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These comments confuse me. It's been several years since I opened my Foot Solutions store and I have never had an issue with corporate. After reading all of these posts I think that two things are evident here. First, the economy of years past ws hard on some Foot Solutions franchisees, it was hard on all of us. Every independant business owner will tell you that sometimes things are good and sometimes they are not so good. They might also tell you that you can't place blame for the success of failure of your business on someone else. The corporate team at Foot Solutions is constantly promoting self-marketing programs that are designed to get new customers, I have used a number of them and I have to say that for me they have worked, in fact I have doubled my volume in the last year.
My second comment is about commitment. I have worked with a number of Foot Solutions franchisees who have asked me "what is your secret" and my answer is usually the same. I tell them that I follow the process that corporate has set up and I focus my efforts on making the in-store experience a good one for my customers. Any business will fail if you just sit back and wait for something to happen. Running a business is about working hard to build a business through a long-term commitment. It won't happen overnight, but if you hold yourself and your team accountable, you will see growth. I am very happy that I found Foot Solutions and that I get to come to work every day and help people...and that I get paid for doing it.
By my calculations - Only 57 remain. Not good.
There are wires that are used for holding insulation between rafters that work great for bouquets. Check with a local insulation company or hardware store.
I've operated as a one/two man business offering a (usually weekly) deep fat fryer management call. At the call the customers would receive a service that:
* and with the good will of their staff addressed their problem
As long as what you offer, provides them with the relieve from any combination of factors
* private pub:- landlord couldn't be bothered, so hired me.
* two hospital NHS trust:- the figures at first but then, the lack of any issues to bother them
* big catering management company branch:- head office approved, plain and simple
* theme park:- safety a big factor, they only employed kids!
* conference centre:- little extra free help he got, lead to a doubling of business value
Every potential customer has a different reason
If anybody is still interested in any of this stuff I have lots of experience I cam share.
I spent 8k on initial investment, and 75 bucks per week on royalties. Before expenses, I made 6k my first year. I couldn't actually afford my second year. Small business owners sometimes don't understand or cannot afford advertising, with the rise of social media, my Coffee News editions became irrelevant. This was in 2006. Printing, gas and royalties are all higher now. I learned a lot, but my experience with Coffee News was very financially horrifying.
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I've been reading through a number of these comments and posts and I must tell you that I find them insulting and infuriating. I have owned a Foot Solutions franchise for a number of years and I have watched many franchisees come and go. Of course I am always saddened when I see a well-meaning franchisee lose everything, but at the same time, I understand clearly why it happens. Running a franchise business is not like having a normal nine to five job. Far too many people enter a franchise relationship with a false belief that it will be easy because there is a model already set up. What most people don't consider prior to taking the leap is that when you commit to a franchise lifestyle, you become an entrepreneur. You are responsible for managing your business including marketing, inventory, cash flow, customer acquisition and retention and general day to day operations. You may have a list of resources at your disposal from a corporate standpoint (just like we all do at Foot Solutions) however it is ultimately your responsibility to implement and manage those resources. Here's my opinion, Ray Margiano is NOT responsible for your success or failure. Everyone who starts a business does so knowing that business is fickle. You may or not make it. If you are a Foot Solutions franchisee and you are in financial trouble you must do what any other independant business owner might have to do...work harder. As a Foot Solutions franchisee, I have talked with many of my fellow store owners. Some have mastered their businesses and others barely maintain. It has been my observation that those who fail do so because they refuse to take complete and total responsibility for their shortcomings. You cannot rely on a corporate entity to build your business for you. They are not responsible for insuring that you have a clear marketing plan, they are not responsible for your lack of planning and execution.
You sound like you did everything right except follow through....that is your responsibility as a business owner...you liked helping people and you got good training...just needed more customers...the FS model is built on a referral basis and most successful stores say 70% of their new customers are referrals. This only happens if you or your staff do the referral networking and follow up to make it happen. Just one new
customer a day in the FS model is $50k a year in sales. Why are you blaming someone else for what you did not do......
On web site 1 888 fit foot or direct email from web site......direct corp # 770 955-0099 based in
Atlanta Ga.....call anytime from 9 am to 5:30 we would be happy to talk to you about any subject
I'm interested to discuss more about this topic.
From what I know from my limited studies so far there's ways in which franchisees are treated equally and ways in which they're treated different depending on their needs and individual situations.
For example when it comes to financial obligations, my understanding is that both in respect to royalty fees and marketing fees, franchisees should be treated equally in terms of being charged the same percentage rates for each of these fees. That being said, naturally, the bigger the operation, the more they'll obviously contribute as these percentages take an increased amount from their profits, but in the greater sense as profits increase, and fixed costs are set, high performing franchisees should still be able to generate higher levels of profit even after paying larger amounts in dollar figures to the franchisors.
In terms of non-financial arrangements between franchisors and franchisees, some of this seems to depend on the relationship and communication between franchisors and franchisees. As is often the case, the squeaky wheel does get the grease in that franchisees that call on franchisors for more help will often receive more than their average share of time and assistance from franchisors. This can go both the way of well performing franchisees that then seek more support as well as under-performing franchisees that want assistance to boost their bottom lines.
