Category: Franchise Sales

It’s a Franchise Buyer’s Market!

June 3, 2022 ·

There’s no doubt, the past two and a half years have been a bit odd, to say the least. The encouraging news for franchising – for the most part it continues to grow! This is very good news not only for those of us that spend the greater part of every day in franchise development, but for the economy, as well!

But I do believe franchisors must be prepared. Besides handling what I believe will be an increase in inquiries from a wider segment of the population than we’ve seen before, but in working effectively with today’s franchise candidates who are more diligent, cautious and sophisticated than ever before. And certainly, more tuned to social issues, personal well-being, and of course, flexibility and work/life balance. Expectations could not be higher!

Many of today’s candidates are voluntarily or involuntarily unemployed, soon to be unemployed, or may just want to do something more rewarding, spiritually or otherwise, or to [finally] control their own destiny. With economic uncertainty abound, many are approaching business ownership with the attitude that they will not fail, and besides, failure is not an option. To that end, today’s candidate is well-prepared to do his or her homework, dive into research, taking due diligence to a higher level, which really is as it should be, right?

However, working with these candidates, franchise professionals must be extremely diligent themselves in presenting the franchise opportunity all the way through to executing the franchise agreement, and beyond into the franchise relationship. I know, many franchise professionals are probably thinking they already do that. Besides, it’s the law to fully disclose the opportunity, right? They’ll go on to state they’ve always done things by the book, at all times. Blah, blah, blah!

It really doesn’t matter what was done in the past, how it was done, why it was done, or even having the belief all is being done right today. What matters is ensuring individuals inquiring today receive timely, focused attention across multiple communications channels. After all, it’s not uncommon to communicate with today’s candidate via phone, online meeting, text AND email almost simultaneously, seemingly bouncing from one to another and back. Today’s candidates not only expect this, but they also command it as it’s the level of communications they’ve grown accustomed to.

Focus on communications and diligence from both parties is a must in order for an astute transitioning corporate executive or well-educated young professional (or combination thereof between partners) to even consider a brand’s franchise opportunity, and especially amongst the growing number of franchise opportunities across a multitude of industries and industry segments. It’s a competitive market. It is a franchise buyer’s market!

And, if they ultimately do sign the franchise agreement, remit the franchise fee, and commit to investing a substantial sum of money, rest assured today’s franchisees will be even more inclined to expect and command a high level of accountability from the franchisor, and from the system itself. From themselves? Not likely as they will rarely blame themselves for any part of failure. But they will certainly hold others accountable, and possibly differently than would have been the case in the past. That same level of diligence and sophistication exhibited in the sales process will be increased exponentially if problems arise. Maybe even more if doubt and buyer’s remorse settle in.

Well, my fellow franchise professionals, it’s time to continue honing your communication skills and staying abreast of technology around today’s communications. It is time to study your franchise documents to understand and present it better than ever before. It’s time to fine-tune all aspect of operations with a keen eye to detail and examine and perfect your franchise sales process.

Any shortcomings will surely raise their ugly heads in the future if today’s new franchisees become dismayed, discontented, and or fail in their businesses. They will not hold themselves accountable. Instead, they will blame the person who “sold” them their franchise, or the operations department that they perceive to have provided little or no support, or the franchise executive that they feel showed no compassion in “forcing” them into paying royalties and advertising fees.

So, why did I turn what started out to be a positive regarding franchise interest and growth after a couple of years of uncertainty, and turn it into a picture of potential problems complete with gloom and doom?

Well, it’s to encourage and motivate every franchise professional to be on his or her A-game and as necessary to put their house in order. Not only to bring new franchisees and revenue into the system, but to continue to grow their system with franchisees that, when attaining a relative level of success, will refer new franchise candidates, validate the franchise system, possibly look to purchase additional locations in the future, and to keep franchising on solid ground. The alternative of course, is dedication of resources to dispute resolution, possible litigation, and toward uncertainty (whatever that may look like).

As you’re pondering whether you agree with my perspective or not, or whether you want to or will take your efforts to a higher level, below is something to think about. Of course, I do encourage comments and understanding your perspective regardless of if you agree or disagree.

Winners or Losers: Choices Are Made Everyday

The Winner is always part of the answer; The Loser is always part of the problem.

The Winner always has a program; The Loser always has an excuse.

The Winner says, “Let me do it for you”; The Loser says, “That is not my job.”

The Winner sees an answer for every problem; The Loser sees a problem for every answer.

The Winner says,” It may be difficult, but it is possible”; The Loser says,” It may be possible but it is too difficult.”

When a Winner makes a mistake, they say,” I was wrong”; When a Loser makes a mistake, they say,” It wasn’t my fault.”

A Winner makes commitments; A Loser makes promises.

Winners have dreams; Losers have schemes.

Winners say,” I must do something”; Losers say, “Something must be done.”

Winners are a part of the team; Losers are apart from the team.

Winners see the gain; Losers see the pain.

Winners see possibilities; Losers see problems.

Winners believe in win/win; Losers believe for them to win someone has to lose.

Winners see the potential; Losers see the past.

Winners are like a thermostat; Losers are like thermometers.

Winners choose what they say; Losers say what they choose.

Winners use hard arguments, but soft words; Losers use soft arguments, but hard words.

Winners stand firm on values, but compromise on petty things; Losers stand firm on petty things, but compromise on values.

Winners follow the philosophy of empathy: “Don’t do to others what you would not want them to do to you”; Losers follow the philosophy, “Do it to others before they do it to you.”

Winners make it happen; Losers let it happen.

