How Critical is Harassment Prevention Training?

Take this topic seriously regardless of how small or large your business is. The financial risk and exposure to the community and the customers and clients you serve can be destroyed overnight if you fail to manage your employment practices effectively.

CRITICAL IS HARASSMENT PREVENTION TRAINING
From the SymbianceHR Newsletter.
Your Challenges. Our Solutions. A Successful www.symbiancehr.net

If you have watched or heard any of the attest news highlights in recent weeks, the topic of sexual harassment is popping up all over the country and across industries. Increased education and awareness of the behaviors and conduct that lead to violations of employee’s rights in the workplace have and will continue to lead to an increase in complaints and litigation. Ignorance in this arena is not bliss, and your failure as a manager, supervisor or business owner in what your obligations are to protect your workforce will not excuse you in court.

You must take proactive steps to educate your leadership on the laws and regulations they must adhere to and follow to protect…..

Read the entire article here: https://franchisegrowthsolutions.com/blog-1/

For more information on this topic please call or visit: SymbianceHR | 888-343-7340 | [email protected] | www.symbiancehr.net

Skinny Pizza continues Franchise Expansion

SKINNYPIZZA’s expansion focus includes primary domestic and international markets that support a healthier approach to great tasting New York-style pizza, pasta, organic salads and farm-to-table greens. Company officials say they anticipate additional expansion this year with a growth rate of 6-10 domestic units, including locations in Greenwich, CT, Dallas/Ft. Worth and Philadelphia.

SKINNYPIZZA® Goes Global

NEW YORK, NY – Healthier New York pizza sensation, SKINNYPIZZA®, announced their expansion to The Kingdom of Saudi Arabia with the addition of 25 locations with Fawaz Alhokair Group, one of the leading groups of companies in Saudi Arabia focusing on the retail, real estate and restaurant business sectors.

Fawaz Alhokair Group entered the Food & Entertainment sector in 2005, bringing fresh new alternatives to the Saudi Arabian market. Their highly experienced Food & Entertainment Company operates 11 separate franchises of leading international brands, in categories such as coffee, sweets, juices, sandwiches and fast-casual dining.

Fawaz Alhokair Group’s Food & Entertainment Group VP, Sultan Alhokair said, “There is nothing similar to SKINNYPIZZA in the Saudi market. It is either fast-food quality or casual dining pizza offerings.” Mr. Alhokair believes SKINNYPIZZA is a perfect fit for the market. He stated, “SKINNYPIZZA brings a gourmet, healthy, New York authentic pizza experience to the fast-casual sector, which differentiates it from the rest.” Karim Hajjali, Chief Business Development Officer, will lead the expansion of SKINNYPIZZA under the leadership of Kamal Abusara, CEO of the group’s Food & Entertainment division.

SKINNYPIZZA Founder and CEO Joseph Vetrano said, “We couldn’t be more pleased to be partnering with Fawaz Alhokair Group to bring healthier SKINNYPIZZA to The Kingdom of Saudi Arabia. Alhokair Food & Entertainment has a long history of successful real estate development and food operation and represents precisely what we look for in an experienced international multi-unit development franchisee.”

SKINNYPIZZA Senior Franchise Recruiter Vince Blumetti indicated that “the company is very excited with the newly formed multi-unit relationship with Alhokair Group and the discerning investments of its chairman of Fawaz Alhokair. We believe that this places SKINNYPIZZA in ‘rarefied air’ that includes Chairman Alhokair’s interests in 2,100 stores across the Middle East, North Africa and Central Asia, and of course his recent highly publicized $88 million Park Avenue purchase, which is Manhattan’s highest penthouse.”

SKINNYPIZZA’s expansion focus includes primary domestic and international markets that support a healthier approach to great tasting New York-style pizza, pasta, organic salads and farm-to-table greens. Company officials say they anticipate additional expansion this year with a growth rate of 6-10 domestic units, including locations in Greenwich, CT, Dallas/Ft. Worth and Philadelphia.

