Franchise Business Quotes

The franchise and the virus work on the same principle, what thrives in one place will thrive in another. You just have to find a sufficiently virulent business plan, condense it into a three-ring binder ― its DNA ― Xerox it, and embed it in the fertile line of a well-traveled highway, preferably one with a left turn lane. Then the growth will expand until it runs up against its property lines.

When you were making excuses someone else was making enterprise.

Here is an all-too-brief summary of Buffett’s approach: He looks for what he calls “franchise” companies with strong consumer brands, easily understandable businesses, robust financial health, and near-monopolies in their markets, like H & R Block, Gillette, and the Washington Post Co. Buffett likes to snap up a stock when a scandal, big loss, or other bad news passes over it like a storm cloud—as when he bought Coca-Cola soon after its disastrous rollout of “New Coke” and the market crash of 1987. He also wants to see managers who set and meet realistic goals; build their businesses from within rather than through acquisition; allocate capital wisely; and do not pay themselves hundred-million-dollar jackpots of stock options. Buffett insists on steady and sustainable growth in earnings, so the company will be worth more in the future than it is today.

The Franchise Prototype is also the place where all assumptions are put to the test to see how well they work before becoming operational in the business.

The franchise and the virus work on the same principle: what thrives in one place will thrive in another. You just have to find a sufficiently virulent business plan, condense it into a three-ring binder ― its DNA ― xerox it, and embed it in the fertile lining of a well-traveled highway, preferably one with a lef- turn lane. Then the growth will expand until it runs up against its property lines. In olden times, you’d wander down to Mom’s Café for a bite to eat and a cup of joe, and you would feel right at home. It worked just fine if you never left your hometown. But if you went to the next town over, everyone would look up and stare at you when you came in the door, and the Blue Plate Special would be something you didn’t recognize. If you did enough traveling, you’d never feel at home anywhere. But when a businessman from New Jersey goes to Dubuque, he knows he can walk into a McDonald’s and no one will stare at him. He can order without having to look at the menu, and the food will always taste the same. McDonald’s is Home, condensed into a three-ringed binder and xeroxed. “No surprises” is the motto of the franchise ghetto, its Good Housekeeping seal, subliminally blazoned on every sign and logo that make up the curves and grids of light that outline the Basin. The people of America, who live in the world’s most surprising and terrible country, take comfort in that motto.

Necessity is the mother of invention;Copying the original,improving,perfecting and innovating to make more adaptable to present;Plagraism with good motives, it will spread with good result. Franchising is a form of copying to make the business to run in its form. You don't want to be copy, put it in the bowl. Originality has its origin; it depends to your intention.

One keeps looking out for innovation in IPL, but of late it hasn't been all that obvious. Lionel Richie as an opening act? Johnny Mathis must have been busy. Matthew Hayden's Mongoose? Looks a bit like Bob Willis' bat with the "flow-through holes"; Saint Peter batting mitts are surely overdue a revival. The only genuinely intriguing step this year, bringing the IPL to YouTube, was forced on Modi by the collapse of Setanta; otherwise what Modi presents as 'innovation' is merely expansion by another name, in the number of franchises and the number of games.

The most successful business in the history of mankind is religion, and it is the most cost effective in franchising its ideology through ignorance and spreading of hate…. Such business has exceeded any expectation, and if it would transcend itself into world trading, it would have been the most valuable stock in any market….ever.

Yes,’ he says. ‘It’s great. Very… quiet.’ This makes her laugh. ‘What about your job?’ ‘I need to make some new contacts up here, but yes –that’s looking good.’ ‘What is it you do again?’ There is a pause while he waits to turn into the car park and she thinks maybe he wasn’t listening, but then he says, ‘It’s like a therapy business. Setting up franchises, that kind of thing. Facilitation.

and yet there was cement in her soul. It had been there for a while, an early morning disease of fatigue, a bleakness and borderlessness. It brought with it amorphous longings, shapeless desires, brief imaginary glints of other lives she could be living, that over the months melded into a piercing homesickness. She scoured Nigerian websites, Nigerian pro files on Facebook, Nigerian blogs, and each click brought yet another story of a young person who had recently moved back home, clothed in American or British degrees, to start an investment company, a music production business, a fashion label, a magazine, a fast-food franchise She looked at photographs of these men and women and felt the dull ache of loss, as though they had prised open her hand and taken some thing of hers. They were living her life.

