Retail
Franchise
Knowledge
Series
July,16 &17, 2013
The Lalit Mumbai
GREAT BRANDS +
GREAT FRANCHISE PARTNERS =
FRANCHISE P...
Today –Here and now
• DAY 01

• RETAIL FRANCHISING

ANSWERING THE CRITICAL QUESTION
TO FRANCHISE OR NOT TO FRANCHISE

TRAN...
Tomorrow – The Answer lies within you TNK
• DAY 02

• RETAIL FRANCHISING
CREATING AND ACHIEVING A MULTI-UNIT
FRANCHISE NET...
Completion Backwards Principle

It is all about You

Leadership
Growth . Direction

•Tell me about yourself and your Brand...
Completion Backwards Principle
Something about my Journey

Brumby's Bakeries Holdings Limited and Controlled Entities
Reve...
Some of my Clients

Leadership
Growth . Direction
1975-1980
Short History – Lessons
Learnt (1-8)

Leadership
Growth . Direction
1981 to 1987

Queensland Move & Franchising (8-17)
Lessons Learnt

Leadership
Growth . Direction
1985 to 1987

Brumby’s - Boom & Bust (17-76)
Receivers strip Company
SOLD
-Company Stores
-Banjo’s
-NSW Stores
-USA Stores...
1991 to 1999

Phoenix Rises From The Ashes (54-239)
Growth then stagnation

•
•

40 franchisees /Management & Supplier

•
...
ANSWERING THE CRITICAL QUESTIONTO
FRANCHISE OR NOT TO FRANCHISE
Chapter 11
 How can your Retail model be replicated?
Is ...
The Owner’s Eye
Viewing the business from the owner’s
perspective and acting accordingly
TRANSFORMATION - FROM 'A BUSINESS PLAN'
TO
'FRANCHISE GROWTH PLAN’
Chapters 3, 4 And 5

 Preparing a blue print for franc...
“if you fail to plan you plan to fail “
or
“we can’t fail , we don’t have a plan”
2003 to 2007

8 Step plan

•
•
•

Leadership
Growth . Direction

(272-321)

Past research
Spectrum Demographics
Julie Dang...
2003 to 2007
8 Step Plan (272-321)

•
•
•
•
•
•

Leadership
Growth . Direction

2.5% levy introduced
Sell more bread
No 28...
BUILDING THE RETAIL FRANCHISE BRAND
Chapters 6 , 7 and 8

Financial Implications on Developing a Franchise
System
Cost of...
2003 to 2007
8 Step plan (272-321)
Company Culture

Board of Directors

Managing Director

General Manager

BBL - Operatio...
2003 to 2007

8 Step Plan
•
•
•
•
•
•

Leadership
Growth . Direction

(272-321)

Reward and benchmark
BHAG
Replace underpe...
2003 to 2007

8 Step Plan

Stand up meetings
1. What's up ?
2. Focus
3. Blockages
4. Intelligence/ideas
Leadership
Growth ...
2003 to 2007

8 Step Plan

Leadership
Growth . Direction

(272-321)

(D 1 S 3)End
MANAGING EXPANSION STRATEGIES;
UNDERSTANDING THE WHEN AND HOW OF USAGE

- Single unit franchising
- Area development and m...
Day 2
Recap – Helicopter v Trench view

• It is all about T.E.A.M.
• Re focus on your goals
• Blockages/ Bottlenecks /CC I...
DAY 02

CREATING AND ACHIEVING A MULTI-UNIT FRANCHISE
NETWORK
Chapters 2 and 5
How to build the multi-unit franchise busi...
CREATING AND ACHIEVING A MULTI-UNIT FRANCHISE
NETWORK
CREATING AND ACHIEVING A MULTI-UNIT FRANCHISE
NETWORK
CREATING AND ACHIEVING A MULTI-UNIT FRANCHISE
NETWORK
Day 02
EXECUTING CORPORATE ASPIRATIONS AT THE
FRANCHISEE LEVEL
Chapters 6 and 9
How to maximise your Franchisee 'relation...
Leadership
Growth . Direction
CC & SPC
EXECUTING CORPORATE ASPIRATIONS AT THE
FRANCHISEE LEVEL
EXECUTING CORPORATE ASPIRATIONS AT
THE FRANCHISEE LEVEL
CRM
Handling Complaints
PR
Day 02
REFRANCHISING - CONVERTING COMPANY OWNED
STORES TO FRANCHISE STORES
oDetermining what assets or markets should be s...
Leadership
Growth . Direction
How will you create
transformational shift
“Last car to pass, here I go” Golden Earring

The Helicopter view V The Trench ...
Last comments -next steps ?

