International Franchise Brands

Women Franchises attracted to Womens Gym To Fuel Their Entrepreneurial and Stay Fit Ambitions

2012-02-20T12:44:00.000+05:30

So far, the company has 80,000 members who have lost 50 tons of weight. Fifty percent of their members are working women, 30 percent are housewives while 20 percent are students.

B-fit, the first women-only gym chain in Turkey, which empowers women by selling franchises to women entrepreneurs only, is also attracting investment in overseas franchises as its business grows larger.

It is currently aiming to have a total of 300 branches by the end of 2012.

B-fit is a 100-percent Turkish brand and a workout program designed for women to get slim through 30-minute workout sessions in which the exercise changes every 30 seconds while the women exercising follow the instructor. Women of all ages come to work out at the sessions which professional trainers with college degrees in the field conduct. Also, each participant’s pulse is measured every 10 minutes during the session to make sure everything is going well.

The founder of the business, Bedriye Hülya, told Sunday’s Zaman she attended a similar workout program in the US while studying psychology in New York. She also studied circuit training, after which she decided to start her own business in the field. Hülya said she researched the machines and their functions and talked to almost every single machine producer in the US before she started her business. She had already moved back to Turkey and, after two years of going back and forth between the US and Turkey to develop the right machines for her b-fit program, she finally started her business in 2006 in the western province of İzmir.

Hülya was cited as an example of one of Turkey’s great entrepreneurs by US Vice President Joe Biden when he spoke at the Second Global Entrepreneurship Summit in İstanbul during his visit to Turkey in December. She was also chosen as one of Turkey’s best entrepreneurs by endeavor.org in 2009.

The gym saw a lot of participation from the women of İzmir, which is also Hülya’s hometown. In the course of a year, Hülya had opened two more gyms in İzmir and one in İstanbul. The business got a lot of attention after Hülya gave a newspaper interview, with women demanding a franchise license. B-fit opened another 10 gyms in 2007, another 15 in 2008, another 30 in 2009 and another 52 in 2010 throughout the country, in addition to branches in Northern Cyprus as well as a branch in Germany. Although the numbers for 2011 have not yet been released, Hülya said it should be well over 52 branches.

She added that the company’s target is to have open 300 b-fit gyms in total by the end of the year. The main areas where b-fit would like to sell franchises are the Black Sea and central Anatolian regions. The company also plans to increase the number of branches abroad, especially in Central Asia and the Middle East, in the coming years to give women a chance to empower themselves in developing countries.

Hülya noted b-fit is a great opportunity for women to start their own business and calls the company’s policy to only sell franchises to women positive discrimination. She said even though it may be difficult for women to adapt to a work environment since they are not used to it and may be easily de-motivated by the challenges that come with the job, women are very creative, pay attention to small details and understand each other very well. She added that working with only women is the main driver of the company’s success and rapid growth.

Company procedures require that women who plan to open a franchise gym be ambitious and friendly.

These women must also be in need -- this doesn’t necessarily mean financial need, but they have a need for success, fulfillment or achievement. They must be solution-oriented individuals rather than problem-oriented. A franchise costs TL 60,000, which covers the costs of machines, brand rights and furniture. Hülya says franchisees must give 4 percent of their earnings to b-fit and recommends they implement company rules well in order to be successful in the business. The company requires franchisees to offer a seminar once a month about nutrition and healthy eating, in addition to organizing member activities such as going out to dinners, events, movies and the theater. B-fit sends out inspectors to branches and also checks on them by sending out secret customers.

B-fit chose a clear apple on a green background as its symbol for promoting a healthy lifestyle. So far, the company has 80,000 members who have lost 50 tons of weight. Fifty percent of their members are working women, 30 percent are housewives while 20 percent are students. The monthly fee for membership varies between TL 50 and TL 150, depending on the location of the gym, and it provides an additional 20 percent discount to students

Source: SundaysZaman 19 February 2012, Sunday / GAMZE GÜL , İSTANBUL

Tags: bfit franchise, women only gym, women franchises, bedriye hulya, global entrepreneurship summit, international gym franchise, fitness franchise,

ThisBlog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Brioni, The Suitmakers India Franchise Badasaab Group expects double digit growth.

2011-03-28T15:58:00.000+05:30

Brioni, the Italian luxury men’s brand renowned for its hand-stitched suits, expects demand in India to remain robust.

The brand’s expertise is in hand-crafted, custom-made suits, each of which takes over 20 hours to be created. Company’s chief executive Francesco Pesci thinks he looks best in suits and he wears them every day.

“Suits are very functional,” he says, demonstrating how the various pockets in a jacket serve a man’s purpose. In an interview with DNA, he spoke about the company’s ambition to become synonymous with Italian elegance. Excerpts:

You have been in India for a while, what do you feel about how your brand is doing here?
2008 and 2009 were difficult times in all markets around the world, and India was no exception. In 2010, we saw the market picking up again. I think most high-income consumers, whom we target, are still very cautious because there are too many events happening in this world that are disturbing. But the rebound in India has continued even in 2011 and I think it will grow even faster from 2012. I am very optimistic about the India market, and Indian consumers are not new to us. We were serving them for nine years through our shop in London before we came to India.

What about opening more stores here?
Not yet. Currently, we have two stores — one in Mumbai and one in New Delhi. (Badasaab Group is the master franchise for Brioni in India). Before I open more stores here, I want to grow the business in existing stores. I would be happy with an average growth rate of 15-20% for the next 3-5 years.

Which is your biggest market? Internationally, are you looking to enter newer markets?
US is the biggest market for us followed by Europe and Russia. South America is a market Brioni is not present yet. We have been a bit behind there, so we need to catch up.

Is it true what some people say about your tailors that they can stitch suits blindfolded?
Our master tailor Angelo Petrucci can do that, yes. He can stitch a whole suit blindfolded. Tailors are like artisans, they have skilled hands and it’s the hands that direct them, not the eyes.

What kind of training do you give them to become such experts, and is retaining them a challenge?
We are the only company in the world that has a tailoring school which gives a four-year tailoring programme. We take people at the age of 14 and at the end of the fourth year they graduate, after which, they do a year of internship and then they are assigned to different sections of our factory according to their technical skills and individual talents. Exceptional pupils become master tailors at Brioni. Most of our students are born in the region; Italians do not like leaving their homeland. And they like to work with a company like Brioni that is located in their area.

How huge is your company at global level? What is your ambition?
In 2010, we reached €170 million. We are not a big company but not a small one as well. It is a family-owned business going back to 1945. In 5 years, I would like to bring this company to €270-300 million. But the real objective in 3-5 years is to turn Brioni into a company that stands for Italian elegance by definition.

What is the most expensive suit that Brioni makes?
We have one single fabric that is so expensive that a suit made with that specific cloth will bring the price of a single suit to €25,000, but our starting price is €3,000. In India, the prices go 20% higher than that because of the duties we pay.

Source:Saturday, Mar 26, 2011,Shailaja Sharma,DNA

Tags:brioni, brioni franchise, francesco pesci, suit franchise, designer franchise, apparel franchise, garments franchise, badasaab, badasaab franchise,

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

The Ikea Franchise and The Secret of Its Global Success.

2011-02-26T14:12:00.000+05:30

THE paragraphs below are arranged randomly; you will have to assemble the finished article yourself.

Just kidding. But if you shop at IKEA, you are no doubt familiar with the hassle and frustration of assembling its flat-pack furniture at home. Millions of customers endure it, for two reasons: IKEA’s products are stylish and they are very, very cheap.

"We hate waste," says Mikael Ohlsson, who took over as chief executive of IKEA Group in September 2009. He points proudly at a bright-red “Ektorp” sofa. Last year his designers found a way to pack the popular three-seater more compactly, doubling the amount of sofa they could cram into a given space. That shaved €100 ($135) from the price tag—and significantly reduced the carbon-dioxide emissions from transporting it.

Thrift is the core of IKEA’s corporate culture. Mr Ohlsson traces it back to the company’s origins in Smaland, a poor region in southern Sweden whose inhabitants, he says, are “stubborn, cost-conscious and ingenious at making a living with very little”. Ever since Ingvar Kamprad founded IKEA in 1943, the company has tried to allow “people with limited means to furnish their houses like rich people”.

IKEA presents itself as a green company with a social mission. Mr Ohlsson boasts of its charitable work and its aim to use only renewable energy. He says he wants his “co-workers” to be happy, honest and inclined to think for themselves. He is proud that 40% of the company’s 200 top managers are women.

Business is good (see chart). In the fiscal year 2010, IKEA’s sales grew by 7.7% to €23.1 billion and net profit increased by 6.1% to €2.7 billion. Conforama, Habitat and other rivals do not come close. IKEA’s strong brand and low prices helped it to weather the downturn, even though 80% of its sales are in crisis-hit Europe. In 2010 its sales rose by 8.2% in Spain and 11.3% in Italy. The firm is doing well in Bulgaria and Romania and planning to expand further in central and eastern Europe.

Thrifty Germans are IKEA’s best customers, accounting for 15% of sales. It has become part of German culture: in 2009 a Hamburg theatre staged an opera about it, “Wunder von Schweden” (“Miracle from Sweden”), a biography of the “furniture messiah” set to Swedish folk tunes.

Yet behind IKEA’s clean image is a firm that is very Swedish, secretive by instinct and, some say, rigidly hierarchical. All six members of the supervisory board are Swedish. (Mr Kamprad, at 84, is a senior adviser.) Over the years the company has been accused of using child labour in Asia and of buying feathers plucked from live geese. Journalists revealed that Mr Kamprad had backed a Swedish fascist group in his youth; he apologised in an open letter.

More recently, IKEA has had problems in Russia, where it has 12 stores. Having campaigned against corruption and even frozen its investments there for a while to protest against poor governance, last year IKEA was itself involved in a scandal. It had to sack two senior executives in Russia for allegedly turning a blind eye to bribes paid by a subcontractor to secure electricity supplies for its St Petersburg outlets.

When damaging news breaks, IKEA has an admirable habit of coming clean. But the firm’s ownership structure is opaque. Critics grumble that its set-up minimises tax and disclosure, handsomely rewards the Kamprad family and makes IKEA immune to a takeover. The parent for IKEA Group, which controls 284 stores in 26 countries, is Ingka Holding, a private Dutch-registered company. Ingka Holding, in turn, belongs entirely to Stichting Ingka Foundation, a Dutch-registered, tax-exempt, non-profit-making entity, which was given Mr Kamprad’s IKEA shares in 1982. A five-person executive committee, chaired by Mr Kamprad, runs the foundation.

The IKEA trademark and concept is owned by Inter IKEA Systems, another private Dutch company. Its parent company is Inter IKEA Holding, registered in Luxembourg. For years the owners of Inter IKEA Holding remained hidden from view and IKEA refused to identify them.

In January a Swedish documentary revealed that Interogo, a Liechtenstein foundation controlled by the Kamprad family, owns Inter IKEA Holding, which earns its money from the franchise agreements Inter IKEA Systems has with each IKEA store. These are lucrative: IKEA says that all franchisees pay 3% of sales as a royalty. The IKEA Group is the biggest franchisee; other franchisees run the remaining 35 stores, mainly in the Middle East and Asia. One store in the Netherlands is run directly by Inter IKEA Systems.