~ Author Unknown

Have a great day. Make it happen. Make it count! And Happy Weekend!

Emerging Franchise Brands: Controlled Growth is Key to Initial Success

June 1, 2022June 1, 2022 ·

Having worked with many, many entrepreneurs exploring franchising as a business growth and expansion strategy, I’m often asked the question, “How does a new franchise company sell franchises without brand recognition?” Here are my thoughts…

Initially, the founder is the brand. It’s his or her passion for the business. It’s how he or she treats customers and employees alike. It’s how the business is promoted within the local market. Not just through typical advertising efforts, but through solid grassroots, organic efforts.

The initial franchise candidates are actually the “low hanging fruit” of the original business. These are the customers that inquire whether or not the business is a franchise and how they can learn more about owning their own. Most are interested because the business appears to be thriving and they’ve seen the owner (founder) time and again, always smiling and shaking hands. Public Relations efforts should ensure this occurs.

They admire the owner a great deal and will base their decision to open a franchise location, on the potential of establishing a relationship with the owner. They’ll compare the opportunity to other franchises and justify to themselves that they’re in on a ground floor opportunity with a direct line to the founder. As such, they feel their probability of success is greater because their location will be in the home office city and if they need help, they could easily approach the founder and the home office because of the proximity to their franchise location.

Ideally, the next few franchisees will also be in the same market as the original business and the first franchise location. It’s prudent to only expand locally until brand awareness begins to be achieved in the market and immediate suburbs or outlying towns, some semblance of an ad cooperative is developed for economy of scale, and support systems are perfected. Now the concept is ready to expand outside the initial market or hub.

However, it is often financial suicide to entertain requests from candidates all over the country. Instead, development efforts should be concentrated on one or two cities relatively close to the home office city. For instance, if original business and home office is in Houston, the natural progression would be to promote the opportunity next in San Antonio/Austin and Dallas/Fort Worth areas, and smaller markets in between.

My rule of thumb: Early-stage development should occur less than a 4-hour drive or a 2.5-hour flight from the home office market. Essentially, being able to provide hands-on support but still having the ability to make it back and forth in the same day or with just a one-night stay. Managing time is critical during initial development efforts.

As these markets start to become established with franchise locations, it’s advisable to promote the concept in another two or three markets. Maybe, explore another “hub” and “spoke” scenario. Let’s say, Greater Atlanta as the next hub.

Expansion efforts should be the same as they were in Texas and expansion out of that market shouldn’t occur until development moves from Atlanta to the suburbs – for instance, to Roswell, Alpharetta and beyond, for example to Savannah and Augusta. Then, as that occurs, the opportunity could be promoted close by in Nashville, Charlotte and Birmingham. Now, you see the spokes of national expansion beginning to form.

While this is going on, maybe inquiries start coming in from the Rocky Mountain Region. The Greater Denver Area would naturally become the hub as the gateway to Wyoming, Utah, Montana and into Idaho. Initially, locations should be developed in downtown Denver and out to the suburbs – Boulder, Centennial and even into Fort Collins and Colorado Springs. All the while building brand awareness.

It’s all about controlled growth and the founder exhibiting tremendous restraint in expanding too fast and in areas far away from his core group and subsequent hubs to be able to provide ample support, create ad cooperatives and build the brand geographically. Chances of franchise success are far greater at all levels of the franchise organization within the parameters of a controlled plan of development.

So, to answer the often-asked question directly, I suggest everyone in the system having a clear understanding of the founder’s vision. If it includes anything but a controlled development plan with his or her firm commitment to actively participate in the franchise sales process, the chances of selling the first ten to twenty franchises will be a frustrating, monumental task.

The results? Most likely the brand will immediately miss franchise development goals. Stakeholders will be upset as expectations are repeatedly missed. Before one knows it, the franchise system is scrambling to recover. Resources will be thrown at various ways to turn things around. Decisions will be reactive to the next fire that is burning or of a knee-jerk nature out of shear frustration. Little if anything will be done proactively with a plan. It’ll be akin to playing not to lose instead of playing to win. Although, I’m not sure what a tie relates to in business, so I must consider anything less than a win, a failure.

Other articles at Acceler8Success Cafe that are relevant to franchising include:

Ask Franchisees, “Would you do it all over again?”

Opinions, Insights & Perspectives on Franchising

Strengthen Franchise Relationships by Saying “Thank You”

Have a great day. Make it happen. Make it count!

Financial Performance Representations in Digital Space – Friend or Foe to Franchising?

June 25, 2015August 3, 2015 ·

At what point do you believe a Financial Performance Representation crosses the line outside franchise disclosure requirements?

As discussed at various break-out sessions during the recent IFA Convention, social media has created many opportunities to present and discuss franchise opportunities across and through multiple channels, often linking from one social media platform to another. As many franchisors jockey for a competitive edge and increase their social media efforts, it’s important not to lose sight of franchise disclosure requirements.

The practice of embedding financial information within online press releases, blogs and even within Facebook posts, appears to be growing. Certainly, publishing this information by itself doesn’t create an FPR. But, directly or indirectly referring candidates to the information is an FPR, and if the information is not part of a franchisor’s Item 19, it becomes an improper FPR.

Considering the linking capabilities within social media, often to the point of creating a cross-platform, multi-tiered effect, some so-called, self-professed industry professionals apparently believe they can get away with improper FPRs. Especially, as social media is still “relatively new” and growing into new areas, misunderstood by many, and virtually under the radar of most authorities.

It appears the thought is, if enforcement of franchise disclosure is lacking in traditional areas, social media has become the new wild west!

