Francorp Client - USA Subs

Derry Sub Shop To Franchise Nationally
(Sunday, July 22, 2007) - USA Subs, for two decades a fixture as a standalone shop at 66 Crystal Ave., Derry, is about to go national.Working with Olympia Fields, Ill.-based Francorp, USA Subs has prepared for a roll out of its sandwich shop concept."We are going to be registering in every state in the country as of the first of the year," Karl Kuceris, co-founder and chief executive officer of USA Subs, said.

Founded in 1986 by Kuceris and partner Russell Hertrich, the chief financial officer, USA Subs last year brought in Kuceris' son, Keith Kuceris, as a partner and chief operating officer.The three formed American Dream Franchising LLC to franchise USA Subs, which is known for its "Steak Bomb" sandwich."Russell happens to be my best friend since first grade, and we're both in our 50s now," Karl Kuceris said. "We decided, you know, we're going to go with this, and we're going to put Derry, New Hampshire, on the map just like Subway did to Milford, Conn."USA Subs has an extensive menu of sandwiches, wraps and salads, offering items that are similar to those found at Subway, Quiznos and D'Angelos. USA Subs also offers a 6-foot party sub. "We sell those to companies in Boston," Kuceris said.Meat and veggie subsThat combination of choice under one roof has drawing power. "We're actually, we've been told, one of the highest volume sandwich shops in New Hampshire," Kuceris said.

The Derry sub shop sells more than 600 pounds of steak a week."We've got customers who come from Boston, and an elderly couple who come from Durham, N.H., an average of three times a week," he said.USA Subs has partnered with the largest developer of franchises. Francorp counts among its clients Jimmy John's Gourmet Sandwiches, Bridgestone, Shell and Ace Hardware.Donald D. Boroian, founder and chairman of Francorp, is bullish on USA Subs. "We are seeing the emergence now of new players in the sub sandwich in particular," he said. "They're doing a lot of turkey and chicken and even vegetarian sandwiches."USA Subs has gone beyond that point of the standard fare, and they serve a premium product," Boroian said. "As a result of that, we believe they have a very good shot at the sandwich industry, at the franchise industry in general."Boroian noted the cost of opening a USA Subs franchise will be less than many competing franchise restaurants because a freestanding building isn't required and they can be situated in shopping centers and storefronts.

Initial outlays for new franchisees will range from about $296,500 to $421,167, according to the www.usasubs.com Web site. Franchisees can lower their start-up costs by leasing rather than buying their equipment, Kuceris said.That's substantially less than the average $1.5 million investment it takes to start a typical fast food restaurant in a freestanding building, according to Boroian.Potential franchisees as well as franchisors can take a free quiz and download a free book from the Francorp Web site, www.francorp.com.Kuceris said 32 candidates have applied to franchise USA Subs stores, all but two for sites in New Hampshire. The others are in Maine and New Jersey."A lot of these franchise stores have been having problems over the years, and the problem is that they don't do enough volume," Kuceris said."To do the volume, you have to have the product that the customer wants," he said. "Especially in New England, you have to have a grill. Our grilled Steak Bomb is our most popular sandwich,"Newest partner Keith Kuceris worked in his father's business as a high school and college student, but detoured for awhile with stints as a soap opera actor in New York (One Life to Live and All My Children) and director of ticket operations for the Pawtucket Red Sox. He returned to the family business full time a year ago, officially becoming a partner in USA Subs Jan. 1."My parents came over from Latvia and this kind of thing was the American Dream to them," Karl Kuceris said."We can actually offer that to other people. That's why we came up with the American Dream Franchising name."I've got one guy that's been with me 20 years, another 15 years," he said."We actually try to take care of our people better than the average chain does; it's a really strong family atmosphere that we have here. That's what it's all about. It's about family, it's about independence, it's about that dream. "It takes a lot of hard work, but the hard work can pay off," he said.

www.francorpconnect.com

Don Boroian - Francorp Malaysia

About Francorp Inc
Francorp Inc was founded 30 years ago by its Chairman Don Boroian and has counseled more
than 10,000 companies and helped more than 2,000 businesses join the ranks of franchisors in
the USA, Europe, Middle East and Asia. Among its clients are Kentucky Fried Chicken, Omni
Hotels, Holiday Inns, Ace Hardware, Damon’s, USA Baby, Auntie Anne’s Pretzels, Culver’s,
Jollibee, Jimmy John’s, Jersey Mike’s Subs, Texaco, Shell and BP Amoco.
In Malaysia, Francorp’s clients include Wardrobe (men’s tailoring maestro), CN Health &
Beauty (beauty solution services), Kamdar (textile superstore), GDO (lighting and furniture),
Ridpest (total pest management control system), and EOA (pre-owned car dealers). Francorp
Malaysia is also developing franchise programs for other clients like Amee Philips (specialty
jewelry), Bao Bei (Mandarin language centre), Felisa (beauty spa), Lo Hong Ka (bird’s nest
retailer), MyKamera (photography shop), Gift & Logo (corporate and premium gifts), and Syed
Bistro (restaurant).
Francorp is a global leader in the franchise consulting industry with a unique approach that
remains unmatched by any other firm in the world. With a team of experts whose talents are
coordinated seamlessly to create customized materials that fit the specific needs of its clients,
Francorp has the global reach to help clients expand their business and creates a local presence to
adjust their business to fit each country's unique culture and laws.
About Affandy Faiz
A well-sought speaker in franchising, Affandy has more than seven years experience in the
franchise industry, coupled with auditing, corporate finance and direct marketing experience of
more than 10 years. He has undergone the Francorp's system training program in Chicago, USA
and the first Malaysian to qualify as a Certified Franchise Executive (CFE), awarded by the
Institute of Certified Franchise Executives (ICFE) of USA. Affandy has been featured in
mainstream Malaysian electronic media (TV and radio) and regularly contributes franchise
articles to leading newspapers and business journals.

Francorp Phillipines to work with Cordillera Coffee

Cordillera Coffee is a growing company committed to serving the best Philippine Mountain Coffee.
We purchase high quality whole bean coffee exclusively and directly from the small backyard farmers of the Cordillera Region. We roast and sell them along with fresh, rich-brewed, espresso-based beverages, a unique selection of food with a distinctively ethnic flavour, and a variety of homemade pastries and confections.Cordillera Coffee intends to expand its business by opening new branches in prime business areas, not only in Metro Manila, but other key spots in the Philippines, like Baguio City and Cebu City.
In line with its expansion program, Cordillera Coffee is presently in the process of putting up a franchise program with Francorp, the leader in franchise development, as consultant.Company name: Cordillera Coffee CompanyDescription: A coffee shop offering the Philippine mountain coffee, ArabicaFranchise fee: P150,000 for kiosk and P350,000 for full store set-upTotal investment: P600,000 for kiosk and P1.9 million for full store

Franchise package:Trade name and trademark Operations Manual Site selection assistance Training for staff about coffee and food preparation National marketing and advertising support Pre-opening and grand opening assistance Initial inventory Working capital Construction cost and advance rent Store and kitchen equipment Continuous research and development Business consultation and regular meetings with franchisees Preferred sites:Business districts like Ortigas Center or Makati Areas near campuses Museums Tourist destinations like Intramuros, Malate, et cetera Application procedure: Send letter of intent and description or map of the proposed location if there is. Company-owned outlets: 3
Year started: 2003
Franchising since: 2006
Franchised Outlets: None
Term of franchise: 5 years
Renewal: 5 years
Projected ROI: 1.25 years to 2.25 years
Royalty fee: 5 percent
Advertising fee: 3 percentContact details:Unit 104 Llanar Building, Xavierville Avenue cor. B. Gonzales St.,Loyola Heights, Quezon CityTel: (02) 436-0324, 482-2515
E-mail: cordilleracoffee@gmail.com
Website: www.cordilleracoffee.multiply.com

www.francorp.com

Francorp Regional Director - Stephen Russell

PRESS RELEASE

(Company Letterhead)

FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(401-787-2530)

Francorp Welcomes New Regional Director


(South Jersey, NJ) - Francorp is proud to announce that Stephen Michael Russell has been appointed Regional Director of the Greater Philadelphia area.

Stephen Michael Russell is a dynamic individual with integrity and charisma. He resides in South Jersey with his loving wife and four beautiful children. He embraces the ' American Dream' to the fullest and believes that any motivated self-starter can make it big. His mission statement would be 'Persistence, perseverence and drive will always take one to a place of greatness.' He is a vibrant addition to the Francorp team and is a Finance Specialist. Stephen's background includes various type of business finance from commercial/residential mortgages to business equipment leasing.

Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 401-787-2530.