After the airing of the polemical documentary on Swedish TV, Mr Kamprad retorted that “tax efficiency” was a natural part of the company’s low-cost culture. Yet such diligent efforts to reduce the firm’s tax burden sit uncomfortably with IKEA’s socially conscious image. Mr Ohlsson is trying to defuse criticism of IKEA’s opacity by providing more information on its finances. Last year the firm published detailed figures on sales, profits, assets and liabilities for the first time ever.

Mr Ohlsson argues that IKEA is more competitive as a privately owned company. Instead of sweating to meet the quarterly targets the stockmarket demands, it can concentrate on long-term growth. Mr Ohlsson plans to double the pace of store openings in China, where IKEA already has 11 outlets. Undeterred by the firm’s headaches in Russia, he plans to open perhaps three more stores in the Moscow area in the next few years. Mr Ohlsson hopes to move into India when the retail market opens up there. He even sees room for expansion in Britain. An Englishman’s home is his castle, and castles need furniture.

Source:The economist, Feb 24 2011, Malma.

Tags: ikea franchise,ikea, furniture franchise,mikael ohlsson, ingvar kamprad,ingka holding, inter ikea systems, inter ikea holdings, interogo,

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

What Should Small & Medium Sized Businesses Do For International Franchise Expansion.

2011-02-26T13:04:00.000+05:30

Jeffery Adler, founder of Dlush, was running a funky chain of Southern California beverage joints when he got an interesting offer from a wealthy Kuwaiti family.

Jeffery Adler always knew he wanted to take his San Diego company global. He just didn't realize it would happen so soon.

In Southern California, Adler oversees three Dlush Beverage Joints, which serve fruit smoothies and café fare like pearl tea and powdered doughnuts in a setting Adler likens to MTV. Things changed a few years ago, after members of the Alghanim family, wealthy Kuwaitis who own many businesses in the Middle East, paid a visit to his flagship San Diego store while vacationing in the U.S. Later, the family contacted Adler about developing the Dlush concept in Kuwait and other areas in the Persian Gulf.

Adler found the proposal intriguing: It would give Dlush an immediate cash infusion of several hundred thousand dollars, long-term income (Dlush would receive a percentage of the new stores' gross revenue), and an immediate international presence. "There was a lot going for it," says Adler. So he accepted an invitation from the Alghanim family to travel to Kuwait to learn more about the proposition and the potential franchisee, Alghanim Sons Group, a large conglomerate that runs many restaurants and entertainment venues. After eight months of legal wrangling, Adler signed a 20-year agreement that allowed his new partners to develop an unlimited number of Dlush stores throughout six countries in the region.

There are now seven Persian Gulf Dlush stores, and Adler says he is happy with the deal. But it has proved more complex and more time-consuming than he first imagined.

An increasing number of businesses are grappling with the challenges of global expansion these days, as investors from the Middle East, Asia, and South America seek out U.S. brands and retail concepts to develop in their home markets. In a recent survey of franchise businesses by the International Franchise Association, or IFA, more than 75 percent of companies—the majority of them U.S. based—said they were planning to start or accelerate international projects over the next year.

Part of that shift can be explained by basic economic trends, says Scott Lehr, vice president of development for the IFA. As U.S. businesses cope with tight lending markets and a weak economy, many countries—including China, India, Brazil, and the United Arab Emirates—still have strong consumer demand for American products, as well as investors flush with capital. Lehr says other factors have also played a role in facilitating international deals, including Skype and other technologies that have made international communication easier and cheaper, as well as increased travel to the U.S. by foreign visitors.

When a lucrative overseas deal suddenly emerges, it's important that company owners not lose their heads, says William Edwards, CEO of Edwards Global Services, an advisory firm that helps franchise companies develop international expansion strategies. "You have to look at where it makes sense to go, not just where there's a deal," says Edwards. "Think of this as an investment, because you'll be spending resources in terms of time, support, and actual costs."

The first thing any company considering a foreign franchise agreement should do is secure the brand's trademarks, says Edwards. Otherwise, a potential suitor could soon turn into a troublesome copycat. Once an agreement is in place, business owners need to get heavily involved in helping the international franchisee accurately replicate the company's core concept. That includes helping the new franchise set up a supply chain as well as laying out guidelines about product quality, the retail experience, and the prices. "The biggest challenge we see for small franchise businesses is that they can end up losing control of their brand," Edwards says.

In Adler's case, there were a few minor inconsistencies. In an audit of the new locations, he discovered that the Middle East franchises had been using a different espresso blend than had the California stores. Some things were adjusted for cost, says Shady Badawi, director of operations for Dlush's Middle East franchises. But the new blend, from the Italian brand Illy, is popular in the Middle East, says Badawi. "We've just tweaked a few things," he says. Badawi previously ran franchises for larger companies like Pizza Hut, where he says things were more tightly controlled. He views the arrangement with Dlush as more of a collaboration. "It's small," he says, "so that gives us a lot more freedom."

Adler also worries a little that the fresh, youthful vibe he has worked to cultivate at Dlush's Southern California locations can't really be duplicated in the Middle East, where the culture is more conservative. "In Southern California, someone walks into the store, and the guy behind the counter can say, 'Hey, whassup?' " says Adler. "Not there. It really has to stay toned down." Badawi acknowledges some differences but says, "The brand has been well accepted here. It's young—it's fresh and trendy."

But Adler's main concern is that the Middle Eastern stores have taken a lot of his time—and shifted his focus away from building the Dlush brand in his backyard. When Adler meets with potential new investors, he says, they often find Dlush's international venture intriguing, but they ask, "What else could you have been doing in the U.S. with your time and attention?"

Still, Adler can't deny the benefits of the franchise arrangement, especially the solid revenue stream the Middle East stores have provided. Even as U.S. customers cut spending during the recession, the Middle East stores remained profitable. Plus, the Kuwait team developed a smaller kiosk version of the Dlush store that Adler hopes to eventually roll out to U.S. movie theaters, fitness centers, and college campuses. Adler says the experience forced him to think about how to tailor the Dlush concept for areas beyond the West Coast. But for now, he wants to focus on expanding the company in Southern California. "Our message now is to really start paying attention to home base," he says.

Source:Inc.com,Ryan Underwood,Feb 1, 2011

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Advaya Hospitality Plans Its Global Lifestyle Hotel Brand 'Modo,' With A Musical soul.

2011-01-27T16:23:00.000+05:30

Jan 27, 2011

Advaya Hospitality has announced it will launch a global lifestyle hotel brand inspired by music.

MODO Hotel, will debut in major markets worldwide, starting with a minimum of five properties in India and another five in Brazil. Advaya is also is in the early stages of establishing a fund to acquire strategic assets and build new hotels, targeting major US markets like New York, Kansas City, and Miami, according to a statement by the company.

The brand is pitching itself as a stylish, affordable, and musically inspired hotel concept that will feature a Bauhaus loft design and a “vast collection of vinyl records, CDs, and MP3 content”.

It will also showcase independent artists around the globe, promising a unique and entertaining travel experience.

Full-service MODO hotels will house 100 or more rooms, a lively restaurant-lounge, courtyard, pool, meeting and event space, library, retail shop and gym. Rates will range from US $90 to $150 per night except in some larger gateway cities.

During the next three years, MODO aims to roll out in major metropolitan markets in Brazil.

The company behind the brand said that building costs for a full-service MODO hotel will be approximately $110,000 per key, including average land cost, with variations in major gateway cities. “That’s at least 20 percent less than those for other hotels in the same class,” added John Russell, CEO for MODO and Advaya.

Franchising is slated to begin later this year. Additional expansion is planned through acquisitions, new development, and conversions of existing properties. Among the target countries are China, Thailand, Malaysia, Singapore, and Sri Lanka.

Russell said MODO will appeal to tech-savvy business travellers who enjoy new and entertaining experiences.

Through a partnership with Downtown Music, LLC, MODO will offer guests access to thousands of tracks from independent artists worldwide. Guests will be able to peruse the custom-curated collection and download free music

“MODO will have a huge international focus,” said Chris Jones, Chief Development Officer for MODO and Advaya. “The language of music is universal. It cuts across borders, providing a way for people to do fun things together, making it a perfect fit for our new global brand.”

“While all properties will share design and music icons, MODO will have the flexibility to scale up or down depending on the demands of the site and the local market,” Jones explained

Source: Hotelier middle east . com, Jan 26 2011.

Tags:advaya hospitality, modo hotel, modo hotel franchise, lifestyle hotel franchise, john russell, Chris Jones, new hotel franchise, latest hotel franchise, innovative hotel franchise

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Kenko Foot Reflexology Franchise Business Expansion Story

2010-12-10T11:06:00.001+05:30

TWO decades ago, foot reflexology was almost unheard of in Singapore. When Jimi Tan started his first outlet at Joo Chiat in 1991, business was poor. Massaging people's feet was thought to be a lowly service. For the first few months, Mr Tan received only one or two customers a day and could barely make ends meet.

'I never gave up,' says Mr Tan, founder of Kenko Foot Reflexology and Spas, who then lived with his wife in his rented Joo Chiat shop to cut down his expenses.

Today, it has expanded to over 15 outlets in Singapore and 30 franchised outlets in Indonesia, Malaysia and India. From its humble beginnings of just two staff - Mr Tan and his wife - its manpower has increased to 400 staff across the region.

But given the public's poor impression of foot reflexology, the road to success was no bed of roses.

For the first 10 years, Mr Tan grinded away but could barely break even.

It was only after the eleventh year that profits started flowing in. In 2009, Kenko made a turnover of more than $10 million from its local outlets and royalties received alone.

'It's all about passion,' explains Mr Tan, winner of the Promising Franchisor of the Year award - an initiative organised by Franchising and Licensing Association of Singapore.

As the grandson of a Chinese physician, Mr Tan picked up some of his reflexology skills when he was young. But it was a family tragedy - his father who was the sole breadwinner suffered a stroke and died - that convinced him to be a reflexology practitioner.

Tags:reflexology franchise, foot massage franchise, kenko foot reflexology, franchised outlets, franchisor of the year, Mr Tan,foot spa franchise,

Source: Business Asia One . Com, Thu dec9 2010.

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Cartridge World Founder Paul Wheeler Forms Group 7 Franchise Consultants

2010-12-08T13:46:00.001+05:30

CARTRIDGE World founder Paul Wheeler is back in franchising, three years after selling down stake in the business.

Mr Wheeler returns to the industry after he and co-founder Bryan Stokes sold down their share of the successful global business for a reported $70 million.

Mr Wheeler and former Cartridge World regional managing director Mike Fuller have reunited to form a Norwood-based firm that will offer a guiding hand to others wanting to enter franchising.

Group Seven Franchising will announce its first clients in February. The directors also expect to reveal plans for a master franchise with a potential 70 outlets in Australia and New Zealand early next year.

Mr Wheeler said Group Seven would act as a consultant for aspiring franchise businesses as well as scope for potential master franchises to straddle the Tasman.

Part of the business is an alliance with UK-based company Franchise Development Services to introduce successful UK and European franchises into Australia.

"They will be proven customers in the UK with 50 to 80 to100 outlets in operation," Mr Fuller said of potential franchise businesses entering the Australian market.

Mr Wheeler said: "We want to see established businesses with good records overseas and something unique in Australia that's profitable and a service-type business."

He said the new company planned to use its same support network of Adelaide-based lawyers, accountants and marketers.

Mr Wheeler hoped to see Group Seven establish the same profitability as Cartridge World within 10 years. The directors also had strong and established relationships with franchise business people all over the world on which they would draw.