Beyond the obvious illicit practices and potential ramifications to unsuspecting franchise candidates, what also causes reason for concern is the impression it makes upon start-up franchisors that follow suit – often, not even realizing the practice may be improper. After all, they see it being done by individuals who they believe are reputable franchise professionals. So, why not follow the same practice that they unsuspectingly come to believe is actually a best practice?

Sure, everyone is responsible for their own actions, and ignorance is not a legal defense. However, if these illicit practices continue within franchising, more and more will participate to the point of it becoming a common practice, with many believing it has become a best practice. Momentum picks up with so-called thought-leaders promoting the practice as an effective lead generation strategy, influencing even more franchisors. Some will be unsuspecting. Some will just jump on the bandwagon.

At what point will these practices be considered to be out-of-control and intolerable, and detrimental to franchising?

Controlled Growth Key to Success for New Franchise Concepts!

June 12, 2015August 3, 2015 · 2 Comments ·

Working with entrepreneurs exploring franchising as a business expansion strategy, I’m often asked the question, “How does a new franchise company sell franchises without brand recognition?” Here are my thoughts…

Ideally, the next few franchisees will also be in the same market as the original business and the first franchise location. It’s prudent to only expand locally until critical mass is established in the market, ad cooperative is developed and support systems are perfected. Now the concept is ready to expand outside the initial market.

However, it is often financial suicide to entertain requests from candidates all over the country. Instead, development efforts should be concentrated on one or two cities relatively close to home office city. For instance, if original business and home office is in Houston, the natural progression would be to promote the opportunity next in San Antonio/Austin and Dallas/Fort Worth areas.

As these markets start to become established with franchise locations, it’s advisable to promote the concept in another two or three areas. Maybe, explore another “hub” and “spoke” scenario. Let’s say, Atlanta as the next hub.

Expansion efforts should be the same as they were in Houston and expansion out of that market shouldn’t occur until Atlanta has a critical mass. Then, when that occurs, the opportunity could be promoted close by in Nashville and Charlotte. Now, you see the spokes of national expansion beginning to form.

While this is going on, maybe inquiries start coming in from the San Francisco area. So, the next phase of expansion might be in the Bay Area. The Bay Area becomes another hub, and once developed, the franchise opportunity could be promoted up the road in Portland and to the East in Sacramento and the process continues.

So, to answer the often-asked question directly, I suggest everyone in the system having a clear understanding of the founder’s vision and if it includes anything but a controlled development plan with his or her firm commitment to actively participate in the franchise sales process, the chances of selling the first ten to twenty franchises will be a frustrating, monumental task that most likely will fail miserably.

Franchise Sales: A Tale of Two Theories

October 10, 2014October 10, 2014 · 2 Comments ·

A couple of years ago, there was a discussion in the Franchise Executives group on LinkedIn with the posted question, “Who is using outside franchise sales groups [brokers]?”

Below are some interesting responses from group members that are not franchise consultants or brokers:

An experienced franchise executive stated: “Why wouldn’t you develop your own small sales group? Using a service that sells multiple franchises diminishes your quality control to some degree. I have been a part of 2 franchisors for 25 years and neither has ever used any of these groups and we have had lots of success. What are you trying to achieve by using these”groups”? Lower cost of acquisition, less hassle, expecting more leads, more foot soliders?”

The president of a national franchise concept wrote: “We do not work with an outside group. In talking with our prospects it seems important to them to know that our development staff are part of the company and experts on the concept they are selling. We even have a dedicated sales team for each concept. My advice is to talk with some of your new franchisees to see if it would have made a difference in their decision making process.”

A franchise attorney posted his response: “…if you use an outside broker in the true “sales” role, they can lose credibility if they appear detached and not knowledgeable about what they’re selling (often happens when your brand is only one of many in the broker’s portfolio). That should factor into your due diligence process when you’re looking at outside brokers. But when the relationship stays between the franchisee and the sales person, the prospect’s going to be let down when that sale is done and the sales person is on to the next prospect. Besides, I always wanted my sales person’s relationship with the prospect to taper off once the sale was done – the franchisee’s relationship should be with someone on the development then someone on the operations team. Two points – first, I always caution my clients to use brokers more as “matchmakers” rather than “salesmen.” What should really “sell” the franchise is not the sales person (internal or external) or the broker, but the confidence that the prospect has in the brand and in the ability of the management team; and, second, if my clients use outside sales people, I always make sure the outside sales team attend the same training I give my client’s internal team and do so at the same time. That way the outside sales folks get entrenched into the company’s culture, they know what to expect from management, they see how to use management to “sell” the franchise, and they know what management expects of them.”

A Vice President of a national franchise concept went on to write: “For a variety of reasons I’m personally a big believer in building sales teams from within the company. But then again I’ve had the luxury of working for established franchisors and had resources to either develop salespeople from within the company, or rely on referrals to hire from outside and train them to become franchise salespeople. Both methods take time – generally about 12 months for a franchise salesperson to really “hit their stride”. Many franchisors don’t want to wait that long, or can’t wait that long, or don’t know how to train franchise salespeople. In those situations it may make sense to bring on outside franchise sales groups.”

So, that’s what franchise professionals were saying a couple of years ago… but what about today? Please, let us know your thoughts!

Franchise Candidates: A Changed Mindset

July 7, 2014July 13, 2014 · 5 Comments ·

This article was originally posted on August 13, 2009 as Franchise Candidates: A Changing Mindset. Well, I guess we can revise the title slightly to reflect candidates’ current views – A Changed Mindset. Nevertheless, the article may be even more relevant today as franchising attempts to rebound from the economic downturn and continues to explore more viable lead generation strategies that will attract today’s franchise candidate. Many continue to explore social media and have realized its position as an integral and effective component of these strategies… of course, when utilized according to a plan.

