existing franchisees have ‘felt’ the pro?t focus from their franchisor.

 

Line different franchises up on the above criteria and get the insights on each from existing franchisees.

What to look for in yourself – 10 key elements to personal success in the franchise business

The above is something of a short-sharp guide in what to look for in a franchise opportunity and franchisor, but what about some self-reflection?  The reality is that you do need to look hard at yourself and what you will be doing.  Your performance will strongly depend on it. Based on experience working with many franchisors and franchisees, I believe the following ten points are crucial, particularly in current turbulent times.  Follow them and I believe you could be a high-performing franchisee within many a franchise system.

  1. Commit to the business.  Great franchisees have one mission: ‘To make a success of this business come hell or high water’.  Read Made in America by Sam Walton (the founder of Walmart) to truly understand the meaning of commitment and dedication to a business.
  2. Dedicated focus on the business.  Don’t get distracted.  Many franchisees reach a stage in their development where they either take time out or reduce the quality of input into their business.  This can have a telling impact on franchise business performance.
  3. Keep suf?cient capital in the business. Other priorities often compete/emerge, such as a bigger house, a boat, a new car or other investments.  These have a direct impact on business viability and required flexibility when the economy turns rough.
  4. Business planning, with clear goals and objectives.  The adage ‘failing to plan is planning to fail’ may be clichéd, but it is absolutely vital for all franchisees.  Have realistic clear goals and objectives and know what is required to achieve them. Then commit to working and achieving the plan.
  5. Understand the business model. Get to know the business model inside out. You need to master your business.  Know what is and is not crucial to drive success. Understand the path to growth, including required investment and key constraints.
  6. Execute the fundamentals, again and again.  Good franchises provide the blueprint and key tools for success.  It is your job to execute fundamental success factors over and over again.  Don’t let one area fall behind.
  7. Don’t try and change the system. Franchise systems by definition provide a system and set of rules.  Understand the reasons for constraints and systems.  Most will be there to protect the brand and help derive crucial value for all stakeholders - including yourself.
  8. Exceed customer expectations. Satis?ed customers want more and recommend more.  Do the maths!
  9. Motivate and empower your staff. A pay check and a commission is not enough.  Find ways to really engage your staff in the business.
  10. Control your expenses.  Sam Walton notes this factor as an area where you can always find competitive advantage. Furthermore, he states that you can make a lot of different mistakes and still recover if you have an efficient operation. Or you can be brilliant and still go out of business if you’re too inefficient.

Why is Sam Walton relevant to this list?  Sam Walton became a Ben Franklin franchisee in the USA in 1940.  Along with his brother, he became the largest Ben Franklin multi-unit franchisee with 19 units.  He turned many stores around against all odds.  Later he developed a new retail format and founded Walmart.  Walmart is now recognised as the world’s largest retailer.

To round up, I believe that good profits can be made by buying a franchise in the current environment.  But in addition to the required investment, you need the right skills, the right sector and franchisor and execution.  The ball is in your court.

Dr Callum Floyd is an owner and Director of Franchize Consultants, New Zealand’s leading franchise system development company.  Callum has consulted with many of New Zealand’s best known local and international franchising brands and completed a PhD researching franchising.

For more information please contact: Dr Callum Floyd Phone: 09 523 3858 Email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it Web: www.franchize.biz.

 
TOP FIVE TIPS FOR FRANCHISE NETWORKS PDF Print E-mail
Written by Business Franchise magazine   

By Simon Gamble, Mako Networks

Opening a new franchise or taking over a group of existing stores can be an exciting time.  There’s no shortage of items on the to-do list: hiring staff, promoting the business and managing the store ?t-out all take precedence in the mind of the owner. But if you have more than one store, or if you need to pool together ?nancial information, you’ll need a computer network between stores to connect your business.

It’s easy to overlook the information technology (IT) component of a business. With so many other tangible aspects to operating a successful franchise, spending money on an IT system not visible to customers can seem like a low priority.  However, the reality is the IT system is actually a part of the vital infrastructure. Computers are part of any business.  As soon as you connect to the internet, you’ve become part of an extended network.

There’s no question that for the most part, building and maintaining a computer network is usually best left to professionals. However, if you’ve got enough business sense to own and operate multiple store locations, there are a few things you should certainly be aware of to ensure you get a network that delivers maximum value to your franchise.

Following is a list of some of the most pertinent issues to consider when networking your franchise.  This is by no means a comprehensive list, but certainly should help spur a discussion about the relevant issues in the initial stages.

Connection quality

Whether your business is small or large, the internet connection to your franchise locations must remain up and running.  Not having a reliable internet connection is as disruptive to business as an unreliable cash register.  Selecting an internet service provider (ISP) is a big decision.  Your choice will probably also impact your other communications services, like landline and mobile phones - as these services are often bundled together.  There has been increasing competition from ISP companies in recent years.  As new companies sprout up, the selection process becomes more confusing and crowded as these companies compete for shrinking market share.

