Categories
Success Attitude

Feeling Confidence!

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Have you ever wanted to feel confident in certain situations when you were not? Like, meeting a client or giving a presentation. Would not it be powerful for you to change a lazy state at will to a motivated one?

How would that change your life? How about changing a fear to go on stage to feeling enthusiastic about doing it? How much will it change results you are able to produce in your life? Well, you can. You are in charge of your state and your physiology is one of the most powerful tools you can use to change your states. If you wanted to feel confident, all you have to do is to adopt the total physiology of confidence. If you want to feel motivated, adopt the physiology of motivation.This may sound very simplistic, but it is exactly how the brain and body are neurologically wired up together. The trouble with most people is that they are not willing to do whatever it takes to manage their states. They just let their states be affected by other people, or let it go on autopilot.

So, how do you to get a state of confidence? Imagine that you are going to make a presentation which you have prepared for but as usual you do not feel confident about it. You feel those butterflies in your stomach and you are afraid that everything will just go blank, and it has been this lack of confidence that has affected your performance in the past. If you think about it, I am sure there has been a time in the past where you felt totally confident about giving a talk, or feeling really confident in doing something you are good at. Go back to the time and adopt the same physiology.

Stand the way you stood when you felt totally confident, breathe the way you breathe when you felt totally powerful and confident, have the same tension in your face, your arms and your hands. Have the same focus in your eyes and say to yourself in your head what you normally say when you are feeling totally confident in that same exact tone and voice. It could be like, “Yes! We will do it. No problem!” I want you to get up right now and do this exercise, alright? If you had follow what I said, do you feel that confidence stay? I bet you would.

As long as you have access to the power of states of the past, you mind and body can recreate it exactly like it by accessing the past resources. There is a saying that says this, “Fake it till you make it!” If you are not confident, act as if you are confident, and you will become confident. And if you are not motivated, act as if you are motivated, and you will feel motivated.
To your success!

Categories
Franchise

The Uniform Franchise Offering Circular: Just How Important is the UFOC?