ABOUT SKINNYPIZZA
After life-long experience with authentic Napoli-New York-style pizza, and over six years of research and development, Joseph Vetrano came up with a winning formula. SKINNYPIZZA is the New York Post’s #1 rated, best tasting pizza. Their healthy and delicious pies include a no-additive crust, USDA organic tomatoes, and hormone-free, nitrate-free toppings. SKINNYPIZZA, along with its staff Registered Dietician, serves only all-natural additive-free pizzas, GMO-free pastas, USDA organic salads, farm-to-table greens, high-fructose corn syrup-free sodas, soups, sandwiches, and optional organic craft beers.

SKINNYPIZZA is based in New York City at Brookfield Place, Two World Financial Center, 225 Liberty Street, Suite 251, New York, NY 10281. For more information visit: skinnypizza.com

Media Contact:
[email protected]
516-695-7045

Franchise Inquiry Contact:
[email protected]
www.frangrow.com
917.991.2465

Franchising continues to grow and Millennial founded brands are a driving force.

There is no doubt in my mind that the “Franchise Prototype Model” has revolutionized the way people take a small local business and turn it into a regional or national brand.”

Franchising continues to grow and Millennial founded brands are a driving force.

As Millennial Entrepreneurs are coming into their own with new brands that are emerging and growing, the idea of Franchising as a tool for rapid growth has become a prime focus. Understanding the need for Brand Identity and Social Acceptance perhaps better than any generation before it, the Millennials and GenX’rs are turning to franchising as the key method to expand beyond their immediate territories.

Gary Occhiogrosso, Managing Partner of FranGrow, (a franchise development and sales firm www.frangrow.com ), put it this way “as popular as the internet has become, you can’t physically experience your favorite restaurant or have your hair cut, or do a spin class or take care of aging parents “on the internet” or using an “app”. “There is a “real world” element that provides great opportunities for franchising both product and service based businesses.” “In the first six months of 2017 we’ve been approached by double the number companies looking to franchise their business or help them expand compared to the same time last year.”

FRANCHISING GROWS IN TOTAL

Robert Cresanti – President & CEO of the International Franchise Association (IFA) reported “We are forecasting that for the sixth consecutive year, franchise businesses will grow at rates that exceed the economy-wide growth of industries where franchises are concentrated, Franchise businesses are showing tremendous capability to provide new jobs for working families and new businesses for first-time business owners across all sectors in local communities, despite the fact that franchisees are facing many new regulatory threats at all levels of government.”

TOP CATEGORY IN FRANCHISING

According to Entrepreneur’s Franchise 500, the top growth sector both domestically and internationally is Quick Service Restaurants. As this stat relates to Millennials, they are particularly fond of the build your own concepts that feature fresh, made to order items, using sustainable ingredients and “built” to the customer’s specifications. Occhiogrosso who also teaches restaurant concept development and entrepreneurship at NYU says that his students aim their creativity on either launching or purchasing a quick casual brand that focus on the quality and social responsibility of the concept. He went on to say, “regarding founders and entrepreneurs that engage us to expand their brand, the franchise model is the primary form of expansion. Our client list has grown to the point whereby we’ve had to go to a waiting list. There is no doubt in my mind that the “Franchise Prototype Model” has revolutionized the way people take a small local business and turn it into a regional or national brand.”

For follow up information please contact [email protected]

How to Turn A Franchise Agreement To Your Advantage

Often the most complex area relates to renewal and termination of the franchise. Are you granted an automatic renewal right beyond the franchise term of 5 or 7 years? What renewal fee is payable? Can you sell the franchise on?



How Turn A Franchise Agreement To Your Advantage

How Turn A Franchise Agreement To Your Advantage

By: Martin Truman

Deciding to buy a Franchise is a huge decision. Once you have convinced yourself that franchising suits your character and business aspirations, have identified the right franchise, done your sums, attended the initial training and perhaps paid an initial deposit you will be presented with a Franchise Agreement to sign.

Typically this agreement could run to 40 or 50 pages and can be a daunting read to those unfamiliar with commercial contracts. The very nature of a franchise business structure means that the agreement will be fairly complex. Remember that this document provides the framework for your business life over the next seven years or so.

