What is franchising’s success secret?
Franchising relies on the duplication of a successful business system. Human nature being what it is franchisees, being owner-operators, will always outperform salaried managers because they have invested their life savings into the venture and are up to their necks in debt. Putting yourself into a franchisee’s shoes for a moment will illustrate this. Having risked all, he/she is only too keen to:
- Give customers what they really want. Should this mean going the extra mile by, for example, offering longer trading hours, then so be it.
- Love customers and do whatever else it takes to turn them into regulars and persuade them to recommend the business to their friends.
- Enthusiastically market the business. Subject to proper selection, franchisees will be well established within the communities they serve. They will find it relatively easy to generate sales through networking.
- Take genuine pride in supplying products of outstanding quality.
- Optimise prices. Instead of wanting to be seen as the cheapest in town, the typical franchisee will prefer to be the best.
- Plan purchases in advance to minimise the danger of stock outages and overstocking.
- Monitor deliveries, for example by counting and/or weighing goods received, and optimise stock levels and stock control.
- Diligently use the network’s approved cost control system.
- Monitor business performance on a daily basis and calculate profitability at least monthly.
- Provide feedback and suggestions that help the franchisor to build the brand.
To sum up: A franchisee is an entrepreneur and would never want to work for a boss. This makes him/her a very special person, and it shows in the level of performance.
What’s in it for you as the franchisor?
As a prospective franchisor, you will be wondering how franchising may impact on your bottom line. If so, we have excellent news for you: Your R.O.I. will be outstanding, simply because:
- Your initial investment into expansion is limited to the cost of creating the franchise package and the support infrastructure.
- The establishment of branches is funded by franchisees.
- Operating costs and operational risk are carried by franchisees.
- Upfront fees contribute towards the cost of initial franchisee support and leave some profit in the franchisor’s hands.
- Monthly management services fees calculated on franchisees’ sales provide an immediate and steadily growing income stream.
- Franchisees contribute to the network’s advertising fund. The pooling of these contributions helps to build the brand in double-quick time.
- Product purchases by franchisees contribute towards achieving economy of scale throughout the network.
- Economies of scale speed up development and make it possible to establish a national footprint without the burden of owning and operating individual outlets.
- Subject to careful franchisee selection, the network will have a dedicated team of brand supporters determined to optimise the network’s potential.
- Should you wish to sell the business at some point in the future signed franchise agreements constitute a saleable asset.
To sum up, subject to proper implementation, franchising will deliver a highly pleasing R.O.I. And just think what you could do with the capital you unlock if you convert an existing tired branch network into a franchise. Should you wish to retain ownership of some outlets, a plural distribution model whereby some outlets are franchised and others company-owned, is a viable option.
A useful tip that Eric Parker from Franchising Plus gives, is not to close an under-performing branch without careful examination of its true potential. There are many instances on record where an underperforming branch (which had been managed by an employee) experienced an almost instant turn-around after an owner-operator took control. Wouldn’t you agree that franchising can play an important role in optimising your distribution strategy? If the answer is yes, I would be pleased to discuss options with you.
“Written by Eric Parker (Franchising Plus) in association with Mark Rose, Nedbank”
Freedom As A Franchise Owner With Less Risk
Franchising could therefore provide freedom to new business owners as a business opportunity, with the following reduced risks.
Over the past two decades South Africa saw an influx of international firms selling franchises, as well as an increase in local ones. The franchise sector provides ideal opportunities for small to medium enterprises and is an effective vehicle for growth. Its importance to the economy is significant, contributing an estimated 13,3% to the country’s gross domestic product. There are more than 800 franchised systems operating countrywide, with over 40 528 franchised businesses employing more than 343 000 people.
Franchises, such as Mugg & Bean and Nandos, are among many South African firms operating around the world. Today, at least 90% of franchises in the country are local firms.
The franchise industry is a money-spinner and those prepared to work hard can benefit. There are many success stories of how people left the corporate world to seek freedom in running their own franchises.
A consideration for gaining freedom could be a standalone business. However, one has to be mindful that businesses are experiencing challenges due to the tough economic conditions in the country and the world. It is also becoming more expensive to do business as a result of increased lending rates, electricity costs, staffing and rental.
Franchising could therefore provide freedom to new business owners as a business opportunity, with the following reduced risks:
- Due to the brand’s support structures, it is possible for business owners to open a store without the risk of failure experienced with independent business owners.
- Franchisees have the advantage of a turnkey operation without having to blindly set up a store and secure suppliers, which makes franchising a sleek and fast way to set up a business.
- With a good support structure and management team, franchisees are able to customise their working hours according to peak and crucial trading times.
- With the backing of a recognised and responsible brand, franchisees’ expansion plans are escalated and the probability of becoming a multi-unit business owner improves.
- As business owners, franchisees are ultimately still responsible for and in control of their bottomline. The more efficiently and effectively a store is managed, the more profitable the business will be.
- Franchisees have more control over their competitor landscape than licensee holders and independent business owners. Most franchise concepts guarantee a certain radius of trading territory, which gives franchisees the advantage of no new competitor entrants within the brand.
Nedbank Business Banking has the following tips on how one can tap into franchising opportunities:
- Identify a franchise within your area of expertise.
- Raise the capital through own or loan funds – at least 50% personal savings are required to start up the business.
- Understand the business and do market research.
- Draw up a business plan – without one, no financial institution will understand your vision.