There was a small wire-mesh holder on the counter, full of business cards supplied by the MoneyGram franchise. A side benefit, presumably, along with the commission. Reacher took a card and read it. The guy’s name was not Maloney. Reacher asked him, “You got a local phone book?” “What for?” “I want to balance it on my head to improve my deportment.” “What?” “I want to look up a number. What else is a phone book for?

the owner should consider the business to be a prototype for a large number of franchises that will be added at a later stage. By adopting that mindset, the business owner will not only participate in the business as a technician but will also act as a manager (putting systems in place and controls) and as an entrepreneur (having a vision of how the business can create sustainable added-value for all key stakeholders).

The peril of a potent resource position is that success then arrives without careful ongoing strategy work. Own the original patent on the plain-paper photocopier, or own the Hershey’s brand name, or the Windows operating system franchise, or the patent on Lipitor, and there will be many years during which profits will roll in almost regardless of how you arrange your business logic. Yes, there was inventive genius in the creation of these strategic resources, but profits from those resources can be sustained, for a time, without genius.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Is the competition really some mythical beast? No, not really. Knowing how to play your group of salespeople as a team, to overcome the group objective of winning the customers support, is the objective. The opposing team in proper viewpoint is not just the similar competing business to yours. Nor is it the competing franchises of your home office. No, in order to really be effective in the market place as a surviving business, you must go beyond that philosophy. You must be willing to expand your viewpoint to fully understand who the competition truly is. Your true competition is simply this: Anywhere that your customer would spend his or her dollars as opposed to spending them at your company or place of business.

In the parking lot of a Safeway on Oahu," he says. And he's telling the truth; in the background she can hear the shopping carts performing their clashy, anal copulations. "I'm kind of busy now, Whitey -- but what can I do for you?" "It's Y.T., " she says, "and you can help bust me out of The Clink." She gives him the details. "How long ago did he put you there?" "Ten minutes." "Okay, the three-ring binder for Clink franchises states that the manager is supposed to check on the detainee half an hour after admission." "How do you know this stuff?" she says accusingly. "Use your imagination. As soon as the manager pulls his halfhour check, wait for another five minutes, and then make your move. I'll try to give you a hand. Okay?" "Got it.

The franchise and the virus work on the same principle: what thrives in one place will thrive in another. You just have to find a sufficiently virulent business plan, condense it into a three-ring binder -- its DNA -- Xerox(tm) it, and embed it in the fertile lining of a well-traveled highway, preferably one with a left-turn lane. Then the growth will expand until it runs up against its property lines. In olden times, you'd wander down to Mom's Cafe for a bite to eat and a cup of joe, and you would feel right at home. It worked just fine if you never left your hometown. But if you went to the next town over, everyone would look up and stare at you when you came in the door, and the Blue Plate Special would be something you didn't recognize. If you did enough traveling, you'd never feel at home anywhere. But when a businessman from New Jersey goes to Dubuque, he knows he can walk into a McDonald's and no one will stare at him. He can order without having to look at the menu, and the food will always taste the same. McDonald's is Home, condensed into a three-ring binder and xeroxed. "No surprises" is the motto of the franchise ghetto, its Good Housekeeping seal, subliminally blazoned on every sign and logo that make up the curves and grids of light that outline the Basin. The people of America, who live in the world's most surprising and terrible country, take comfort in that motto. Follow the loglo outward, to where the growth is enfolded into the valleys and the canyons, and you find the land of the refugees. They have fled from the true America, the America of atomic bombs, scalpings, hip-hop, chaos theory, cement overshoes, snake handlers, spree killers, space walks, buffalo jumps, drive-bys, cruise missiles, Sherman's March, gridlock, motorcycle gangs, and bun-gee jumping. They have parallelparked their bimbo boxes in identical computer-designed Burbclave street patterns and secreted themselves in symmetrical sheetrock shitholes with vinyl floors and ill-fitting woodwork and no sidewalks, vast house farms out in the loglo wilderness, a culture medium for a medium culture. The only ones left in the city are street people, feeding off debris; immigrants, thrown out like shrapnel from the destruction of the Asian powers; young bohos; and the technomedia priesthood of Mr. Lee's Greater Hong Kong. Young smart people like Da5id and Hiro, who take the risk of living in the city because they like stimulation and they know they can handle it.