Franchisors, particularly established ones, will rarely change or negotiate the terms of their standard Franchise Agreement as they will want to maintain uniformity across all the franchises. However, it is essential that you understand what you are being asked to sign. Once you have signed an agreement as a business person (without the cotton wool treatment given to consumers) you will struggle to persuade a court later that the terms were unfair or sufficiently unreasonable to be void. You will be stuck with it! I strongly recommend that you seek legal advice from a commercial solicitor familiar with franchising.

Key areas include establishing the true cost of the franchise including ongoing royalties, advertising costs, minimum stock purchases. What location and territorial rights have been granted? Are these exclusive to you? What property and equipment is required? What obligations are there on you and the Franchisor relating to the ongoing operation of the franchise?

Often the most complex area relates to renewal and termination of the franchise. Are you granted an automatic renewal right beyond the franchise term of 5 or 7 years? What renewal fee is payable? Can you sell the franchise on? Usually you will need to give the franchisor first option and/or a right of veto over the acceptability of any proposed transferee, often coupled with a % fee. What are the consequences of an early termination by you if you want or need to get out prematurely? There will usually be a minimum period with forfeiture of the franchise fee, stock and possibly other financial penalties and compensation. What if you are in breach? What circumstances would lead to an automatic termination? Are you given a period in which to remedy your breach?

Ask yourself some “What if?” scenarios. What if you died or were seriously ill? What if you failed to meet your sales targets? What if you wanted to sell product out of your territory? What if a customer sued you for faulty products? If you cannot answer all your What ifs, do seek more advice. Don’t be afraid to ask the Franchisor these questions. But don’t expect an impartial response. The Franchise Agreement will usually have an express term preventing any reliance upon representations or claims made by the Franchisor in the initial presentations or documentation. Much to the disappointment of many clients who come to us for advice having run an unsuccessful franchise, this applies particularly to any claims as to how much money can be earnt… Buyer beware!

Author Bio
Martin Truman is head of commercial law firm, Truelegal Solicitors. For more information about Franchise Agreements visit http://www.legal-advice-centre.co.uk/franchise-agreement.html“>www.legal-advice-centre.co.uk/franchise-agreement.html.

Article Source: http://www.ArticleGeek.com – Free Website Content


Successful CEO Traits that Influence Organizational Performance

Research supports the idea that the CEO’s personality influences a firm’s financial performance and its longevity. A study conducted at Stanford University discovered that CEO’s personality impacted culture that in turn influenced performance

Successful CEO Traits that Influence Organizational Performance
By Premium Author Murad Ali

CEO’s have traits that lead to their success. Learning those traits can lead to higher level of personal and professional performance.

Successful CEO’s have common traits that help them improve their organizations in ways that lead to increases in shareholder value. CEOs maintain stable personality traits that influence how they see the world and overcome challenges. Strategic actions are based in CEO personality and impacts the financial performance of the firm through their strategic decision making and pointed actions. Knowing which traits to look for when selecting CEO’s can have an impact on the long-term performance of the firm.

It wasn’t long ago that gruff, emotionally unattached and perceptually powerful CEOs were desirable. They demanded short-term results which could be seen immediately in their primary benchmark of stock price which leads to increasing compensation. Lifespan of these executives at any particular organization was between two and four years leaving the long-term consequences for the next leader to untangle.

Research supports the idea that the CEO’s personality influences a firm’s financial performance and its longevity. A study conducted at Stanford University discovered that CEO’s personality impacted culture that in turn influenced performance (O’Reilly, et. al., 2014). CEO focus and approach to the workplace created lasting contributions (or detractors) to the way in which other people think creating tangible outcomes.

The central personality of the CEO impacts how they see, interpret, and apply information. Those who sense situations seek to analyze and defend positions while those who are more intuitive attempt to analyze and prospect new opportunities (Gallen, 2010). As an organizational leader, their decisions will weigh heavily on how they use their past knowledge to solve current problems.

CEO’s that lean toward defend strategies will naturally seek to consolidate holdings and streamline operations toward market penetration and often width. They may invest heavily in existing marketing to increase cash flow and layoff employees to influence financial metrics that have an impact on short-term stock prices.