A look at today’s franchise candidates will reveal they are more sophisticated, better educated, and more technologically advanced than ever before. In addition, and even more so because of the economic downturn, they are extremely cautious.

Today’s candidates are spending more time researching opportunities, and doing so at a much slower pace. In order to be diligent in the process, more time is spent online pouring through page after page of information, constantly bookmarking, and moving back and forth from new information to saved information. They’re comparing notes with other franchise candidates on social networking sites. As well, they’re gaining invaluable insight monitoring online discussion groups and forums.

Ultimately, today’s franchise candidate desires and needs to be certain the franchise opportunity is as close to perfect for his or her situation, as humanly possible. In the past, and especially after previous recessions, franchise candidates took their capital gains and invested in a franchise opportunity. Many times leaving the principal investment untouched. There was a sense of throwing caution to the wind because they were investing profits. Many times ungodly profits, at least by today’s standards. Does anyone remember when money markets kicked out 17% profit margins?

Unfortunately, many individuals looking at franchise opportunities today are looking at things differently. They have to. Many are transitioning corporate executives staring at the back end of illustrious careers trying to squeak out just ten more years before retirement. Facing the challenge of younger talent, new technology, and a rapidly changing business environment, many opt to “buy” a job and explore franchising and small business ownership.

What Changed?

Here’s the difference between today’s recession, and of those in the past. As huge fortunes have been lost, and large gains have not been realized in current financial markets, today’s candidates are forced to invest all or part of their remaining nest egg in order to enter the world of business ownership. Of course, everyone knows and fully understand the risks involved in owning a business. But in yesterday’s business environment, many franchisees and business owners were “gambling” with profits.

Certainly, no one wanted to lose money in a business venture. But, many had fallback positions with funds still in retirement accounts and of course, if they had to, employment. For many of today’s candidates, failure is not an option because fallback opportunities are fast becoming non-existent. Actually, I believe many of today’s candidates might not have even considered franchise or small business ownership in the past.

So, as many individuals explore their options, they will focus more and more of their efforts online. Franchisors must embrace this fact, and dedicate more resources to the internet and look to social media to complement, not replace, their traditional franchise marketing strategies. By doing so, they’ll realize multiple benefits for their entire system including:

– Creating or further developing brand awareness with franchise candidates and consumers alike
– Generating franchise leads that are genuinely interested in exploring what franchising and small business ownership has to offer, and how a particular concept may be the vehicle to achieve their goals and objectives
– Establishing an interactive environment of communications and information sharing that will become the backbone of future franchise relationships throughout franchise systems

Last, many franchise candidates previously viewed franchising and small business ownership as a way of achieving their wishes, hopes and dreams, regardless of what those may have been. Today, it’s more about goals and objectives, and necessities. We, as an industry need to fully realize this, and understand the mindset of today’s franchise candidate.

The New Media Effect on Franchise Sales & the Franchise Relationship

January 31, 2013February 1, 2013 ·

This is third post of this week based upon my recent interview with Renee Bailey at Franchise Direct. In this part of the interview our focus turned to what many within franchising look for day in and day out… the silver bullet to increase franchise sales. When social media became more and more popular, many franchisors wanted to use social media to attract franchise candidates. Many thought, incorrectly that social media was a form of advertising. My response to the first question below sheds a different light on social media in the franchise sales process.

In the second question the focus was media’s affect on the franchise relationship. My answer was short, but to the point.

Finally, in the last question below we discussed a new trend in media – Social Mobile Local or SoMoLo.

How are franchisors utilizing social media to connect with prospective franchisees throughout the prospecting process?

Great question because many are not connecting with prospective franchisees. Social media is not the silver bullet many want and expect to make the sales process easier, or even to generate leads on its own.

Instead, social media for franchise development should be looked at as a vital complementing component in the traditional lead generation process. That means it should provide a support mechanism that candidates can be directed to and that candidates can find on their own in their own due diligence. Today’s candidates are also more diligent and cautious than ever before. Social media allows them to virtually stand next to a brand and experience how that brand interacts with its customers, franchisees, etc.

All that being said, social media can be utilized in the franchise development process as a way to drive candidates to a specific event like a webinar, where the concept can be explained in detail. The key here is that one-size-fits-all strategies with social media do not work effectively.

One more thing: it’s critical to ask questions at the onset of utilizing social media related to expectations and desired results. This is crucial in evaluating whether or not the program worked. As important as click-thru’s, insights, impressions, etc. are in analyzing the process and program itself, looking at desired results against actual results is really the true Social Media P&L.

Have new media options available altered the franchisor-franchisee relationship?

Of course, but they don’t need to. New media is all about truth, trust and transparency. Really, isn’t that what the franchise relationship should be built upon?

New media is a wonderful way of keeping in communications at all times. Embrace and adapt is what I typically advise. It’s important to receive proper training to fully understand new media and all its capabilities and features.

How does a personal brand enhance the overall brand of a franchise system?

The new trend in digital marketing, or better stated, in attracting today’s consumer is referred to as SoMoLo, or Social Mobile Local.

Social, we’ve touched upon above.
Mobile is just the way consumers are choosing to access and search information, and communicate.
Local, well, that’s all about the “personal side” of the business transaction.