Cartridge World, now based on Greenhill Rd, was bought by private equity company Wolseley in 2007 and has 1650 stores in 53 countries.

Mr Fuller resigned from Cartridge World in April but retains a small shareholding in the company.

Founded in 1988, Cartridge World earned $US12 million on revenue of $US300 million in 2007, Mr Wheeler said.

Its current owners have increased the number of franchise stores in India from 50 to 100 in the past 18 months, Mr Fuller said.

Tags:bryan stokes, consultants for aspiring franchise businesses, franchise business, franchise development services., group seven franchising, Mike Fuller, paul wheeler, potential master franchises

Source:Meredith Booth,The Advertiser, December 07, 2010 12:00am,Cartridge World founder Paul Wheeler back in the franchising game ;

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

USA's Jewellery Brand Lucky Clover All Set To Franchise its Murano Glass Jewellery In India

2010-12-01T13:41:00.001+05:30

One of the most renowned jewellery houses from USA, LuckyClover, Inc. is gearing up to launch their authentic Murano glass jewellery in India

One of the most renowned jewellery houses from USA, LuckyClover, Inc. is gearing up to launch their authentic Murano glass jewellery in India at Franchise India 2010 which provide a platform for highly evolved prospects & qualified investors and entrepreneurs from across India, neighboring countries and delegations from other parts of the world.

LuckyClover, Inc. designs, manufactures, wholesales and retails authentic yet affordable Murano glass jewellery and collectibles, to its ardent aficionados all across US. Inspired by a trip of its founder Ms.Natalie to Venice, LuckyClover collection symbolizes the artistry and beauty of world renowned Murano Glass. Absolutely mesmerized by the beauty, elegance and history of the creative Murano glass pieces, Natalie became exceptionally interested in the exquisite Murano glass jewellery. Subsequently, she established her exquisite Murano jewellery Collection.

Ms Natalie Hesse

Elaborating further, Ms. Natalie Hesse, Managing Director, LuckyClover, Inc., said, “With an inherent capability to command a premium and create a loyal customer base, LuckyClover, Inc.’s novel jewellery concepts are easily applicable to the middle and upper middle consumer classes in India, comprising of brand conscious customers with sophisticated tastes and low price sensitivity. Taking the franchise path through a well defined model, we plan to further excel in our endeavors”

With the vision to establish a strong foothold across India, they plan to enter & expand their presence aggressively while offering a master franchise opportunity. Their standardized operations and meticulous strategies ensure a flawless and profitable venture, facilitating the smooth establishment of their franchise network. They would like to extend partnership to dynamic and entrepreneurs through collaborative arrangements for overall brand building, launching & operating one or two flagship stores across the country, and managing the entire supply chain in India.

With high disposable incomes and living standards, India consumers have begun to splurge with aplomb, to be upbeat with the latest. This rise in the discretionary expenditure has led to colossal shift in average Indian consumption basket. Contemporary styling with exotic and distinguished jewellery has become more of a norm, than a vogue today. New variations of jewellery like semiprecious jewellery, designer jewellery and so on are more stylish and trendy than the conventional precious jewellery.

Source:Press Release Point,Dec 1, Rajdutta

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Five Star Painting Franchise Debuts In Brazil, Looks at BRIC countries For Franchise Expansion

2010-12-01T11:48:00.003+05:30

Five Star Painting Pioneers New Markets in Brazil

Two franchises to open in explosive Brazilian market

SPRINGVILLE, Utah, Nov. 30, 2010 /PRNewswire/ -- Five Star Painting, one of the fastest-growing painting franchise companies in the world, has begun a major expansion in Brazil focused on Curitiba and Sao Paulo, both large metropolitan areas.

"The opportunities for painting franchises in the Brazilian market are mind boggling," said Conrad Kolba, Five Star Painting's COO. "The market is just completely wide open for what we do."

This is only the beginning of Five Star's presence in Brazil's turbo-charged economy, which has grown as fast as 9 percent throughout 2010. Systematized painting franchises like Five Star are new to Brazil and its reliable and reasonably priced painting service is in huge demand.

Two electrical engineers and business partners, Felipe Cruz and Felipe Della Bianco, opened the country's first Five Star franchise in Curitiba in October. Ricardo Rocha, who has worked in Brazil's booming automotive manufacturing industry, will open his first franchise in the capital city of Sao Paulo on Jan. 1, 2011.
"There's a screaming need for higher painting standards and quality and better painter training," Kolba added. "Brazil is a huge, developing country but it lacks much of the painting methods and technology we have in the US."

Cruz, Della Bianco and Rocha are master franchisees; they can sub-franchise dozens of Five Star operations in their territories.Sao Paulo is the seventh largest city in the world with a population of 20 million in the metro area. Curitiba has a population of 3.2 million and has the largest economy in southern Brazil.

According to Capital Markets Ltd., a London-based brokerage and financial analyst company, Brazil is the second-fastest growing economy among the four so-called BRIC countries, behind China, and ahead of India and Russia. BRIC countries are all deemed to be at an advanced stage of economic development.

"We are beyond excited about welcoming our new partners in Brazil," said Scott Abbott, CEO of Five Star Painting. "We look forward to watching them grow in this dynamic, untapped market. We will support them every step of the way in delivering unparalleled quality, workmanship and reliability to Five Star's Painting's customers."

Tags:Five Star Painting, Painting Franchise, conrad kolba, felipe cruz, felipe della bianco,paint franchise, painting services franchise, paint shop franchise,

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

ADVAYA hospitality to Create,Launch & Franchise Globally International Hotels,Resorts & Hospitality Related Businesses

2010-11-15T11:49:00.002+05:30

JOHN RUSSELL

NEW YORK, NY – Former LA chairman John Russell is partnering with Auromatrix Group from India and a team of lodging veterans to launch Advaya Hospitality. Speaking today before an audience of industry insiders at the International Hotel Motel + Restaurant Show, New York, Russell said the new global company aims to bring the next generation of lifestyle hotels and related products to major cities worldwide.

Advaya will develop, acquire, franchise, and operate full-service and select-service hotels. The brands will launch simultaneously in the US and India, starting in the second quarter of 2011 and then debut in cities around the globe. Advaya’s hotels will feature iconic style and breakthrough amenities. They will be located in key cities, with targets that include: New York, Miami, Atlanta, and Phoenix in the US and Chennai, Tuticorin, Kakinada, Vizag, and Vellore in India. Later expansion is planned with an eye on China, Thailand, Malaysia, Singapore, Sri Lanka, and Brazil.

“The timing is right,” Russell said, “The economy is starting to come back, and there are many properties and sites out there that present outstanding opportunities."

“We are increasingly becoming a transparent world, and there is demand for tremendous lifestyle products in economic centers around the globe,” Russell continued, “Advaya will make the most of these opportunities with exciting new approaches for expansion in the US and internationally.”

Advaya merges all aspects of hospitality in one multifaceted platform. The company will acquire, develop, franchise, manage, and consult across the full hospitality spectrum: land acquisition, design, construction, hotel management, and tech support. It also will serve as a primary supplier to the hospitality industry.

INTERNATIONAL POWERHOUSE

Overseeing Advaya will be hospitality veterans in the US and India with wide-ranging industry experience. In the US, CEO John Russell is a founding partner of NYLO Hotels and former chairman and CEO of the Hotel Division of Cendant Corp., now Wyndham Worldwide. Chief development officer Chris Jones co-founded NYLO and gave that brand its unique urban style. General counsel and chief administrative officer David Klein has represented leading hotel companies worldwide. Chief real estate services and development officer David Young launched the International Hotel Division for Hospitality Franchise Systems/Cendant as part of the team that spurred HFS’ explosive growth in the 1990s.

The US group is joined by senior executives with one of India’s top lodging companies, Chennai-based Auromatrix. Launched 20 years ago, Auromatrix today is a diversified, technology and hospitality-centric company with more than 750 employees in India, Sri Lanka, Iceland, and the US. Serving as Advaya directors, the Indian group is led by Auromatrix founder, chairman and CEO, Kumar Sitaraman, and members of his senior executive team.

Educated in the US, these executives began their careers here and then used what they learned as a template to drive India’s burgeoning hospitality industry. Along with Sitaraman, Advaya’s Indian group includes: Udday Kumar Krishnan, Shekar Sitaraman, Krishnan Sitaraman, and Bala Kamallakharan. Acting as managing principal in the US for the Indian group is Sonny Khalil, a real estate executive and Chicago resident for nearly two decades.

“There are incredible synergies between the US and Indian groups, making Advaya one of the most versatile global networks our industry has seen,” Kumar Sitaraman said. “This partnership creates an exceptionally knowledgeable company catering across the board to all hospitality needs, from real estate and development to hotel operations and more. I am delighted to be part of this venture.”

WELL-FUNDED

“The common thread among all the Advaya partners is our focus on strategic expansion around the world,” Russell explained.

Having the assets required to fuel international growth, Advaya is committed to building 10 hotels in India over a two-year period starting in the second quarter of 2011.

The company also will create and manage a US fund for real estate acquisitions to accelerate brand growth in key cities, such as New York, Miami, and Atlanta. “During these next 18 months, we will see an excellent environment for acquiring hotels particularly in gateway cities,” Russell noted. “With access to capital, Advaya will aggressively leverage these outstanding opportunities for growth.”

COST-DEFYING DESIGN

Chief development officer Chris Jones has earned a reputation for creating high-concept design hotels at a cost to construct that defies their aesthetics. Advaya will continue in this tradition of cost-defying design.

The company will acquire, franchise, and build full-service and select-service sister brands. In the US, newly-constructed properties will have 60–155 rooms, a restaurant, bar and lounge, meeting space, gym, and business center. The hotels promise an upbeat vibe; the latest technology; and fun, unexpected design flourishes throughout. They will cater to business and leisure travelers with a passion for music, technology, design, and cuisine.

“Our hotels will be a lavish departure from others in their price category,” Jones said. “The bars and lounges will be destinations in themselves. With their rich textures, vibrant bars, and lobbies that are great places to meet friends and relax, these hotels will be a refreshing new experience and fun interjection to business travel.”

THE FULL GAMUT

Advaya also will assist in the management and growth of hospitality-related businesses, including a mix of eco-resorts; contemporary business hotels; destination restaurants; and furniture, fixtures, and equipment companies serving the lodging industry. These businesses include:

• Sparsa Resorts, a unique portfolio of eco-conscious properties, are set amidst jaw-dropping scenery in leading spiritual, adventure, and vacation locales. Among the Sparsa destinations, Pasikuddah on Sri Lanka’s eastern coast beckons with Buddhist temples and elephant wildlife safaris. Kanyakumari, at India’s southern tip, is edged by mountains and the confluence of the Bay of Bengal, Indian Ocean, and Arabian Sea.

• Hospitality Furniture Collection serves as a strategic partner for Advaya businesses. This Burlingame, California-based furniture, fixtures, and equipment company has supplied product to such leading brands as Westin, Four Seasons, Ritz Carlton, and Fairmont properties worldwide. HF Collection combines the skills of artisans and master craftsmen with precision technology to produce high-quality furniture at an affordable price.

ABOUT ADVAYA HOSPITALITY

Advaya is a global, full-service company, providing services across the full hospitality spectrum, from development (franchising, project management, design, and procurement) to operations (hotel management, finance, sales, and marketing), to real estate (brokerage services). Led by an international team of industry veterans, the company will launch and grow the next generation of lifestyle hotels and hospitality-related businesses, first in the US and India and then in major economic centers around the world.