Entrepreneurial CEO’s may use defend strategies to get over an immediate crisis but ultimately seek to expand their holdings. This could mean developing new products, expanding services, retraining employees, and reinvestment that influences long-term income and stock performance. As long-term decisions are made to support business fundamentals the more capacity the business builds.

Where one consolidates the other seeks to expand as a long term-strategy. Because personality has such a big influence on business outcomes it is beneficial to consider the following traits:

Short and Long-Term Planner: CEO’s should be able to think short and long-term. They should be concerned about how today’s decisions will impact the organization 5 or so years down the road. If they cannot create a logical chain on how immediate decisions create new opportunities for future decisions, then they should seek alternative solutions.

Empathetic Communicators: Before one can truly lead a company they should have people skills that include the ability to formulate strong communication patterns among employees. Their discussions should be inclusive and push to inspire and support their organizations in a way that creates better performance outcomes. They should be able to use empathy so they can understand others and create win-win situations that enhance human capital.

Analytic Entrepreneurs: CEO’s should be willing to take calculated risks and have intuitive prospecting mindset that consistently seeks out new opportunities. These opportunities might be new product lines or enhancing existing lines. Any reasonable opportunity should be investigated, analyzed and when beneficial, implemented. They should be “ideas” people that leave the longer health of their companies in a stronger position.

Motivated Builders: The deep internal need to build bigger things should be present. This drive is apparent in the way in which the person seeks out new challenges that test themselves to create something lasting. They should be driven to achieve and develop bigger and more powerful companies. Their goal should be to leave a legacy.

Creative Problem Solvers: Business is a sequence of problems that must continually be bested and overcome. As the company overcomes these problems they naturally will become stronger. Innovative companies that solve problems in creative ways make market breakthroughs that lead to competitive advantages. Ensuring that your CEO has the very same skills needed to bring the company to new heights is important.

Life-Long Learner: CEOs that seek to learn and develop their whole life are worth much more than those who are narrow-minded and fail to update their knowledge. The life-long learner is capable of weighing and balancing new information to keep their practices relevant and make sound decisions as situations emerge. They are at their best so they can run the organization at its best.

Gallen, T. (2010). Personality and Strategy. Acta Wasaensia No. 221. University Wasaensis.

O’ Reilly, C. et. al. (2014). The Promise and Problems of Organizational Culture CEO Personality, Culture, and Firm Performance. Group Organization Management, 39 (6). 595-625. Retrieved http://gom.sagepub.com/content/39/6/595.abstract

Source: Free Articles from ArticlesFactory.com

ABOUT THE AUTHOR

Dr. Murad Abel is a professor and researcher that helps businesses and people achieve higher levels of performance. http://www.abelbusinessconsulting.com/

6 Tips for Startup Success From MIT Bootcamp for Entrepreneurs

Just after the defining the business idea, all the teams at MIT bootcamp are forced to interact with their potential customers and interview them. It doesn’t matter how hard it is to reach the target market, all teams have to find a way to get real responses to validate their idea.

6 Tips for Startup Success From MIT Bootcamp for Entrepreneurs

Former Olympian Inga Stasiulionyte shares the main lessons that she learned about starting a successful business.

by Carolyn M. Brown

Reports show that at least eight out of 10 businesses fail within a year after opening, and roughly 96% will close in 10 years. This summer, MIT held its regular Global Entrepreneurship Bootcamp, where entrepreneurs from around the world underwent the most challenging week of their lives while learning how to build a lasting and successful business. MIT organizes these bootcamps with the goal of creating more stable jobs. When businesses fail, it’s not only the owners that suffer financially and emotionally; when people lose their jobs, vendors lose their clients.

Inga Stasiulionyte is a former Olympian, mentor, and an MIT bootcamp award-winner for Onbotraining, her online startup for mind training. Here, Stasiulionyte shares the main lessons she’s learned from her MIT startup bootcamp experience.

1. Learn to Achieve Perfection

Everything is possible, even at the highest level. When running a 100-meter sprint, your body will function at its best in the shortest amount of time. However, you have to keep moving faster and faster without losing quality, in order to succeed. The more we learn about how we function, the more we can challenge our capabilities and standards. It all depends on mastering your thoughts, actions, discipline, and planning.