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I started playing golf about 10 years ago and over time have come to love the game. Although technique is a large part of what drives many golfers back to the greens, golf also has a very specific set of rules that define the game and create an equal playing field. The rules spell out how to play, how to keep score and how to determine a winner.
Franchising, too, has a set of rules, and these rules are manifested in a document called the Uniform Franchise Offering Circular (UFOC). Each prospective franchisee of every franchise company in the U.S. will receive this document as a requirement of the Federal Trade Commission. Effective since 1979, the stated purpose of the FTC rule is:
“The Rule is designed to enable potential franchisees to protect themselves before investing by providing them with information essential to an assessment of the potential risks and benefits, to make meaningful comparisons with other investments, and to further investigation of the franchise opportunity.”
In other words, the UFOC should provide you with enough information to be able to make an informed decision about purchasing the franchise. The UFOC serves as a protection for the individual against making a decision based on information not supported by fact and should be read carefully by each and every woman looking at buying a franchise as it contains such “need to know” items as the costs and fees involved, any litigation history of the franchisor and much more.
The FTC Rule requires franchisors to provide the UFOC to the prospective franchisee at the earlier of the first personal meeting or 10 business days before the franchisee signs an agreement or pays any money. (The UFOC will probably contain a receipt for you to sign and date, to show they have complied with this rule.) It also provides that the franchise agreement must be given to the prospective franchisee at least five business days before the franchisee signs any agreement or pays any money. A franchisor’s UFOC must be updated on an annual basis, or sooner if certain conditions are met.
Here are some of the items a UFOC must contain:
• History and Experience. The franchisor must provide you with a history of their past activities, especially as it may relate to potentially negative information. This information must be provided not only for the company itself as well as for its predecessors and affiliates but also for the officers and directors. The information includes factors like the business experience of the company and its principles and any fairly recent litigation or bankruptcy history for either.
• Financial Factors. The company must disclose to you the relevant financial terms of the franchise opportunity. This would include the initial franchise fees, other startup costs, and an investment range estimate for your total cost to get into the business. The UFOC must also disclose any other fees, such as the royalty, marketing and renewal fees that the franchisee will have to pay throughout the life of their franchise.
• Obligations and Restrictions. The company must disclose the obligations of both you and the company under the terms of the franchise agreement. They must also spell out any mandated restrictions that you will operate under in terms of your purchasing options and behavior as a franchisee. This may include such items as site selection and development, training, trademarks, customer service, advertising, personnel, territory, reporting and dispute resolution.
• Earnings Claims. FTC rules leave it up to the franchisor whether they want to supply information about the earnings that can be achieved in their business. If a franchisor does want to provide earnings claims, they must follow stringent rules on how this information can be given to a prospective franchisee. It is essential for the franchisor to make sure that the data provided is as accurate and representative as possible and they must also clearly label any assumptions or qualifications on the data provided. As a result, earnings claims can take a variety of angles and approaches, so reviewing the background information is vital.
• Exhibits. The company must also provide other data including audited financial statements, current franchisee lists with contact information, contracts and receipts. Item XX, information regarding franchisees of the company, is particularly important to you as you will be calling a number of these franchisees to learn about the business from the franchisee point of view. Item XXII contains the Franchise Agreement, which you will want to review with your franchise attorney before signing.
Individual State Requirements
In addition to the laws that mandate disclosure, there are also some states that have passed specific laws to further protect franchisees in that state. These laws may add additional disclosures or rules about franchise agreement terms. As an example of this, there are a number of states that require that the legal venue for any dispute must be in their state rather than in the state where the franchise company is located. These types of additional requirements vary from state to state but any that are appropriate to your situation in your state should be disclosed in the UFOC you receive.
Your responsibility
The most important point to remember regarding the UFOC is that you need to read and understand the material that the franchisor is disclosing to you. The FTC has a requirement that these documents must be presented in understandable English so that the material should be clear. It won’t make any difference, however, if you don’t carefully review the material. After you have read the document, you may want to have your attorney go through the paperwork as well.
Make sure you take the time to study the information supplied to you and you’ll have a much better chance of making sure that these legal requirements actually serve their purpose of protecting or safeguarding your interests. Just as a good SCRABBLE® player knows the 16 words that use a Q but don’t need the U, and that playing a 7-letter word like “qindars” will gain her 50 bonus points, those who read and understand the rules of the UFOC are also likely to be ahead in the game.

KimberlyEllisPhoto.jpgKim Ellis is the President of Bison.com, a leading online resource for franchise and business opportunities. She has been quoted as an industry expert in USA Today, Wall Street Journal and a variety of local and regional publications regarding trends in business and franchising. Kim combines her entrepreneurial spirit with a diverse background in marketing and operation to help others succeed in franchising.

Categories
Franchise

Create a Winning Business Plan…

A franchise is more likely to succeed with a projected plan for all eventualities: If you fail to plan, you plan to fail…