JOHN RUSSELL LEADS

An education at West Point (1969) and postings in Germany and Viet Nam prepares you to be a leader; however, it is rare that this leadership capability is transferred to the hospitality industry. It appears that John Russell, the Principal and CEO of the new Advaya Hospitality organization, has successfully transitioned to the private sector and developed a successful career path that spans 35 years.

A GOOD OFFENSE

In spite of a “challenging” economic climate, Russell is leading his new company into the development and introduction of a concept-based international hotel operation. From the sound of it, Russell is taking industry forecasts of gloom and dismissing the naysayers with a strategic plan that intends to slay the competition. In an economy as changeable as the weather, he and his team of well-educated, experienced, growth-oriented real estate and lodging professionals just announced the launching of a novel life-style hotel brand that will soon appear in gateway cities in the USA, second – tier cities in India, plus key locations in Brazil, Sri Lanka, Malaysia, Thailand, China, Singapore and Iceland.

CALL THEM RUSSELS

The Russell name may be familiar. Over his illustrious 35-year career his name has been linked to Sheraton hotels in Lake Tahoe, and Washington, D.C., the former Cendant Corporation Travel Division (now Wyndham Worldwide), Cendants’ Hotel Division (including Days Inn, Ramada, and Howard Johnson), NYLO, Resort Condominiums International (RCI), Colony Hotels and Resorts, Radisson Resorts and Yesawich, Pepperdine, Brown and Russell (now Ypartnership), and most recently as chair of the American Hotel & Lodging Association (AH&LA) and president of the Hospitality Sales and marketing Association International (HSMAI).

WHAT IS ADVAYA

Advaya is a Sanskrit term that means unique, different, second to none. The good news is that Advaya (as a name and concept) will be limited to the corporate side of the enterprise, with a yet-to-be disclosed brand (with marketability) to be rolled out in 2011. The new life-style hotels will enable travelers to point to and purposefully select the to-be-launched property because, according to Russell, it will be better and less expensive that the nearest competitors (think W and NYLO).

NETWORK

Russell has joined with Auromatrix Group (India) to launch Advaya Hospitality. “The timing is right.” Russell claims, “The economy is starting to come back and there are many properties and sites…that present outstanding opportunities.” In addition to a large pool of ready capital from his Indian partners, Russell sees this internationally diversified group fueled by global franchise buyers who want to compete in the currently popular, but very expensive, life-style market niche. Heavily loaded with real estate experts, Advaya’s growth will build on team-skills that include acquisitions, development, management and consulting assignments, tethered to tech support. The company’s objective is to open 10 business –class hotels in India over the next two-years beginning in the second quarter of 2011. “Initially the guests will be drawn from domestic markets,” claims Russell, “with increased guest globalization as the brand becomes internationally recognized.”
Dining options will be flexible (from the franchise owners’ perceptive), as there will be options to manage the food and beverage outlets through the hotel operations, or outsourced to restaurateurs. Menu selections will embrace the idea of thinking globally and acting locally, enabling local culinary treats to be included among a list of internationally appreciated selections. Russell is looking for the POP at every property, “People, Ownership and Power.”

THEY WILL COME

When asked the profile of the ideal guest, Russell targets the 22-50 year old who aspires to stay in a life-style hotel, but is locked-out because of the $450-$500 per day room rates. He is certain that his brand will bring in the hotel rooms at the $150-$200 price point, with even lower prices available in the Indian marketplace.
With a focus on the guest, employees will be trained to ask, “What will it take to make your stay with us - perfect.” It is his intention that this query will be asked not only to provide data for the market research department, but will also be a driving force for management, enabling them to deliver what the guest really wants!
Recognizing that his target market is electronically savvy, Wi Fi and other state-of-the-art technology will be available without added fees. There will be one price for the room, and guests will not be bothered with mysterious add-ons.

Source:(Forimmediaterelease.net) OUTLINE AGGRESSIVE GROWTH PLAN FOR 2011,Nov 15 2010./ DR. ELINOR GARELY, ETN | NOV 14, 2010

Tags:Advaya, Advaya Hotel Franchise, auromatrix, Chris Jones, David Klein, David Young, John Rusell, Krishna Sitaraman, Kumar Sitaraman, Shekar Sitaraman, Sonny Khalil, Sparsa Resorts, Udday Kumar Krishnan

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

LCF English Language Training Franchise Seeks Master Franchise Globally

2010-10-01T11:32:00.001+05:30

New Master Franchise opportunity is launched

LCF, an English language course franchise, is looking for Master Franchise Owners to aid its worldwide expansion

English is one of the most spoken languages in the world, especially in relation to tourism and international business, therefore many parents are keen for their children to learn English to aid their future career prospects. LCF (UK) Ltd, a UK-based franchise that provides English language courses for children, is looking for Master Franchise Owners to capitalise on this market and launch LCF locations worldwide. The company is particularly keen to recruit Master Franchise Owners in the Middle East, India and China.

LCF first launched its franchise opportunity in the UK in 1990, where it provides French and Spanish courses, and as a result has a vast amount of experience in franchising. The company sold 100 franchises in its first year of franchising and now has a network of 250 franchise owners, not only in the UK but also in Europe, Australia and South America.

Over the years LCF has developed a comprehensive book-based language programme, which in recent years it has updated to include online content that enables students to complement their studies at home.

LCF has used its years of franchising experience to create a strong training and support package for its franchise network. Master Franchise Owners will receive an initial five day training schedule which will be held in the UK and will cover:

Programme methodology
Programme delivery
Franchise owner sales
Franchise owner support
Administration programmes
Web-based content

After a new LCF Master Franchise Owner has completed this training course they will be expected to operate or sponsor a pilot franchise location in their territory. LCF will train and support the pilot franchise on-site with experienced LCF teachers, as well as assisting on-site in the recruitment of the first franchise owners, helping the Master Franchise Owner with interviewing and assessment. Additionally, LCF will advise and assist the Master Franchise Owner with all aspects of website design and content.

LCF is looking for Master Franchise Owners who are capable marketing and who have the dedication and skills needed to operate a successful network of franchise owners. Teaching experience is not necessary as qualified teachers will be recruited.

LCF Master Franchise Owners will receive revenue from:

Franchise sales
Royalty (10 per cent) of franchise owner fees or a monthly franchise owner service fee
Inscription fee from students
Commissions generated by subscriptions to LCF online content within the Master Franchise Owner's territory

Tags:education franchise, English Franchise, english training franchise, international language training franchise, language training franchise, Master Franchise, teaching franchise, training franchise

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Low Cost Franchise Model Grows Globally Across The Fitness Industry

2010-09-28T15:43:00.002+05:30

Things are heating up in health club global development and it seems low cost models are making most of the development moves. As Ray Algar's research on the UK market has reflected, there is a squeeze going on in health clubs and it isn't isolated to the UK. Ray's group Oxygen Consulting has some keen insights on this trend.

I recommend you check out Silverstein's book on consumer trends in trading up and trading down. What Algar's graphic above reflects is happening in all consumer markets and its impact on health and fitness is just starting.

Here is a recap of recent developments in the global health club market.

Europe

Fresh Fitness, a new budget concept, has been launched in Denmark by Rasmus E. Ingerslev, founder of Fitness.dk, with SATS as a co-investor. The new chain offers monthly fees of DKK 99 (€13), reduced costs by excluding all luxury and free services. Many of the fitness classes, such as yoga and spinning, will have no live instructor but will be conducted with the help of video. The company will open the first two fitness centres in Copenhagen, but aims to become the cheapest fitness chain in Denmark.

Budget club operator Pure Gym opened a new site in Smethwick, West Midlands. The new gym will be open to users 24 hours a day, offering users full access for a £15 monthly payment and a £20 joining fee. There are currently six additional sites in the pipeline, with Aberdeen, Belfast and Derby among prospective Pure Gym locations.

United States

Crunch Fitness announced the appointment of Keith Worts, current COO, as its new president. The company also announced that they have started to offer franchise business opportunities as part of their expansion programme. The first franchise is due to open in Autumn 2011 in California and more than 50 franchise locations are also underway in the US and internationally.

Town Sports International released Q2 2010 results, with revenues for Q2 2010 down 5.2% from the same period last year and LFL revenues down 4.2%. Memberships also decreased by 3.8% compared to June 2009. Membership attrition averaged 3.3% per month in Q2 2010 compared to 3.7% per month in Q2 2009. Capital expenditure has been scaled back, with FY 2010 expenditure expected to be $26-28 million, down from $49.3 million spent in 2009.

Asia and Elsewhere

Anytime Fitness announced a number of deals that will see the chain expand into Benelux and Japan, as well as into the UK and Ireland. A master franchise agreement has been signed with Petro Hameleers of the Netherlands, with plans for 150 clubs in Belgium, the Netherlands and Luxembourg over the next 10 years. The company also announced plans to open 300 new clubs in Japan over the next 10 years, where a consortium led by Toru Yamazaki, former CEO of Megalos (the fifth largest health club chain in Japan), has taken on the master franchise. Fast Fitness Japan, will now do business as Anytime Fitness Japan. Anytime Fitness expects to open its 2,000th club by the end of next year.

The énergie Group has appointed Nathan Gardiner as its new general manager for the Middle East. He will relocate from Dubai, where he worked for Fitness First, and will join the énergie team in Doha, Qatar where énergie is currently planning to open a number of clubs. Gardiner started his career in the fitness industry in 2001 with Fitness Exchange. He has also worked for LivingWell Health Clubs and Fitness First.

Evo Fitness Personal Training - an independent, personal training-only facility in Cape Town, South Africa - is scheduled to open this month. Evo Fitness has aligned itself with adidas with an eye to joint involvement in projects going forward.

Australian fitness chain, Genesis Health Clubs, is to open three sites in Sydney. The company, owned by the Melbourne-based Belgravia Group, already owns 38 clubs in Victoria, New South Wales, Queensland, South Australia and Tasmania.

Vivafit, the women-only fitness chain, has signed its first master franchise deal to expand the brand into India. The master franchisee, Manisha Ahlawat, will open the first Indian Vivafit in Delhi in October 2010. The aim is to reach 25 new centres in 2011, and to open more than 1,000 gyms across India over the next 10 years. In the European marketplace, the brand plans to extend its presence to countries such as Italy and Germany.

Tags:Ray Algar, silverstein, fresh fitness, rasmus e ingerslev, pure gym, crunch fitness, keith worts, anytime fitness, toru yamazaki, nathan gardiner, evo fitness,vivafit, manisha ahlawat,

Source: bryankorourke,

Fitness Industry - Low Cost Model Growth Continues

MONDAY, SEPTEMBER 27, 2010

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Tide Dry Clean Franchise From P&G to Roll Out Across America

2010-09-07T14:22:00.000+05:30

P&G Looks to Franchise Tide Dry Cleaning:

The world's largest consumer products company attached its branding to car washes three years ago. Now it wants to open hundreds of franchised Tide Dry Cleaners

Procter & Gamble (PG), long dominant in detergents to wash clothes, wants to dry clean them, too. The world's largest consumer products company plans to roll out franchised Tide Dry Cleaners across America. Some franchising vets say the strategy could be a hit. Andrew Cherng, founder of Panda Restaurant Group, which operates Chinese fast-food outlets in U.S. malls, plans to open about 150 Tide-branded dry cleaners over the next four years. "I wasn't around when McDonald's (MCD) was taking franchisees," he says. "I'm not going to miss this one."