The more we learn about how we function, the more we can challenge our capabilities and standards. It all depends on mastering your thoughts, actions, discipline, and planning.

2. Work With Experts

If you want to achieve the best for yourself, work with experts. When you work with the best in their field, you can continuously challenge your limits and see how they break theirs. Being around groundbreaking individuals will increase your mental limits, surpassing what you thought was possible.

Read the entire article here: http://www.blackenterprise.com/small-business/6-tips-success-mit-bootcamp-entrepreneurs/

Left Message?? – 5 Proven Techniques That Get Your Calls Returned! – Part Two

So there you have it: The Five Proven Voice Mail Techniques to get your calls returned. Follow them and you’ll be much more successful than you are now. Don’t follow them and, well, you already know how that goes…

Voice Mail: 5 Proven Techniques That Get Your Calls Returned! (Part Two)
By Mike Brooks

Last week I gave you the first Three Proven Techniques to help you increase your chances of getting your calls returned. Now let’s look at the final two:

Proven Technique Number Four: Combine your voice mails with an email campaign for maximum effectiveness. The number one law in all marketing is repetition. That’s why Coke-a-Cola still buys millions of dollars of ads every year.

It’s the same with getting your prospects to notice you. The most effective way is by using a two month long campaign that goes like this:

First: Try to reach someone for a couple of weeks without leaving a VM. Week One: Leave one VM and follow it up with an email that same day. Then leave a second VM that same week. Week Two: Send email #2, then leave a VM at the beginning of the week and on that Friday. Week Three: Send an email at the beginning of the week and at the end. Leave a VM in between. Week Four: Send another email on Tuesday, and leave a VM on the Thursday. Month Two: Send either one email or leave one VM per week for four weeks. Also: Call in between and don’t leave a message.

Anytime between week two and three, one of your emails needs to be the “Should I Stay or Should I Go” email. If you’ve not heard of this email, then your return contact rate is about to go up by 60%! It goes like this:

Your subject line is: (Prospect’s First Name) Should I Stay or Should I Go?

Body of email:

Dear _________,

I haven’t heard back from you and that tells me one of three things:

1) You don’t have a need at this time or you’ve already chosen another company for this.

2) You’re still interested but haven’t had the time to get back to me yet.

3) You’ve fallen and can’t get up, and in that case please let me know and I’ll call 911 for you…

Please let me know which one it is because I’m starting to worry.

Honestly, all kidding aside, I understand you’re really busy, and the last thing I want to do is be pain in the neck once a week. Whether your schedule has just been to demanding or you’ve gone another direction, I would appreciate it if you would take a second to let me know so I can follow up accordingly.

Thank you in advance and I look forward to hearing back from you.

Kind Regards,

If you’re smiling from reading this, so will your prospect! Again, this is a high percentage email that gets a response about 60% of the time. Compare that to your current results.

Proven Technique Number Five: If your VM and email campaigns don’t work, then consider going that extra mile – as a top producer once said, “The extra mile is never crowded.” Even though a prospect may not be in the market now, as we all know, things change. And when they do, you want to be top of mind so they’re thinking about you when they are finally ready.

The most effective way to do this is by sending physical greeting cards. And the easiest way to do that is by using a company I use called Send Out Cards. (You can learn more about them here: www.SendOutCards.com/mrinsidesales )

I’ve been using SOC for years and they have made me a lot of money in sales to prospects I wouldn’t have gotten if I hadn’t been drip marketing to them regularly. I love SOC for many reasons including:

1) It’s extremely affordable to send a high quality card with a real stamp 2) It’s easy and fast – you create the cards in advance and they send them automatically without you having to do anything! 3) You can build “campaigns” so you can send cards at any interval you choose (and you can build lots of campaigns). 4) Every card is completely customizable – you can choose from 15,000+ of theirs (and include your own message) or you can completely create your own with your own images. 5) It’s highly effective. In fact, did you know that the number one salesperson in the world – according to The Guinness Book of World Records – is a guy named Joe Girard? He was a car salesman and he sold an average of six new cars EVERY DAY! How did he do it? He sent a card to every customer and every prospect every month (and one for Christmas), 13 cards in all.