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The old adage “If you fail to plan, you plan to fail” is especially important for first time franchisees. Those who understand the benefits of business planning are more likely to be successful and pro-active to management decisions, than are those who react to day-to-day operational issues. Franchisees who fail to plan strategically end up confronting problems head on and may be unable to manage the business effectively on a daily basis.
This type of business management can have a negative impact on the franchise, staff and other individuals involved in the operation. It can also leave very little time for any other business management concerns. Therefore it is necessary for franchisees to construct an effective business plan for their franchise system.
Your business plan will be the “sales document” for you and your business and its preparation should project the image of what you want for your business.
The following is a useful guideline on how best to approach drawing up a business plan and the key terms it should contain.
1. Introduction
• Purpose of the business and business concept;
• Overall business objectives;
• Legal status of the business stated; benefits and shortcomings of this business system.
2. The Product and Service
• Product or service your business will offer; include relevant history of the franchise product
or service;
• List the Unique Selling Point (USP) of your business product or service; the key feature
that makes your product stand out from the rest in the market place;
• How the product or service can be developed with the help of the franchisor.
3. The Personnel
• Include details of anyone who will be involved in making your business a success. These
people are a very important asset to your business success. Include in this section:
• Brief summary of each person’s skills and knowledge of the particular sector, including
their personal assessment of attributes, strengths, weaknesses as well as your own
assessment of each person;
• Relevant experience, commitment and reasons for involvement;
• Don’t forget to include yourself in this assessment of key personnel- you are the driving
force behind the business operation.
• Include a detailed CV for each person in the “Appendix” at the end of your plan.
4. The Market
• This is probably the most important section of the business plan. Without a clearly defined
market, your business will not succeed. If you can show that you have “done your
homework”, you will gain credibility for the whole business plan. Your franchisor will also
have research in this area you can avail of.
• Describe the current conditions in the market place for your product or service;
• Detail any relevant facts and figures relating to the market sector(s) that you will be
targeting, and the type(s) of potential customers for your product or service.
• Details of competitors should be included with reasons why potential customers will
choose your product/service over your competitors.
5. The Marketing Plan
• Include your marketing objectives; i.e. number of sales.
• Where your product or service will be positioned within the market place in terms of
image, price and quality. You can avail of franchisor assistance in determining the
marketing strategy.
• Planned marketing, PR campaigns and advertising;
• Customer service policy is planned and how it will work.
6. The Operation
• Include sources of supply, labor and materials;
• Detail resources required to operate your business; what you already have and what you
will need to acquire;
• Identify any crucial procedures or sensitive issues and outline possible solutions;
• State where you intend to operate from- your current premises and future requirements;
• Outline your projected Health and Safety policies.
7. The Premises
• Location;
• Future business growth;
• Running costs and Uniform Business Rates, rent, etc.
• Insurance
• Planning Consent, planning issues.
8. Financial Information
(a) Introduction: Start with the key facts; the forecast profit (or loss) for the year;
• Whether additional financing will be required and what for;
• Break even sales for the business should be calculated and shown as a % of your
anticipated sales;
• Details of the money you need to take out of the business to live on – required income.
(b) Profit and Loss Forecast
Your forecast profit (or loss) should be based on your anticipated sales, minus your direct costs and overheads. The assumptions made should include:
• Justify anticipated sales as best you can;
• Any direct costs (materials, etc) should be detailed;
• Don’t’ forget overheads;
(c) Cash Flow Forecast
To anticipate how much cash your business will require, you should convert your profit and loss forecast. List the following assumptions:
• When will you get the money from sales;
• When you will have to pay suppliers;
• The timing of specific overheads;
• How much capital equipment that you require for the business. Differentiate between
existing equipment and expenditure still to be made- how much and when.

9. The Appendix

This is the final section of the BP. It should include the detailed information mentioned earlier and the following:
• Details of premises;
• Insurance Details;
• Product brochure, photographs, letterhead.
• Anything else that you believe will enhance the credibility of you or enhance the credibility
of your business.
If you use these guidelines as your point of reference to guide you through creating your own business plan, you should have no problem in writing a successful Business Plan for your own personal use, or for approaching investors for your business, financial institutions and a franchisor.

AineMeadePhoto.jpgAine Meade is a Website Editor for Franchise Direct, a leading Internet franchise advertising portal. Aine creates high quality franchise information for its international websites in the U.S., and Europe. Aine has a BA (First) in English and History; MA in Literature & Publishing; Diploma in Media Journalism and a Diploma in Marketing.

