If you are thinking about buying a franchise, there are many opportunities in a variety of industries that you may find suitable. However, there are so many franchise opportunities now that many franchise opportunity scams are surfacing as well. You will have to be wary of these scams while searching for your perfect franchise opportunity, and take precautions so as not to fall prey to them. The most important thing to keep in mind is to avoid things that are too good to be true. If a franchise opportunity presents itself and the franchisor is promising that you will make a lot of money in a short time with little effort, this is very unlikely to be true. The franchisor will go back on their promises and leave you out whatever money you have given to them. If you are going to buy a franchise you have to be prepared to work hard if you want to be successful. You are not going to be able to go into business for yourself and make money if you are expecting to expend little effort. As for the amount of time in which you will see returns, that can vary from franchise to franchise.
Another thing to avoid is franchise opportunities which are advertised in infomercials on TV. A good franchisor will not advertise this way, and an infomercial for any product, franchise or otherwise, should raise doubts for us if we’ve ever bought anything “As Seen on TV.” You should also look out for franchisors who are trying to rush you into making a decision with things like limited time offers. They are trying to trick you into something that you will regret if you do not take your time deciding on their franchise opportunity.
There are certain things you can do to research the company you are thinking aboutbuying a franchise from beforehand to avoid getting caught up in scams that may not be as obvious as those seen in an infomercial. Find out if there have been any lawsuits filed against the company. You can also talk to current franchisees to find out if the franchisor is up to no good or if they do all that they promise to do. You should also check with the better business bureau to find out if they have any unresolved complaints. In general, find out as much as you possibly can about the company. Keep in mind that they could have changed their name if they are a scam business.
Finally, make sure that the contract is everything it is supposed to be. If they promise that you will make a certain amount of money, you need to get it in writing in the contract, otherwise, you have no guarantee that they will follow through on that promise. Also, it is strongly recommended that you get a lawyer to read through the contract before you sign anything, no matter how confident you are in your ability to understand it and the reputability of the company.
Source: http://www.the-franchise-shop.com/articles/How-to-Avoid-a-Franchise-Scam_307.html
Tuesday, December 29, 2009
Grabbing a bite, Indians are lovin’ it!
BANGALORE: Amit Burman, vice-chairman of Dabur India, never thought that a casual stroll down one of south Delhi’s upcoming localities would
provide an idea for a unique business opportunity.
In 2006, the US-returned Burman and his friend Rohit Aggarwal were in Saket, standing outside one of the outlets of the international chain, Subway. The place was crowded, with people, especially in the 18-35 age group, buzzing in and out constantly. Burman and Aggarwal paused their conversation and wondered if there was a business opportunity here.
“Franchising Subway began as a hobby,” Burman says laughing. In the initial months, the team had to work on creating the sandwich category and tailoring it to local tastes. The classic cold-cut turkey and tuna subs had to share space with chicken tikka and chicken seekh kabab fare. “People were very doubtful about the venture and would ask if I planned to make sandwiches all my life,” jokes Burman.
He needn’t have worried. In three years, Burman’s Lite Bite Foods has become Subway’s largest franchisee in India. The company operates 40 quick- service restaurant (QSR) outlets and has added other international brands apart from Subway to its menu. Street Foods of India serves roti-kababs and rajma-chawal though kiosks, bakery cafe Bakers Street at airports, Pino’s Pasta Pizza and Rapps. It will also franchise US-based fried chicken brand Pollo Campero in the next few months. “We intend to become a restaurant chain with 200 outlets, including 30 QSRs, in three years,” he added.
Consumers’ growing penchant for eating out and taking quick meals in between long working hours has spawned a boom in the Indian QSR industry. Across the country, businessmen are either venturing into QSR market on their own or through franchisee tie-ups with foreign chains such as Domino’s and Papa John. Unlike fine dining restaurants, QSRs largely operate through smaller self-service outlets that provide value-for-money food that can also be consumed while on the go. It is estimated to be worth about Rs 2,500 crore and is growing at 30-40% annually.
Bangalore, which is a favoured choice for many people to open restaurants, has also seen an explosion in the number of QSRs in the recent past. This includes Spencer’s Retail’s Au Bon Pain, Global Franchisee Architects’s Cream and Fudge Factory and Donut Baker as well as Italian coffee brand Caffe Pascucci. US chain Melting Pot is ready to invest $5-$7.5 million in the Indian market by 2010.
“Many international franchise food brands are successfully operating in the country and these success stories have sent positive signals to other US franchisors to actively look at India for expansion,” said US Consulate’s principal commercial officer, Aileen Crowe Nandi. The consulate recently held a programme to introduce Indian entrepreneurs to American fast-food outlets such as CKE Restaurants, Round Table Pizza, Tropical Sno, Melting Pot and Church’s Chicken.
QSR segment operates on a high volume-low margin business model. Not only does it focus on delivering products with speed within high footfall areas but its ability to push sales even in recent months by tapping into captive audiences at malls, educational institutions and airports through evolving formats such as kiosks, drive-ins or even take-away joints has been critical.
“India offers tremendous opportunity due to its sheer size which will see the Papa John’s outlets quadruple to 100 in four years,” said Tapan
Vaidya, general manager, restaurant division, of the Jawad Business Group—the franchisee for pizza take-away chain Papa John’s in India and Middle East.
International brands are not the only ones to cash in on this trend. Local entrepreneurs have jumped into the fray with different concepts and ideas. Sunil Cherian, who runs the Chennai-based Burgerman is one such. Burgerman’s core business proposition is to offer 25 burger variants within a 25 sq ft kiosk. With 50 outlets in Chennai and 30 in Bangalore by the month-end, the chain has tied up with retail chains to grab captive consumers at Big Bazaar, Foodworld, Nilgiris or even HPCL and BPCL.
BuddyChef, which comes from the stables of Pune’s organic farming firm Orgreen, aims to sell pre-cooked Indian and Chinese meals under $1 across every pin code. With seven outlets across Pune, it is selling 5,000 meals a day across the counter to working couples, students and small offices.
Franchising has been a catalyst in fuelling the QSR concept in India. Sanjesh Thakur, Ernst & Young’s associate director, retail & consumer products practice, says that around 17% of the F&B outlets within the organised sector are operated through franchisees and over 30% of the upcoming outlets are projected to be based on this model.
The QSR trend was kicked off by the likes of McDonald’s and Yum! Restaurant’s KFC, which began operations in the 1990s. “Since the market opened up in the ‘90s, consumer habits including eating-out behaviour has gradually undergone a change,” said KFC India’s marketing director Unnat Varma. KFC added 27 outlets last year taking its total count to 72.
All this growth needs money and investors have started opening their purses to the industry.
Bangalore-based East West Ethnic Foods, the holding company of wraps chain Kaati Zone which is adding 100 outlets by next fiscal across Maharashtra, is in talks with two-three private equity players to raise between Rs 12-15 crore.
It received its first round of funding from Accel Partners India, Draper Investment company and the founder of Helion Ventures, Ashish Gupta.
Source: http://economictimes.indiatimes.com/News/News-By-Industry/Services/Hotels-/-Restaurants/Grabbing-a-bite-Indians-are-lovin-it/articleshow/5393087.cms?curpg=1
provide an idea for a unique business opportunity.
In 2006, the US-returned Burman and his friend Rohit Aggarwal were in Saket, standing outside one of the outlets of the international chain, Subway. The place was crowded, with people, especially in the 18-35 age group, buzzing in and out constantly. Burman and Aggarwal paused their conversation and wondered if there was a business opportunity here.