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Francorp Client - Dogtopia

Amy Nichols - CEO of Dogtopia
To learn more about the Dogtopia Franchising Opportunity please click here
1. What made you decide to quit a successful career in telecommunications and start a Dog Spa?
I have always been a very motivated and success-oriented person, and right out of college I had specific goals that I wanted to accomplish. While working at Verizon I decided I wanted to be an Account Manager (technology sales). I was able to achieve that within a few years, but once I got there, with all of the financial rewards it entailed, I still did not feel fulfilled. I had the nice car, my own house, and was even putting away money for the future, but I started to feel more and more that this was not what I envisioned for my future. Large companies are great places to learn, but definitely inhibit creativity and the ability to be innovative - not to mention telecommunications was not super-interesting to me. What had always been interesting to me is animals - particularly dogs, and I would often find myself stopping by a pet store on my lunch break or after work. The puppies always made me feel good. My own dog, Griffin, a Boston Terrier, was also a big outlet - I loved taking him for long walks and with me when I went shopping and to run errands. It was then that I started to think about how I could combine my love of business with pets.
2. Did you have any doubts in the early days that you had made the right decision?
I didn't have time! Once I was open for business, that is. The hardest part emotionally and mentally for me was getting the funding and finding a location. There were not many landlords that were keen on having dogs running around in their building. I had to present to seven banks before I was approved for an SBA loan. But, being the saleswoman that I am, I knew that it was a matter of "selling" them on myself and my vision for the company. Not only was there no time for doubts, but I knew that I had to be very focused on the success in order to present my business plan to banks and Landlords for it to happen at all. "Failure is not an option," is something I told myself often. Ultimately it was through networking that I met my first Landlord, and proceeded to rent almost 9000 square feet in Tysons Corner for our first location.
3. How fulfilling is it to work with canines?
Dogs are great. Unconditional love and that uncanny ability to be forever-optimistic. I can be having a really challenging day, but one wet kiss wipes it all away!
4. Do you believe that dogs should be treated like children?
Yes and no. I have never felt that dogs are on par with humans, but I have to say that after having my own child (and another due this month) the "parenting" philosophies and teaching techniques are nearly identical. If you want a well-balanced child or dog, you need to provide the standards - food, shelter and unconditional love - but also boundaries and rules. I have a three year old and I have been amazed at how similar it is to manage him and young dogs!! You have to watch them every second - not just to keep them out of trouble, but also to protect them. Providing socialization and stimulating activities is another common element. Above all is consistency - when you make rules, stick to them. Ultimately dogs are not people, and I am thankful for that - my two dogs are much much easier to manage than my three year old son!
5. What kind of service do you offer to those who want to treat their dogs right?
As I mentioned above, one of the things that I believe is an important component for a healthy, well-balanced dog is socialization. Dogs are pack animals, and having a "human pack" is great - but there is no substitute for them spending some time with each other. Dogtopia provides this important component so that the dogs can then be happier and more relaxed when they are home. Exercise is an obvious need for all dogs, but most do not get nearly as much as they should, particularly with the most popular dogs being Sporting Breeds - Labrador and Golden Retrievers. Consequently, that is our most common customer - Labs! They need exercise and dog parents recognize that a well-exercised dog is also well-behaved!
Dog daycare is our primary business, but we also offer several other services. As an add-on to daycare, we also have overnight boarding services. We get lots of weekend stays, but have had dogs stay for several weeks. We added webcams a few years ago and that has gone a long way towards eliminating the anxiety people feel over boarding their dogs. They can check-in from anywhere in the world and see their dog having a great time - eliminates all the guilt! We have spa services at all of our stores - we can give them a bath and do their nails for you, or they can also use our self-serve tubs (very popular after an afternoon at the dog park) We also have training classes in the evenings and have boutiques in each of our stores for special snacks and unique dog products.
6. What do dog lovers say about you?
Usually "Thank goodness for Dogtopia!" Although dog daycare is still a relatively new concept, once someone starts to use us, they really get hooked and cannot imagine not having daycare for their dog! Dog lovers want their dogs to be happy, and that is what we do best!
7. What is the greatest factor that helped you succeed?
It is always important to follow your heart for true happiness and success, but it is equally important to be prepared to work really hard to get there. Determination and willingness to work as much as needed were probably the most important factors initially. After that, I would say that it was learning from our mistakes, it is OK to make mistakes, but use them as an opportunity to learn so that it is not repeated, and to improve your processes and procedures.
8. Let's talk about your franchising opportunity.
I used the birth of my son and subsequent maternity leave as a testing ground for my business. I felt strongly that I had prepared them to handle everything in my absence, and maintain our high standards of quality and service. I knew that if I was able to take-off that time and the business continued to run smoothly, then we were ready to expand. When my son was four months old I decided we were ready to move on to our next chapter - franchising. Franchising incorporates many elements that are really important in our business - the Owner/Operator model being of greatest importance. No one cares like an owner. I also felt that I wanted to help other people make their dreams come true by owning their own dog daycare - but at the same time creating a national network and maintaining the same quality and consistency across the brand. Franchising makes sense for us on so many levels, we can become the bigger company that I have strived for, but also maintain a small business feel in our locations.
9. What's it like to be a working mom? How do you balance family and career (and your dogs of course!!)?
Balance is an ongoing challenge, but it is probably one of the main reasons why I started my business in the first place. I love my business, but my family comes first. If that means I have to slow things down on the business side, then that is what we do. It all starts at home, and I felt that pretty soon after I started the company in 2002. My husband and I were both working too many hours - including staying over at the facility with boarding dogs, and it was just wearing us out physically, mentally, and emotionally. We had to decide how we were going to adjust the business in order to maintain balance personally and in our relationship. We made some hard choices, Mike eventually went back to work outside the company, but it was what was best for us. Four years later and he is back - but this time it is in a role that better utilizes his abilities, and the company is now big enough for both of us. Because we both work here, we can be very flexible when it comes to taking care of our son. We can fill-in for each other as needed, when the inevitable illness or doctor's appointment comes up, and it has really worked well. While I am out on maternity leave next month, Mike will be running the show here at Dogtopia! That gives me great peace of mind, and I know I will be able to really enjoy spending time with our new baby, and not worrying about my business.
10. Any words of wisdom for our mompreneurs?
First, research, research, research. Don't commit yourself to a major career change and investment until you have developed a thorough business plan. The Internet is a wonderful tool with virtually unlimited information - take advantage of it. Taking the time to research now will save you a ton of heartache and potential financial loss down the road. That being said, when you are ready, you're ready! Be your own biggest cheerleader, and hold on tight!
To learn more about the Dogtopia Franchising Opportunity please click here

Francorp Regional Director, Walter Smith

PRESS RELEASE FOR IMMEDIATE RELEASE

FOR INFORMATION CONTACT:
Francorp
(310-228-8517)

Francorp Welcomes New Regional Director Walter Smith. (Los Angeles, CA) - Francorp is proud to announce that Walter Smith has been appointed the Regional Director of the Greater Los Angeles Area. Walter holds a B. S. degree in Business Administration/Marketing from California State University, Los Angeles, California he has over 20 years experience directing sales organizations. Responsibilities included: Product development, account development, sales& marketing planning, inventory management and over-all business operations management. Francorp is very excited to be working with Mr. Smith and looks forward to having such a valuable asset join the franchise consulting team.

Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 310-228-8517.

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Francorp Regional Director Update

PRESS RELEASE


FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(716-837-0595)

Francorp Welcomes New Regional Director


(Charlotte, NC) - Francorp is proud to announce that Kent Boxberger has been appointed Regional Director for the Greater Charlotte, NC area.

Joel Neumann has been a Franchise Consultant and owner of Franchise Finders Inc., an independent affiliate of The Business Alliance franchise brokerage, since October 1, 2003. As a franchise consultant, Mr. Neumann assists franchise companies in various industries sell single, multiple and area developer units. In addition to operating Franchise Finders, Mr. Neumann is also the Franchise Director for Elect Home Care, a growing home care assistance franchise. Prior to Franchise Finders he was a senior manager in a major public accounting firm.

Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 716-837-0595.