Joe was so successful, that people had to make appointments with him to buy a car!

The good news is that sending physical greeting cards works in your business as well. And www.SendOutCards.com/mrinsidesales can make it easy and effective for you.

So there you have it: The Five Proven Voice Mail Techniques to get your calls returned. Follow them and you’ll be much more successful than you are now. Don’t follow them and, well, you already know how that goes…


Mike is the go-to inside sales trainer and phone script writer in the industry. He is hired by business owners to implement proven sales processes that help them immediately scale and grow Multi-Million Dollar Inside Sales Teams. If you’re looking to catapult your sales, or create a sales team that actually makes their monthly revenues, then learn how by visiting: http://www.MrInsideSales.com

http://articles.submityourarticle.com/voice-mail-5-proven-techniques-that-get-your-calls-returned-part-two–371702

Customer Objection: How to Overcome the “We are Handling That In House

While either of these responses can be used effectively in the right situation, there is a better way to handle this objection.Try using this script for the next couple of weeks and see if you can get past prospect’s natural resistance to setting up a meeting. If you use it consistently, you’re going to set more appointments, open more doors and close more sales.

How to Overcome the “We are Handling That In House”
By Mike Brooks

If you are trying to set appointments for an outside sales team, or even if you’re trying to generate leads so you can do an over the phone demo later, then you know all about put offs and stalls. While I’ve previously discussed the common ones like, “I’m not interested,” and “Just email me something,” there others that are somewhat harder to overcome…

One of the more frequently encountered objections is “We handle that in house so we don’t need you.”

Many sales reps are taught the normal, “old school” approaches of things like:

“That’s fine, but when was the last time you did an apples to apples comparison to what it might run you if you outsourced that?”

OR

“But if I could show you a way to save money, then surely you’d want to know more about it, wouldn’t you?”

While either of these responses can be used effectively in the right situation, there is a better way to handle this objection. What you want to do is offer value in your visit or demo, and then leave it up to your prospect to decide if it’s worth taking your call or visit any further after you have.

Try the following rebuttal (obviously, customize this to your particular service or product):

Objection: “We handle that in house.”

“That’s fine – glad you have a way that’s working for you now. Here’s what I’d recommend you do though: I’d be happy to drop by and show you how we’d go about taking care of that for you, and what our processes would look like.

At the end you may still choose to keep doing it the way you are, but at least you’d have a different perspective on it and you may even find some ways to save money or time. The visit wouldn’t take long and everyone we visit with finds a benefit.

What’s a good time for you next week…”

As you can see here, you’re not pitching necessarily, instead you’re offering to enlighten them as to a better way. What they do after that is up to them.

Try using this for the next couple of weeks and see if you can get past prospect’s natural resistance to setting up a meeting. If you use it consistently, you’re going to set more appointments, open more doors and close more sales. Remember to customize this to fit your service or product.
http://www.MrInsideSales.com

http://articles.submityourarticle.com/how-to-overcome-the-quot-we-are-handling-that-in-house-quot–371587

Mothers, Daughters and Franchise Partners

When Jada and Cindy came to our offices looking for a business to fit their family, we began by asking some important questions, like “what do you want the business to provide for you and your family?” My team and I have helped almost 400 people into business ownership, most of them first time business owners and almost all of them are family businesses.

Mothers, Daughters and Franchise Partners
By Leslie Kuban
Franchise Consultant | Franchise Owner | Educator and Author

Like so many millennials in the workforce today, Jada Hutcheson Clower watched her baby boomer mother scale the corporate ladder, break through the proverbial glass ceiling and blaze new trails in the corporate hospitality world. The tradeoff was her mom often worked long hours and traveled far from home. As Jada prepared to start her own family, she found herself in the midst of a career quandary. “I began asking myself what I want for my family and the answer was clear, I want to be present.”

It’s not as though Jada didn’t appreciate the success and longevity of her mother’s corporate achievements. To the contrary, she respected those career choices now more than ever as she talks about the successful franchise business they launched together in 2014. Jada credits her mother Cindy with setting the example for all that can be achieved through perseverance and hard work. “She helped me believe anything was possible.”