“Franchising Subway began as a hobby,” Burman says laughing. In the initial months, the team had to work on creating the sandwich category and tailoring it to local tastes. The classic cold-cut turkey and tuna subs had to share space with chicken tikka and chicken seekh kabab fare. “People were very doubtful about the venture and would ask if I planned to make sandwiches all my life,” jokes Burman.
He needn’t have worried. In three years, Burman’s Lite Bite Foods has become Subway’s largest franchisee in India. The company operates 40 quick- service restaurant (QSR) outlets and has added other international brands apart from Subway to its menu. Street Foods of India serves roti-kababs and rajma-chawal though kiosks, bakery cafe Bakers Street at airports, Pino’s Pasta Pizza and Rapps. It will also franchise US-based fried chicken brand Pollo Campero in the next few months. “We intend to become a restaurant chain with 200 outlets, including 30 QSRs, in three years,” he added.
Consumers’ growing penchant for eating out and taking quick meals in between long working hours has spawned a boom in the Indian QSR industry. Across the country, businessmen are either venturing into QSR market on their own or through franchisee tie-ups with foreign chains such as Domino’s and Papa John. Unlike fine dining restaurants, QSRs largely operate through smaller self-service outlets that provide value-for-money food that can also be consumed while on the go. It is estimated to be worth about Rs 2,500 crore and is growing at 30-40% annually.
Bangalore, which is a favoured choice for many people to open restaurants, has also seen an explosion in the number of QSRs in the recent past. This includes Spencer’s Retail’s Au Bon Pain, Global Franchisee Architects’s Cream and Fudge Factory and Donut Baker as well as Italian coffee brand Caffe Pascucci. US chain Melting Pot is ready to invest $5-$7.5 million in the Indian market by 2010.
“Many international franchise food brands are successfully operating in the country and these success stories have sent positive signals to other US franchisors to actively look at India for expansion,” said US Consulate’s principal commercial officer, Aileen Crowe Nandi. The consulate recently held a programme to introduce Indian entrepreneurs to American fast-food outlets such as CKE Restaurants, Round Table Pizza, Tropical Sno, Melting Pot and Church’s Chicken.
QSR segment operates on a high volume-low margin business model. Not only does it focus on delivering products with speed within high footfall areas but its ability to push sales even in recent months by tapping into captive audiences at malls, educational institutions and airports through evolving formats such as kiosks, drive-ins or even take-away joints has been critical.
“India offers tremendous opportunity due to its sheer size which will see the Papa John’s outlets quadruple to 100 in four years,” said Tapan
Vaidya, general manager, restaurant division, of the Jawad Business Group—the franchisee for pizza take-away chain Papa John’s in India and Middle East.
International brands are not the only ones to cash in on this trend. Local entrepreneurs have jumped into the fray with different concepts and ideas. Sunil Cherian, who runs the Chennai-based Burgerman is one such. Burgerman’s core business proposition is to offer 25 burger variants within a 25 sq ft kiosk. With 50 outlets in Chennai and 30 in Bangalore by the month-end, the chain has tied up with retail chains to grab captive consumers at Big Bazaar, Foodworld, Nilgiris or even HPCL and BPCL.
BuddyChef, which comes from the stables of Pune’s organic farming firm Orgreen, aims to sell pre-cooked Indian and Chinese meals under $1 across every pin code. With seven outlets across Pune, it is selling 5,000 meals a day across the counter to working couples, students and small offices.
Franchising has been a catalyst in fuelling the QSR concept in India. Sanjesh Thakur, Ernst & Young’s associate director, retail & consumer products practice, says that around 17% of the F&B outlets within the organised sector are operated through franchisees and over 30% of the upcoming outlets are projected to be based on this model.
The QSR trend was kicked off by the likes of McDonald’s and Yum! Restaurant’s KFC, which began operations in the 1990s. “Since the market opened up in the ‘90s, consumer habits including eating-out behaviour has gradually undergone a change,” said KFC India’s marketing director Unnat Varma. KFC added 27 outlets last year taking its total count to 72.
All this growth needs money and investors have started opening their purses to the industry.
Bangalore-based East West Ethnic Foods, the holding company of wraps chain Kaati Zone which is adding 100 outlets by next fiscal across Maharashtra, is in talks with two-three private equity players to raise between Rs 12-15 crore.
It received its first round of funding from Accel Partners India, Draper Investment company and the founder of Helion Ventures, Ashish Gupta.
Source: http://economictimes.indiatimes.com/News/News-By-Industry/Services/Hotels-/-Restaurants/Grabbing-a-bite-Indians-are-lovin-it/articleshow/5393087.cms?curpg=1
Franchise Tip: Make Your Franchise Stand Out
Mark Siebert wrote a great story for Entrepreneur Magazine about making your franchise stand out. Among the useful tips he shares for franchisors seeking to make their business rise above their competition include:
• Find Your Small Pond – This is useful advice. Understand that most people seeking a business want a business that will represent their skill base. A person who likes books is more likely to buy a book selling franchise than an automotive shop. Find your niche and stick with it.
• The 4 Sales You Must Make – Invaluable to understand if you expect to sell your franchise. Every potential franchisee ask themselves these four questions:
1. Should I go into business for myself?
2. Should I go into the widget business?
3. Should I go it alone or buy a franchise?
4. Should I buy your widget franchise?
Can you answer them?
• Be Unique – No business will ever survive without being unique. How do you stand out? What makes your franchise different?
• More Than One Way – There is no one way to succeed at franchising. You’ve got to find yourway.
If you are looking to franchise your business you need to make your business stand out. I would also add this tip to those four:
• Write A Franchisee Profile – Who is your ideal franchisee? Make a list of attributes and interests that franchisee might have. For instance, is it a middle-aged woman between the ages of 35 and 50? Is it a young single millionaire with additional investment income laying around? Know who your target is and make everything you do reach for that target.
These tips should help you get the ball rolling.
Source: http://www.stumbleupon.com/su/9quazQ/www.redhotfranchises.com/franchiseopportunities/franchise-tips/franchise-tip-make-your-franchise-stand-out/12/18/2007/
• Find Your Small Pond – This is useful advice. Understand that most people seeking a business want a business that will represent their skill base. A person who likes books is more likely to buy a book selling franchise than an automotive shop. Find your niche and stick with it.
• The 4 Sales You Must Make – Invaluable to understand if you expect to sell your franchise. Every potential franchisee ask themselves these four questions:
1. Should I go into business for myself?
2. Should I go into the widget business?
3. Should I go it alone or buy a franchise?
4. Should I buy your widget franchise?
Can you answer them?
• Be Unique – No business will ever survive without being unique. How do you stand out? What makes your franchise different?
• More Than One Way – There is no one way to succeed at franchising. You’ve got to find yourway.
If you are looking to franchise your business you need to make your business stand out. I would also add this tip to those four:
• Write A Franchisee Profile – Who is your ideal franchisee? Make a list of attributes and interests that franchisee might have. For instance, is it a middle-aged woman between the ages of 35 and 50? Is it a young single millionaire with additional investment income laying around? Know who your target is and make everything you do reach for that target.
These tips should help you get the ball rolling.
Source: http://www.stumbleupon.com/su/9quazQ/www.redhotfranchises.com/franchiseopportunities/franchise-tips/franchise-tip-make-your-franchise-stand-out/12/18/2007/
Wednesday, December 23, 2009
Friday, December 18, 2009
5 mistakes that most start-ups make
It is alright to make mistakes and learn from them. But it is always better to learn from other peoples’ mistakes. And when it comes to starting your own business, it is still better to recognize the mistakes that most of the businessmen make; after all it’s the question of your business.