I was looking to buy a franchise, I considered companies that were large and small. I was interested in a few of them but not a single franchiser other than the dry cleaning franchise I ended up buying stayed in contact with me. None of them followed up for longer than two months after I first contacted them, and ultimately, all of them missed out not only on the initial franchise fee but also on the ongoing franchise fees I paid. Business Nugget 1 People are ready to buy when they are ready to buy, not when you are ready for them to buy.

EARNINGS McDonald's Plans Marketing Push as Profit Slides By Julie Jargon | 436 words Associated Press The burger giant has been struggling to maintain relevance among younger consumers and fill orders quickly in kitchens that have grown overwhelmed with menu items. McDonald's Corp. plans a marketing push to emphasize its fresh-cooked breakfasts as it battles growing competition for the morning meal. Competition at breakfast has heated up recently as Yum Brands Inc.'s Taco Bell entered the business with its new Waffle Taco last month and other rivals have added or discounted breakfast items. McDonald's Chief Executive Don Thompson said it hasn't yet noticed an impact from Taco Bell's breakfast debut, but that the overall increased competition "forces us to focus even more on being aggressive in breakfast." Mr. Thompson's comments came after McDonald's on Tuesday reported that its profit for the first three months of 2014 dropped 5.2% from a year earlier, weaker than analysts' expectations. Comparable sales at U.S. restaurants open more than a year declined 1.7% for the quarter and 0.6% for March, the fifth straight month of declines in the company's biggest market. Global same-store sales rose 0.5% for both the quarter and month. Mr. Thompson acknowledged again that the company has lost relevance with some customers and needs to strengthen its menu offerings. He emphasized Tuesday that McDonald's is focused on stabilizing key markets, including the U.S., Germany, Australia and Japan. The CEO said McDonald's has dominated the fast-food breakfast business for 35 years, and "we don't plan on giving that up." The company plans in upcoming ads to inform customers that it cooks its breakfast, unlike some rivals. "We crack fresh eggs, grill sausage and bacon," Mr. Thompson said. "This is not a microwave deal." Beyond breakfast, McDonald's also plans to boost marketing of core menu items such as Big Macs and french fries, since those core products make up 40% of total sales. To serve customers more quickly, the chain is working to optimize staffing, and is adding new prep tables that let workers more efficiently add new toppings when guests want to customize orders. McDonald's also said it aims to sell more company-owned restaurants outside the U.S. to franchisees. Currently, 81% of its restaurants around the world are franchised. Collecting royalties from franchisees provides a stable source of income for a restaurant company and removes the cost of operating them. McDonald's reported a first-quarter profit of $1.2 billion, or $1.21 a share, down from $1.27 billion, or $1.26 a share, a year earlier. The company partly attributed the decline to the effect of income-tax benefits in the prior year. Total revenue for the quarter edged up 1.4% to $6.7 billion, though costs rose faster, at 2.3%. Analysts polled by Thomson Reuters forecast earnings of $1.24 a share on revenue of $6.72 billion.