Health Care Franchises Booming

Business is booming for new health care franchises

Ace Stryker - Daily Herald
The doctor's office could be going the way of the restaurant. Local and national numbers suggest an emerging trend among health care providers: More optometrists, chiropractors and other specialists are signing up with franchises, opting for the security of an established brand over the frenzied tug-of-war of an independent practice.
Companies like Massage Envy, a chain offering therapeutic massage services, are burning up Entrepreneur magazine's Franchise 500 list. The Arizona-based company started franchising in 2003 and has since exploded into 439 locations, including 13 in Utah and one more on the way. The breakneck pace earned Massage Envy the No. 2 spot on Entrepreneur's listing of new franchises this year.
It's a similar story for SpinalAid Centers of America, a Florida-based company offering nonsurgical spinal decompression therapy. Having started franchising in 2003, the chain now boasts 142 locations across the United States, including eight in Utah. That was good enough for 18th place among new franchises this year.
Dr. Eric Lee owned Utah's first SpinalAid franchise in American Fork. He founded a private practice there in 2003, but signed up with the national chain in 2005 after meeting with its founder, Dr. Frank Liberti, in Florida. He said he was hesitant at first to give up on his independent practice and join the company, fearing it could reflect an image unrepresentative of his philosophy -- but as he began to see the benefits, those feelings were assuaged.
"I had a lot of ideas," he said. "When I met with them and they said, 'We've already got all this stuff,' I didn't have to do it."
Lee said the biggest advantage he's seen is that SpinalAid handles the business end of things -- coordinating marketing, dealing with insurance companies -- so he can give his undivided attention to healing, rather than worrying about the bottom line.
"I can focus fully on the patients," he said. "I don't have to worry about printing and creating material, creating a brand -- that's all there. That's huge."
Now, Lee can go online and simply click on any number of template ads created by the company. Days later, they're appearing in the newspaper and on TV.
Lee pitched SpinalAid as the safe choice for consumers, too: Like a McDonald's, patients know what to expect in the way of services and pricing at any SpinalAid they enter, whereas billing could vary wildly from one independent practice to another. That's beginning to yield industrywide benefits, he said, where large insurance companies are looking to franchises to help standardize how compensation is awarded for different procedures.
Aaron Massey, a Pleasant Grove man suffering from a bulging disk he sustained while building a shed, visited the store Thursday for a lumbar decompression procedure. Having been treated by independent chiropractors before, he said a friend recommended he try the franchise over conventional offices.
"They're one-on-one with the patients," he said.
Massey said he had no reservations about seeing a franchise provider instead of an independent doctor -- that the potential "McDonald's factor" wasn't an issue.
Optometry chains have led the field of franchised health care for years. Pearle Vision began franchising in 1980, and now maintains 402 independent stores and 496 company-owned ones. It currently holds spot No. 104 on Entrepreneur's Franchise 500 list.
Entrepreneur magazine's staff did not return calls Friday for comment.

Francorp Client Fruyu Featured

Francorp Client Fruyu featured in the North Store Online. Fruyu delivers an all natural fantastic product and stands out from the rest of the Yogurt competition.

Byproducts of the yogurt revolution
Jun. 5, 2008
By Erica Egenes, Nikki Hernandez, and Jimmy Vuong
Kissberry
Kissberry offers both smoothies and yogurt combinations. The yogurt comes in two flavors: original and green tea. Then there are various toppings that can be added. The original-flavored yogurt isn’t as tart as Pinkberry’s and some others’ which makes it bland and not as good. Just like at Pinkberry, there was an assortment of cereals, fruits and various other toppings. The berries at Kissberry were not terribly fresh or very juicy. Between the slightly bland yogurt and the mediocre fruit, it was just a bland overall experience.
Fruyu
www.fruyu.com
Fruyu is simply another baby of the yogurt boom but that does not make it less than its peers. Just like the others, Fruyu features plenty of flavors that may be accompanied by plenty of toppings. These toppings range from your everyday breakfast cereal to fruit that is cut in front of you. One thing that does set Fruyu apart from the other yogurt parlors is the fact that it features real yogurt. Real yogurt has active cultures which is what makes the yogurt really healthy for you without sacrificing the taste. Also, Fruyu’s yogurt dispensers have a swirl feature that allows you to swirl two of your favorite flavors together.The cafeteria style serving is good when you really need your yogurt fix or simply like to mix and match flavors with the bountiful toppings.
Pinkberry
www.pinkberry.com
Pinkberry is considered to be the originator of this yogurt craze. Pinkberry is a perfect choice to lead the yogurt frontier. As the original, it does not feature the cafeteria-style serving system, which actually is good for those of us who have problems with controlling portions. Where Pinkberry’s successors excel, Pinkberry fails. Pinkberry only features two flavors whereas the other yogurt parlors feature as many as eight. There are plenty of toppings to choose from including fresh cut fruit, well worth the price. As far as styling goes, Pinkberry is the essence of swank. The white interior is highlighted with vibrant colors which set the mood for a smooth and healthy snack.
Berrysweet
Berrysweet is just as modern and chic as any other yogurt shop around, with black and white tiles and a couple of computers to mess around on while you’re sitting there scarfing down some frozen yogurt. The yogurt choices available are just like those at every other place, with a few extras being watermelon and taro. The watermelon flavor is a must-try but the taro yogurt is a definite must-NOT-try. The topping bar was loaded with the usual tasty toppings: cereals, fruit, candy, etc. What's different about this yogurt place is that it's self-serve, so you get exactly what you want. One wonderful thing about Berrysweet is its business hours. It’s open until midnight seven days a week. So when you’re sitting at home studying for a billion hours, you can stop by Berrysweet when you’re done (if you’re done) to treat yourself, even if it’s the middle of the night.
Swirl
Swirl Frozen Yogurt is just like other frozen yogurt shops: filled with tasty flavored frozen yogurt choices and a wide array of yummy toppings. Unlike the other frozen-yogurt shops, Swirl attempts to gear its products toward simplicity and nutrition. In contrast to Swirl’s goal of being so nutritious, is the topping bar. It was full of the most fattening toppings around. There was everything from cereal to cake and cookies but of course they had their minuscule amount of fresh and delicious fruit on the side. Swirl is a typical yogurt shop and definitely not a stand out.
www.francorp.com

Francorp Regional Director - Peter Yang

PRESS RELEASE


FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(714-293-7124)

Francorp Welcomes New Regional Director


(Diamond Bar, CA) - Francorp is proud to announce that Peter Yang has joined the Regional Directors Program.

Peter has had extensive experience in sales in business development, most notably with First Data, a giant in the credit card processing industry. He has been successful in acquiring sales both with large corporations as well as small businesses through a variety of sales methods including: telemarketing, business to business, cold calling, referrals, and networking. Peter also has a BS in Organizational Leadership from Biola University in La Mirada, CA with a special emphasis on Business Ethics. He currently resides in Diamond Bar, CA.

Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 714-293-7124.


# # #

Francorp Regional Director - Kent Boxberger

PRESS RELEASE


FOR IMMEDIATE RELEASE FOR INFORMATION CONTACT:
Francorp
(678-462-8646)

Francorp Welcomes New Regional Director


(Atlanta, GA) - Francorp is proud to announce that Kent Boxberger has joined the Regional Directors Program.

For over 25 years, Kent has worked with Fortune 500 companies to grow, expand and increase business success. Over the past 12 years, as President of his own small business, MarketCorp International, Inc., in Atlanta, GA, he has worked in various executive management positions as a consultant with expertise in Sales, Marketing, Advertising, Management, Operations and Training, with dozens of companies in many industries.

Prior to joining Francorp, Kent worked for Bell Atlantic Leasing and Finance, as a Regional Manager facilitating the finance and expansion for business equipment manufacturers, distributors and dealers nationwide. He also worked with large Franchise organizations, providing finance and leasing of multiple unit locations, for expansion on a national scale. In addition, holding various positions and as an executive, he has worked with some of the largest insurance companies, in providing personal and business insurance through agents, brokers and direct sales organizations.
Francorp is acknowledged as the world's leader in franchising. Since 1976 Francorp has provided full development programs to help insure the franchise success of over 2,000 businesses. To continue helping businesses expand, Francorp has established a Regional Directors Program. This program allows representatives throughout the country to provide the necessary resources to new business interested in franchising. For more information, visit www.francorp.com or call 678-462-8646.


# # #

Frozen Yogurt is Back!

Frozen yogurt is back
National Restaurant Association SmartBrief 08/22/2008
Frozen yogurt is seeing a sales boost despite a downturn in many foodservice sectors. Brands with free-standing shops such as Berry Chill, FreshBerry, Pinkberry and Red Mango are leading the resurgence. Restaurants & Institutions (free registration) (05/01)

Yogurt Treats is a new Francorp Client that does fantastic frozen yogurt treats. The concept is growing very quickly and Francorp expects big things from this new company.

www.francorp.com

Don Boroian - New Client

Don Boroian and Francorp has a new client starting that will be franchising soon. Check out this recent press release.

August 21, 2008 09:00 AM Eastern Daylight Time
http://www.businesswire.com/portal/site/google/?ndmViewId=news_view&newsId=20080821005312&newsLang=en

NutriPure Beverages, Inc.: Wholly-Owned Subsidiary Prepares to Franchise First Peruvian Restaurant Group
NEWPORT BEACH, Calif.--(BUSINESS WIRE)--NutriPure Beverages, Inc. (Pink Sheets: NUBV) announced today that its wholly-owned subsidiary Inka Grill Franchise Systems will soon begin franchising the nation’s first chain of Peruvian restaurants, and that an agreement is already in place with Francorp, Inc. to take the concept nationwide and eventually worldwide. Francorp and Inka Grill have agreed to fast-track the project, which has been underway since late last year. Inka Grill expects to open its first franchised locations in early 2009.