Here we list 5 starts-up mistakes that almost everybody makes:
Undeveloped Startup Idea - No matter how good your business idea is, if you fail to develop it, success will be far from you. “Document the idea well. That is the road map that you have to follow while you are doing business and that is the road that will lead you to success,” says Nandini Vaidyanathan a mentor for start-ups.
Ignoring legal obligations - Most entrepreneurs start small and so do not care about even the basic legal aspects of a business like getting registered. Every entrepreneur must understand and secure all necessary licenses and permits and also pay the required taxes.
Lack of financial management – “Start-ups usually mixe their personal and business finances. This does not cause immediate trouble but later in the business it becomes difficult to get tax benefits and avail finances from venture capitalists and other sources,” says Kartik Varma, Co-Founder, iTrust who is a financial adviser to numerous entrepreneurs and is also an entrepreneur himself.
Lack of enough liquid assets - “One should have enough liquid assets to sustain for at least one year,” says Varma. People usually start their business without realizing that for quiet sometime it might not bring in money and so they will have to keep putting in money to keep it going.
Unplanned web presence - The internet is how people come to know of products and services these days. “If you aren't doing at least some part of your business over the Web, you're missing out on a huge opportunity. Today, the Web forms either an integral part of the business or a fabulous means to extend it,” says an executive from the Blue Apple Technologies Pvt. Ltd.
Lack of perseverance - Start-ups loose patience when their efforts do not yield the desired results immediately. Sanjeev Bikhchandani, co-founder and CEO of naukri.com says, “Everybody makes their share of mistakes. Sometimes you are right sometimes you are wrong. But what one should not loose is patience and perseverance. They are the key to success.”
Source: http://sme.franchiseindia.com/article.php?title=5+mistakes+that+most+start-ups+make
Here we list 5 starts-up mistakes that almost everybody makes:
Undeveloped Startup Idea - No matter how good your business idea is, if you fail to develop it, success will be far from you. “Document the idea well. That is the road map that you have to follow while you are doing business and that is the road that will lead you to success,” says Nandini Vaidyanathan a mentor for start-ups.
Ignoring legal obligations - Most entrepreneurs start small and so do not care about even the basic legal aspects of a business like getting registered. Every entrepreneur must understand and secure all necessary licenses and permits and also pay the required taxes.
Lack of financial management – “Start-ups usually mixe their personal and business finances. This does not cause immediate trouble but later in the business it becomes difficult to get tax benefits and avail finances from venture capitalists and other sources,” says Kartik Varma, Co-Founder, iTrust who is a financial adviser to numerous entrepreneurs and is also an entrepreneur himself.
Lack of enough liquid assets - “One should have enough liquid assets to sustain for at least one year,” says Varma. People usually start their business without realizing that for quiet sometime it might not bring in money and so they will have to keep putting in money to keep it going.
Unplanned web presence - The internet is how people come to know of products and services these days. “If you aren't doing at least some part of your business over the Web, you're missing out on a huge opportunity. Today, the Web forms either an integral part of the business or a fabulous means to extend it,” says an executive from the Blue Apple Technologies Pvt. Ltd.
Lack of perseverance - Start-ups loose patience when their efforts do not yield the desired results immediately. Sanjeev Bikhchandani, co-founder and CEO of naukri.com says, “Everybody makes their share of mistakes. Sometimes you are right sometimes you are wrong. But what one should not loose is patience and perseverance. They are the key to success.”
Source: http://sme.franchiseindia.com/article.php?title=5+mistakes+that+most+start-ups+make
Swiss Smile Dental Clinics - Europe's leading Dental Services Brand - enters India
This is Swiss Smile Dental Clinics' first foray outside Europe; Swiss Smile Dental Clinics India Pvt. Ltd. to have state-of-the-art facilities and foreign trained consultants; First clinic to open in January 2010 in Bangalore giving a boost to Dental tourism in India
Bengaluru, Karnataka, December 18, 2009 /India PRwire/ -- Swiss Smile Dental Clinics - Europe's leading dental service brand - today announced the launch of its India operations. Marking its first foray outside Europe, Swiss Smile is venturing into India to bring its world class services to one of the largest dentistry markets in the world. Swiss Smile Dental Clinics India will have state-of-the-art facilities and foreign trained consultants providing co-ordinated specialized next generation dental care to customers, all under one roof.
Swiss Smile is entering India through a Joint Venture (JV) between Global Tech Park - an investment firm with interests in real estate, design engineering and health care - and Swiss Smile Holdings. Global Tech Park would be holding 50% stake in the JV while Swiss Smile Holdings would hold the remaining 50%.
Speaking on Swiss Smile Dental Clinics' first foray outside Europe, Mr. Clifford Zur Nieden - Member of the Board, Swiss Smile Holdings said, "The dental segment is one of the most attractive segments of the health care industry with an estimated market size of about US$18.8 billion in 2008. Worldwide, this market is dominated by US, Europe and Japan. However, an increasingly aging population coupled with growing awareness of oral health and dental aesthetics and greater availability of improved dental treatment have boosted the growth of this segment in India. In addition, increasing disposable incomes and a large emerging middle class offer enormous potential for dentistry in India".
Elaborating on the significance of the launch of Swiss Smile Dental Clinics' operations in India, Mr. Zur Nieden said, "India needs to leapfrog to reach the level of technological development that Western countries have achieved in dentistry. India is in need of international expertise and this can only be achieved by setting up world class dental facilities like the Swiss Smile Dental Clinic. There is an enormous demand supply gap for world class organized facilities in the Indian dental market and we aim to bridge this gap".
Speaking on the plans of Swiss Smile Dental Clinics India, Dr. Sathya Kallur - CEO & Director of Clinical Operations- Swiss Smile Dental Clinics India said, "Although dental care remains a luxury for much of India's vast population, the market for dentistry is expanding as a result of the strengthening economy and an increase in the country's middle class across major cities such as Bangalore, New Delhi, Hyderabad etc. To respond to the growing consumer health care needs and expectations, we are setting up our first clinic in Bangalore followed by other markets like Hyderabad, Mumbai, Chandigarh, NCR, Ahmedabad, Chennai, Kolkata and Pune."
Articulating the vision of Swiss Smile Dental Clinic India, Dr. Sathya said, "We are planning to set up 10 state-of-the art dental care facilities in India within the next 3 years. Our vision is to provide multi-specialty dental care under one roof under the guidance of internationally acclaimed and trained dental specialists. The Indian dental market lacks an organized professional outfit and with the Swiss Smile technological expertise and state-of-the-art facilities, we are sure to bring in a positive change in the state of Indian dentistry."
Elaborating on the medical tourism potential and opportunity, Dr. Sathya said, "We also aim at contributing to the Indian medical tourism industry which is expected to experience an annual growth of 30% making it a Rs. 9,500 crore industry by 2015. The estimate of the value of medical tourism to India is to the tune of $2 billion a year by 2012. The dental tourism in India would account for 10% of the total medical tourism. In India, any dental service is 60% to 70% cheaper than Europe or the US. We therefore, aim to contribute to medical tourism in India by offering quality services at reasonable prices".
Speaking on the JV, Mr. Satish CMD - Swiss Smile Dental Clinics India & CMD - CEO - Global Tech Park - said, "The dental care segment offers a tremendous opportunity in India. We feel there is a need for a technologically advanced, world class facility providing international services to the Indian customer. Hence this JV with Swiss Smile Holding".