People want to do business with people. They buy from people. Sure, the brand may get them in the door, but it’s the person representing the brand that they want to business with. So, as consumers technologically advance, it’s not uncommon for them to check out the local franchisee’s Facebook page or LinkedIn profile, perform a Google search of the franchisee, etc. What they hope to find is a person of experience and integrity. [Even] the banking industry is leaning towards utilizing a social reputation score for business loan applicants that will rival the credit score.

Tomorrow, in the last post in this series we’ll wrap up the discussion with a questions about local websites and a word of advice for prospective franchisees.

Are You a Franchise Seller?

September 30, 2012October 1, 2012 · 2 Comments ·

On the surface, it doesn’t appear to be too difficult to determine whether or not one is a franchise seller. Yet, I hear time and time again the same rationalization and justification as to why a person feels they are not a franchise seller. I hear about trading off the candidate prior to the sale, only qualifying the candidate until the franchise salesperson actually talks turkey with the candidate, and just recently, I was told, about presenting the candidate with three options but the candidate is not sold anything. Does anyone REALLY believe this crap?

So, to eliminate the confusion as to what being a franchise seller entails, I refer back to The Franchise Seller’s Handbook by Warren Lee Lewis. Here’s what Warren has written in this fine publication, right in the first section, Introduction: Making Legal Franchise Sales

A Franchise Seller

If you are an officer, employee, representative or broker involved in the offer or sales of franchises, you are a “franchise seller.” As a franchise seller, you can use [the handbook] to help you make legal sales.

Your involvement in the offer or sale of franchises may be obvious, such as if you are a salesperson actively pursuing franchise prospects for a franchisor, are signing agreements with new franchisees, or are accepting payments from new franchisees. Or, your involvement may be less obvious, such as if you are participating as a finder or consultant in discussions with prospects about their business interests, pre-screening prospects through questionnaires, recommending franchise options, or assisting prospects in completing franchise application forms. In either case, you are involved in the offer and sale of franchises, making you a franchise seller.

Still confused? Well, I highly recommend you print a copy of The Franchise Seller’s Handbook by clicking HERE. And, be sure to read it sooner, rather than later. If you’d like a hard copy, just let me know and I’ll be sure to get you one. Of course, as supplies last!

This post was originally published on this site July 2010, but still relevant today with minor revisions made to the original post.

The Foundation to Sales Success

April 15, 2012April 15, 2012 ·

Throughout the franchise community, there are many reasons to prospect for new business. Whether it’s prospecting for franchise candidates, national accounts or even at the franchisee level prospecting for outside sales, good old fashioned sales skills are paramount to sales success. The first step in the sales process, sales prospecting, sets the foundation to that success. Yet, many individuals, even many experienced sales professionals, despise prospecting and some actually fear it! Below are some points from one of our recent B2B training sessions. Keep in mind, whether you’re in B2B or B2C sales, or selling franchises, the fundamentals remain the same. Adapt accordingly.

Sales Prospecting: Motivation and Overcoming Rejection

Style points don’t count. Ability is not enough. In sales, winning comes only with the right attitude! And winning at prospecting or cold calling, whatever you may call it in your business, is all about attitude!

When you’re responsible for opening new accounts, as a salesperson one of the keys to your financial success is your attitude toward prospecting.

If you don’t have the desire to prospect, or are afraid of it, you don’t do it often enough. As a result, your prospecting skills become weaker. This in turn causes your motivation to diminish and prospecting then becomes a monumental task.

When we evaluate the reasons why a salesperson has failed or plateaus at an unacceptable level, we are constantly reminded of the following; they are not motivated to prospect or, have a fear of rejection. Neither their lack of motivation nor the fear of rejection is the main culprit; both are to blame. It is a catch-22. Either the lack of motivation causes the fear of rejection or the fear of rejection demotivates them. Either way, the person never becomes the effective prospector they could be or should be.

What we offer here, are some ideas on how to get motivated and stay motivated when prospecting or cold calling. We have also included suggestions that will help you overcome the fear of rejection. When you internalize these concepts and techniques, you will become the most effective prospector you can be and will achieve the level of financial success you deserve.

Believe in it: it works.

Prospecting over the phone or cold calling “door-to-door” is a very effective way to find qualified leads for your business. Since the beginning of time, farmers, livestock ranchers and a variety of other vendors have been bringing their products to market on horse and buggy. Today, millions of companies spend millions of dollars and have millions of salespeople doing it. So why shouldn’t you?

Prepare yourself properly.

Prospecting is like a contact sport. You are either prepared and have an advantage over the other person, or you are unprepared and don’t. Top salespeople have regular phrases, statements and/or scripts they use to generate interest on the part of the prospect. They are also prepared with a list of common objections and responses to handle any resistance the prospect or gatekeeper throws at them. This preparation comes from practicing with a peer or sales manager and/or from making a lot of calls to prospects. The key question is, “Are you fully prepared?”

Discipline yourself.

Every time you feel like quitting and/or find yourself procrastinating, you are being bit by the Fear of Rejection bug. The only way to beat this bug is to maintain the discipline to keep going. Discipline in business is about forcing yourself to do something that you don’t want to do. When you are staring at that name on your list or standing outside the prospect’s door – Just do it! No one has more power to discipline you than you.

Convert that feeling.

Try to understand why you get sick to your stomach when you have to prospect. Or why you hate the phone and have fear of rejection. Ask yourself why you feel this way and then listen for the answer. When you are in a quiet place and are truly interested in finding the reason, it will come out. Don’t let that feeling control you. You have to learn how to control it. Once you have control, you can convert the negative feelings into positive energy. The good news is, the worse you feel now, the stronger you’ll be when you convert it and the more chance you have of being a prospecting dynamo!

Don’t take it personally.