Leadership
Growth . Direction
Franchising in Retail
Franchising in Retail
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Franchising in Retail

  1. 1. Retail Franchise Knowledge Series July,16 &17, 2013 The Lalit Mumbai GREAT BRANDS + GREAT FRANCHISE PARTNERS = FRANCHISE PARTNER PROFITABILITY Leadership Growth . Direction
  2. 2. Today –Here and now • DAY 01 • RETAIL FRANCHISING ANSWERING THE CRITICAL QUESTION TO FRANCHISE OR NOT TO FRANCHISE TRANSFORMATION FROM 'A BUSINESS PLAN' TO 'FRANCHISE GROWTH PLAN' BUILDING THE RETAIL FRANCHISE BRAND M
  3. 3. Tomorrow – The Answer lies within you TNK • DAY 02 • RETAIL FRANCHISING CREATING AND ACHIEVING A MULTI-UNIT FRANCHISE NETWORK EXECUTING CORPORATE ASPIRATIONS AT THE FRANCHISEE LEVEL REFRANCHISING – CONVERTING COMPANYOWNED STORES TO FRANCHISE STORES
  4. 4. Completion Backwards Principle It is all about You Leadership Growth . Direction •Tell me about yourself and your Brand •What Knowledge are you seeking ? •What are your main Goals/Focus ? •What Blockage/ Roadblock is stopping you from achieving your Goals ? •Lets share our knowledge
  5. 5. Completion Backwards Principle Something about my Journey Brumby's Bakeries Holdings Limited and Controlled Entities Revenue ($'000's) 11,000 10,000 Revenue ($'000's) 9,000 8,000 7,000 6,000 Leadership Growth . Direction 5,000 2002 2003 2004 Year Ended 30 June 2005 2006
  6. 6. Some of my Clients Leadership Growth . Direction
  7. 7. 1975-1980 Short History – Lessons Learnt (1-8) Leadership Growth . Direction
  8. 8. 1981 to 1987 Queensland Move & Franchising (8-17) Lessons Learnt Leadership Growth . Direction
  9. 9. 1985 to 1987 Brumby’s - Boom & Bust (17-76) Receivers strip Company SOLD -Company Stores -Banjo’s -NSW Stores -USA Stores -Sold Stores – 76 to 54 Leadership Growth . Direction Brumby’s & Banjo’s Café Concept Stores USA
  10. 10. 1991 to 1999 Phoenix Rises From The Ashes (54-239) Growth then stagnation • • 40 franchisees /Management & Supplier • • • Leadership Growth . Direction Consortium buys Company $0.01 Share Value $1.7 M 8 other bidders – inc Bakers Delight Failed to plan
  11. 11. ANSWERING THE CRITICAL QUESTIONTO FRANCHISE OR NOT TO FRANCHISE Chapter 11  How can your Retail model be replicated? Is the brand franchisable: A feasibility analysis. Analysing your business strengths and scalability options.  How to combine product and service franchising?  Attaching importance of human attributes risk-taking, leadership, motivation and an ability to resolve crises - to your retail brand. How can we start building retail brand equity by leveraging on franchising? (D 1 S 1)
  12. 12. The Owner’s Eye Viewing the business from the owner’s perspective and acting accordingly
  13. 13. TRANSFORMATION - FROM 'A BUSINESS PLAN' TO 'FRANCHISE GROWTH PLAN’ Chapters 3, 4 And 5  Preparing a blue print for franchise format determining the Franchise fee, product margins at sale to non-sale period, stock turnover, stock correction, EOSS road map, organisational structure and roll out.  Defining the organisation production/logistics capability (viz. number of retail touch points) including the average stock production time/production-to-delivery cycle.  Determining a win-win Franchise Business Model and its ROI.  Determining economic viability in terms of stock transfer and stock correction. (D 1 S 2)
  14. 14. “if you fail to plan you plan to fail “ or “we can’t fail , we don’t have a plan”
  15. 15. 2003 to 2007 8 Step plan • • • Leadership Growth . Direction (272-321) Past research Spectrum Demographics Julie Dang – Usage and Attitude Survey
  16. 16. 2003 to 2007 8 Step Plan (272-321) • • • • • • Leadership Growth . Direction 2.5% levy introduced Sell more bread No 282 strategy TVC x 3 PR Charity Focus