Notes to Editor
Swiss Smile Dental Clinics (www.swisssmile.com) - Swiss Smile Dental Clinics was started by Haleh and Golnar Abivardi and is successfully running clinics in Zurich, St. Moritz and London. The Swiss Smile Dental Clinics are dedicated to promoting healthy and beautiful teeth. Equipped with the latest technology, a team of highly qualified dental specialists take care of customers providing a truly world class experience. Swiss Smile Dental Clinics services encompass all areas of dental health including aesthetic dentistry, orthodontics, parodontology, oral surgery, emergency treatments and children's dentistry. Swiss Smile provides the security of in-house treatments at every stage, delivered by a highly competent and co-operative team which guarantees high levels of professionalism in all major areas of dental treatment.
Global Tech Park Pvt. Ltd. - is an investment company based in Bangalore with interests in the areas of real-estate, IT, design engineering and Healthcare. Global Tech Park has till date invested in companies like EDRC Technologies Pvt. Ltd.; Hands Free Networks, Global tech park - Tech Park Infrastructure Creation.
Source: http://www.indiaprwire.com/pressrelease/health-care/2009121839811.htm
Bengaluru, Karnataka, December 18, 2009 /India PRwire/ -- Swiss Smile Dental Clinics - Europe's leading dental service brand - today announced the launch of its India operations. Marking its first foray outside Europe, Swiss Smile is venturing into India to bring its world class services to one of the largest dentistry markets in the world. Swiss Smile Dental Clinics India will have state-of-the-art facilities and foreign trained consultants providing co-ordinated specialized next generation dental care to customers, all under one roof.
Swiss Smile is entering India through a Joint Venture (JV) between Global Tech Park - an investment firm with interests in real estate, design engineering and health care - and Swiss Smile Holdings. Global Tech Park would be holding 50% stake in the JV while Swiss Smile Holdings would hold the remaining 50%.
Speaking on Swiss Smile Dental Clinics' first foray outside Europe, Mr. Clifford Zur Nieden - Member of the Board, Swiss Smile Holdings said, "The dental segment is one of the most attractive segments of the health care industry with an estimated market size of about US$18.8 billion in 2008. Worldwide, this market is dominated by US, Europe and Japan. However, an increasingly aging population coupled with growing awareness of oral health and dental aesthetics and greater availability of improved dental treatment have boosted the growth of this segment in India. In addition, increasing disposable incomes and a large emerging middle class offer enormous potential for dentistry in India".
Elaborating on the significance of the launch of Swiss Smile Dental Clinics' operations in India, Mr. Zur Nieden said, "India needs to leapfrog to reach the level of technological development that Western countries have achieved in dentistry. India is in need of international expertise and this can only be achieved by setting up world class dental facilities like the Swiss Smile Dental Clinic. There is an enormous demand supply gap for world class organized facilities in the Indian dental market and we aim to bridge this gap".
Speaking on the plans of Swiss Smile Dental Clinics India, Dr. Sathya Kallur - CEO & Director of Clinical Operations- Swiss Smile Dental Clinics India said, "Although dental care remains a luxury for much of India's vast population, the market for dentistry is expanding as a result of the strengthening economy and an increase in the country's middle class across major cities such as Bangalore, New Delhi, Hyderabad etc. To respond to the growing consumer health care needs and expectations, we are setting up our first clinic in Bangalore followed by other markets like Hyderabad, Mumbai, Chandigarh, NCR, Ahmedabad, Chennai, Kolkata and Pune."
Articulating the vision of Swiss Smile Dental Clinic India, Dr. Sathya said, "We are planning to set up 10 state-of-the art dental care facilities in India within the next 3 years. Our vision is to provide multi-specialty dental care under one roof under the guidance of internationally acclaimed and trained dental specialists. The Indian dental market lacks an organized professional outfit and with the Swiss Smile technological expertise and state-of-the-art facilities, we are sure to bring in a positive change in the state of Indian dentistry."
Elaborating on the medical tourism potential and opportunity, Dr. Sathya said, "We also aim at contributing to the Indian medical tourism industry which is expected to experience an annual growth of 30% making it a Rs. 9,500 crore industry by 2015. The estimate of the value of medical tourism to India is to the tune of $2 billion a year by 2012. The dental tourism in India would account for 10% of the total medical tourism. In India, any dental service is 60% to 70% cheaper than Europe or the US. We therefore, aim to contribute to medical tourism in India by offering quality services at reasonable prices".
Speaking on the JV, Mr. Satish CMD - Swiss Smile Dental Clinics India & CMD - CEO - Global Tech Park - said, "The dental care segment offers a tremendous opportunity in India. We feel there is a need for a technologically advanced, world class facility providing international services to the Indian customer. Hence this JV with Swiss Smile Holding".
Notes to Editor
Swiss Smile Dental Clinics (www.swisssmile.com) - Swiss Smile Dental Clinics was started by Haleh and Golnar Abivardi and is successfully running clinics in Zurich, St. Moritz and London. The Swiss Smile Dental Clinics are dedicated to promoting healthy and beautiful teeth. Equipped with the latest technology, a team of highly qualified dental specialists take care of customers providing a truly world class experience. Swiss Smile Dental Clinics services encompass all areas of dental health including aesthetic dentistry, orthodontics, parodontology, oral surgery, emergency treatments and children's dentistry. Swiss Smile provides the security of in-house treatments at every stage, delivered by a highly competent and co-operative team which guarantees high levels of professionalism in all major areas of dental treatment.
Global Tech Park Pvt. Ltd. - is an investment company based in Bangalore with interests in the areas of real-estate, IT, design engineering and Healthcare. Global Tech Park has till date invested in companies like EDRC Technologies Pvt. Ltd.; Hands Free Networks, Global tech park - Tech Park Infrastructure Creation.
Source: http://www.indiaprwire.com/pressrelease/health-care/2009121839811.htm
Wednesday, December 16, 2009
Franchising: Yesterday, Today and Tomorrow
by Paul Segreto on December 14, 2009
As I often do on the weekends, I was searching through my personal library seeking out a book or two that might provide me some inspiration for an article or report, and this weekend, I came across a business book that was published back in 1979. The book, “Free Yourself in a Business of Your Own” by Byron Lane, caught my eye for reasons I cannot really explain. Obviously, I’ve had it in my possession for many years, yet, never opened it again since I purchased it for $1.29 at Target. It must have been a clearance book as the cover price was $5.95. Anyway, I can’t even recall seeing it when I routinely search through my library. It’s like it suddenly jumped out front and center and said, “Hey, look here!”
Well, I decided to look through the book because the back cover stated, “This book is about freedom. Freedom from an 8 to 5 regimen. Freedom from dehumanizing democracies. Freedom from job boredom. Freedom from the lock-step culture. Freedom to do your work your way.” Hmmm… not much seems to have changed although lock-step culture is not one I’ve heard of before.
Right away, my thoughts turned to franchising and I began to think about what franchising was like back in 1979. Fortunately, I didn’t have to think very hard, as to my surprise, was a chapter on franchising! It’s placement was to present franchising strictly as an alternative to other forms of business ownership, and in a book with 174 pages, the franchising chapter comprised all of 3 pages. Yes, 3 pages!
Within these pages were a series of bullet points that I found very interesting and it made me wonder how much franchising had actually changed since 1979, and if the changes have improved franchising today. Read the bullet points below and you be the judge.