I think that most franchisors will put on area managers whose role is to support franchisees on the basis of managers across a particular country looking after roughly the same number of franchisees to try and allow for a similar amount of cover of management's support in terms of time and effort devoted to each franchisee. And I would assume that franchise operations management would try and suggest that these area managers spend a roughly equal amount of time with each franchisee wherever possible.
Again, although I am not an expert on the subject, I would have to think that there may be some instances where if a conflict arises between a particular franchisee, and the relationship between this franchisee and the franchisor is adversely impacted, how they are treated may change for the worse and have some impact on their business and financial viability. If this were the case, it would be up to the franchisee to review the terms of their agreement with the franchisor to see if any breaches have been made or any obligations are not met. Additionally they would need to prove that they are not receiving the same treatment of other franchisees to mount a case for recourse.
It's an interesting discussion and I'd like to hear more views on this and what the nature of such claims area.
I'm new to this site and am just in the early stages of considering whether to create a franchised business in the coffee industry in Australia.
As you are no doubt aware, we have a well established and mature franchise industry in Australia, and in particular the coffee industry has a number of strong and successful franchised operations.
As a new start-up gaining exposure to and awareness of potential franchisees is a very important and often challenging exercise. Franchise directories are one way to approach this, as are franchising trade shows, we also are looking to work with selected business brokers to attract interest from their clientele. At the moment our main focus is on word of mouth and generating interest from potential franchisees who know of our current operations and wish to partner with us given what they know of how we currently operate.
My view is that it's an uphill battle to get established in any franchise market as there's strength in numbers in terms of the perception of being a successful and popular franchise to invest in when you've got good numbers of outlets on board, as well as the economies of scale achieved in training, product supply and all other areas of support to franchisees. Not to mention the greater advertising reach you can achieve when your marketing fees generated from franchisees give you a lot more buying power in all forms of promotions across different streams of media.
But certainly potential franchisees are no fools and should be careful with their due diligence before investing. There are many franchise start-ups that seem to gain great momentum that may not have sustainable business models so hopefully time will tell in regards to how to achieve traction in the market and draw the right type of franchisees to a quality operation.
I hope your directory site is going well and has been popular with both franchisors and potential franchisees. I believe that the more information that is available and accessible, the better informed decisions people can make and the better fit can be achieved in matching franchisees with the right franchise system in which they can invest.
I'm happy to hear more of your views on this if you have the chance.
I live in Michigan and would love to get more information. Please email me. [email protected]
Jerry, Scott, Sheila and Bert all sold him out and never cared enough to even check on him. They were pawns in the fraud and they left him out to fail. He was friends with Tom McNamara and Lucerio who were hiding from PMD so they were no help. MB is looking down on all his so called friends. I hope Janet Sparks exposes them all.
A Co-op is a buying group that has strict IRS guidelines. Any "profit" that the Co-op realizes is returned to the members in the form of a rebate check and is subject to tax just like any other 1099.
An Independent Franchisee Association is a group of franchisees dedicated to working together to increase brand value for all stakeholders.
There are also hybreds.
For instance Dunkin' Donuts has a Co-op owned by the franchisees that supplies each shop will all product, 100% of the franchisees are members of the co-op.
They also have a DDIFO which is an independent franchisee associaition where only about 30% of the franchisees are members
Meineke has a hybred called the Meineke Dealers Association they act as a buying group and a franchisee asssociation I don't think they are technically a Co-op, but definately a franchisee asociation.
Truly tragic as they told Mike he could not be a franchisee. He lost everything and Jeff, Jerry and Joe threw him to the curb and told him he could not attend the conference. Looks like the lack of success Jeff and Joe have had has come back to pay them back. One at a time the ghost of MB is picking them off!
Just read Janet Sparks chilling acccount of PMD and its dealer issues. The story is tragic and PMD's management, recuriters and legal counsel must have trouble sleeping at night. The whole group, who denied any involvement or impact, should be held accountable.PMD management never took responsibilty for their actions. It was always the dealers fault! Charma is a B....! Jeff, Joe, Jerry, Scott and others sat through three situations and did nothing.
It was a miserable, minimum wage job until I left the center I was working for and went to another studio where they actually treat you like a person and not a slave. The owner ran the studio with her daughter and they were the most unprofessional people I have ever met in my life. They would bad mouth the instructors and talk to you like garbage in front of customers. I'm so glad I didn't resign and went to try a different studio before I gave up. I'm actually enjoying it again. The pay is lousy but like I said...its a free workout and you meet some really nice people.
Anyone know where to purchase similar wire? I'm a former franchisee and would like to make a few bouquets for friends and family at Christmas time. The wooden dowels you can get at the store just don't work as well.
They must not like customers calling them. The company doesn't list a phone number for corporate headquarters.
go to www.footsolutions.com
14 of the class of 2003 are still operating their stores...
In 2001 we opened 10 stores 4 of original owners still operating their stores...
We have 36 franchisees in the system that have been open for more then 10 years