Franchise owners should approach this selection stage with patience and consideration to find the company with the right mix of pricing, services and support. Switching to a less proven ISP to save $5 per month is seldom worthwhile.  Make a choice based on factors like service and support quality as well as from evaluating customer references.

Also remember that if you are opening a new store location, there could be some waiting time to establish a DSL connection.  Though available in most areas of New Zealand, this faster internet service is based on location and proximity to a connection point.   If there is not one readily available nearby, or if it’s already operating at capacity, it could take three weeks or more to get the DSL line established.

Cost-effectiveness

We’ve covered the necessity of a reliable network from the outside - as in choosing a reputable ISP to deliver a steady internet connection to your premises.  That is the first step to ensuring a functional and cost-effective network.  Reliability is also dependent on your internal network’s components.  When building a network, it’s important not to skimp on the cheapest network components that simply do the job.

Conversely, it’s also a fairly foolhardy practice to buy the most expensive network gear available and over-invest on features and specifications that aren’t needed.  It’s a bit of a Goldilocks exercise - spend enough, but not too much.  Having an ultra-reliable network is great, but if that comes at too great a cost, then it’s not delivering the results you need either.

Productivity

In small franchise scenarios, where a store may only have one or two employees, maximising the labour productivity of those employees is critical.  Making sure that their time is focused on business tasks rather than other activities will help your profit margin and reduce wasted labour.

The internet can be a valuable business tool, but unfettered access can also lead to ‘cyberslacking’.  This accounts for up to 20 per cent of the working day if left unchecked. There are a variety of network monitoring options that can assist in keeping employees on task.  These programmes can be provided by a third party, or on the computer system itself.  Monitoring employee usage provides a useful management function, but the same software can often be used to block or restrict access to a speci?c list of websites.  It helps keep inappropriate material off screens and also prevents access to social networking sites, known for harbouring security risks and also as enticing time-consumption.

These monitoring tools provide total control over network usage, including what can be downloaded.  This can prevent MP3 files, movies or programmes from crossing your computer system.  This is important from a legal perspective; if an employee downloads copyrighted material, it’s the business that’s liable.  But these ?les often also can contain malicious software code that can impair, damage or break into your system as well.

Coupled with the hardware and software, a clearly articulated usage policy can help spell out the permissions and expectations for employees on the system.  These policies are becoming increasingly common and offer a good common-sense backup against potential misuse.

Security

Think of protecting your network like guarding a castle.  You can build very high walls, but if no one is patrolling regularly or keeping the walls in good repair, it’s easy for the bad guys to get in.  It’s the same with a network.  You can deploy a great ?rewall to protect your system and keep out intruders, but if you’re not keeping the software patches updated, it’s not protecting your network properly.  Security requires continual vigilance, either by automated systems or by regular scanning.  It’s not a checklist to be completed once per year, but instead an ongoing commitment to maintaining protection against threats.

Security ought to extend to protect customers as well.  Credit card fraud has been on the rise in recent years, and criminals are increasingly targeting smaller businesses and franchises.  For example, in 2009 fraudsters targeted a fast food chain in Western Australia and ended up stealing more than $2.5 million from customers by obtaining their credit card details.

To help combat card fraud, the payment card industry has created data security standards (PCI DSS) that apply to any businesses that process, store or transmit credit card details. These standards help ensure that a minimum baseline of security is in place at businesses to prevent fraud and ensure that payment cards can be processed securely.  In short, if your business accepts credit cards, it will need to address the PCI DSS.

Redundancy

It’s easy to think of the best case scenario and how your network will operate when everything is working as it should.  However, the best networks are built for worst-case scenarios.  There are multiple layers of functionality so that if one part of the system should go down, another can fill the gap and prevent the whole network from collapsing. This is called redundancy, and it’s one of the features that separate good networks from bulletproof ones.

How would your network function if the internet connection went down?  Some networks can be built with failover features, so that if the main connection fails or gets interrupted, it can reconnect using a cell phone signal.  These systems can be set up so that they only activate when needed, providing peace of mind in a worst-case scenario.

Conclusion

The reality is that installing a proper network is beyond the expertise of most.  It is likely a professional will need to be engaged to do the job properly.  But awareness and consideration are also vital parts of the decision making process.

As your franchise business succeeds and expands, a well-designed network will permit ?exibility and grow with your business.  You’ve likely bought a franchise because it’s a proven business model with a good degree of success.  By acknowledging the importance of your IT system and by considering the factors within this article, which are also proven and successful, your business will be set and safe to thrive.

Simon Gamble is Co-Founder of Mako Networks.  He is an expert in payment card industry data security standards and often speaks at industry events in New Zealand and abroad about security and the payments industry.

Mako Networks is a worldwide network management company that specializes in payment card security for small businesses. The award-winning Mako System provides partners with a true point of difference in the market and a service offering that enhances their clients’ business.

For more information please contact: Simon Gamble Phone: 09 448 1340 Email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it Web: www.makonetworks.com