- While there are no federal laws governing franchising, most states have franchise laws. Get a copy of the law in your state and read it for degree of stringency and coverage. If it is a tough law and a franchising company qualifies to do business in your state, you have one measure of security.
- Don’t believe that acceptance of you by a franchiser means they have evaluated your ability to get the job done. Some franchisers would select a corpse if rigor mortis had not set in and if it clutched in its hand a certified check for the amount of the franchise fee. Do your own introspection and decide if you can handle the franchise.
- Do not deal with profit projections or average profits. Insist on actual financial statements from a cross-section of franchisees. Then, evaluate your expected return on investment.
- Get the financial statement of the parent company and evaluate its ability to provide the services it promises.
- Read the franchise contract. It should be simple, frank, and fair, with complete disclosure, not an instrument of repression. After you think it through with your head, listen to your gut and determine if the contract fits you.
- Finally, and perhaps most important of all, is evaluation of the franchiser’s management team. You should do this from two aspects – their management ability and their humanness. If the management does not measure up to good corporate standards, you will not get the profits you seek. You may turn out okay, but they can bring you down.
Well, it’s no wonder that many individuals had a distaste for franchising. I cringed at some of the statements implying unfairness and deceit, along with an apparent free-wheeling approach to franchising. On the other hand, some of the advice was sound and still applies today.
It’s obvious franchising has changed, and for the better. But, are some of the negatives that’s were stated (or implied) above, still actually cause for concern within franchise organizations today?
I wonder what future generations will think about franchising when they discover some of today’s book and articles on the subject?
Yes, you be the judge…
*By the way, the author is listed as having several advanced degrees in business and psychology, and was a professor at a leading California university. He is also credited with developing several successful companies including a multi-million dollar franchising chain!
As I often do on the weekends, I was searching through my personal library seeking out a book or two that might provide me some inspiration for an article or report, and this weekend, I came across a business book that was published back in 1979. The book, “Free Yourself in a Business of Your Own” by Byron Lane, caught my eye for reasons I cannot really explain. Obviously, I’ve had it in my possession for many years, yet, never opened it again since I purchased it for $1.29 at Target. It must have been a clearance book as the cover price was $5.95. Anyway, I can’t even recall seeing it when I routinely search through my library. It’s like it suddenly jumped out front and center and said, “Hey, look here!”
Well, I decided to look through the book because the back cover stated, “This book is about freedom. Freedom from an 8 to 5 regimen. Freedom from dehumanizing democracies. Freedom from job boredom. Freedom from the lock-step culture. Freedom to do your work your way.” Hmmm… not much seems to have changed although lock-step culture is not one I’ve heard of before.
Right away, my thoughts turned to franchising and I began to think about what franchising was like back in 1979. Fortunately, I didn’t have to think very hard, as to my surprise, was a chapter on franchising! It’s placement was to present franchising strictly as an alternative to other forms of business ownership, and in a book with 174 pages, the franchising chapter comprised all of 3 pages. Yes, 3 pages!
Within these pages were a series of bullet points that I found very interesting and it made me wonder how much franchising had actually changed since 1979, and if the changes have improved franchising today. Read the bullet points below and you be the judge.
- While there are no federal laws governing franchising, most states have franchise laws. Get a copy of the law in your state and read it for degree of stringency and coverage. If it is a tough law and a franchising company qualifies to do business in your state, you have one measure of security.
- Don’t believe that acceptance of you by a franchiser means they have evaluated your ability to get the job done. Some franchisers would select a corpse if rigor mortis had not set in and if it clutched in its hand a certified check for the amount of the franchise fee. Do your own introspection and decide if you can handle the franchise.
- Do not deal with profit projections or average profits. Insist on actual financial statements from a cross-section of franchisees. Then, evaluate your expected return on investment.
- Get the financial statement of the parent company and evaluate its ability to provide the services it promises.
- Read the franchise contract. It should be simple, frank, and fair, with complete disclosure, not an instrument of repression. After you think it through with your head, listen to your gut and determine if the contract fits you.
- Finally, and perhaps most important of all, is evaluation of the franchiser’s management team. You should do this from two aspects – their management ability and their humanness. If the management does not measure up to good corporate standards, you will not get the profits you seek. You may turn out okay, but they can bring you down.
Well, it’s no wonder that many individuals had a distaste for franchising. I cringed at some of the statements implying unfairness and deceit, along with an apparent free-wheeling approach to franchising. On the other hand, some of the advice was sound and still applies today.
It’s obvious franchising has changed, and for the better. But, are some of the negatives that’s were stated (or implied) above, still actually cause for concern within franchise organizations today?
I wonder what future generations will think about franchising when they discover some of today’s book and articles on the subject?
Yes, you be the judge…
*By the way, the author is listed as having several advanced degrees in business and psychology, and was a professor at a leading California university. He is also credited with developing several successful companies including a multi-million dollar franchising chain!
Thursday, December 10, 2009
Is Owning A Franchise Right For You?
By John Henning at OpenAFranchise.com
——————-
What is a Franchise?
Franchising refers to the methods of practicing and using a specific business philosophy or system. The Franchisor, or Home Office, grants the franchise operator, the franchisee, the right to distribute its products, services, techniques, and trademarks for a percentage of sales, commonly called a royalty fee.
Various services are provided by the franchisor, such as: advertising, training, startup assistance and other ongoing support. A Franchise License is awarded by the franchisor to the franchisee. This written agreement forms the foundation for the relationship between the 2 parties and clearly outlines their responsibilities to each other. The Franchise License usually lasts between 5 & 25 years.
What is the best Franchise?
As a Franchise Consultant I get asked this question on a daily basis. I work with clients to help them find the right franchise and through those conversations they almost always as me: “What is the Best Franchise?”. There is no single answer for this question as the answer truly depends on the criteria you set as a perspective franchise owner. Meaning, maybe you want a retail location with 5 employees that makes $50k/yr, or maybe you want a home based business that has zero employees and makes $150k/yr. Either way, the word “best” becomes relative to what is important to you.
I realized quite some time ago that I could never “sell” a franchise to anyone. The only way someone will buy a franchise is if it makes sense for them & their family. Performing the proper due diligence is key to finding the best franchise for you.
How much does a Franchise Cost?
The total up front cost for a Franchise will vary between $30k & $100k. This is cash you must have prior to any financing options. You should also have a credit score of at least 700.
Most of the up front cost for a Franchise is the Franchise License Fee. This fee will vary between $20k & $50k. The Franchise License Fee covers your training, startup assistance and usually your protected territory.
The total cost of a Franchise will usually vary between $30k & $500k with the average total investment being around $250k. Financing is available for the balance of the Franchise cost depending on your credit score and the Franchise Company’s rate of success. A good rule of thumb is to have at least 30% of the total investment in cash.
For example, for a Franchise with a total investment of $250k, you would need approximately $60k in cash prior to any financing. This cash can come from savings, home equity, 401k, Retirement, Partners etc…
Some common factors that influence the startup costs are;
- Age of the franchise
- Number of franchises
- Responsibilities of each party
- Name brand recognition
- The service
- The product
- Length of term
- Finance Terms
- Real Estate Costs
- Many other factors
Why buy a Franchise?
Most people purchase a Franchise for one of two reasons.
#1. Reduce their risk. Quicker startup times, faster break even points & ongoing help after startup. All of these things help reduce the risk of starting a business.
#2. They don’t want to create a system, they want to use someone else’s program, not reinvent the wheel. The Franchise’s System is the main component of what you are buying when you buy a Franchise.