Inka Grill Franchise Systems owns the nationwide franchising rights to the Inka Grill restaurant, recipes and products. Inka Grill is a highly successful chain of Peruvian restaurants in Southern California with a well-deserved reputation for serving up the ultimate Peruvian food experience. Peruvian cuisine is growing very rapidly in popularity because it has enormous appeal to both “foodies” and to those seeking healthier and more nutritious restaurant alternatives. Adventurous eaters are attracted to the unique combinations of flavors and fragrances that set Peruvian food apart as a distinguishable yet approachable alternative to more standard food choices, while those who are more health-conscious are drawn to its combination of fresh and nutritional ingredients with healthy spices and herbs. Inka Grill’s recipes are based on home-style cooking from the Northern Provinces of Peru, where seafood, chicken, lamb, beef and potatoes are the staple. Every dish is prepared to order and only the freshest organic ingredients and care are used in all of Inka’s preparations. These factors, combined with the affordability of the menu choices, the ability to replicate the restaurants very quickly in multiple locations with a small and profitable footprint, and Inka Grill’s record of success in the highly competitive Southern California restaurant scene, have created an unusually strong franchising concept.

Francorp is the nation's largest management consulting firm specializing in franchise development and the only firm with all franchise services under one roof. Francorp’s Franchise Development Program offers the complete array of strategic planning, legal, operational, marketing and sales tools a company needs to expand into franchising, and over the past 25 years Francorp has consulted with almost 8,000 companies and has developed more than 1,000 franchises.

ABOUT NUTRIPURE BEVERAGES, INC.

NutriPure Beverages, Inc. is focused on growth and diversification in the healthy food/healthy water industries. NutriPure currently owns two wholly-owned subsidiaries, Inka Grill Franchise Systems and XND Technologies, Inc. XND Technologies is bringing to market a complete line of nutrient-enhanced bottled water products under the Nu2O label. Nu2O products will be the first and only premium nutrient-enhanced bottled water products to be produced using a revolutionary cold-filling process that enables the adding of organic nutrients while retaining the appearance and taste of pure water. This concept is unique because no other producer adds organic nutrients without also adding masking flavors, colors or sweeteners. NutriPure’s products will contain no calories, no carbohydrates, no colors and most importantly, no flavors other than pure water. NutriPure’s patented cold-fill process gives the company two huge marketing advantages over its competitors. First, this process costs 30% less than the standard hot-fill process, which translates directly to greater bottom line profits. Cold-filling also enhances the bioavailability of the ingredients, prevents biodegradation, and allows beverages to be bottled at neutral pH, thereby creating a more healthful product without altering the taste of the water. This process gives NutriPure the advantage of being able to use the claims “natural,” “organic,” and “no preservatives” on its packaging and marketing materials. Consumer testing indicates that the public sees Nu2O in a category of its own, somewhere between SmartWater and VitaminWater. Nu2O products will include a vitamin enhanced water for general health, a diet formulation for weight watchers, an immune booster, an energy and fitness drink, and additional formulations to be announced later.

For more information visit www.nutripurebeverages.com.

Safe Harbor Statement: This release contains forward-looking statements with respect to the results of operations and business of NutriPure Beverages, Inc., which involves risks and uncertainties. The Company's actual future results could materially differ from those discussed. The Company intends that such statements about the Company's future expectations, including future revenues and earnings, and all other forward-looking statements be subject to the "Safe Harbors" provision of the Private Securities Litigation Reform Act of 1995.

NutriPure Beverages, Inc.Kenyatto Jones, CEO866-202-5256

Francorp Client - Wahoo's Fish Tacos

Francorp developed the franchise for Wahoo's, the largest chain of fish taco stores in the U.S. Francorp began working with Wahoo's in 1997 from which the company has steadily grown to become the prominent brand in their food service segment. Here is the story of Wahoo's:www.wahoos.com

The Wahoo's story begins in 1988, when the three Wahoo's brothers, Wing, Ed and Mingo, combined their love of surf and food to create a restaurant with an eclectic Mexican/Brazilian/Asian menu and a Hawaiian north-shore vibe.

Wing, Ed and Mingo were born with the love of restaurants in their blood. Growing up in San Paolo, Brazil, they actually spent their early years above their parents' Chinese restaurant. After school, you could find the brothers in the restaurant peeling shrimp or washing dishes. In 1975, the family moved to Orange County, California, where their dad opened the famous Shanghai Pine Garden Chinese restaurant on Balboa Island. People such as John Wayne would frequently eat there.The brothers grew up both in the restaurant and on the beaches. Addicted to surfing, they would travel south to Mexico to surf and there got introduced to the fish taco. Years of surfing trips to Mexico created a craving for the speciality of charbroiled fish, salsa and tortillas.In 1988, the brothers decided to import the fish taco to Orange County, California, and give it a unique twist. They combined the fish taco with their Brazilian favorites and Asian inspired items.

The brothers decorated the original restaurant with the donations of near-by surf companies and that's how Wahoo's Fish Taco was born. Wahoo's then quickly developed a loyal and steady following, to where some locals came in daily and servers automatically knew what their customer would order.In 1990, Steve Karfaridis, joined as a partner and the one location in Costa Mesa rapidly developed into multi-locations in Laguna Beach and Huntington Beach.

Today you will find over 50 locations of Wahoo's all throughout California and Colorado, including Texas and Hawaii. Wahoo's future plans include expanding in the Southwest region and eventually nation-wide.The Wahoo's brothers have really lived the American Dream. From a small apartment in Brazil to the success of over 50 Wahoo's locations, Wing, Ed and Mingo all share a deep appreciation for their blessings and what they have been able to build together.

www.francorp.com

Former Client Video - Auntie Anne's

http://search.smallbusinessschool.org/video.cfm?clip=1064

Key Question:How do I grow my business?A: Find people who had done what you want to do and hire them.Q: How can a small business afford all the experts and consultants who are available to offer advice on every topic imaginable?A: Most don't. Although, carefully chosen experts can save time and heartache. If you use Anne's rule of thumb, you hire experts when you arrive at a place you've never been before that seems to be confusing and perhaps fraught with potential legal problems. While Anne didn't hire a consultant to evaluate her pretzels, she did hire the well-known company, FranCorp to answer the question: Is franchising a good idea for Auntie Anne's?When the answer to that question turned out to be yes, Anne hired the firm to put the documentation in place so that Auntie Anne's would be positioned properly for long-term success.So much about building a business is a "do it yourself" project. But, when you begin to form financial partnerships, it is wise to have the contracts and supporting paperwork put in place by people who know the ropes. Even though there are dollars out up front, it is more cost-effective to pay professionals at the beginning than when a problem arises that could have been prevented. Rule: It is cheaper to have attorneys at the beginning of a relationship that at the end of it.One mentor told me, "If you are a capitalist, you will be sued." Everyone who has run a business for any amount of time knows what I am talking about. Anne was smart and is smart about all the legalities. Don't be cheap or naive when you come to a crossroads. Hire someone who has a map.Think about itAre you over your head when it comes to technology? Would a human resource consultant be able to improve or create an employee manual for you? Might there be an insurance expert who could save you dollars? If your team isn't working smoothly, should you hire someone to lead an in-house seminar or help you figure out who needs to be fired?Clip from: Auntie Anne's PretzelsAnne Beiler says that everyone is teachable and lovable.Gap, Pennsylvania: An angel investor stood by her while bank after bank turned her down because the purpose of this business was to make money then give it away.Meet Anne Beiler, founder f Auntie Anne's Pretzels. Anne's generous spirit is infused throughout this company and it is their secret ingredient. Anne has proven that her franchisees want to run a business built on love. While most franchise companies have to market to find new owners, Anne has to turn away hundreds who want to buy into her concept. Products topped with her love of people make Anne Beiler a leadership example to follow.In 1988 Anne Beiler turned a mistake into a new product. Today, Auntie Anne's Hand-Rolled Soft Pretzels are baked fresh in over 800 locations and are the perfect high carbohydrate, low-fat, back-to-the-basics snack so many people crave. Customers will part with over $500 million a year to enjoy this hot treat.So now, we travel out to Gap in Pennsylvania's Amish Country; it is a simpler place. And though it may be an unlikely place to be running a fast-growing business, maybe there are lessons here for all of us in these hostile times. This business is based on love and on giving. This is the American Dream. It has come alive for all the right reasons.Go to all the videos and key ideas...Go to the homepage of this episode...Auntie Anne's Inc.Anne Beiler, Founder160-A Route 41Gap, PA 17527 717-435-1610 Visit our web site: http://www.auntieannes.com/Office: 717-435-1610Business Classification:Retail Year Founded: 1988 Hire ExpertsYoung employee: Hot tray coming out. ANNE: To really structure what we wanted to do was something that I didn't know how to do. So we had to go outside. And first of all, my youngest brother had actually gone to business school, and so he came in and really helped departmentalize the organization, and from there, we went to Francorp, which was a company based out of Chicago, Illinois. They are a franchise consulting company. And they helped us with--they took our licensing agreement to an official franchise agreement, which was a great help, which you really need that. If you're going to franchise, you really need to have the documentation in place, and you need to have an agreement that is good for you and it's good for the customers, for the franchisee. And in this agreement, you need to make sure that you're protected, but you also need to make sure that the franchisee is protected from the franchisor. Because it's really a two-way street. And so if you understand franchising, a good way to understand it is to see it as a partnership for the rest of your life, more like a marriage.