P&G wants to put its brands to work selling services to boost U.S. revenue and promote its products. Three years ago the company launched Mr. Clean Car Wash; nine franchisees are now in business. In 2008, P&G opened three test Tide Dry Cleaners in Kansas City. Having fine-tuned the concept, the company is now going national. P&G is moving into services "that are virtually unbranded," says Michael Stone, head of The Beanstalk Group, a brand-consulting firm. "One would think consumers would trust a Tide Dry Cleaners because they know P&G is behind it."

The Tide and Mr. Clean ideas sprang from P&G's FutureWorks unit, which identifies and develops new businesses. Nathan Estruth, who runs the division, says his staff must get "comfortable with ambiguity" and accept that most projects "get shut down." P&G says not just any brand can be hitched to a service. It looks for a fragmented market where consumer expectations aren't high. (Don't expect Pampers Day Care centers.) Its research showed that both cleaners and car washes fit the bill.

P&G lacked franchising experience so it broke its decades-old practice of internal promotions and hired William Van Epps, who had managed franchising at Pepsico (PEP). P&G set up a company called Agile Pursuit Franchising with Van Epps in charge. His team put a premium on consumer convenience. Each dry cleaner features a double-lane drive-through and lockers accessible for after-hours pickup. There are lollipops for kids and Iams biscuits—yes, a P&G product—for the family dog. The company hopes to lure eco-conscious consumers with proprietary technology that doesn't use the solvent perchloroethylene. P&G says its stores will charge about the same to dry clean clothes as the industry average ($2.25 for a man's shirt; $11.50 for a dress).

Opening a Tide Dry Cleaners costs a franchisee about $950,000; a Mr. Clean Car Wash up to $5 million. Don Nix, a former accountant, operates a Mr. Clean Car Wash in Marietta, Ga., and plans to open a second one next year. People won't necessarily identify with "Don's Car Wash," he says. "The brand and the logo of Mr. Clean [has] huge value for attracting new customers."

While franchising allows P&G to off- load much of the financial burden, the model is still risky. Corporate parents and owner-operators don't always agree. And dirty stores or lousy service could hurt Tide, which consulting firm Millward Brown ranks fifth globally as measured by value derived purely from brand equity. "If we did anything to damage that," says Chief Technology Officer Bruce Brown, "we'd stop."

The bottom line: P&G is putting its Tide and Mr. Clean brands on dry cleaners and car washes. The risk is that franchising could tarnish their reputations

Tags:Tide Dry Franchise, PandG Franchise,MrClean Car Wash, Tide Dry Clean Franchise,Nathan Estruth,William Van Epps, Agile Pursuit Franchising, Laundry Franchise, Laundry Franchising, Car Wash Franchise,

Source:By Lauren Coleman-Lochner and Mark Clothier,Business Bloomberg Week,September 2, 2010, 5:00PM EST

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Toni & Guy Hair Salon Franchise Expanding Globally

2010-08-19T17:23:00.000+05:30

Toni&Guy to expand throughout the Globally

Toni&Guy, a UK-based hair salon franchise, is set to expand its franchise into Barbados by the end of this year. Businessman Algernon Aston Barker, who co-founded Aston Peter's Trading Co. Ltd, is set to open Toni&Guy franchise locations throughout Barbados.

As well as franchising throughout the UK, Toni&Guy has already expanded its brand into the USA, Germany, Norway, Canada, The Netherlands, Japan, India, Malaysia and Russia. In addition to opening outlets in Barbados the company is aiming to expand throughout the Caribbean.

Tags:Tony and Guy, Hair Salon Franchise, Algernon Aston Barker, Aston Peters Trading Co, salon franchise,

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Natures Table Signs Up Dhvani Vyas For Washington

2010-08-17T16:38:00.000+05:30

Restaurant entrepreneur Dhvani Vyas has signed a franchise agreement with Nature’s Table Café for the Washington, DC metro market. Founded in 1977, Nature’s Table is a pioneer in health-conscious dining, with 78 restaurants open in 12 states.

“Dhvani is proof that the American dream still exists; he exemplifies the ideals of the entrepreneurial American spirit,” said Nature’s Table founder, Dick Larsen. “We are honored to have him join the Nature’s Table family. He has already proven himself as a strong operator with Subway restaurants and Aromi d' Italia Cafe, and I have no doubt he will continue his success with Nature’s Table.”

Born in a small village Ahmedabad, India in a small village with no electricity or running water, Vyas was 7 years old when his family immigrated to the United States. Vyas worked in various retail jobs since the age of 14. After graduating from college, Vyas worked in the IT industry and hotel management, and then pursued a career in the restaurant industry as a franchisee consultant for Subway Corporation. In 2007, Vyas opened his own Subway restaurant in Greenbelt, Maryland. In 2009, Vyas created a European café concept, Aromi d' Italia Cafe, which is now thriving at the prestigious National Harbor Resort development outside Washington, DC.

Says Vyas “I loved the Nature’s Table concept from the start. More now then ever before, people are focused on healthier eating. Other restaurant chains are in a rush to change their menus to be healthier, but Nature’s Table is already there and has been since 1977. The food is delicious and high quality. Rather than grabbing a burger on the run and feeling guilty about it later, DC Metro Area residents will be able to get a salad, sandwich, wrap or fruit smoothie at Nature’s Table and feel good about it.”

Nature’s Table offers an array of quick and nutritious options including signature sandwiches served on several types of bread, gourmet wraps, specialty salads, soups, nutritional smoothies, natural fruits, coffees, breakfast offerings, desserts and snacks in a modern and inviting atmosphere, as well as a full catering program. The concept has found success in both traditional and non-traditional venues including Hartsfield-Jackson Atlanta International Airport, Orlando International Airport, T-Mobile and AT&T Wireless office buildings, turnpike plazas, health clubs, hospitals, college campuses and malls. The company prides itself on offering delicious and sensible meals in a simple to operate, fast casual format.

About Nature’s Table
Nature’s Table is a pioneer in healthy dining with over 32 years of corporate brand recognition. Founded in 1977 with a single location in Orlando, FL, our fresh and healthy menu and enthusiastic franchisees have helped us grow to 78 restaurants currently open in 12 states with more expansion on the horizon. Nature’s Table Café is a fast casual concept built on the foundation of fresh and healthy dining. A family-owned company, Nature’s Table appeals to a broad demographic and provides healthful, fresh and reasonably priced dining options for today’s fast paced lifestyles. Nature’s Table is proud to be an environmentally conscious company using recyclable polystyrene cups and bowls and recycled products in our plastic bags, tray liners and napkins. We are committed to our franchisees’ success. In fact, 95% of our restaurants are franchised locations with operators that are committed to executing on our company motto of “sensible food that tastes great.” Nature’s Table Café is currently expanding worldwide, and is targeting both multi-unit and master franchisees to develop territories across the United States and in select international markets.

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Quiznos Seeking The Right Master Franchisees Globally, Looks at Presence in 40 Countries In Two Years

2010-08-14T11:22:00.000+05:30

Quiznos Steps Up International Efforts [2010-08-09]

Quiznos already has master franchisees in nearly 25 countries and territories, but the chain announced that it is revamping international growth efforts and is aiming to be in nearly 40 countries and territories two years from now.

Lee Vala, international chief development officer for Quiznos, says the company is targeting Central and South America, Europe, the Middle East, and Southeast Asia as potential markets to expand into.

"We have the economic and operational resources to successfully launch and expand internationally," Vala says.

"Now it's a matter of being able to find those right partners. Clearly the markets are important, but what's more important is the … master franchisee that you're going to pair yourself with."

Vala says Quiznos is interested in master franchisees that already have a business infrastructure in their market and can easily pay for start-up costs and convert their resources for Quiznos.

Selecting the right master franchisee and preparing them to grow the brand is not something Quiznos is taking lightly, Vala says. He says he is personally visiting prospects in their country before signing a formal agreement.

"We are not interested in people who are looking to collect brands," he says. "We are interested in people who are going to be able to grow and expand the concept in their country."

International master franchisees at Quiznos are also getting something that Vala says other brands do not offer: executive training. All new international master franchisees come to the U.S. for an executive training program that teaches everything from supply chain to real estate, from marketing to design and construction.

By putting franchisees through this process, which includes access to top Quiznos executives, Vala says they will be able to adapt their brands appropriately to their country.

"Adaptation is going to be a big part of our process," Vala says. "Quiznos is going to provide the system knowledge, and our well-qualified partners in different parts of the world are going to provide us with the local knowledge. As you can imagine, that can become a very powerful formula for success."

Vala cites the use of halal meat in the Middle East and vegetarian offerings in India as ways in which Quiznos will adapt to international markets.

Of course, no brand could expand so much overseas without a solidified hold on domestic business. Vala says Quiznos would not have committed to such growth if it wasn't sure it was stable at home in the U.S.

"The first thing [prospective franchisees] will look at is the health of our company and our growth rate and our growth plan, and how well we are doing domestically, in order for them to get assurance that we're going to be able to support them," he says.

Tags:quiznos, quiznos franchise, lee vala, master franchisee, franchise training, international master franchisees, international growth, international expansion,

Source: QSR Magazine, Sam Oches.

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Subway Franchise Restaurants Global Expansion Report In 2010

2010-07-28T14:44:00.000+05:30

MILFORD, Conn. -- So far in 2010, the Subway restaurant chain has opened more than 1,000 new locations around the world, crossed the milestone of 33,000 locations and premiered its new breakfast menu at approximately 25,000 U.S. and Canadian Subway shops.

With the breakfast roll out, the Subway chain became the largest quick-service purveyor of breakfast sandwiches in North America, in terms of number of locations, it said.

On the development front, with more than 1,000 new locations, the Subway chain was able to reach several milestones. New stores accounted for approximately 1.4 million square feet of filled commercial retail space, while the total international store count shot up to more than 9,700 restaurants.

Domestically, the United States saw the addition of 490 new franchises, boosting total counts to beyond 23,000. Individual milestones were achieved in California, now with 2,300 stores; Texas is now at 1,800 stores; Pennsylvania 800; Maryland both have 400; and Utah crossed 200. States with high development activity include California with 66 new openings; New York and Texas with 42 each; Pennsylvania 26; Illinois 23 and Florida 20.

In Canada, 60 new locations across the country caused the total number of Subway restaurants to cross the 2,500 store mark, which in turn allowed the province of Alberta to cross its own milestone of 300 locations. And 25 new franchises in Australia brought that country's total to more than 1,200 stores. Brazil saw 77 new openings, and crossed the 400 store mark, while 27 additional locations pushed store count to 200 in France. Other milestones were achieved in Taiwan and Russia with 100 locations each.

Activity was also high in Mexico and the UK, each with 37 new stores; China had an increase of 21; India with 19; and Japan and the United Arab Emirates, each with 15 new-store openings this year so far.

In the nontraditional development category, the Subway chain now has more than 7,500 locations in places such as airports, department stores, hospitals and park and recreational facilities. Recent openings include Subway stores at airports China, England, Colorado and Louisiana; corporate centers in Hong Kong and New York; college campuses across the United States and Canada and stretching all the way to India, Kuwait and the UAE; big-box retailers from Ontario to Brazil; and convenience stores in North and South America, Europe, Asia, Australia and the Middle East.