How much can I make with a Franchise?
Another one of the many questions I get asked on a regular basis is: “How Much Can I Make?”. This is an important question regardless of the type of Franchise you are exploring. The simple answer is: I can’t tell you.
Franchising is regulated by the FTC. The FTC does not allow a Franchise Company or Franchise Consultant to make an earnings claim unless those earnings are published in their Franchise Disclosure Documents or FDD. Most companies don’t post those numbers for legal liability reasons.
However, this is still a very important question that you need to know the answer to prior to buying a Franchise. The real answer is: No one can tell you how much YOU are going to make, because the biggest determining factor in that equation is YOU. However, you are able to get a feel for what the potential of a particular franchise might be by talking to existing franchise owners that already own that same franchise in another area. This is part of the due diligence process that we help our clients through.
What should I look for in a Franchise?
When researching any Franchise, you should look for some key factors. This list is by no means an exhaustive list. There are many more things you could look for too, depending on what is important to you.
- How long have they been in business?
- How many franchises do they have?
- What are my responsibilities as a franchise owner?
- What are the franchisor’s responsibilities?
- Where is the industry now? Where was it 5 yrs ago? Where will it be in 5 yrs?
- How many franchises have failed? And why?
- Do they make an earnings claim in their FDD?
- How many home office employees are there?
- Is the franchise organization expanding, stagnant or shrinking?
- Do I get a protected territory or name brand to use?
- How often do you hold training & where is it held?
- What are the average gross revenues per unit nationwide?
- Did they start as a Franchise or as a business and expand through franchising?
These are just a few of the questions to talk about when researching a Franchise. There is a free eBook on franchising that is published by the FTC: A Consumer Guide to Buying A Franchise, you can download it for free here: EbookOnFranchising.com
Summary/Closing
As you start your entrepreneurial search for a franchise, make sure to perform the proper due diligence, talk to existing franchise owners, visit the home office, talk to a lawyer, and work with an experienced franchise consultant. A good franchise consultant can help you find the right franchise by making sure you get the information you need on each franchise.
###
John Henning is a Franchise Consultant based in Pottstown, Pa. John’s company: OpenAFranchise.com helps people find the right franchise by helping them through the discovery & research process. With over 5000 Franchises & business opportunities out there, John & his team help guide clients to the right information on each company.
——————-
What is a Franchise?
Franchising refers to the methods of practicing and using a specific business philosophy or system. The Franchisor, or Home Office, grants the franchise operator, the franchisee, the right to distribute its products, services, techniques, and trademarks for a percentage of sales, commonly called a royalty fee.
Various services are provided by the franchisor, such as: advertising, training, startup assistance and other ongoing support. A Franchise License is awarded by the franchisor to the franchisee. This written agreement forms the foundation for the relationship between the 2 parties and clearly outlines their responsibilities to each other. The Franchise License usually lasts between 5 & 25 years.
What is the best Franchise?
As a Franchise Consultant I get asked this question on a daily basis. I work with clients to help them find the right franchise and through those conversations they almost always as me: “What is the Best Franchise?”. There is no single answer for this question as the answer truly depends on the criteria you set as a perspective franchise owner. Meaning, maybe you want a retail location with 5 employees that makes $50k/yr, or maybe you want a home based business that has zero employees and makes $150k/yr. Either way, the word “best” becomes relative to what is important to you.
I realized quite some time ago that I could never “sell” a franchise to anyone. The only way someone will buy a franchise is if it makes sense for them & their family. Performing the proper due diligence is key to finding the best franchise for you.
How much does a Franchise Cost?
The total up front cost for a Franchise will vary between $30k & $100k. This is cash you must have prior to any financing options. You should also have a credit score of at least 700.
Most of the up front cost for a Franchise is the Franchise License Fee. This fee will vary between $20k & $50k. The Franchise License Fee covers your training, startup assistance and usually your protected territory.
The total cost of a Franchise will usually vary between $30k & $500k with the average total investment being around $250k. Financing is available for the balance of the Franchise cost depending on your credit score and the Franchise Company’s rate of success. A good rule of thumb is to have at least 30% of the total investment in cash.
For example, for a Franchise with a total investment of $250k, you would need approximately $60k in cash prior to any financing. This cash can come from savings, home equity, 401k, Retirement, Partners etc…
Some common factors that influence the startup costs are;
- Age of the franchise
- Number of franchises
- Responsibilities of each party
- Name brand recognition
- The service
- The product
- Length of term
- Finance Terms
- Real Estate Costs
- Many other factors
Why buy a Franchise?
Most people purchase a Franchise for one of two reasons.
#1. Reduce their risk. Quicker startup times, faster break even points & ongoing help after startup. All of these things help reduce the risk of starting a business.
#2. They don’t want to create a system, they want to use someone else’s program, not reinvent the wheel. The Franchise’s System is the main component of what you are buying when you buy a Franchise.
How much can I make with a Franchise?
Another one of the many questions I get asked on a regular basis is: “How Much Can I Make?”. This is an important question regardless of the type of Franchise you are exploring. The simple answer is: I can’t tell you.
Franchising is regulated by the FTC. The FTC does not allow a Franchise Company or Franchise Consultant to make an earnings claim unless those earnings are published in their Franchise Disclosure Documents or FDD. Most companies don’t post those numbers for legal liability reasons.
However, this is still a very important question that you need to know the answer to prior to buying a Franchise. The real answer is: No one can tell you how much YOU are going to make, because the biggest determining factor in that equation is YOU. However, you are able to get a feel for what the potential of a particular franchise might be by talking to existing franchise owners that already own that same franchise in another area. This is part of the due diligence process that we help our clients through.
What should I look for in a Franchise?
When researching any Franchise, you should look for some key factors. This list is by no means an exhaustive list. There are many more things you could look for too, depending on what is important to you.
- How long have they been in business?
- How many franchises do they have?
- What are my responsibilities as a franchise owner?
- What are the franchisor’s responsibilities?
- Where is the industry now? Where was it 5 yrs ago? Where will it be in 5 yrs?
- How many franchises have failed? And why?
- Do they make an earnings claim in their FDD?
- How many home office employees are there?
- Is the franchise organization expanding, stagnant or shrinking?
- Do I get a protected territory or name brand to use?
- How often do you hold training & where is it held?
- What are the average gross revenues per unit nationwide?
- Did they start as a Franchise or as a business and expand through franchising?
These are just a few of the questions to talk about when researching a Franchise. There is a free eBook on franchising that is published by the FTC: A Consumer Guide to Buying A Franchise, you can download it for free here: EbookOnFranchising.com
Summary/Closing
As you start your entrepreneurial search for a franchise, make sure to perform the proper due diligence, talk to existing franchise owners, visit the home office, talk to a lawyer, and work with an experienced franchise consultant. A good franchise consultant can help you find the right franchise by making sure you get the information you need on each franchise.
###
John Henning is a Franchise Consultant based in Pottstown, Pa. John’s company: OpenAFranchise.com helps people find the right franchise by helping them through the discovery & research process. With over 5000 Franchises & business opportunities out there, John & his team help guide clients to the right information on each company.
Announcing the launch of the Rohan franchise opportunity
Specialist outdoor clothing manufacturer and retailer Rohan has announced the launch of a franchise expansion programme. The company, which is established in over 40 locations nationwide and has piloted its franchise in selected stores, is preparing to roll out its franchise store concept with a franchise owner recruitment campaign starting in the January 2010 edition of The Franchise Magazine.