www.francorp.com

Franchising Article, 1988

Your Money; Franchises Offer Profits and Risks
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new_york_times:http://query.nytimes.com/gst/fullpage.html?res=940DE3D91339F935A25752C0A96E948260&sec=&spon=
By LEONARD SLOANE
Published: January 16, 1988
LEAD: JAMES Goodman, executive vice president of the Morehouse School of Medicine in Atlanta, recently decided to leave his position and go into franchising. So he bought the Seattle-area rights to open franchises of Jiffy Lube International Inc., a fast oil-change and lubrication system for automobiles.
JAMES Goodman, executive vice president of the Morehouse School of Medicine in Atlanta, recently decided to leave his position and go into franchising. So he bought the Seattle-area rights to open franchises of Jiffy Lube International Inc., a fast oil-change and lubrication system for automobiles.
''I've put in a lot of effort and energy for other people,'' Mr. Goodman said. ''I'm at a stage now where I want control over my own destiny.''
Rocky Paolini bought a franchise three years ago and now has a thriving printing and copying center under the Sir Speedy name in Wakefield, Mass. Before going into business on his own, he had worked at the Monsanto Company in sales and marketing for 14 years.
''I love it,'' he said. ''You'll never see me going back to corporate life.''
Mr. Goodman and Mr. Paolini are among the hundreds of thousands of Americans who have started their own businesses through franchising. Government statistics indicate that franchises stand a better chance of success than other independently owned small businesses. Nevertheless, prospective franchisees should understand the many pitfalls - indeed, some people have lost their entire investment rather quickly. Before opening an establishment and paying $1,000 to $500,000 for the franchise, investors should carefully study the business.
''Treat this as an extremely serious business investment,'' said Stanley L. Williams, director of education at the International Franchise Association. He urged investors to examine the entire situation carefully before they put up any money.
Franchising is a method of distributing brand-name products or services under license. A franchiser provides the business system and trademark and a franchisee operates the business under the franchiser's name.
There are two major franchising arrangements. In the business format, the franchiser establishes a fully integrated, continuing relationship with the franchise owner. In a product trade-name arrangement, the supplier and dealer establish an independent sales relationship, like those found in such industries as automobiles, soft drinks and petroleum products.
The business format has been responsible for much of the franchising growth in the last three decades.
Total sales of franchising companies amounted to approximately $591 billion in 1987, up about 6 percent over the previous year and representing one-third of all retail sales in the United States. Approximately a half-million franchised establishments exist, with business-format arrangements proliferating in such industries as real estate, rental service, cleaning and maintenance and, of course, the ubiquitous fast-food restaurant.
''You're buying someone else's experience,'' said Ray Bard, an Austin, Tex., management consultant and co-author of the book ''Own Your Own Franchise.'' ''You're getting their systems, their product development, their image in the marketplace and their supportive services.''
In addition to having the opportunity to participate in a tried-and-true business model and to receive both start-up assistance and follow-up support, franchisees may obtain other benefits. These potential advantages include sharing in the good will built up by other outlets bearing the same name, obtaining location analysis, getting continuing advice and training from the franchiser and receiving counsel in organizing, leasing, merchandising and advertising.
But franchising does have its drawbacks. A franchisee must comply with the franchiser's controls, standards and procedures or risk losing a valuable franchise. Also, a franchisee must usually spend more money to go into business than would be required without the trade name.
''The relationship between franchiser and franchisee is the key element to the present and future success,'' said Andrew Kostecka, a franchise specialist for the Commerce Department. ''A franchiser can develop superior procedures and programs, but they are meaningless unless franchisees put them into operation in the marketplace.''

Francorp Client - Soul De Cuba Cafe

The Soul of Crown Street
Nicole D'Andrea, Senior Writer
08/06/2008
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If you go... Soul de Cuba 283 Crown St., New Haven; 203-498-cuba; souldecuba.com What makes a city a city isn't something you can exactly put your finger on but when you feel it, you know it.
That's sort of the best way to explain the vibe of Soul de Cuba, tucked away on the corner of Crown and High streets.
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Just 40 seats for dining and only a handful of stools at the bar, Soul de Cuba embodies everything that is the lifeblood of New Haven. Think diversity in culture, historically accurate native cuisine and of course, authenticity of ownership.
Birthed by New Haven staple Yoon Kim, son of Sung Kim who has operated Seoul Restaurant on Crown Street for many years and brothers Jesus and Robert Puerto, Soul de Cuba has solidified itself as a New Haven necessity since its doors opened in January 2005.
Shortly after opening the first location- about one year- Jesus revisited his past, traveling to the South Pacific where he used to do work for the Peace Corps and launched a second Soul de Cuba in Honolulu, Hawaii across the street from the Hawaii Theater.
Hailing from an international relations background, Jesus shares that he and his partners are now finalizing the details for a global franchise expansion of Soul de Cuba which coincides with the debut of the restaurant's new line of homemade mango salsa, honey balsamic vinaigrette dressing and mojo marinade which are sold in store and are coming soon to participating supermarket shelves.
Phoning in from Hawaii- he gets to run this location while little brother Robert mans the New Haven locale- Jesus explains, right now he's at a crossroads with his business and he's hoping to figure out what is the best way to replicate the Soul de Cuba concept on a national level and become one of, if not, the first chain of Cuban eateries.
But before this Afro-Cuban enclave takes the world by storm, it's important to consider where it came from and who the Puertos are.
Though Jesus has a lengthy background serving in the international relations field- he came to New Haven through Paul Newman's Association of Hole In The Wall Camps to serve Thailand, Southern Africa and Japan- his family's past is deep rooted in Cuban cuisine.
Coming to the Tampa area of Florida, at the turn of 19th century, Jesus' great grandfather Santiago Gonzalez settled in Ybor City, which is the oldest Cuban-American community in the U.S.
The Puerto's family established themselves in Ybor and became well-known bakers. Even today, Robert says, they have a cousin who has taken up the baking trade in Ybor.
Generations of Afro-Cubans from the Puerto lineage have contributed to the flavor and style of Sol de Cuba and when speaking of franchising in terms of a restaurant "concept" it's sort of impossible to do so because the mantra of the restaurant is anything but trendy, stylish or en vogue. There's no "concept" per-se because it's real, right down to the family photos, which adorn the walls and even the cigar box tops that decoupage the bar top- yes, the Puerto family was also cigar rollers in Ybor City.
By way of food, diners can delight in the traditional marinated pork, a famous Cuban dish called lechon asado where the meat is marinated 24 hours in mojo- a creamy blend of citrus, oregano and garlic- before cooking.
But also on the menu, there are dishes that aim to highlight the unique Afro-Cuban heritage that the brothers share. Jesus explains that in addition to meals bearing the namesake of their past, it's the paintings of Afro-Cuban spirituality and respect for family that really puts the soul in Soul de Cuba.
Rabo encendido, traditional oxtail stew shares a place on the menu with Abuela's sopa de frijoles negros and less conventional dishes like Robert's pollo Soul de Cuba.
Cooking for almost half his life, Robert has taken the reins of the business from behind the stove and says he continues to try to represent the Cuban and Afro-Cuban cultures with his food while also taking into consideration the importance of creating new dishes with more contemporary ideals.
Before the rest of the world has the opportunity to delight in the wondrous multi-sensory experience of Sol de Cuba, which wakes your mind and taste buds simultaneously, take advantage of dining in the New Haven location where it all started (283 Crown St., New Haven; 203-498-cuba).
The Spread: Lunch entrees $11-$16, sandwiches $7-$9, appetizers $7-12, dinner entrees $12-$21.Signature: Soul de Cuba offers jars of homemade mango salsa and bottles of honey balsamic vinaigrette dressing and mojo marinade for sale in store, and soon on participating supermarket shelves. Also, make sure to order the Puerto family recipe sangria or a classic Cuban mojito.
Beyond the food: Monthly, you can come enjoy drum nights at as the restaurant is turned from a dining space to a dancing frenzy. Check souldecuba.com for dates.What we ate: Pollo Soul de Cuba, $18 (Marinated chicken breasts (overnight) pan fried and served with Chef Robert's special salsa of mango, black beans, red onion and rum, served over arroz blanco and plantanos maduros.
What we thought: Soul de Cuba is the epitome authentic and represents the best of New Haven's multicultural cuisine. If you're interested in having some imported wines or Cuban influenced drinks, this is one the city's most romantic spots to do so. If you're dining, Soul de Cuba is known for making traditional Afro-Cuban food with a contemporary twist- evidence of its success is the sweet and hearty Pollo Soul de Cuba.