Most, if not all, of the prospects you are going to call are bombarded with salespeople each week. And they reject most, if not all of them. They are not rejecting you; they have rejected every other salesperson that has called them this week. So when you call, it is not you they are rejecting, they are rejecting another salesperson. Don’t feel so singled out. You are among an elite group of people whose job it is to find people who are not so willing to or who are unable to reject salespeople. And that’s easy when you have a good call list and are well prepared.

Partner with a buddy.

Many people that exercise would rather do it with a friend because this helps keep them motivated. Both people enjoy the workout more, plus they keep each other in line. We recommend you find another salesperson in your organization that has the same or better work ethic as you and agree to keep each other motivated and positive during prospecting sessions. When you make commitments to each other of when, how long, and who you are going to prospect, you subconsciously put incredible pressure on yourself to hold up your end of the bargain. This is very healthy pressure to have.

Make the time to prospect.

This is part of the discipline theory we spoke of before. Every salesperson we meet says they are busy, and some say they are too busy to prospect. This is nothing more then an excuse and an infection by the Fear of Rejection bug. Top salespeople make a habit of allocating a certain percentage of their week to prospecting. Regardless of their workload, they put a priority on prospecting and do it regularly. It is your responsibility to make time to prospect and create this habit.

Organize your list of leads.

It is a complete waste of time to make phone calls to companies and people who are not qualified to buy your product or service. Top salespeople have at least 100 qualified leads on their call list at all times. A qualified lead is defined as a prospect you know can use and pay for the products or services you offer or is currently using similar products or services offered by your competition.

A business card is not a prospect.

We are amazed at how little value salespeople put on prospects. They get a business card from somewhere, write some notes on the back and use this as their main prospecting system. A stack of these things with a rubber band wrapped around them is an inefficient method of prospecting. We recommend you use your computer, iPhone or tablet and keep as much information as possible on each prospect. In addition to the name, title, phone number with direct extension, and address of the person who has the authority to buy your product or service, you can collect additional information and use it to your advantage.

Call Decision-Makers only.

Strong lead lists will have the name of the Decision-Maker for each lead. A Decision-Maker is generally defined as the person who makes the decisions in relation to your products or services. Generally, there are two things we look for when categorizing someone as the final Decision-Maker: 1) the ultimate authority in their organization to over-rule everyone’s decisions regarding products or services, 2) the ability to allocate money, set budgets, issue POs, sign checks, give a credit card or enter into agreements. They have the money and they can spend it!

All at once or not?

Salespeople regularly ask us if it is better to cold call for eight straight hours (one full day) or to break it up into two-four hour sessions. Frankly, we have met successful salespeople that do it both ways. One salesperson may prefer to allocate a full day to nothing but prospecting while another may prefer to break it up into two mornings on two different days. We don’t think it makes a difference, we believe we all have to find the method that is comfortable for us. Provided you discipline yourself to concentrate on prospecting during this time period and not on other busy work.

Break up the day/session.

The fact of the matter is that even great prospectors are going to be rejected. Prospecting is a numbers game based on percentages. Having said that, we believe it is sometimes difficult for people to take a lot of rejection for a long period of time. So we recommend breaking up your session in a fashion similar to this. Make a particular number of calls to brand new prospects and then, make some calls to prospects you have previously called on, then call some people for referrals, then take a short break.

What we have just described is one cycle. The length of each cycle will depend on your commitment to prospecting, your work ethic and level of tenacity. In order to effectively prospect, you are going to have to repeat these cycles as often as you can in order to get results. Only you can determine the length of each cycle and how many cycles per day you are comfortable with.

Use a headset.

Not for motivation, for discipline and efficiency. When you are “literally” connected to the phone via a headset, it is much harder for you to walk away from your desk. So many people put the phone down and have trouble picking it back up. They don’t even realize it, but as soon as they put it down, the resistance to picking it back up is even greater. If you don’t have a headset, make it a rule that you will never put the receiver down until you dial at least “x” amount of calls. Just hang up each call with your finger instead of putting the receiver down. Once it’s down it’s even harder to pick back up again!

Hold all calls.

Not for motivation, for discipline and efficiency. A telephone prospecting session is just that – outgoing calls only. Have your receptionist or assistant hold all your calls or direct them to your voice mail. Telephone efficiency is all about rhythm. Once that rhythm is broken it’s hard to get it started again. When you start to field incoming calls you might get sidetracked by a friend or even worse a customer who needs something now. Boom: rhythm broken.

It’s a numbers game.

Even professional baseball players are only successful at getting on base 30% of the time. And they rate in terms of skills in the top 1% of all the millions of kids who start out playing baseball. So let me get this straight. They are the best of the best, get paid millions of dollars and yet actually fail on a consistent basis 7 out of 10 times! Why don’t they get the fear of failure? Because they understand it’s a numbers game. In the sales profession a 20 to 30% success rate is good. When you can secure 2 – 3 appointments from every 10 prospects or leads you are doing a good job. Keep in mind that every customer “no” gets you one step closer to that elusive “yes.” Just keep stepping up to the plate.

Build on little successes.

Regardless of your experience level, you may occasionally hit slumps just as professional athletes do. To overcome this they don’t quit, they focus their attention, practice regularly and keep at it. Little by little they start to succeed and get their confidence back. You can do the same by working a strong referral list or by calling on some previous accounts. By doing so, you will get your rhythm back. As soon as you start to succeed throw in a couple of cold prospects and watch your confidence take over. Even if you are not in a slump, during a call session you may want to call on some older customers to keep your motivation and confidence level up.