Rohan has designed and manufactured its own range of outdoor clothing since its foundation in 1972 and from a mail order background it expanded into retailing in the early 1980s. The company has identified up to 30 priority target areas in which it is seeking to establish franchise locations over the next three years and is seeking enthusiastic franchise owner candidates nationwide.
"Our move into franchising signals a new focus at Rohan on developing and improving our retail operations," said Retail Director Ian Palmer. "We have developed an extensive merchandising operation which restocks sold items in every shop within 48 hours and will provide the franchise owner with a retail opportunity in which there is no capital tied up in stock.
"We have engaged professional consultancy from Franchise Development Services to assist us in creating a superbly supported franchise package, which includes a bespoke IT system that minimises admin and staff related costs. We're looking for franchise owner candidates with enthusiasm and passion for the Rohan brand and its associated products, high standards of professionalism and a commitment to building good customer relationships through excellent service standards. In return we will provide comprehensive training in running our retail operation and ongoing support from a long-established, well-known and much-loved high street retail brand." FDS Southern Consultants Gordon Patterson and Gary Rigby, who are assisting Rohan in its franchise development programme, added: "The Rohan brand has developed an outstanding reputation for the design and quality of outdoor clothing. Its management is now committed to significantly supplementing its existing 40 outlets with franchised shops. Great care has been taken to structure a franchise package that is attractive and provides the franchise owner with all the ingredients necessary to build a successful business. The Rohan retail clothing franchise offering is highly distinctive and backed by very impressive franchisor ongoing support services."
source: http://www.thefranchisemagazine.net/franchise/rohan/announcing-launch-of-rohan-franchise-opportuni/5542
Rohan has designed and manufactured its own range of outdoor clothing since its foundation in 1972 and from a mail order background it expanded into retailing in the early 1980s. The company has identified up to 30 priority target areas in which it is seeking to establish franchise locations over the next three years and is seeking enthusiastic franchise owner candidates nationwide.
"Our move into franchising signals a new focus at Rohan on developing and improving our retail operations," said Retail Director Ian Palmer. "We have developed an extensive merchandising operation which restocks sold items in every shop within 48 hours and will provide the franchise owner with a retail opportunity in which there is no capital tied up in stock.
"We have engaged professional consultancy from Franchise Development Services to assist us in creating a superbly supported franchise package, which includes a bespoke IT system that minimises admin and staff related costs. We're looking for franchise owner candidates with enthusiasm and passion for the Rohan brand and its associated products, high standards of professionalism and a commitment to building good customer relationships through excellent service standards. In return we will provide comprehensive training in running our retail operation and ongoing support from a long-established, well-known and much-loved high street retail brand." FDS Southern Consultants Gordon Patterson and Gary Rigby, who are assisting Rohan in its franchise development programme, added: "The Rohan brand has developed an outstanding reputation for the design and quality of outdoor clothing. Its management is now committed to significantly supplementing its existing 40 outlets with franchised shops. Great care has been taken to structure a franchise package that is attractive and provides the franchise owner with all the ingredients necessary to build a successful business. The Rohan retail clothing franchise offering is highly distinctive and backed by very impressive franchisor ongoing support services."
source: http://www.thefranchisemagazine.net/franchise/rohan/announcing-launch-of-rohan-franchise-opportuni/5542
Indian retail sector to be $410-bn by fiscal-end: Assocham
NEW DELHI: The Indian retail market is expected to reach $410 billion by the end of the current fiscal, according to the Associated Chambers of Commerce and Industry of India (Assocham).
Another report on India’s retail market released here late last month had made similar projections, saying the sector was expected to reach $535 billion by 2013.
“With anticipated $30 billion fresh investment over the next five years, modern retail will show impressive compound annual growth rate of 40 percent,” said the Fashion and Lifestyle Franchise Report 2009-10.
“With this growth rate, the market is expected to reach $535 billion by 2013,” added the report compiled by Franchise India Holding Ltd, a franchise solutions provider.
As per the Assocham study released on Monday, the retail sector is estimated to grow 5.5 per cent to become $410 billion market by April 2010, registering growths of more than 22 per cent and 30 per cent in the third and fourth quarters this fiscal.
The study noted that the share of retail trade in the country’s gross domestic product (GDP) was between 8-10 per cent in 2007.
With strides of development in the organized retail segment, its share has now risen to 12 per cent, Assocham said.
Also, organised retail, which currently accounts for nearly five per cent of the retail market, is pegged at around $9.23 billion and was expected to grow at 2.3 per cent to touch $13 billion by the end of this financial year.
“Retail sector is witnessing exponential growth with development taking place not only in major cities and metros but even in tier-II and tier-III cities in India,” said Assocham president Swati Piramal in a statement.
Source: http://retail-guru.com/indian-retail-sector-to-be-410-bn-by-fiscal-end-assocham/
Another report on India’s retail market released here late last month had made similar projections, saying the sector was expected to reach $535 billion by 2013.
“With anticipated $30 billion fresh investment over the next five years, modern retail will show impressive compound annual growth rate of 40 percent,” said the Fashion and Lifestyle Franchise Report 2009-10.
“With this growth rate, the market is expected to reach $535 billion by 2013,” added the report compiled by Franchise India Holding Ltd, a franchise solutions provider.
As per the Assocham study released on Monday, the retail sector is estimated to grow 5.5 per cent to become $410 billion market by April 2010, registering growths of more than 22 per cent and 30 per cent in the third and fourth quarters this fiscal.
The study noted that the share of retail trade in the country’s gross domestic product (GDP) was between 8-10 per cent in 2007.
With strides of development in the organized retail segment, its share has now risen to 12 per cent, Assocham said.
Also, organised retail, which currently accounts for nearly five per cent of the retail market, is pegged at around $9.23 billion and was expected to grow at 2.3 per cent to touch $13 billion by the end of this financial year.
“Retail sector is witnessing exponential growth with development taking place not only in major cities and metros but even in tier-II and tier-III cities in India,” said Assocham president Swati Piramal in a statement.
Source: http://retail-guru.com/indian-retail-sector-to-be-410-bn-by-fiscal-end-assocham/
Tuesday, December 8, 2009
Kit Kat biscuits to go Fairtrade in the new year
Source: BBC News
Kit Kat, Britain's biggest-selling chocolate biscuit, will bear the Fairtrade logo from mid-January.
The biscuits, made by Nestle in York, have been Fairtrade certified, with more than 6,000 farmers in west Africa, set to get a better price for cocoa.
About one billion Kits Kats are sold in the UK every year and Nestle said it was committed to helping cocoa farmers.
The Fairtrade mark already appears on more than 4,500 products in the UK but campaigners hope more will follow.
'Tip the balance'
Harriet Lamb, of the Fairtrade Foundation, estimated the Ivory Coast farmers would receive hundreds of thousands of pounds more next year.
“ UK consumers are increasingly interested in how we source and manufacture their favourite products ”
David Rennie Nestle
"The significant volumes of cocoa that go into making Kit Kat will open whole new possibilities for these farmers, giving them a more sustainable livelihood and the chance to plan for a better future," she said.
Cadbury's Dairy Milk, the UK's best-selling chocolate bar, was Fairtrade certified in March this year, and Ms Lamb hopes the move by Nestle will start to "tip the balance" in cocoa trade.
Eileen Maybin, also of the Fairtrade Foundation, said it hoped other companies would follow the example of both Cadbury's and Nestle.
She said: "This will challenge other companies to follow suit.
"Nestle are one of the biggest food and drink companies in the world. Companies watch what each other is doing and we would expect other companies to be monitoring what a company like Nestle does.