www.francorp.com

www.francorpconnect.com

Don Boroian - How to Buy and Manage a Franchise

The American Dream with a Safety Net:
An Introduction to Franchising
Fred DeLuca needed cash. At seventeen, he was ready for college, but unless he raised some
money fast, he knew he couldn’t cover his first-year expenses at Connecticut’s University of
Bridgeport. As it would turn out, DeLuca’s solution for financing his college education would
lead to one of the biggest franchising success stories of the late eighties and early nineties. But
back in 1965, all he wanted was a financial fix.
DeLuca approached a wealthy family friend for the money. He recalls hoping that Peter
Buck, a nuclear physicist, would “reach into his pocket and pull out a big stack of hundred-dollar
bills.” Instead, Buck offered something more valuable – a business proposition. Instead of a gift
or loan, he would give the youngster $1,000 to open a submarine sandwich shop. And so Pete’s
Submarines of Bridgeport was born.
After a slow start (and a name change), the partners added fifteen more sandwich shops
in the following eight years. The chain had potential for further growth, but the traditional
method of building and operating company-owned stores was proving to be slow and costly.
The choice of an alternative wasn’t hard to make. McDonald’s and Kentucky Fried Chicken,
among others, had set an excellent example by franchising, and it was in that direction that
DeLuca turned to expand his business.
More than twenty-five years after it was started as a collegiate money-making venture,
this submarine sandwich idea has truly paid off. DeLuca and Buck’s business has become the
pacesetter among sandwich chains, setting a growth standard believed to be untouched by even
mega outlet food giants such as McDonald’s or Domino’s Pizza. In a single year – 1988 –
Subway, as the franchise is now called, opened more than one thousand outlets, a feat never
previously accomplished by a single chain.
Of course, opening a sandwich shop isn’t a rocket-scientist type of proposition. All one
needs is money (which, as has been demonstrated, can be someone else’s) and desire. Even
making that shop a success isn’t a superhuman task. Combine hard work, a good product, and a
reasonably decent location, and you can be the local roast beef and salami king. But to establish
and successfully duplicate such a store a few thousand times across the country and around the
world takes more than a profitable outlet (or even a few such outlets). It takes one of two things:
(1) Nearly unlimited capital (quite literally in the billions of dollars) to finance such growth; or
(2) the proven, synergistic power of franchising.
Chapter One
Compliments of Francorp Connect, Inc. 7 www.francorpconnect.com
So if you happen to have a couple of billion dollars lying around in a family trust, or a
friendly banker whose loan checks come preprinted with nine zeros, then what follows will
likely not be of much interest to you. But if you have a desire to become part of – or simply
learn more about – franchising, the successful and growing form of business the U.S.
Department of Commerce has called “the wave of the future”, this book is the source you’ve
been looking for.
As franchising has grown in prominence and performance, it has attracted wide coverage in the
media – some positive, some negative; some aimed at potential franchisees, some at franchisors;
some purely analytical, some philosophical and esoteric. But what was missing was a
comprehensive, easy to read (and perhaps fun to read) book that tied it all together – a book that
combined practical and useful information for both franchisees and franchisors with unbiased
reporting and interpretation of the development and influence of franchising. The challenge,
then, is to fill this information gap.
This book sets out to be the only book anyone (be they franchisees, franchisors, or even
just curious consumers) needs to read about franchising. And that’s not just a boast or some
lofty goal – it is our personal mission as authors.
Perhaps it sounds too simple: anyone with any interest in franchising. But it’s true. This book
was written with the widest possible variety of readers in mind. Whether you are interested in
purchasing a franchise (that is, becoming a franchisee), developing an existing business into a
franchise (becoming a franchisor), or simply learning more about the form of business
responsible for more than one-third of all retail sales in the United States, this book will inform,
educate, and perhaps even amaze you.
Do you dream of becoming your own boss but are wary of striking out on your own?
We’ll help you assess whether you’re ready (financially and emotionally) to become a
franchisee. Are you ready to buy a franchise, but not sure which one to choose? We’ll give you
some valuable advice to help narrow which franchises are best suited to you.
Perhaps you own a small (or even not so small) business and are considering expansion.
We’ll help you answer two questions of paramount importance when it comes to considering a
franchise program: (1) Is your business franchisable? and, (2) if so, what is the best way to go
about it? The fact is times have never been better to consider expansion through franchising, for
anyone who owns or operates a successful business. There is definitely an audience of qualified
potential franchisees available. Big corporations, including many Fortune 500 companies, are
stripping away layers of middle managers with layoffs and early retirements. Add to this pool of
Why This Book?
Who Should Read This Book?
Compliments of Francorp Connect, Inc. 8 www.francorpconnect.com
talent the growing number of executives whose jobs have been “leveraged” out of existence (due
to buy outs, mergers, and other corporate reshufflings), and you have an experienced and
professional class of people ready for a new challenge. For many of these people – and others
ready for a change – franchising is the best choice.
Joe’s brother, John Mancuso, is a good example of a new breed of franchisee. He owned
and operated a small machine shop in Hartford, Connecticut, for the past half dozen years. He
also was a customer of the local Physicians Weight Loss Center in Hartford, and trimmed down
from a hefty 270 pounds to close to 210 pounds. He was thrilled with his weight loss -- so much
so that he sold his machine shop and used the proceeds to acquire the franchise location where he
had lost weight. Rather than start a new business in an area that interested him (but in which he
had no practical experience), he bought the franchise and the national reputation and source of
knowledge that went with it – a franchise that he knew was effective, because it helped him lose
weight.
John had never anticipated being involved with franchising, but at the age of forty, he too
came to marvel at the power of the concept. (But, as you’ll learn later in this book, John lost
more than just weight. That was another motivation to write this book.)
Franchising is a broad term that described a relationship between two or more parties. In
general, the purpose of this relationship is to distribute goods and/or services. The two primary
types of franchise systems in the United States are product or tradename franchising and
business-format franchising. Product or tradename franchising is franchising in its most limited
form: A manufacturer grants another party a license to sell goods produced by the manufacturer.
Principal examples of this form of franchising include sales of cars through dealerships, gasoline
through service station, and soft drinks through local bottlers.
For the purposes of this book, we will almost always be discussing the other type –
business-format franchising. We will refer to it by the simpler term franchising. Under
business-format franchising, a business owner or manager (the franchisor) allows someone to
market products or services using her name, trademark, and most importantly, her prescribed
business format – thus the name business-format franchising. (Frequently – in fact, usually – the
products sold are not provided by the franchisor.) In return for use of the name and system, the
franchisee – as that person or organization is called – pays a fee and, usually, an ongoing royalty
(in the form of a percentage of sales). Moreover, the franchisee pays all the costs of going into
business. The effect of business-format franchising is to make it less a system of distribution
than a system of proliferation or expansion.

Franchise Demand

Creativity, flexibility carry franchises through tough times
National Restaurant Association SmartBrief 08/15/2008
Despite a sour economy, companies are finding ways to make their franchises grow, taking advantage of lower real estate prices and changing the way they market themselves. Even franchisors in industries that have stayed in demand, such as education and cruises, are coming up with new ideas for growth. Entrepreneur.com (08/13)

Americans Squeeze Wallets

Americans squeeze wallets to afford food, energy increases
NFIB SmartBrief 08/15/2008
Americans have lowered their standard of living to pay the inflated costs of food and energy, according to this analysis. July's consumer price index rose faster than anticipated, setting a 17-year record with prices 5.6% higher than the same month last year. Energy prices rose 29.3% and food prices increased 6%. MSNBC (08/14)

Website Upgrades

Franchising World July 2008
http://www.franchise.org/Franchise-Industry-News-Detail.aspx?id=41320

With the power of your franchisees behind you, you have the resources to build thousands of high-quality links in no time.

By Chad Hill

Most customers find businesses through search engines such as Google and Yahoo. A business that lands in a search engine’s top spot is likely to have more visitors to its Web site than one that lands a lower position. Many companies rely heavily on paid searches to achieve a desirable ranking. While certainly a valid tactic, managing these campaigns can be complex, time-consuming and expensive.

An alternative and one of the most effective ways to increase a franchisor’s search-engine ranking is to focus on the natural search results for the terms its customers use when looking for the business. This is referred to as search engine optimization. SEO involves making changes to a company’s Web site and building links to the site. There are many resources and firms that can help franchisors make changes to their Web sites to improve search results. While on-site optimization helps, one of the most effective ways to improve rankings is building links to a company’s Web site.

Many businesses, large and small, spend countless hours looking for sites that will link to them. They send e-mails (most of which are deleted as “spam”), search the Web for sites that offer link exchanges, make phone calls to request links, negotiate the terms of a link and so on. The end result tends to be low-quality, costly links that do little to improve search-engine ranking. The payoff is generally not worth the effort.

Leveraging Linking Power
A distributed franchise network is inherent with unique advantages for link-building based on the sheer number of people working to grow a franchise business on the local level. Many franchisees are involved with their own Internet activities, providing a valuable resource for links to the corporate site. Franchisees also build local relationships with a number of groups, most of which have Web sites, and the potential for links is enormous.

Franchise organizations can leverage the linking power of its franchises by advising and encouraging them to build relevant links using the following strategies:

• Web sites: Some franchise companies have a single corporate Web site and others allow each franchisee to maintain a local Web site. There are advantages and challenges to each approach. The main advantage of a single corporate site is that a company has complete control and any SEO effort focuses on a single site. Allowing individual franchisee Web sites provides a valuable source of relevant links and creates an individual Web of content, but it is recommended to exercise control over how they link to the corporate Web site.