Increase your tolerance level.

You don’t start your running career with the 100-mile marathon. You start by first running the 5-mile marathon. Then you build your level of tolerance and stamina. Same with prospecting. If you are suffering from a lack of motivation or the fear of rejection, start small and build your way up. Start with 10 calls the first week, 15 calls the second week, 20 calls the third week, 25 calls the fourth week, and so on.

Set goals.

Recently we were speaking with a veteran salesperson of about 16 years. For the past 8 years, he had a strong account base and did not have to make cold calls. He just took a new job with a company that does most of its business by telephone prospecting. He said he was scared at first (he took a cut in pay in hopes of the bigger payoff) but had faith in the company and went at it. He told me the main reason he has been more successful on the phone than most of the other new reps is because he sets goals for himself every week. He has goals for the number of times he dials the phone, the number of contacts he makes and the number of appointments he sets. Basically, he said he works as many hours as it takes to hit his goals. Now that’s commitment and desire!

Franchisee Failure: Logical Reasons or Lame Excuses?

January 29, 2012January 30, 2012 · 2 Comments ·

Some time back, posted on LinkedIn was a discussion about franchising that generalizes negative franchise experiences, places blame for the experiences on “improper practices” and ultimately forces the franchise community to defend its practices, and ultimately, its integrity. My question is, “When do franchisees take responsibility for their own actions, or in many cases, their own in-actions?”

Too often franchisors are assumed to have done something wrong in the franchise sales process, when in fact, they have been diligent throughout the process. Certainly, that does not mean there aren’t franchise sales professionals taking shortcuts and providing misleading financial performance representations. I’d be a fool not to acknowledge that this occurs! But in having surveyed hundreds of franchisees that have failed over the past five years, I have discovered a multitude of issues that may have contributed to franchisee failure. And, in only a handful of cases did these franchisees complain about false promises or improper disclosure from their franchisor.

Some of the issues that may have contributed to franchisee failure include franchisees’ lack of general business skills, little or no emotional support at home, personal or family members’ substance abuse, and as a result of just sitting back and waiting for business to come to them. With this in mind, I believe franchisee training should address business 101 skills and franchisees need to understand the necessity of grassroots marketing. With respect to the “family and personal” issues, although franchisors cannot and should not be family counselors, many do promote their franchise as a family, and as such, should attempt to identify problems when franchisees begin to show signs of failure. At least they should keep their eyes and ears open for troubling signs outside operational issues.

As we’re discusing franchise failure, I would be remiss in not first referring to my own personal experience as a franchisee.

The following is the actual LinkedIn discussion along with a few key responses. As we have always done in the past, the responders are kept anonymous and are only identified by their Linkedin position statement or by a review of their LinkedIn profile. As always, your comments are encouraged and should be submitted in the section provided below this post.

Franchising – Have you bought yourself a prison sentence?

I have recently had a number of discussions with people who had been looking to improve and secure their futures by investing in a franchise, a proven business model that, whilst perhaps not leading to a grandiose life style, should offer an honest income and self fulfilling future.

Acknowledging that there are many successful franchise opportunities, however I have been shocked by the revelations that have unfolded through my discussions. In some cases, plights of despair, with franchise agreements being sold on the pretence of realistic earning that do not even come close to reflecting reality. Many feel conned and trapped by lengthy contracts, weighted heavily in favour of the franchisor, but struggle through with acceptance because they are not necessarily dependant on the income. On the other hand, some find themselves in serious financial difficulty, with dwindled saving, remortgaging and further borrowing to survive and support a non viable business, with no easy exit and the threat of legal action for non conformity or failure to keep the business going.

If you were running a small business and it turned out to be a non viable proposition, you would most probably take the decision to close it down, learn from the experience and move on. However, one franchisee told me that they had “bought themselves a prison sentence”. As a result of the franchise they had no funds remaining to fight a case or exit from the business and were fearful of their harsh and unsympathetic franchisor.

Senior SEO and Marketing Consultant provided some perspective from outside the franchise community:

“This tragedy speaks to two serious issues that are not in fact confined to the franchise business model, yet are, due to contractual agreements and financial outlay up front, most often more severely felt.

First there’s the issue of false / misleading and otherwise deceptive sales tactics used by unscrupulous people.

The second is people wanting to buy a dream more than a business – people who truly do not comprehend the complexities or depth of commitment required in running a business in any economic situation, let alone our current economic landscape. These people almost always do little true due diligence in just about any aspect of a business model.

While many of these people are more vulnerable to unscrupulous sales tactics (as in they don’t bother to hire a accountant to do an in depth accounting, or a business attorney / barrister to review the terms), just as often many buy a business that they are not truly passionate about or think it won’t involve 60 hour work weeks at certain points.

While we can not condone unscrupulous business sales practices, we need to truly hold those looking to buy a franchise or ANY business accountable for their footwork and business sense.”

A Director of Development at a National Franchisor submitted a very detailed response:

“Given the current conditions, I think the question makes for an excellent discussion. Since no direct question was posed, I’m responding to your general request for comment regarding what I paraphrase as franchisees who buy a franchise which is not viable and then feel trapped by the terms and of the franchise agreement. For me, you’re looking at three components: (1) integrity of the selection process (sales process), (2) performance of the franchisor and franchisee, (3) contemplations on the missing “no fault” termination by the franchisee (the prison).