I always said I wanted Essence to be like Time Warner, the publishing empire that had movies, books, and television, as well as magazines in its vast holdings. I saw ECI as a miniconglomerate within the African American community. But I knew we had to expend our core magazine business into other magazine ventures if we were going to grow the franchise.

Nordstrom is looking to hire entrepreneurs—empowered self-starters, who seize opportunities to create and build their own businesses; to be franchisees within the larger Nordstrom franchise.

Over the last two years (2012~2013), the ACRC has analyzed such difficulties of the socially vulnerable as the recipients of national basic livelihood security benefits, working grants, school irregular workers, damages caused by subcontracts, and unfairness of franchise businesses. In addition,

What happened to the troubled young reporter who almost brought this magazine down The last time I talked to Stephen Glass, he was pleading with me on the phone to protect him from Charles Lane. Chuck, as we called him, was the editor of The New Republic and Steve was my colleague and very good friend, maybe something like a little brother, though we are only two years apart in age. Steve had a way of inspiring loyalty, not jealousy, in his fellow young writers, which was remarkable given how spectacularly successful he’d been in such a short time. While the rest of us were still scratching our way out of the intern pit, he was becoming a franchise, turning out bizarre and amazing stories week after week for The New Republic, Harper’s, and Rolling Stone— each one a home run. I didn’t know when he called me that he’d made up nearly all of the bizarre and amazing stories, that he was the perpetrator of probably the most elaborate fraud in journalistic history, that he would soon become famous on a whole new scale. I didn’t even know he had a dark side. It was the spring of 1998 and he was still just my hapless friend Steve, who padded into my office ten times a day in white socks and was more interested in alphabetizing beer than drinking it. When he called, I was in New York and I said I would come back to D.C. right away. I probably said something about Chuck like: “Fuck him. He can’t fire you. He can’t possibly think you would do that.” I was wrong, and Chuck, ever-resistant to Steve’s charms, was as right as he’d been in his life. The story was front-page news all over the world. The staff (me included) spent several weeks re-reporting all of Steve’s articles. It turned out that Steve had been making up characters, scenes, events, whole stories from first word to last. He made up some funny stuff—a convention of Monica Lewinsky memorabilia—and also some really awful stuff: racist cab drivers, sexist Republicans, desperate poor people calling in to a psychic hotline, career-damaging quotes about politicians. In fact, we eventually figured out that very few of his stories were completely true. Not only that, but he went to extreme lengths to hide his fabrications, filling notebooks with fake interview notes and creating fake business cards and fake voicemails. (Remember, this was before most people used Google. Plus, Steve had been the head of The New Republic ’s fact-checking department.) Once we knew what he’d done, I tried to call Steve, but he never called back. He just went missing, like the kids on the milk cartons. It was weird. People often ask me if I felt “betrayed,” but really I was deeply unsettled, like I’d woken up in the wrong room. I wondered whether Steve had lied to me about personal things, too. I wondered how, even after he’d been caught, he could bring himself to recruit me to defend him, knowing I’d be risking my job to do so. I wondered how I could spend more time with a person during the week than I spent with my husband and not suspect a thing. (And I didn’t. It came as a total surprise). And I wondered what else I didn’t know about people. Could my brother be a drug addict? Did my best friend actually hate me? Jon Chait, now a political writer for New York and back then the smart young wonk in our trio, was in Paris when the scandal broke. Overnight, Steve went from “being one of my best friends to someone I read about in The International Herald Tribune, ” Chait recalled. The transition was so abrupt that, for months, Jon dreamed that he’d run into him or that Steve wanted to talk to him. Then, after a while, the dreams stopped. The Monica Lewinsky scandal petered out, George W. Bush became president, we all got cell phones, laptops, spouses, children. Over the years, Steve Glass got mixed up in our minds with the fictionalized Stephen Glass from his own 2003 roman à clef, The Fabulist, or Steve Glass as played by Hayden Christiansen in the 2003

Act on Fair Transactions in Large Franchise and Retail Businesses - Welfare of the Aged Act, Act on Welfare of Persons with Disabilities, Child Welfare Act

Because the Business Format Franchise is built on the belief that the true product of a business is not what it sells but how it sells it. The true product of a business is the business itself.