Jada originally chose a different career, but after 5 years as a teacher she began thinking about her long term options. Teaching offered some flexibility with summers off and holiday breaks, but Jada was burning out fast. “I was giving everything I had to my students and at the end of the day, I had nothing left to give to my family”, she confessed. When she became pregnant in 2014, she decided this was the perfect time to make some wholesale changes. Who better to consult for career advice than the one person who taught about the challenges of balancing business and motherhood?

When Jada and Cindy came to our offices looking for a business to fit their family, we began by asking some important questions, like “what do you want the business to provide for you and your family?” My team and I have helped almost 400 people into business ownership, most of them first time business owners and almost all of them are family businesses. In recent years, we’ve seen a significant uptick in multi-generational family partnerships. It’s not just Mom and Pop anymore. Today a whole new generation is redefining “family business” with parents and adult children leading the way together. According to a recent article published by the International Franchising Association (IFA)…

“Recognizing the similar paths their lives are taking, many boomer parents and their millennial children are joining forces and going into business together.”
I have first hand experience in this area since I’ve enjoyed my own multi-generations family business partnership with my father for over 17 years.

Jada’s daughter is now two years old and the family business is thriving. I asked her to sit down with me to share her business ownership exploration and why they chose the business they did.

Q: Timing is everything, but you had a lot going on at the time, so what drove you?

A: My mother and I found ourselves together at a crossroad right about the time I became pregnant. I was burning out on teaching and I knew I wanted to create a world for my daughter where I could be there for her on a regular basis. I also knew I wanted my mom there with me. Her corporate career was winding down and this was our chance for a new beginning.

Q: You’re a certified teacher, what made you decide to leave teaching for business ownership?

A: I wanted more flexibility in my schedule, more than just weekends and school breaks. Plus, I wanted to focus my time and energy on building a business where my entire family could play a role. I realized the reason I love teaching is the feeling that I’m making a difference. That feeling can be achieved in creating a lasting legacy for my family as well.

Q: What made you decide to go into a business partnership with your mother?

A: My mother is one of the smartest businesswoman I’ve ever known. When I approached her about building a family business, it was no surprise to me when her first question was, “Why not?” I knew she would bring to the table her years of experience in the business world and she would tell me what I needed to hear honestly and openly. She was for me the perfect partner.

Q: Were you afraid that being in business with family would change your relationship?

A: No. We have always been extremely close and our family comes first. Generations of our family has lived in this community and we have an incredible wide support system to help us on track.

Q: Why did you decide to look at a franchise business?

A: We recognized that we need the support and process that franchise businesses could offer. We wanted to achieve that balance between true entrepreneurship and the corporate world, where my mother spent the majority of her career. There were other options, but a franchise business made the most sense for our family.

Q: Education and child enrichment businesses can be both rewarding and lucrative, why not stay in the world you know?

A: We thought about that, but I wanted to work ON the business and not IN the business. I also really wanted to do something vastly different, to expand my skills. This business is not just for me, it’s for my whole family, so we considered all the different options you presented.

Q: You decided on a B2B business model, Instant Imprints, why?

A: Instant Imprints checked all the boxes for us. The B2B component meant the opportunity for higher revenue, recurring revenue and predictable business hours. The franchise system demonstrated a strong network of customers, vendors and other franchisees. They work to keep the team updated and informed on the latest research, development and promotional opportunities. Most of all, we wanted a franchisor who would value open communication, mutual trust, clearly defined rights and obligations and is dedicated to long term success.

Q: What is your role and what is your Mother’s role in the business?

A: I am primarily involved in the creative process. My mother lends her support on the marketing and business development side, but what she really enjoys is caring for her granddaughter while Mom is at work. It’s all come full circle.

Q: What advice would you give to other prospective business owners exploring franchising as a path to business ownership?

A: Be clear on what you really want. Be focused and prepared to work really hard to achieve your goals. My mother taught me that.

Q: Is it everything you wanted in a family business?

A: Our business allows us the freedom and flexibility we need to make our family work. Families are always juggling priorities, but since we are all working together at home and at work, we have the opportunity to pull together to get it done.