Categories
Work Life

The Gift of Time

Marcia Niles is a Christian writer and founder of Entrepreneurial Women’s Digest.
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Life can be a wonderful adventure if we learn to truly appreciate what has been entrusted to us for the greater good. Whether it is the business at hand or the families and friends we have been blessed with, this journey called life can be a fulfilling one.
Our attitudes towards the events and circumstances that will inevitably confront us, both good and bad, will determine to a large extent the state of our mindset and disposition on life. If we believe that there is nothing worth aspiring to, we fold our arms and let the years go by, never finding the time to begin, never contributing to or making a difference. We end the chapter of our lives in gloom and despair, and a pile of regrets. On the other hand, if we recognize that there is something in all of us that can be used to benefit and inspire others around us, then we can move forward with joy and enthusiasm. Any obstacle or setback should not be regarded with any permanence, but rather an occasion to assess, revise, and continue the journey, believing that with faith and perseverance we will accomplish our goals.
Our daily lives encompass a myriad of activities, many worthwhile, and others we could forfeit. Leading well-balanced lives is still elusive for many busy entrepreneurs and people in general. Life offers the beautiful gift of time to be used wisely and productively, with moments of serenity to be enjoyed. Yet too often, most of our time is spent over-indulging on tasks, with little time for anything else.
So how does one find the balance? It all begins with self-examination, prioritizing, and appreciation. What are our dreams and goals? How will achieving them help others and ourselves? Having it all at the expense of our health and relationships is not success at all, for the things acquired are no substitute for love and harmony in our existence. Above all, be thankful for life’s lessons, and life itself.
Make the time to celebrate the gift of time. Know when to halt and put things in their right perspective. Let go of those things that are a burden. Exercise prudence and discretion and give yourself space to breathe. Life is a journey, and can be enjoyed, once we learn to embrace and cherish the gift of time.
Marcia Niles is a Christian writer and founder of Entrepreneurial Women’s Digest.

Categories
Franchise

Taking it Step by Step: What to do before you begin searching for a franchise

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The lure of franchise ownership can be a heady experience. You imagine the thrill of being your own boss, creating wealth for yourself instead of someone else. But you don’t want to enter the search process unprepared, susceptible to mistakes.
You have so many questions: Will you be happy as a franchisee? Can you make the money you need to provide for yourself and your future? Where do you even start, with thousands of franchise opportunities available?
Before you even begin looking at franchises, you need to do an introspective self-evaluation of your own strengths and challenges. Sit down, get out paper and pen, and as objectively as possible answer these questions:
SKILLS / STRENGTHS
• What part of your current and past jobs have you liked doing the most?
• List your skills and evaluate how well you perform each.
• Describe the work environment that most appeals to you.
• Are you an animal lover? Auto buff? Artistic? What skills/hobbies do you have that may be applicable to a franchise business?
• Are you status conscious? Does it matter to you what the product or service of the franchise is or does the business potential matter more?
CHALLENGES
• What part of your current and past jobs have you liked doing the least?
• List your weakness, those things you’d not want to do or would want to hire someone to do in a business.
MANAGEMENT SKILLS
• Do you have experience managing employees? Did you enjoy it?
• Are you comfortable with recruiting employees?
• Do you have the experience and skill needed to create a work environment that will allow you to retain employees?
FINANCIAL CONSIDERATIONS• How much capital do you have to invest?
• Can you afford to do without a regular income during the start up phase of your new business?
• What are your financial goals?
• How do you see your lifestyle changing as a result of meeting your financial goals?
• How do you feel about taking the risk of becoming self-employed?
ARE YOU A TEAM PLAYER?
• Franchising is all about following someone else’s system. Can you picture yourself in this role, executing a system you didn’t create?
Once you have answered these questions, you’ll begin to see a clearer picture of what talents you can bring to a franchise business and what you expect to receive in return. The next step is to start looking at opportunities and evaluating them based on your answers. It may take some effort to find the right franchise so don’t compromise.
Franchise opportunities come in many shapes and sizes and you never need to settle for one that is just not a great fit. There are businesses you can run yourself from your home and others that call for multiple unit locations in upscale malls with numerous employees.
Choosing the franchise opportunity that best matches your needs, interests and style is your greatest assurance of happiness and success.

KimberlyEllisPhoto.jpgKim Ellis is the President of Bison.com, a leading online resource for franchise and business opportunities. She has been quoted as an industry expert in USA Today, Wall Street Journal and a variety of local and regional publications regarding trends in business and franchising. Kim combines her entrepreneurial spirit with a diverse background in marketing and operation to help others succeed in franchising.