"If Nestle thinks Fairtrade is a viable option then hopefully other companies will see it as something they should be getting involved with themselves."
'Better opportunities'
David Rennie, managing director of Nestle Confectionery, said the company sold more Kit Kats in the UK than anywhere else.
"UK consumers are increasingly interested in how we source and manufacture their favourite products and certifying our largest and most iconic brand is one of the ways in which we are committing to improving the lives of as many cocoa farming families as possible," he said.
Trade and Development Minister Gareth Thomas said: "This will give thousands of Ivorian cocoa farmers better opportunities to trade their way out of poverty."
Launched in the UK 15 years ago, the Fairtrade campaign offers farmers in developing countries a better price for their produce.
Under the terms, farmers receive a guaranteed minimum price plus a premium of more than £100 a tonne, which is used for business or social development products.
Last year more than £700m was spent on Fairtrade goods in the UK, an increase of more than £200m on 2007.
Story from BBC NEWS:
http://news.bbc.co.uk/go/pr/fr/-/2/hi/uk_news/8397870.stm
Published: 2009/12/07 15:09:13 GMT
Kit Kat, Britain's biggest-selling chocolate biscuit, will bear the Fairtrade logo from mid-January.
The biscuits, made by Nestle in York, have been Fairtrade certified, with more than 6,000 farmers in west Africa, set to get a better price for cocoa.
About one billion Kits Kats are sold in the UK every year and Nestle said it was committed to helping cocoa farmers.
The Fairtrade mark already appears on more than 4,500 products in the UK but campaigners hope more will follow.
'Tip the balance'
Harriet Lamb, of the Fairtrade Foundation, estimated the Ivory Coast farmers would receive hundreds of thousands of pounds more next year.
“ UK consumers are increasingly interested in how we source and manufacture their favourite products ”
David Rennie Nestle
"The significant volumes of cocoa that go into making Kit Kat will open whole new possibilities for these farmers, giving them a more sustainable livelihood and the chance to plan for a better future," she said.
Cadbury's Dairy Milk, the UK's best-selling chocolate bar, was Fairtrade certified in March this year, and Ms Lamb hopes the move by Nestle will start to "tip the balance" in cocoa trade.
Eileen Maybin, also of the Fairtrade Foundation, said it hoped other companies would follow the example of both Cadbury's and Nestle.
She said: "This will challenge other companies to follow suit.
"Nestle are one of the biggest food and drink companies in the world. Companies watch what each other is doing and we would expect other companies to be monitoring what a company like Nestle does.
"If Nestle thinks Fairtrade is a viable option then hopefully other companies will see it as something they should be getting involved with themselves."
'Better opportunities'
David Rennie, managing director of Nestle Confectionery, said the company sold more Kit Kats in the UK than anywhere else.
"UK consumers are increasingly interested in how we source and manufacture their favourite products and certifying our largest and most iconic brand is one of the ways in which we are committing to improving the lives of as many cocoa farming families as possible," he said.
Trade and Development Minister Gareth Thomas said: "This will give thousands of Ivorian cocoa farmers better opportunities to trade their way out of poverty."
Launched in the UK 15 years ago, the Fairtrade campaign offers farmers in developing countries a better price for their produce.
Under the terms, farmers receive a guaranteed minimum price plus a premium of more than £100 a tonne, which is used for business or social development products.
Last year more than £700m was spent on Fairtrade goods in the UK, an increase of more than £200m on 2007.
Story from BBC NEWS:
http://news.bbc.co.uk/go/pr/fr/-/2/hi/uk_news/8397870.stm
Published: 2009/12/07 15:09:13 GMT
Sunday, October 11, 2009
Franchises' easy path to ownership has costs
by Jeff Cornwall
Franchising is a path to business ownership that many of today's accidental entrepreneurs find appealing.
"For those in career transition who are considering business ownership, franchising may be a viable option, primarily because most have spent their entire career in corporate America and are used to structure and following processes," says Dan Aronoff, Nashville franchise consultant with FranNet.
"Franchising provides that structure through well-established and proven systems. For the right person and right fit, following the franchise's 'recipe' can lead to success. Why reinvent the wheel if you don't have to."
One of the downsides of buying a franchise, though, is that many require that the entrepreneur put up a significant amount of funding to start the business. However, many franchises may be eligible for Small Business Administration loan programs, too. Here is a Web site that offers more details: franchiseregistry.com/registry.
Just like any new venture, developing a business plan is a must. It's essential to determine the feasibility within the local market where you plan to open the franchise. Make sure that you temper any financial projections with current economic conditions. Be realistic.
Also, look for franchise opportunities that create value for the customer, as this will be the best business model for some time to come.
There are some sticky contracting issues with buying any franchise. Make sure to work with an attorney who has experience in that arena.
Monthly fees add up
One of the biggest sources of frustration among franchisees is that, over time, they begin to perceive that the value added provided from the franchisor or the parent company becomes less valuable.
A franchise will charge a significant monthly percentage fee (this typically ranges from 4 percent to
7 percent of sales).
This fee covers business systems, marketing support, purchasing power for inventory, and so forth. As they gain experience in the business, many franchisees believe that they can be at least as effective on their own without the support of the franchisor.
Another concern expressed by franchisees is that with all sorts of rules and standardized procedures, they tend to feel more like an employee than a business owner. Those who try to break away from the predetermined model can face the wrath of the franchisor. Larger franchisors have entire staffs dedicated to franchisee compliance.
Source: http://www.tennessean.com/article/20091011/BUSINESS01/910110340/2047/BUSINESS/Franchises++easy+path+to+ownership+has+costs
Franchising is a path to business ownership that many of today's accidental entrepreneurs find appealing.
"For those in career transition who are considering business ownership, franchising may be a viable option, primarily because most have spent their entire career in corporate America and are used to structure and following processes," says Dan Aronoff, Nashville franchise consultant with FranNet.
"Franchising provides that structure through well-established and proven systems. For the right person and right fit, following the franchise's 'recipe' can lead to success. Why reinvent the wheel if you don't have to."
One of the downsides of buying a franchise, though, is that many require that the entrepreneur put up a significant amount of funding to start the business. However, many franchises may be eligible for Small Business Administration loan programs, too. Here is a Web site that offers more details: franchiseregistry.com/registry.
Just like any new venture, developing a business plan is a must. It's essential to determine the feasibility within the local market where you plan to open the franchise. Make sure that you temper any financial projections with current economic conditions. Be realistic.
Also, look for franchise opportunities that create value for the customer, as this will be the best business model for some time to come.
There are some sticky contracting issues with buying any franchise. Make sure to work with an attorney who has experience in that arena.
Monthly fees add up
One of the biggest sources of frustration among franchisees is that, over time, they begin to perceive that the value added provided from the franchisor or the parent company becomes less valuable.
A franchise will charge a significant monthly percentage fee (this typically ranges from 4 percent to
7 percent of sales).
This fee covers business systems, marketing support, purchasing power for inventory, and so forth. As they gain experience in the business, many franchisees believe that they can be at least as effective on their own without the support of the franchisor.
Another concern expressed by franchisees is that with all sorts of rules and standardized procedures, they tend to feel more like an employee than a business owner. Those who try to break away from the predetermined model can face the wrath of the franchisor. Larger franchisors have entire staffs dedicated to franchisee compliance.
Source: http://www.tennessean.com/article/20091011/BUSINESS01/910110340/2047/BUSINESS/Franchises++easy+path+to+ownership+has+costs
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