Q: Is there a special Mother’s Day message you’d like to send to your Mom and business partner?

A: If I could be half the Mother to my daughter as my Mom was to me, I will consider myself a huge success.

As we prepare to celebrate motherhood this May, we congratulate these forward thinking ladies for their success as a family and as business owners.

Whether you’re exploring business ownership as a new career or simply want to know more about building wealth and equity through franchising, sit down with your family and watch some of our educational videos together. We’ll help you start the conversation.

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When you realize no one is really ever “All Set” you’ll make more sales.

Your goal isn’t to try to overcome this – rather, it’s to sidestep this resistance statement and get information you can use to create value and continue the conversation.

Ten New Ways to Handle, “We’re all set”
By Mike Brooks

I receive emails from my readers all the time asking me how to handle various objections and resistance statements. A common request I get is how to handle the initial resistance statement “We are all set.” A variation of this is anything along the lines of:

“We are O.K. with our present system”

OR

“We’ve already got a company that handles that”

OR

“We’re fine for right now”

As you can see, these are all basically the same, and, more importantly, they aren’t objections – rather they are initial resistance statements or blow offs. Essentially they are saying something along the lines of: “I’m not interested in being pitched right now, please go away.”

Now here’s the thing: Because this is simply resistance and not an objection (it’s not an objection because you haven’t pitched your product or service yet. It’s like when you walk into a department store and the sales rep asks if they can help you and you blow them off with, “I’m just looking.”) Again, “We’re all set” is not an objection, just sales resistance.

And the key to handling resistance is NOT to try to overcome it (remember it’s not an objection) but rather you simply want to bypass it and get into your pitch.

So, with that in mind, here’s how you handle the “We’re all set” blow off or/and any of its variations:

“We’re all set”

Response One:

“That’s great, and I’d just like to see if we could get on your vendor list for the next time you’re in the market. Let me ask you…”

Now get into your qualifying questions…

Response Two:

“Most companies I speak with are ‘all set’ and that’s why I’m reaching out to you now – I want to give you an option for the next time you’re in need of this. Let me ask you…”

Back to qualifying…

Response Three:

“No problem. Let me ask you: the next time you’re in need of this, what’s number one on your wish list?”

Response Four:

“I understand – I didn’t expect to catch you in the market right now. Instead, let me get an idea of your perfect profile, and then I’ll send you some information you can keep on file next time you need this…”

Now re-engage by asking a qualifying question.

Response Five:

“Got it. Let me ask you: the next time you are in need of this, are you the right person to speak to about it?”

If yes, then qualify them for that next time – especially asking about timeframe, budget, etc.

Response Six:

“Understand, and let me ask you: When is your next buying season for this?”

Then keep the conversation going by asking additional qualifying questions…

Response Seven:

“That’s fine; I totally understand. And let me ask you – the next time you’re in the market for this, how many companies are you going to reach out to?”

And then ask how you can become one of them, what their budget is, who the decision makers are, etc.

Response Eight:

“No problem. What you might find helpful is to know about our special pricing and the additional services we provide. Did you know that….”

Then pitch one or two things you do that others don’t – and use a tie down!

Response Nine:

“I’m glad you said that. What I’ve found is that those companies who are already using a vendor for this are surprised to learn that….”

Give them a shocking statement about how you’ve just been rated number one, or that you give free delivery, etc. Something that will peak their interest…

Response Ten:

“No problem. Could I be the next in line company you call the next time you’re in the market for this?”

If yes,

“Great, let me get your email and send you my info…”

Then:

“And just out of curiosity, what would have to change for you to even begin looking at someone else?”

Look for an in here…

So there you have it – ten new ways of handling this age old blow off. Just remember, your goal isn’t to try to overcome this – rather, it’s to sidestep this resistance statement and get information you can use to create value and continue the conversation.


Mike is the go-to inside sales trainer and phone script writer in the industry. He is hired by business owners to implement proven sales processes that help them immediately scale and grow Multi-Million Dollar Inside Sales Teams. If you’re looking to catapult your sales, or create a sales team that actually makes their monthly revenues, then learn how by visiting: http://www.MrInsideSales.com