Tags:subway, subway franchise, subway franchise chain, subway chain, sandwich franchise, new franchisees,fast food, fast food franchise, food franchise, franchise development, franchise expansion,

This Blog/News/Press Release/Information is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.We also work closely on international master franchise expansions.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Mothercare and Early Learning Centre Scripting Success, Riding on international franchise expansion

2010-07-26T12:12:00.000+05:30

The UK high street retailer has become an international force to be reckoned with.

It's been a newsy spell for Mothercare (LSE: MTC). It kicked off a couple of weeks ago with a bit of impromptu celebrity endorsement, when proud mum Danni Minogue took newborn son Ethan on his first outing -- to Mothercare's Melbourne branch.

Since then, the company has held its AGM, issued a trading statement, disclosed that it has bought 'yummy mummy' brand Blooming Marvellous, and announced that it is in discussions to acquire a 25% stake in the company that operates the Mothercare and Early Learning Centre franchises in Australia and New Zealand.

Finally, last Monday, the company issued a big slug of share options to its directors to reward a three-year profit increase of 65% and a shareholder return 120% ahead of the FTSE General Retailers index

Mothercare Story:

Mothercare has come a long way since its 'terrible twos' -- 2002, the year that saw a string of profit warnings, and ultimately the ousting of the chief executive, finance director and chairman.

The company made a £25m loss in its 2002/03 financial year. For shareholders, who had also seen their dividend axed, a £1m pay-off to the departing directors rubbed salt into the wound.

Still, every cloud has a silver lining. Mothercare's came in the shape of new chief executive Ben Gordon, who arrived from the Walt Disney Company, where he had been managing director of the Disney Store chain in the Europe and Asia-Pacific region.

The youthful Mr Gordon implemented a three-year recovery plan. More importantly, he had an ambitious longer-term vision: to transform what was an uncharismatic UK retailer with a few international outpost stores into a genuinely global brand.

The ex-Disney man sprinkled his stardust and scripted a Cinderella story for Mothercare.

Taking It Global:

Today the Mothercare group has two iconic world-class brands: Mothercare itself, and the Early Learning Centre, which it acquired for £85m in 2007.

Subsequent smaller acquisitions, of social networking site Gurgle.com and maternity-wear brand Blooming Marvellous, further widen the group's offering across the parenting and pre-parenting spectrum.

Channels to market have also been expanded and now include: out-of-town 'parenting centres', in-home and in-store internet ordering, a new wholesale business, and a rapidly growing international franchise network.

Since Ben Gordon took over as chief executive, group turnover has steadily increased, from £432m to £766m; international sales, as a proportion of total sales, have more than doubled, from 11% to 23%; and the group now has 1,167 stores worldwide in 53 countries.

That may sound like a sizeable international footprint, but Mothercare has only just begun to tap its potential as a global brand. It plans to open at least 100 new overseas stores every year 'for the foreseeable future.'

Present Value:

At the moment the market is choosing to focus on short-term headwinds facing Mothercare's UK operations.

The company's recent trading statement, covering the first quarter, reported continuing strong growth in international sales (+20%) but UK like-for-like sales down 4.1% and an 'uncertain UK consumer environment.'

Whilst the company said that UK margin pressures would be at least partly offset by cost savings, analysts have downgraded their earnings forecasts, fearing tough competition from Tesco (LSE: TSCO), Asda and Marks and Spencer's (LSE: MKS) rejuvenated childrenswear business.

At the current share price of 521p a revised consensus earnings-per-share (EPS) forecast of around 36p for 2010/11 puts the company on a price/earnings (P/E) ratio of between 14 and 15. Forecast earnings growth of 15% suggests that Mothercare is only around fair value on the basis of its price/earnings to growth (PEG) ratio.

For 2011/12, though, the P/E falls to 12 with earnings growth forecast in the high teens. A share price of 521p looks a reasonable price to pay for that level of growth and you get a dividend at an above-average yield thrown in.

In my view the current share-price weakness, reflecting the market's jitteriness about the company's UK operations in the short term, offers a decent entry point for investors with a longer-term horizon – even though there's a chance of some further downward revision of earnings forecasts and/or share-price weakness in the immediate future.

Cash Flow and Existing Business:

It seems to me that the company has already proved Mothercare/Early Learning Centre as a viable global brand and is now in a position to fully exploit that over the coming decade.

Strong cash flow has seen rising net cash on the balance sheet, and although a sizeable pension deficit lurks in the background, a trend of increasing cash generation will underpin further international expansion and brand development.

Mothercare could also increase its share of the profits from its existing international operations by the relatively low-risk strategy of investing in its franchise companies. That's what the discussion to acquire a 25% stake in the Australia/New Zealand operator is all about. In the giant China and India markets the franchise models are already structured as joint ventures to give Mothercare a bigger slice of the profits cake.

Finally, Mothercare's fledgling wholesale business and the nascent development of online shopping in overseas markets both have huge potential to contribute to growth in the coming years.

The Future:

Perhaps the biggest challenge for Mothercare will be to execute on what is a multi-pronged strategy for global domination of the maternity, baby and early years retail markets.

However, chief executive Ben Gordon has shown great vision and purpose to date, and I think investors can have every confidence in him delivering a happy ending.

This Blog is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.You could also look at taking up international master franchises.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Trader Vic's Signs Master Franchise Agreement For India and Subcontinent with JSM Corp.

2010-07-10T16:16:00.000+05:30

Restaurant chain enters franchise agreement with JSM and Gourmet Gulf.

Trader Vic’s will take its three restaurant concepts to India and Sri Lanka, thanks to a new franchise agreement with JSM Corp. Pvt. Ltd. (JSM) and Gourmet Gulf Co. JSM has obtained exclusive development rights to Trader Vic’s trio of concepts – the flagship Trader Vic’s, along with Mai Tai Lounge and Island Bar & Grill – for the subcontinent and neighboring island country.

“JSM is a highly successful and enthusiastic company with whom we are thrilled to be in partnership with,” said Trader Vic’s president and ceo Peter Seely. “India is one of the fastest growing and most exciting locations in the world today and we feel confident that our brand is in very capable hands.”

JSM is partnership between restaurateurs Jay Singh and Sanjay Mahtani; their company’s portfolio includes a variety of independent restaurants in India, as well as those bearing the Hard Rock Café and California Pizza Kitchen banners. Gourmet Gulf Company, part of the Daud Group of Oman, is a franchisee of California Pizza Kitchen, Yo!Sushi, Gourmet Burger Kitchen and Morellis Gelato.

Trader Vic’s currently has 30 locations worldwide. The chain’s main claim to fame is as the home of the original Mai Tai Cocktail, created by The “Trader” Vic Bergeron.

Tags:Traders Vic's, JSM Corp, Mai Tai Lounge, Island Bar and Grill, Peter Seely,Hard Rock Cafe Franchise, California Pizza Kitchen, Yo Sushi, Morellis Gelato, Restaurant Chain,Franchise Agreement,

Source:Thu Jul 01, 2010 EDT Hospitality Style

This Blog is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.You could also look at taking up international master franchises.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Coffee Franchise Business In Australia : A Few Franchisers Perspective On The Booming Coffee Industry

2010-06-24T16:11:00.000+05:30

The coffee industry in Australia is booming. According to Datamonitor's Hot Drinks in Australia to 2013 report, the biggest growth in coffee sales is expected to come from out-of-home consumption. Sales in hot drink products are expected to reach $1.47 billion in 2013, up from 2008's $1.35 billion, with coffee accounting for the largest share of this figure.

In terms of business, the downside to this opportunity for growth comes with more and more competitors entering the market. Every new coffee store opening up in the neighbourhood makes it harder for the existing establishments, regardless of whether they are franchises or company-owned, to stand out from the crowd.

In such a competitive market it is important for franchises to keep costs down for their franchisees, allowing them to offer a competitive price to their consumers. According to Gareth Pike, general manager of Gloria Jean's, the secret to maintaining low costs for franchisees is to maintain strong and close relationships with suppliers. "We're constantly working with them to deliver the best possible quality of product at the most competitive price. It's less about bulk buying and more about having that ongoing working relationship, and then having that under constant review," he says.

"But then obviously through size you get the benefit of purchasing more products so you're able to work with suppliers. It's a real balance between the highest possible quality and the right pricing so that our guests are receiving the very best quality products and the franchise partners are able to still deliver a profit."

One of the key benefits of being part of the franchising business model in the coffee and chocolate industry is that franchisees should be able to rely on the franchisor to source the best quality products at a competitive rate. Jim Richardson, franchisor of Chocolate Room, a chocolate-based cafe with 10 franchises in Australia and another 15 in India, agrees that a lot of pressure is taken off franchisees by having the franchisor source their supplies.

"The only thing we can do to keep costs down for them is use our buying power," he says. "So when we go and purchase some of the Italian products or chocolates or even things like milk and coffee, we're acting as their buying office if you like. We buy on their behalf. Eighty or 90 per cent of the products they buy come through us, and one of our jobs is to make sure that we can supply it at a red-hot price to give them an advantage."

The quality of Australian coffee is among the best in the world, so it is important that franchises focus on delivering a consistently great product at every store. Using specified suppliers is one way to provide Australia's increasingly discerning coffee drinkers with the same experience day-in-day-out, because if they don't like what they get, they can easily walk down the street to find an alternative.

At Gloria Jean's, says Pike, consistency and quality are high priorities to ensure all the coffee franchises have the best opportunity to provide the best quality. It's all about maintaining standards, across quality and consistency, he adds.

Marketing the brand and the product in an effective way is invaluable in this industry. Not only is it important to establish a point of difference but to ensure that consumers think of the franchised brand when they're in search of their daily caffeine hit, and this can only be achieved by knowing your target audience and communicating with them.

Xpresso Delight, which was named the fifth fastest growing franchise by revenue in BRW's Fast Franchises list in 2008, has made a name for itself by transplanting the cafe experience from the outside world into the corporate sphere. The company targets businesses keen to reward their workers with a cup of coffee, and to discourage them leaving their desk for what has become the modern day 'smoko'.

Co-founder Stephen Spitz says: "Obviously we're not in a retail environment, so we market business-to-business rather than to the end-user or the retail customer. So we have a very specific marketing strategy to do that. We're not like a well known brand in the retail market ... however, among the corporate marketplace, where we've got franchisees operating, they know exactly who Xpresso Delight is."

The same story can be told for Latte Cartelle, a Melbourne-based coffee chain in its infancy providing cafe-style roasted coffee in a drive-through setting. Director Linda Tsiokas encourages franchisees to do letterbox drops, car windscreen drops, to talk to the media, and use simple word of mouth - whatever it takes to emphasise that this franchise is different to the plethora of other coffee houses around the country offering the same product.

One of the hardest things about her line of work, however, is highlighting the difference between Latte Cartelle and other drive-through venues where coffee is available, like McDonald's. "They [McDonald's] still give you your sugar in a sachet. So you try to drive out in your work clothes, take the lid off, spill it in your car, put the sugar in - I don't believe that they have the same commitment to quality. They do a fantastic burger and fries deal, but let us do the sensational coffee," she suggests.

The personal touch is a point of difference. "We can make your coffee with one and a half sugars, to a warm temperature or to 80 degrees. We make your order absolutely specific to how you want it."