1. The sales process is not a yes/no or right/wrong proposition. Each franchisor is defined by a number of characteristics: lifecycle, capitalization, experience, management team, strategy, customers, etc. Likewise, each prospect has different personal goals, experience, talents, discipline, and aptitude for being a franchisee within the confines of a system. Alignment between the Zor and Zee from the onset is critical. I understand the UK does not have Disclosure Laws which makes this process all the more difficult and important. The question every Zee should ask is… am I prepared to fail? In my experience, prospects would rather “make money now” than conduct disciplined due diligence to select the opportunity making them easy prey. See link for more.

2. Mutual Performance is required. Need not be said but was not mentioned in your post. I’m a firm believer that businesses don’t fail for one reason alone but a series of bad decisions over time. With that being said, I’ve found one of the fastest ways to failure for a franchisee is lack of capitalization by the franchisee to carry through a rough opening or difficult time. A solid turnaround often times requires capital that just isn’t available. Franchising is a strategy for growth using other people’s money. Franchisors rarely bailout franchisees.

3. The thrust of your question really is the word “prison” which I can only conclude evolves from the reality that while franchisors can terminate the franchise agreement based on default conditions a franchisee does not have the courtesy of a “no fault” termination. (ie… Franchisee may terminate the franchise agreement/close the business with 60 days notice.) As a franchisor, it’s important to note that we’re building a system with a number of franchisees and only one franchisor. The strength of any system is its size and stability. Allowing franchisees to simply walk away is not always in the best interest of the franchisor, the customers of the brand or franchisees who might be operating nearby. Indeed, a no fault termination could cause havoc for a system at the first sign of danger.

Still, franchisees actually have three exit options: (a) find a buyer (nearby franchisee, someone looking for a new challenge, which can be approved by the franchisor. etc) and transfer the agreement; or (b) request a “workout” from the franchisor; or (c) declare bankruptcy as a franchisor usually reserves the right to legally terminate the Franchise Agreement in the event of bankruptcy or other creditor issues. If the Zor/Zee were aligned and both worked hard to make the business work, the Zor should be able to find a way to let the franchisee out of the deal. More often than not, a reasonable workout can be provided with the franchisor assuming the business or closing it on mutual terms with the franchisee. Workouts don’t work when the franchisee is unwilling to take some/all of the responsibility for the failure of their business. It’s not the job of the franchisor to bail the franchisee out… indeed doing so would cause challenges for the system and tax the successful franchisees that are performing. In all cases, it is very important to clearly review the terms of the agreement and seek legal advice.”

A very prominent franchise consultant provided his perspective:

“I can only add that I’ve been involved in franchising for 30 years and during that time I’ve certainly met unhappy, disgruntled and failed franchisees — and some who failed because they selected faulty franchise systems and didn’t necessarily do anything wrong themselves.

Fact is: Not all franchise companies are created equal. Some are better than others.

The thing that always gets me is the failed franchisee who is boo-hooing because they’re “held prisoner,” they had no options, they “bought a job,” they didn’t know any better, they were misled, even lied to . . . come on now. It’s possible that happens to some of the people some of the time — but it doesn’t happen all that often EXCEPT to people who allow it to happen.

People don’t want to accept that there are no guarantees. They think they should be able to buy a franchise and be wildly successful just because it’s a franchise. They’re shocked to find out that it doesn’t always work that way. And if you ask them how much homework they did, who they asked about the opportunity, did they ask others: “Is this the same as buying a job?” . . . “Do you feel imprisoned by the franchisor?” . . . “Do you think you were misled about how much money you can earn?” . . . etc. etc. etc, it turns out they didn’t do any (or much) real homework.

Thanks to the recession, we may be coming out of the Age of Entitlement, and that will benefit franchising, network marketing, and all other forms of business.”

A Founding Partner of a Media Business provided his perspective based upon prior ownership of a franchise:

“My wife and I owned a franchise on the East Coast for a while. We used it as a transition from the corporate world to getting the courage to do “our own thing” and form our own business. Here is my take on franchises (we investigated 10 franchises before buying one specific franchise): we dealt with a really good, top-notch franchise consultant, by the way:

1. You’re essentially using your capital to “buy” a new job or career. It just comes wrapped in a business model which may or may not work depending on your region, local area, local culture, and most important, your level of effort and seriousness.

2. As long as you’re a franchisee, you will be paying rights, royalties, percentages of your hard-earned income, to a franchisor. That money comes off your top line, by the way.

3.Some franchises are innovative and create significant improvements in their products or services; others have founders who lose their excitement or will to develop innovations when they’ve made their money, BUT you’re still paying royalties and fees to them.

4. Many franchises and franchise types are profitable only if one obtains employees from the bottom of the economic barrel, because they must pay “bottom of the barrel” wages in order to break even or make a profit. That level of employee is often undependable, turnover of employees is inordinately high, and one often spends days without adequate staffing when employees don’t show up.

5. Because one hires from the bottom of the economic barrel and is paying not much over minimum wage, one feels (at least we felt) that we were exploiting people.

6. Finally, “owning” a franchise, because of the often restrictive nature of the business model, the marks, the methodologies, is just as often about NOT being in charge of your own business as it is about being in charge of your business. When all else fails, read my comment number 1 above.”

Last, an entrepreneur of what appears to be an independent business responded:

“Isolating individual experiences and calling that a pattern or problem with franchising might be a little misleading. It’s not a perfect world and if you have 100 of anything, a certain percentage of that number will not pan out for an infinite number of reasons. there are a lot of bad franchisors out there, and there are a lot of bad franchisees. As for the bad franchisees, a good franchisor should 1) never should have awarded to them and agreed to their locations etc and 2) some franchisees never follow thru on the execution and hard work.”

Need additional food for thought? Here’s another interesting article.

*This post was originally published on this site December 2010.