• Personal Internet Activities: Some of a company’s franchisees may have their own Internet properties for business networking or other personal matters. Ask franchisees to include a link from their site to the corporate Web site, as well as their local business Web site.

• Local Vendors and Partners: Advise franchisees to be mindful of the link-building potential when forming relationships with local vendors and partners. A link should be a standard part of any business arrangement.

• Local Non-Profits and Community Groups: A franchisee who sponsors community events, schools, sports teams or donates products or services to local organizations should not hesitate to request a link from the Web sites of these groups.

• Local Associations: Links are often a benefit of joining a local association such as a chamber of commerce.

• Blogging: Franchisors have potentially hundreds of motivated bloggers in the franchising community. Ask them to create blogs to talk about the business in their local markets. They can write about the company’s mission, products, services, brands, unique attributes and other topics that can drive customers to the business and at the same time include links to the corporate site. If a large number of franchisees blog, they can create a powerful network of links to the site. The company should coordinate the linking among these blog sites and the links from the blog sites back to the corporate Web site.

• Business Networking Sites: Ask franchisees to look into online business network sites that allow a presence in the local market. Franchisees can maintain a local listing on sites such as Merchant Circle and Kudzu. These sites allow blogs, newsletters, coupons and more. These sites often show high in the search-engine ranking. Another big plus is that for now, these sites offer free listings.

• Local Search: Advise franchisees to set up and maintain their free listings on such sites as Google, Yahoo!, yellowpages.com and superpages.com. The local franchisee can easily include and update information that is relevant on the local level. Many of these sites allow a link to a Web site.

Creating Anchor Text and Keywords
It is important to note that all links are not created equal. The majority of links on the Web contain nothing more than a URL. The URL alone doesn’t give search engines any information about a business and it won’t do much for the search ranking. It is considered a “low-quality link” particularly if it comes from a site that is unrelated to the business.

A link containing anchor text with targeted keywords that describe branded products and services significantly improves the power of that link to the organization’s site—it tells the search engines the keywords that are associated with franchised businesses. The more Google sees a company’s targeted keywords associated with its Web site, the more relevant the site will become for those keywords. Over time, franchisors should see their search-engine ranking improve for searches on the keywords in their anchor text. Strive for high-quality links that contain targeted keywords, ideally coming from sites that are related to the business. For example, a link formatted as Red Shoes pointed to www.zappos.com is more valuable than just a link formatted as www.zappos.com.

A link-building plan is essential to get the franchisees on-board with the link-building strategy.

In addition, prepare a one-page fact sheet for franchisees to guide them through the process. This will include the exact anchor text written with HTML code. It’s important that the process be as simple as possible for those who haven’t learned the mechanics of linking. The franchisee should be able to simply e-mail the link text to the site providing the link.

• Provide more than one link with various lengths of text. Some Web sites will only accept a very short link and others will allow more.

• Provide a paragraph about the company with anchor text links embedded within for sites that will accept a larger amount of text.

The question of what to do if a reciprocal link is requested will undoubtedly arise. There is no doubt that in-bound (one-way) links are best, but reciprocal links from relevant Web sites can help search-engine rankings. Try for as many in-bound only links as possible. If a reciprocal link is the only way to get the link, it’s advisable to accept provided it’s a quality Web site that is related to your business.

Getting started on link-building will initially require training and close coordination with your franchisees. Once they understand the concept and see the results, they’ll likely become more aggressive in pursuing links.

Links can and should be pursued at the corporate level too, using the same strategies that you recommend to your franchisees. There are also other SEO programs that corporate can manage including blogging, press releases, article writing, widgets and content syndication.

The effort required to build links through these recommended strategies is very minimal and the payoff is priceless when your company moves up in the search rankings. With the power of your franchisees behind you, you have the resources to build thousands of high-quality links in no time.

Chad Hill is president of CyberCMO. He can be reached at 703-49-2231 or chill@cybercmo.com.

McDonald's

MCD has Strong JulyFriday August 8, 2:24 pm ET By Jim Giaquinto
Consumers may be pulling back on their eating-out habits during this tough economy, but many have made an exception for McDonald's (NYSE: MCD - News). The fast-food staple announced that same-store sales in July advanced by 8%, which has helped shares to gain approximately 6% on Friday.
System wide sales for worldwide restaurants advanced 15.9% in the month, or 9.5% in constant currencies. U.S. same-store sales increased 6.7% as MCD focused on breakfast, chicken, beverages and advertising for the Big Mac.
MCD is a Zacks #2 Rank company with earnings estimates for this year that are up 3.9% in two months. Its sales momentum in July suggests that analysts' earnings expectations could continue to advance.

Marriott Being Social

Being SocialMeet the new facebook of MarriottBy Nancy WeingartnerAs published in: Franchise Times - August 2008Kathleen Matthews is viewing the news from a different angle. Instead of reporting the news from behind the anchor desk, she's now making the news for Marriott using new media techniques.Cover photo by Steven E. Purcell
When Kathleen Matthews created her Facebook page as part of her new-media campaign at Marriott International, two of the first people she invited to be her "friend" turned her down flat. But they were her children, after all - one of whom called her to complain; the other simply ignored her. Matthews' oldest child, Michael, perhaps in a pity move, did accept her offer of cyber friendship, she says, laughing.Matthews, a former award-winning news anchor in the Washington, D.C., market and wife of "Hardball" host Chris Matthews, is settling comfortably into a life of making news, as opposed to reporting it, for the somewhat staid Marriott brand.Her charge as executive vice president, global communications & public affairs, is multifold, which is what appealed to her when offered the job 18 months ago. In addition to handling public relations, her role was expanded to encompass politics; social responsibility, such as Marriott's green initiatives; and new media. New media, by the way, is using nontraditional channels to get a company's story out, such as the social networking site, Facebook, plus blogs and online videos viewed on sites such as You Tube."She's a dynamo; no one can keep up with her," says Jay Hamilton, Marriott's senior director of public relations. "By the time she walks by your door she's mentioned five things you need to write down (and do)." And she repeats this process all the way down the row of offices, her co-workers say.Walking and talking, both at a fast clip, to have her photo shot in front of the world flags that signify Marriott's international scope, Matthews does indeed appear to be a dynamo. Still looking the part of a news anchor, Matthews was dressed in her favorite color, red. It's a hue that dominates her office décor from the chairs to the espresso maker. Red also "pops" on television and now she has one more reason to wear red, it's the signature color of her new charge, Marriott.Matthews exudes confidence - friendly, but not chummy. A runner, she's in constant forward motion. Her desk at the time of this interview was covered in stacks of paperwork, and she joked that her boss wouldn't want her picture taken there. Her department has an abundance of flat-screen TVs turned to the news - especially MSNBC, the station that runs Chris Matthews' show. "If we want to put Marriott in the news, we have to know what the news is," she states.A familiar spot for someone used to being pitched stories."She's always looking for the next big idea, how you can maximize news," says Gordon Lambourne, senior vice president of global PR. "She's intuitive of what the media's interested in."Perhaps that's why Matthews is a nine-time Emmy winner for her news coverage in the Beltway. Reporting the local news was ideal while her children were younger. "I didn't travel, and I had a predictable schedule," she says. "(Plus) I brought home stories that made me a better mother." While other mothers may have struggled talking to their children about HIV or drunken driving, Matthews says she was able to bring up one of the stories she had just reported on to launch the subject with her teens.For the most part, her children kept the fact that they had high-profile parents a secret from their friends and teachers. "People were surprised to find out Chris and I are married because most women (in TV) keep their (maiden) names," she says.Being half of a celebrity couple makes it a little harder to balance work and home. Like most working women, Matthews says she was always "time-starved." "I try to let the worlds bleed into each other," she says. When her children were younger, they would come to the studio with her when need be, and "Chris took them to New Hampshire every four years to cover the presidential primary."Ironically, the contacts she spent years amassing as a news anchor have helped her more in her position with Marriott than when she was sitting behind the anchor desk. It's also given her a different perspective on the news to offer her husband. "It's exciting to bring a new skill set home," she says.And Marriott has benefited from having Chris Matthews, who usually commands a hefty speaking fee, talk at Marriott functions, she says.Moving up MarriottThere's a method to introducing new-media channels to an established brand. For instance, her Facebook page is the equivalent to the old-fashioned suggestion box. Her circle of "friends,"or contacts, can send her messages, or she can alert a group to new innovations at Marriott in real time. Gen Y associates like her Facebook page, she says, and baby boomers, "who are always trying to be relevant, love it because they always want new ideas."One of her first coups at the hotel chain was to convince Bill Marriott, the 80-something chairman, to blog. His first reaction after learning the definition of a blog was that it would be impossible for him to do because he doesn't type, nor does he use a computer. Matthews says she convinced him to record his message on a small, digital tape recorder for someone on staff to type. A hard copy is then printed out for his edits.Bill Marriott is one of the few top executives to have a blog, and most likely the oldest. His subject matter varies from his revelation that he does Pilates regularly, which led to the creation of an exercise studio for employees at Marriott headquarters, to praise for franchisees and their staffs who helped during the Midwest flooding earlier this summer. His blog on lessons learned as a Boy Scout had 5,000 hits, Matthews says.The purpose of the blog is two-fold. It drives traffic to the site - a link to booking a room at a hotel property, generated $1 million in room revenue, Matthews says - but it also is a way for the personable CEO to visit all 3,000 properties without leaving town.When he does visit his hotels, Matthews says staff will gather in the lobby and actually applaud. "He's so warmly received everywhere he goes," she adds. Which isn't hard to understand, given that Marriott likes to visit with the housekeeping staff and tour the kitchens, not just meet with management."Traveling with Bill is like traveling with the secretary of state - no make that the president and Bono combined," she says, laughing. It's also a full day's worth of work, since Marriott visits between 10 and 15 hotels a day on the road.Marriott's interviews, as well as any company news, such as the grand opening of its 3,000th hotel, are posted on the Marriott page on You Tube. Footage of the grand opening of that hotel, which just happened to be in China, was fed back to headquarters within hours of the ceremony, where 3,000 trees were planted as part of Marriott's green initiative. Footage of the event was immediately edited and posted on the Web, says Lambourne. "We were able to combine new media and traditional media to get the story out," he says.In addition to using new media for external communications, Marriott also takes advantage of ways to keep employees and franchisees in the loop. And Matthews has a chart detailing the many ways headquarters reaches out to its constituencies.Nick Powills of No Limit Media Consulting marvels that more franchisors aren't blogging.While Marriott International may be ahead of the curve by embracing new media in so many facets, it's something all franchisors should be doing, according to PR professional Nick Powills of No Limit Media Consulting who blogs about new media.Marriott's use of social networking is right on target, Powills says. Every time it posts a blog or adds something to its social Web pages, the company's name moves up on search engines. "You want your franchisees to find as much positive information on your brand as possible," he says. "It drives content and you can control the message." For instance, a negative posting to a blog or Web page can be deleted.Social networking sites give consumers a way to comment on their stay at the Marriott brands - which include Ritz Carlton, Fairfield Inn, Renaissance and Residence Inn - or give their opinions on the company's green initiatives or a hotel's amenities. And in a world where we can't trust whether the TV character is drinking a Coke because the script calls for it, or because Coke paid for a product endorsement, having "real" people's input on brands is seen as invaluable.These sites are also a way for the company to offer a special room rate, announce a new opening or alert consumers that Marriott International is getting greener by offering recycled pens.The company actually does offer recycled pens. "We buy 47 million Bic pens as a company a year," she says. "We worked with (Bic) to develop recyclable pens." The company also has gone to toilet paper with no cardboard rolls."Bill (Marriott) is a great evangelist for these initiatives," Matthews states. "Social responsibility is so important for companies." Remaining competitive and able to attract a "world-class workforce," means being green. In addition, she adds, climate changes greatly influence their hotels, so it's in the company's best interest to reduce its carbon footprint and to encourage vendors to do the same.And with the buying power of 3,000 hotels, the brand has considerable clout.The purpose of all her creative energy is to guide Marriott so that it stays cutting edge and relative to both its employees and guests.New media has proven a popular way to connect with customers. For instance, guests of the Courtyard brand were asked what kind of hotel they wanted, and their candid responses were captured on film and uploaded to http://www.gocourtyard.com/. "We continue to get comments" from guests, Matthews says.On the other hand, Bill Marriott's blog gives a behemoth brand a human face. His musings are supplemented with video clips, like a recent one starring the young pop-and-lock dancer whose silhouette is featured on the Apple iTune commercials.And while more than 100 million people have blogs - Time magazine named bloggers its person of the year in 2006 - Powills says he's surprised more franchisors aren't doing it. Or that they don't have Facebook pages, since Powill's research reveals the site had 123.9 million unique visitors in May of this year alone and is the Internet's No. 6 most visited site.Stay tuned, because as soon as this article comes out Matthews probably will have added another dozen sites to Marriott's new media campaign, or found some other innovative way to get the brand into the news."She's just what we needed," says her assistant Marilyn Cole. "I don't know how she does everything. But we're having fun."