  17. 17. BUILDING THE RETAIL FRANCHISE BRAND Chapters 6 , 7 and 8 Financial Implications on Developing a Franchise System Cost of development and anticipated return-on investment for the company. Organisational requirements headquarters and field. Building Operation Manuals and Training Programs What they should contain. How they can be used to manage change. Risky issues you should consider when creating manual and training program content. The use of web-based training and operating manuals in Franchise systems . (D 1 S 3)
  18. 18. 2003 to 2007 8 Step plan (272-321) Company Culture Board of Directors Managing Director General Manager BBL - Operations VIC Leadership Growth . Direction Corporate Franchising Procurement Training Bakery QLD/ NNSW NSW/ ACT Finance & Administration Masters - Operations WA/ NT Information Technology FNQ/ NZ SA Franchise Development Property Marketing Overseas Development
  19. 19. 2003 to 2007 8 Step Plan • • • • • • Leadership Growth . Direction (272-321) Reward and benchmark BHAG Replace underperformers –Heard Golden Handcuffs Owners eye ¼ Meetings and Weekly stand-up Meetings
  20. 20. 2003 to 2007 8 Step Plan Stand up meetings 1. What's up ? 2. Focus 3. Blockages 4. Intelligence/ideas Leadership Growth . Direction 5. Sign off (272-321)
  21. 21. 2003 to 2007 8 Step Plan Leadership Growth . Direction (272-321) (D 1 S 3)End
  22. 22. MANAGING EXPANSION STRATEGIES; UNDERSTANDING THE WHEN AND HOW OF USAGE - Single unit franchising - Area development and multi-unit franchising - Area representation franchising - Master franchising - Putting together a quality franchise agreement
  23. 23. Day 2 Recap – Helicopter v Trench view • It is all about T.E.A.M. • Re focus on your goals • Blockages/ Bottlenecks /CC Issues • Completion Backwards principle
  24. 24. DAY 02 CREATING AND ACHIEVING A MULTI-UNIT FRANCHISE NETWORK Chapters 2 and 5 How to build the multi-unit franchise business network. How to increase the new store development pipeline with in the existing franchise Building corporate structure at franchise level 1) (D 2 S
  25. 25. CREATING AND ACHIEVING A MULTI-UNIT FRANCHISE NETWORK
  26. 26. CREATING AND ACHIEVING A MULTI-UNIT FRANCHISE NETWORK
  27. 27. CREATING AND ACHIEVING A MULTI-UNIT FRANCHISE NETWORK
  28. 28. Day 02 EXECUTING CORPORATE ASPIRATIONS AT THE FRANCHISEE LEVEL Chapters 6 and 9 How to maximise your Franchisee 'relational' capital? Benefits of an open channel of communication between the headquarters and field offices (Support Office). 'Franchisee talk' sessions for understanding concerns and reuniting them with organisational goals. Role of Franchisees and Partners in the yearly growth plan for ongoing growth. (D 2 S 2)
  29. 29. Leadership Growth . Direction
  30. 30. CC & SPC
  31. 31. EXECUTING CORPORATE ASPIRATIONS AT THE FRANCHISEE LEVEL
  32. 32. EXECUTING CORPORATE ASPIRATIONS AT THE FRANCHISEE LEVEL
  33. 33. CRM
  34. 34. Handling Complaints
  35. 35. PR
  36. 36. Day 02 REFRANCHISING - CONVERTING COMPANY OWNED STORES TO FRANCHISE STORES oDetermining what assets or markets should be sold. o How to value the existing store for franchising ? o Who should control the lease until it's time for renewal? o Is franchising a loss-making company-owned store a good idea? oWhose job is to create or train M&A for the success of the program? (D 2 S 3)
  37. 37. Leadership Growth . Direction
  38. 38. How will you create transformational shift “Last car to pass, here I go” Golden Earring The Helicopter view V The Trench view   List your top 3 actions Identify your biggest roadblock that will  Jumpshift! your business Follow the steps
  39. 39. Last comments -next steps ? Leadership Growth . Direction
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