With about half of its outlets located in hospitals, Hudsons Coffee also has to pay special attention to how the brand is marketed. With limited exposure to the outside world the company needs to ensure that it impresses hospital workers and visitors with a consistently great product, yet still has to build a profile beyond this market.

Providing coffee for visitors and staff gives hospital-based Hudsons franchisees a pretty consistent and regular customer-base, but it has a down-side to it as well. Alison Were, national franchise manager at Hudsons, says that not being in public view can make it difficult for franchisees to stand out in the coffee crowd. "The negative effect is that you only have that group. So how do you reach outside that? And can you gain additional revenue outside of the hospital? And that's very difficult."

In order to achieve this, Hudsons focuses on marketing at every level. It has a national campaign, state-based promotions, segment-based campaigns and local area marketing initiatives which focus on specific customer groups. "That's one of the requirements of our franchisees," she says. "They have to be continually looking with their franchise consultant into the various local area marketing opportunities for their store in particular."

Getting back to basics and marketing on a local level is essential even for massive franchises like Gloria Jean's Coffees, which now has 500 stores in Australia alone, and promotes its brand through their various community initiatives. Gloria Jean's has introduced a community program where the marketing managers and franchisee work closely to identify local activities with which the franchise can become involved. Some recent examples of this are sponsoring a Castle Hill Australia Day citizenship ceremony and sponsoring fundraising for Adelaide Zoo by promoting its new panda exhibit.

The Coffee Club franchise has a similar approach. In addition to its involvement with charity and community initiatives, the company has also sponsored a number of television programs such as Australia's Funniest Home Videos and My Kitchen Rules, as well as various sporting events, in order to maximise the brand's exposure.

John Lazarou, public relations director at Coffee Club explains: "As a result of an increasingly competitive industry, it is certainly a challenge to achieve breakthrough. However, by aligning ourselves with quality organisations through sponsorships such as the WOW Brisbane Broncos, Brisbane Roar and the Melbourne Marathon, just to name a few, we are able to increase brand awareness and customer engagement substantially."

But while such far reaching marketing programs build national presence, serving a great product consistently and combining it with great service are at the heart of a coffee business. And even if coffee isn't the specialty, it is still something that needs to be mastered, says The Chocolate Room's Jim Richardson. "In our own cafe, coffee would be second to chocolate," he admits. "It might be 30 per cent of our business but coffee seems to be the barometer that a lot of cafes are judged by. So what I say to a lot of our franchisees is that you've got to serve beautiful coffee. You serve one lousy coffee and the rest of your chocolate products get tarnished. You could serve the best hot chocolate and the best fondues and all the chocolate paraphernalia, but your reputation seems to be judged by coffee."

While maintaining a competitive price is important, the average Australian's high expectation of a coffee serve means they don't necessarily want to buy the cheapest they can find, and so top quality coffee retailers want to communicate their superior product to customers.

"Our franchisees always watch their competition and are always mindful of where they sit in the market, but they're not necessarily trying to be the cheapest because there's no point in having a race to the bottom of the price line," Richardson believes. "I'd rather our stores remain competitive and slightly above average because we serve seriously above average products and our customers recognise that."

Instead of relying on people searching for its coffee, mobile coffee franchise, Cafe2u, comes directly to the customer. This business model offers obvious cost savings for franchisees: they don't have to pay rent or other associated expenses like a fixed bond or electricity, nor wages.

Apart from their initial set-up fee and a weekly flat-fee, Cafe2u franchisees only have to pay for the maintenance of their vehicle, the products they use and a contribution to a marketing fund. This then allows them to keep their prices steady when others raise the costs. "The coffee culture in Australia is maturing from the point that the consumer wants a better tasting coffee every year," says managing director, Derek Black.

"When you walk into a small business, the traditional small business attitude is to cut costs, and one way for our competitors to cut costs is to do one of two things: either put less coffee into the basket or get as much water over the coffee so they can make more coffees. What we've done in the last 12 months is recognise what's happened in the industry, and we've increased the amount of coffee we put in the basket by 20 per cent. So we've maintained credibility with our customers because we've kept pace with their taste profile and we haven't charged them anymore for that," he reveals.

One of the quickest and easiest ways to add to the turnover in this industry used to be to up-sell, and while coffee and chocolate, or other such sweets, go hand-in-hand, there is a valid argument that up-selling can transform a business's reputation from being well respected to being just another take-away joint.

Having previously worked in the service station industry, Black knows how impersonal and frustrating up-selling can be for consumers, and how quickly it can cheapen a brand's reputation. This is why he encourages Cafe2u's franchisees to give away samples of their new products, whether it is a new frappé flavour or a muffin, rather than pushing to add them onto a sale. According to Black, the vast majority of Cafe2u customers are regulars, so trying to add on products would put a strain on the relationship.

"Our guys probably could do more [up-selling] if they chose to, but they have a rapport with their customers and it's very difficult to up-sell to somebody that you know. That's why we talk about sampling. It's a way where you don't have to offend anybody. And that sort of selling to people you see every day is less offensive than every time you go into a service station and they ask if you want two chocolates to go with that," he said. "You can't treat your regular customers as if you don't know them."

Latte Cartelle, which already pays attention to distinguishing itself from the mass market drive-through industry, also tries to steer clear of selling add-on products. While the business does offer snacks and small meals like wraps and paninis, director Linda Tsiokas is adamant that the focus be on coffee. "We're not prepared to compromise on that. If there's a food product that comes in that might sell but it compromises the service time or it compromises the quality of the coffee, then we won't do it," she advises.

"And we're reluctant to be saying to every customer 'would you like fries with that?' ... we really want our focus to be on coffee and we understand that that's perhaps the only reason that some of our customers are there - purely for coffee."

Source:24 June 2010 | by Danielle Bowling

Tags:gloria jeans, franchising business model, jim richardson, chocolate room, xpresso delight, stephen spitz, latte cartelle, linda tsiokas, hudsons coffee, coffee club, cafe2u.

This Blog is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.You could also look at taking up international master franchises.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

New Horizons Renews Its India Master Franchise Agreement For 7 Years.

2010-06-19T11:52:00.000+05:30

CONSHOHOCKEN, Pa., Jun 18, 2010 (BUSINESS WIRE) --

New Horizons, the world's largest independent I.T. training company, today announced it had renewed agreements with its India partner New Horizons India Limited, to continue its exclusive arrangement for an additional 7-year period through 2016.

The U.S.-based franchisor began its arrangement, which is a joint venture governed by an exclusive franchise agreement for India, in 2002. Since then, Delhi-based New Horizons India has grown into one of the leading I.T. training companies in India, operating more than 20 locations nationwide.

"We are delighted to take this step with our partners and friends in India," commented Mark Miller, CEO of New Horizons Worldwide. "Although we are pleased with what has been accomplished in our foundational years, India is a dynamic market and our journey in India is just beginning."

"It has been a challenging but rewarding period of seven years with New Horizons," added Ajay K. Sharma, President and CEO of New Horizons India. "We are delighted to extend our association for the next seven years. As the Indian Economy grows faster than most, the growing skills shortages are presenting us with huge social responsibility as well as business opportunity and we hope to achieve a high rate of growth in the years ahead."

About New Horizons Computer Learning Centers

With over 300 centers in 70 countries, U.S.-based New Horizons Worldwide Inc. is the world's largest I.T. training company. Through an integrated learning approach that ensures that new knowledge can be applied to real-life situations, New Horizons delivers a full range of technology and business skills training from basic application and desktop productivity tools to complex and integrated business systems. New Horizons continues to expand its offerings, locations, and solutions to meet the growing demands placed on organizations and their employees.

SOURCE: New Horizons Worldwide Inc.

Tags:New Horizons Franchise, I.T. Training Franchise, Joint Venture Franchise Agreement,Computer Learning Centers, Computer Education Franchise, Technology Education Franchise,Computer Franchise,International Franchise.

This Blog is posted by Sparkleminds, A End To End Franchise Solutions Company, Based at Bangalore, India.We offer customized services to businesses seeking expansion through the franchise route and over the last decade have helped numerous clients to scale up their businesses.You could also look at taking up international master franchises.Visit us on www.sparkleminds.com and speak to us, and we are sure you will be more than glad to understand how we could grow your existing business multi-fold times.

Luxury French Jewellery Manufacturer Akillis Looks at Expansion In India

2010-06-09T16:31:00.000+05:30

Luxury French jewellery manufacturer Akillis announced plans to expand its distribution network throughout India through opening of boutiques, appointment of franchise partners, shop in shops and retail corners across India as part of its first phase of expansion.

“The Indian region has been identified as an increasingly important market for Akillis as it is an extremely receptive market for luxury products,” said CEO Caroline Gaspard. “In France, we sell a lot of jewellery to customers from India and a brand cannot be classified as truly global if it is not represented in the Indian Subcontinent. The region is obviously a high-growth and high-income region and is developing into a major player in the world of luxury.”

Akillis jewellery stands out from the ordinary and does not follow characteristic jewellery designs followed by leading jewellers around the world and none of the old school models of using hearts, small animals and floral patterns that are so common in jewellery designs form part of the Akillis repertoire.

Against the backdrop of the global economic recession, Akillis boasted a turnover of US$14 million last year. “While the global economic downturn that began in late 2008 brought recession to the United States and Europe and the rest of the world, the global downturn has not dented the demand for luxury goods and the crisis had little impact on spending habits among the rich and super rich,” said Ms Gaspard.

She noted that despite a tougher economic climate, self-reward and pampering remained strong factors for buying luxury items. “Akillis has not really been affected by the worldwide recession. The people who buy our fine line of jewellery pieces are not affected by the recession and as a matter of fact, we actually grew our business 300 per cent during the worldwide credit crunch,” Ms Gaspard concluded.

Tags:luxury jewellery franchise, jewellery manufacturer, shop in shops, franchise partners, retail corners, caroline gaspard, jewellery retailer, french franchisor in india, french business in india,

Hyatt To Open Its Andaz Hotel Franchise Brand In India

2010-06-08T18:36:00.000+05:30

Hyatt to debut its 'Andaz' hotel brand in India

Global hospitality major Hyatt has announced plans to set up three new properties, including one in India, under its 'Andaz' brand of hotels as it seeks to expand presence in key markets.

A Hyatt subsidiary and Juniper Hotels Pvt Ltd have signed management agreements to build 'Andaz Delhi', a 323-room hotel with an additional 118 Andaz-branded apartments.

Slated to open in 2013, the project would be the first Andaz property planned in India.

Hyatt has already announced plans to expand into 15 new Indian markets over the next five years, with properties coming up in Goa, Kolkata and Mumbai.

The Andaz brand is being introduced in India as part of Hyatt's plan to grow in one of the world's leading emerging markets, senior vice president of real estate and development for Hyatt Hotels & Resorts in South Asia Ratnesh Verma said in a statement.

Targetted at the international leisure and business traveller, the project "is consistent with our development strategy of expanding the presence of our preferred brands in key markets with strong and experienced developers and owners," he added.

Andaz Delhi, which will feature amenities like lounge, theme bar, restaurants, spa and fitness center, will join the existing Andaz portfolio of properties in London and the US.

"The Andaz brand is quickly taking hold in the lifestyle hospitality category and is a key component of Hyatt's strategy of increasing our presence in key markets around the world where we see growth potential," Global head of real estate and development at US-based Hyatt Hotels, Steve Haggerty said.

The other two properties are a 183-room hotel in Sanya Sunny Bay, China, and 170-room hotel in Providenciales, in Turks and Caicos islands, a British overseas territory.