- Maintain a good credit history – check the status of your profile through the various agencies as this impacts rental agreements, financial applications and credit for the business.
- Obtain financing options from the franchisor.
- Get an accountant and a lawyer – financial and legal expertise is necessary, especially with new regulations.
- Understand the implications of the Franchise Industry Code of Conduct.
For further information on franchise funding send an email to email@example.com.
(Watch) Franchises Help Create Jobs
The franchise sector has not been immune to the challenges of the current economic climate. However, it has demonstrated resilience and continues to play a key role in contributing to the economy and creating jobs.
Mark Rose, Head of New Business Development, on Nedbank Franchising
Recent statistics from the Franchise Association of South Africa reveal that the industry has grown to over 750 franchise systems, with nearly 35 000 franchise outlets, contributing an estimated 11,6% to South Africa’s gross domestic product (GDP) through an estimated R493 billion in turnover in 2016. The franchise sector has helped create more than 350 000 jobs.
See money differently
Nedbank’s new brand proposition encourages clients to ‘see money differently’. We have a broad spectrum of finance products available to clients who wish to become involved in franchising. This includes access to working capital facilities, asset-based finance loans, debtors finance and term loans to enable entrepreneurs to fulfil their dreams.
There are obvious benefits to purchasing a franchise rather than starting an entirely new business, since being linked to an existing brand established in the marketplace can make the financing process easier. We offer funding for all franchise models. However, preference is given to brands that demonstrate ethical behaviour, have operational structures in place and, most importantly, are able to offer their franchisees support, especially in difficult times.
As a bank for business, Nedbank’s finance application approval rate is higher for franchises than for independent business, as we rely on the inherent benefits of a franchise system.
What we offer
Nedbank has customised packages for franchises that cover lending, transactional banking and value-adding and investment solutions.
Pre-negotiated pricing also provides the respective brands with upfront pricing on transactional banking services.
These are delivered through our local regional offices, which are supported by a centralised credit unit to ensure quick turnaround times on decisions.
Finance solutions for franchises include:
- New-store financing
- Financing for resale transactions
- Financing for multistore transactions
- Finance packages for alternative energy efficient solutions/projects
- Financing for revamps or refurbishment.
What we look for in a potential franchisee
As a bank our assessment of potential franchisees is based primarily on the viability of the business: affordability must be evident, location of the business must be sound, the franchisee must have sufficient experience and a healthy credit record, and the franchisor must provide a support mechanism.
Nedbank will assess the application in line with these requirements. The franchisee is generally required to invest 50% in unencumbered funds in the franchise. The finance gearing for the purchase of multiple stores is negotiable, depending on debt levels and performance of your existing outlet(s).
To ensure the success of franchisees Nedbank offers additional support in the form of transactional products and services, such as card acquiring services, merchant facilities and electronic banking, which have been designed to add value to franchisees, giving them the edge to succeed in a competitive environment.
Innovation for clients
Nedbank has also introduced a solution for franchisees who have to secure a fuel or rental guarantee, allowing franchisees to secure a guarantee without having to provide the bank with cash cover.
We also offer a variety of products, such as Market Edge, a first-in-market data analytics tool that enables clients to gain insights into their customers’ behaviour and to develop strategies for their business on a multilayered, real-time and user-friendly dashboard.
GAP Access is another innovative product that enables the bank to provide Nedbank merchants with access to working capital, advanced against their point-of-sale (POS) terminal turnover. Repayments are made daily as a small percentage of card turnover, while cashflow is tracked and the merchant is net-settled.
Related: 3 Secrets To Franchising Success
Nedbank Business Banking
Our tailored solutions take franchisees’ current and future goals into consideration, and aim to assist franchises in attaining the competitive edge needed to succeed. A dedicated business banker gives franchise owners the opportunity to have an experienced financial expert as a partner in their business.
For more information on franchising email us at firstname.lastname@example.org.
Great Service At Entry Level
Sometimes in our country you find great customer service at the lowest rung on our economy.
I’m speaking about the informal sector and below – people who barely even have jobs, but who deal with the public every day.
These are the car guards, the ladies selling loose cigarettes at kip-kip stands and spaza shops, the gents with the black bags at the robots, the window washers… Some see these people as a nuisance, but often they do provide a service. The best among them are a pleasure to deal with.
I know a man named Sabelo, whom I’ve been dealing with for almost a decade at a set of robots near my house. He’s never been less than friendly, polite and helpful. We do regular business, with him taking some of my car litter off my hands and me paying him a few rands each time.
Ironically, some of the biggest multinationals in the game don’t even show the same level of human sincerity and customer service as a humble robot guy.
I recently visited the coffee shop at a cellular service provider. There I had a horrendous service experience. There was no welcome, no smile, no menu, no TV. I was kept waiting for more than an hour as staff shouted across the restaurant at each other. In the end, they couldn’t provide a receipt slip for my meal. I couldn’t wait to get out of there.
The best part of the whole experience was the parking attendant. He was enthusiastic, smiling and helpful, and created a great first impression when I arrived. He should be working at reception and representing the brand, instead of the current staff, who couldn’t care less.
The learning, for me, is that people who work at the street level are often well-versed in personal interaction, in making connections and naturals at customer service.
Service Tip: Offering someone a job is a lost art, in these days of job applications, CVs and employment agencies. But there is talent lurking everywhere. Keep an eye out for it, and don’t be shy to offer someone an opportunity.
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