Of more angst to drivers are the customer ratings systems imposed by the app companies. While most drivers do not have a problem with the notion of being rated, they are concerned that they will receive poor marks for circumstances beyond their control. Customers can give even the most earnest drivers bad ratings for any reason such as bumpy rides over pothole strewn roads, traffic congestion and passengers underestimating how much time they need to reach their destinations. Miscommunication between passengers and drivers can occur because passengers cannot speak the local language, are drunk, or fall asleep and cannot direct the driver to their remote destinations. Perhaps some passengers just do not like the ethnic group to which some drivers appear to belong. Circumstances such as these are clearly the fault of passengers who may rate drivers poorly nonetheless. Drivers with low ratings can be expelled from on-demand taxi services. This unfairness is compounded to the extent that drivers make large investments in their cars, insurance and fuel. Making drivers, who basically invested in a franchise, vulnerable to expulsion from a system because of unfair ratings seems to me to be a potential source of dissention or even litigation. Another concern associated with the taxi app business model is that drivers only have 15 seconds to respond to notices of pick up opportunities. Drivers that fail to respond in such tight windows lose the business. Repeat failures to make timely responses can result in temporary suspensions. This pressure, and related distractions associated with interacting with handsets, is applied simultaneously with all of the challenges of navigating traffic in a variety of weather conditions. Foremost, this is a driving hazard that imperils everyone in the vicinity. It also ties in with the ratings systems because drivers are only rated on the rides they complete. Drivers who claim rides but abandon the customer if it looks like the pickup will be delayed have no ratings risk. Paradoxically, no ratings result in the worst customer service as passengers end up stranded.

Our Bar franchise program, which seeks to lift sales by targeting entrepreneurs in Brazil's slums, known as favelas. The company helps spruce up taverns and ofers management training. It's joining retailers and other businesses trying to reach out to the new middle class in Brazil's gritty neighborhoods in and around its big cities.

But it isn’t the fun of DIY invention, urban exploration, physical danger, and civil disorder that the Z-Boys enjoyed in 1976. It is fun within serious limits, and for all of its thrills it is (by contrast) scripted. And rather obedient. The fact that there are public skateparks and high-performance skateboards signals progress: America has embraced this sport, as it did bicycles in the nineteenth century. Towns want to make skating safe and acceptable. The economy has more opportunity to grow. America is better off for all of this. Yet such government and commercial intervention in a sport that was born of radical liberty means that the fun itself has changed; it has become mediated. For the skaters who take pride in their flashy store-bought equipment have already missed the Z-Boys’ joke: Skating is a guerrilla activity. It’s the fun of beating, not supporting, the system. P. T. Barnum said it himself: all of business is humbug. How else could business turn a profit, if it didn’t trick you with advertising? If it didn’t hook you with its product? This particular brand of humbug was perfected in the late 1960s, when merchandise was developed and marketed and sold to make Americans feel like rebels. Now, as then, customers always pay for this privilege, and purveyors keep it safe (and generally clean) to curb their liability. They can’t afford customers taking real risks. Plus it’s bad for business to encourage real rebellion. And yet, marketers know Americans love fun—they have known this for centuries. And they know that Americans, especially kids, crave autonomy and participation, so they simulate the DIY experience at franchises like the Build-A-Bear “workshops,” where kids construct teddy bears from limited options, or “DIY” restaurants, where customers pay to grill their own steaks, fry their own pancakes, make their own Bloody Marys. These pay-to-play stores and restaurants are, in a sense, more active, more “fun,” than their traditional competition: that’s their big selling point. But in both cases (as Barnum knew) the joke is still on you: the personalized bear is a standardized mishmash, the personalized food is often inedible. As Las Vegas knows, the house always wins. In the history of radical American fun, pleasure comes from resistance, risk, and participation—the same virtues celebrated in the “Port Huron Statement” and the Digger Papers, in the flapper’s slang and the Pinkster Ode. In the history of commercial amusement, most pleasures for sale are by necessity passive. They curtail creativity and they limit participation (as they do, say, in a laser-tag arena) to a narrow range of calculated surprises, often amplified by dazzling technology. To this extent, TV and computer screens, from the tiny to the colossal, have become the scourge of American fun. The ubiquity of TV screens in public spaces (even in taxicabs and elevators) shows that such viewing isn’t amusement at all but rather an aggressive, ubiquitous distraction. Although a punky insurgency of heedless satire has stung the airwaves in recent decades—from equal-opportunity offenders like The Simpsons and South Park to Comedy Central’s rabble-rousing pundits, Jon Stewart and Stephen Colbert—the prevailing “fun” of commercial amusement puts minimal demands on citizens, besides their time and money. TV’s inherent ease seems to be its appeal, but it also sends a sobering, Jumbotron-sized message about the health of the public sphere.