The Andaz brand debuted three years ago and has 11 properties open or under development in six countries.

Juniper Hotels is a hotel investment company co-owned by Two Seas Holdings Ltd and Saraf Holdings.

JHPL owns Grand Hyatt Mumbai and Hyatt Regency Ahmedabad, scheduled to open in 2013.

Hyatt Hotels' subsidiaries manage, franchise, own and develop hotels and resorts under the Hyatt, Park Hyatt, Andaz, Grand Hyatt, Hyatt Regency, Hyatt Place and Hyatt Summerfield Suites brand names.

As of March 2010, the company's worldwide portfolio consisted of 434 properties.

Source:Press Trust of India / Boston June 08, 2010, 12:24 IST

Tags:Hyatt, Andaz, Juniper Hotels, Hotel Franchise,park hyatt, grand hyatt, hyatt regency, hyatt place, hyatt summerfield suites, franchise hotels,hotel franchise brands, international hotel franchise

Maid2Clean seeking master franchise for India for its cleaning service franchise.

2010-05-13T10:48:00.000+05:30

Seeking Minute2Maid Master Licences For Australia,India,North America,Portugal and Hong Kong.

Master Franchising

Maid2Clean’s history of consistent growth and expansion across the UK and soon to be internationally in your country is the result of sound management principles and a comprehensive business system that is difficult to compete against.

In today’s economy and in the future, customers want economical solutions to their housework chores without sacrificing quality – Maid2Clean does this!
Maid2Clean offers a compelling management business model with one of the lowest initial investment requirements in the industry. A Master license Franchisee needs to harness the power of the brand and grow a substantial franchise operation.

What is a Master Franchise?

A Master franchise is where a franchise businesses that has a proven system in one country (E.G. Maid2Clean in the UK) offers a licence to its brand in another country.
A Master Franchisor steps into the role of Franchisor in that country and effectively a Master Franchisor would run 2 entirely different businesses.
a) A Maid2Clean management franchise in the domestic cleaning sector
And
b) A franchise business involved with promoting, demonstrating and selling licenced territories to franchisees.

Maid2Clean Master Franchise Licenses

Have you reached the pinnacle of your career and wondered where you go from here? Maid2Clean can offer a global brand with you adding the local knowledge and relevance.

The Maid2Clean brand is recognised for service quality and our unique method of delivering domestic cleaning services to private residences. Maid2Clean is a strong UK brand, known for expertise in offering residential customers exceptional service. Today thousands of Maid2clean registered cleaners clean tens of thousands of households.

Considering an application for a Maid2Clean master franchise license you will have conducted your own due diligence and discovered that Maid2Clean is a successful UK brand with 100+ franchised operations in the UK, Ireland and Canada and is seeking to expand into international markets.

This is a truly unique management agency concept in the domestic cleaning services sector. The Maid2Clean business itself is a white collar franchise that manages the relationship between home owners that need regular weekly cleans or one off blitz cleans and their cleaners. The Maid2clean business is already a proven concept since 1993, with high profit margins and increasing customer demand. Houses gather dust no matter how the economy performs and demand for the service and franchise licenses remains strong, even in recessional times. The domestic services cleaning sector has grown exponentially over the last 20 years as more and more couples to out to work to service the life styles they desire.

Owing to many requests for our service overseas, Maid2Clean now seeks interest from master licencee applicants. To meet this continued demand we want to find the right franchise partner be it on a Master licence basis. There is no cleaning involved by Master License holders or the franchisees they recruit.

For simplicity purposes applications are welcomed by potential Master Licensees and Franchisees in English speaking countries.

We are particularly interested in speaking to people in Australia (launches Q3 2010), North America, India, Hong Kong and Portugal at this time. We will consider applicants from non-english speaking countries however translation costs would need to be borne in mind.
Who are we looking for?

Maid2Clean is actively seeking master franchisees that have the drive to succeed and proven ability, systems and financial capacity to introduce, support and grow a master franchise business in their own country.

Maid2clean continuously strives to develop new and innovative value added services to both Franchisees and clients alike. As a Maid2Clean Master Franchisor your input to this process would be essential.

Master Franchisor Profile for Country and regional master franchise candidates

We are not currently looking for single unit franchisees:

To Maid2Clean, the ability to use business experience is outweighs specific industry knowledge. That said Master Franchisor Applicants must possess the following attributes:

Essential Qualities and Skills

• Successful business background
• Strong business acumen and ethics
• Good communicator in verbal and written form
• Articulate and hard working
• The capability and resources to recruit and support local franchisees
• Previous experience in developing and managing businesses.
• The ability and resources to build the Maid2Clean Brand
• Ability to run a pilot system for the network
• Ability to work alone and lead a team
• Sales experience
• Enthusiasm for and ability to fully participate in the continuous improvement of Maid2Clean’s operational systems
• Good interpersonal, influencing and social skills
• Entrepreneurial spirit
• Accustomed to business environments and dealing with professionals and business people alike

Ideal qualities and skills

• Previous experience in franchising
• Strong sales experience
• Pioneering, entrepreneurial and enjoy being the first to market
• Industry knowledge

What is included in the Master Licence Package?

Maid2Clean offers the exclusive development rights to operate the Maid2Clean Franchise system in your Master Franchisee’s country.

The Master Licensee will gain access to the proven Maid2Clean franchise program, which they will adapt to their country. The master franchise owner will recruit and award franchises within the geographic areas designated in their master franchise license, to individuals looking to run their own local Maid2Clean cleaning agency.

Whilst the Maid2Clean product is a unique service and therefore no major investment is needed in premises, cleaning products or liveried vehicles, the franchisee’s agency business can be run from a small office or home. The Franchise business can be run from home also.

Our Master Franchisees are International Master Franchise Owners. They will receive the following with their Maid2clean Master License:

• Launch Program in country
• The rights to sell Maid2Clean Franchise Licenses throughout Master Territory.
• The rights to use the Maid2Clean trademarks, service marks and other commercial symbols.
• The know-how to develop franchisees businesses countrywide
• Interfacing with Maid2Clean in the UK for ongoing support , training and business development
• Developing a National Account Program for franchisees
• The know-how of how to create brand awareness in country
• The knowledge of how to create strong margins with repeat customers
• The support and back up of an experienced senior management team
• Our highly distinguished brand name (we do what is says on ther tin!)
• A brand recognized for quality and a commitment to service.
• A protected, exclusive and generous Master territory license
• Maid2Clean proprietary systems and methods
• Online knowledge base
• A proven business model since 1993

Investment

The investment will be based on the size of the territory taken I.E. the number of potential Franchise licenses within the geographical Master Franchise area allocated. Fees will take the form of initial up-front payment and thereafter an ongoing royalty to be agreed between Maid2Clean and the Master Franchisor.

The master Franchisor will need to bear the costs of localising the franchise package including the Operations Manual. The royalty is a fixed monthly fee. We would split the initial franchise fees on each franchisee recruited 50/50, and royalties on each franchisee would be split 75/25 in the Master franchisees favour.

The master franchisee would then be allowed to open or resell as many franchises as desired within the master franchise area.

Training & Support

• Comprehensive training in the UK & in country.
• Business management knowledge for successful Maid2Clean franchise operations, including day-to-day operations, franchise system support, and franchise growth
• Sales and marketing training and support
• existing infrastructure to support your role as a Master Franchisee of our brand in your country
profiling knowledge to help obtain strong franchise candidates
• Initial and on-going assistance in managing a thriving franchise system
• Knowledge and ethos behind the Maid2Clean trademarked ‘Sweep2Left’ system-wide best-practices
• Management support through our Master Support Team
• Operations support through on-site visit, telephone and online computer assistance
• IT Systems assistance
• Administrative functions
• Billing system
• Regular franchise business Consultation
• Business reviews and analysis
• Marketing input
• Franchise product development
• PR help
• Initial training in the UK with visit to franchisee locations
• Operations manual for localisation

Tags: Master Franchise,Master License, Cleaning Service Franchise,Master Licence,franchise operations, master franchise license,master franchise business,master franchisor,franchise system.
• Technical support hot line
• The support you need with expertise, best practices and knowledge of the franchise. You simply localise the package.
• Help with opening your Master Franchise
• Advice in adapting the Maid2Clean System to your local culture and economy

Advantages of a Maid2Clean Master License

The Maid2Clean Master Franchise opportunity provides you with many advantages such as:

• Exclusive rights in your area as a franchisor, not just a Franchisee
• Satisfaction in knowing you are helping others grow their businesses as their residential cleaners provide a much needed service
• Low total investment compared to other Master License concepts
• Flexible working hours

Small inventory

• Minimal staffing requirements
• Make money upfront – from every franchise awarded in your area
• Residual income
• Booming industry that’s still in its infancy and poised for growth
• Unique proprietary systems that allow YOU (and each franchisee under you) to build a business that can eventually run without you
• Training and support
• Prestigious white collar franchise business
• Become a part of a business culture with values that is rare to find in this day and age
• Recession-resistant industry
• Marketing collateral to localisation

International Indian Food Franchise Brand Royal India Express Expands Across The US

2010-05-11T11:41:00.000+05:30

Papa Bello buys Royal India Express

BALTIMORE, Md. – Papa Bello Enterprises Inc. has acquired the Royal India Express Indian restaurant concept with plans to launch franchising.

Established in 2005, Royal India Express operates one flagship location in the Horton Plaza Shopping Mall in the Gas Lamp Quarter of downtown San Diego, Calif. With approximately 130 retail stores and over 10,000,000 annual customer visits, this location provides excellent visibility and customer traffic, according to Papa Bello. The company said it is researching additional sites in Southern California for future expansion.

The Royal India Express is another culinary creation by the well-known restaurateurs Kambo Brothers, Sam and Jag. They also operate Papa Bello's Kebab Cafe Concept and are known throughout San Diego for providing quality, innovative food at a reasonable price, the company said.

“Royal India Express is another example of the quality work done by the Kambo Brothers. Their San Diego location is doing great business now and with our help, we intend to franchise this concept under the Papa Bello Enterprises umbrella and make it available to other great entrepreneurs,” said James Price, chief executive officer of Papa Bello Enterprises. “Royal India Express has built a loyal and consistent following in the area and we believe that we can replicate that enthusiasm throughout the country as an exciting new business opportunity.

“Looking forward, I feel Papa Bello Enterprises is well grounded and is in excellent position to expand with the 4 operating concepts. Industry experts have stated that over the next 10 years, Indian and Mediterranean fast casual dining will be two of the fastest growing food styles in the country and Papa Bello Enterprises is well positioned to take advantage of these trends,” Price added.

Founded in 2005, Papa Bello Enterprises is a Baltimore, Md.-based corporation that owns, operates, and franchises food service restaurants in the United States and abroad. Papa Bello sells franchises for fast-casual restaurants with limited service offering pizza, pasta, subs, salads, beverages and other menu items on a dine-in, take-out, take-and-bake or delivery basis. Papa Bello Pizza & Subs restaurants are located primarily in Wal-Mart stores, but also in shopping centers, in-line commercial spaces, and freestanding locations. Papa Bello Enterprises is a publicly traded company.

Tags:Royal India Express, Papa Bello, Kebab Cafe, Kambo Brothers,food service restaurant franchise, sell franchises, fast casual restaurant franchise, Indian Food Franchise

Source:Indus News Wire,May 2010,