Francorp Client - Dirty Dog Hauling

Dog days
Friends are in business for the long haul
By Elizabeth MillardAs published in: Franchise Times - August 2008
Two lifelong friends team up to create Dirty Dog Hauling, an African-American owned company going head-to-head (and truck-to-truck) with larger competitors.Some entrepreneurs team up because they've been pals for a few years, while others develop a friendship after months of working together. But for Leland Nelson and Gary Fallings, their partnership was forged decades ago, when the two were teenagers walking to school together.
Although they competed against each other on the football field as well as wrestling mat, they maintained their friendship in college despite being at schools that were hours apart. During one visit, they were both surprised to learn they'd even joined the same fraternity, Omega Psi Phi.
After graduation - Fallings earned a degree in education and Nelson 's was in accounting - they were again living in the same city, Harrisburg, Pennsylvania, and working odd jobs since work was proving tough to find. Fallings had a small landscaping business, and when the pair spotted a 1976 Chevy one-ton dump truck for sale, the friends invested $2,400 to buy it. They thought they could be "weekend warriors," Nelson says, and bring in some extra money.
The Dirty Dog trio: Gary Fallings, vice president; Shanika Brown, vice president of marketing and franchise relations; and Leland Nelson, president and co-founder."I had no idea I'd lose my job a week after we bought the truck," Nelson says. "Suddenly, it wasn't about having fun on the weekends making some extra money, it was a primary source of income."
Because their fraternity mascot is a dog, the duo named the enterprise Dirty Dog Hauling, and decided to focus not just on removing landscaping detritus, but also on commercial and residential junk.
"The name stuck, because it's kind of negative, but in a funny way," says Nelson. "People remember it, they call us that on the street, 'Hey, dirty dog!' - and customers love it."
When they opened their (truck) doors in 2005, it was at the height of the housing boom, so demand was great as people starting moving from rental properties to homeownership. And when the bubble burst just a few years later, demand was even higher with the need to clean out foreclosed properties.
At a glance
Franchise Fee: $25,000
Royalty: 8%
Co-op Marketing: 2%
Initial Investment: $70,500 - $93,000Beyond riding the housing wave, Nelson and Fallings have discovered that many people just want to get rid of their junk. Those with two-car garages yearn to park two cars there, rather than squeezing one car amid the discarded air conditioners, old boxes, bags of clothes, and other gear that seems to accumulate in life.
With a call center and courteous drivers, Dirty Dog stands out, Nelson believes: "Many people think that when they call a junk hauler, they'll get a couple of scraggly guys that will take their stuff and dump it illegally somewhere. We're changing that image."
Franchise opportunity
Nelson and Fallings were building their business through advertising and word-of-mouth, when they decided to attend the IFE in 2006 to scope out their competition. They were looking for 1-800-GOT-JUNK, Nelson says, and when they discovered that company representatives weren't there, they felt there was a bigger opportunity to be had.
"They had franchises that were sold out, areas where they couldn't expand, and we thought, this is a great chance to become the second biggest junk removal service," Nelson says.
During one forum, Nelson heard that "if you have no competition, you have no market," and he realized that Dirty Dog could be the Burger King - rather than the McDonald's - of the junk hauling industry.
The company decided to investigate franchising, and just a year later, signed up their first franchisee, based in Lancaster, Pennsylvania. Currently, there are "a lot of tire kickers" that call, Nelson says, but he hopes interest will turn into more franchises in the near future.
"You can have the best process and systems in the world for creating a franchise, but until someone buys, it's not validated," Nelson says. "We now have that validation, so we're ready to go to the next level."
Focusing on East Coast expansion first, the company has been trying to raise private equity to grow the concept, he adds.
Going Strong
Dirty Dog has had its challenges in the past few years, Nelson notes, but none of them were tied to the fact that it's a minority-owned business, even though there are few of those types of franchises that exist, he says.
"We just happen to be minority-owned, but we feel like the financing and opportunities are open to everybody," Nelson adds. "I do think that everyone faces the same challenges with putting together the right systems, and avoiding being undercapitalized. But if we can do it, anyone can do it."
The company got kicked off by startup money from family and friends, as well as money from both Nelson's and Fallings' 401(k) plans. "We put our skin in the game," Nelson says.
One differentiator, Nelson says, is a "franchise dashboard" they've developed that uses technology like Blackberry devices to keep haulers connected with customers. In keeping with the dog theme, the system is called Paw Tracker.
And they haven't forgotten their connection to the local community, which fostered them as teenagers and keeps them busy now. Every September, the company hosts "Woofstock," a dog parade that focuses on litter prevention and junk awareness.
The company has also worked on a dozen community service projects, in a program called (what else?) FETCH, which stands for Faith, Enthusiasm, Tenacity, Community, and Harmony. "You can't take without giving back," Nelson says.

www.francorpconnect.com