AIG was looking worse and worse. It had a trillion-dollar balance sheet, 115,000 employees, and a slew of solid insurance businesses. But a hedge fund-like subsidiary called AIG Financial Products had put its franchise at risk, selling insurance against the risk of a housing slump. It had exploited the strength of AIG’s traditional businesses and AAA credit ratings

In other words, pretend that you are going to franchise your business. (Note: I said pretend. I’m not saying that you should. That isn’t the point here—unless, of course, you want it to be.)

It’s obvious that biotech or software startups exist to solve hard technical problems, but I think it will also be found to be true in businesses that don’t seem to be about technology. McDonald’s, for example, grew big by designing a system, the McDonald’s franchise, that could then be reproduced at will all over the face of the earth. A McDonald’s franchise is controlled by rules so precise that it is practically a piece of software. Write once, run everywhere. Ditto for Wal-Mart. Sam Walton got rich not by being a retailer, but by designing a new kind of store.

Poultry workers are paid very little: in the United States, two cents for every dollar spent on a fast-food chicken goes to workers, and some chicken operators use prison labor, paid twenty-five cents per hour. Think of this as Cheap Work. In the US poultry industry, 86 percent of workers who cut wings are in pain because of the repetitive hacking and twisting on the line. Some employers mock their workers for reporting injury, and the denial of injury claims is common. The result for workers is a 15 percent decline in income for the ten years after injury. While recovering, workers will depend on their families and support networks, a factor outside the circuits of production but central to their continued participation in the workforce. Think of this as Cheap Care. The food produced by this industry ends up keeping bellies full and discontent down through low prices at the checkout and drive-through. That's a strategy of Cheap Food....You can't have low-cost chicken without abundant propane: Cheap Energy. There is some risk in the commercial sale of these processed birds, but through franchising and subsidies, everything from easy financial and physical access to the land on which the soy feed for chickens is grown to small business loans, that risk is mitigated through public expense for private profit. This is one aspect of Cheap Money. Finally, persistent and frequent acts of chauvinism against categories of animal and human life -- such as women, the colonized, the poor, people of color, and immigrants -- have made each of these six cheap things possible. Fixing this ecology in place requires a final element -- the rule of Cheap Lives. Yet at every step of this process, humans resist....

The franchise and the virus work on the same principle: what thrives in one place will thrive in another. You just have to find a sufficiently virulent business plan, condense it into a three-ring binder—its DNA—xerox it, and embed it in the fertile lining of a well-traveled highway, preferably one with a left-turn lane. Then the growth will expand until it runs up against its property lines.

Many banks will loan money for a franchise, but not for a small start-up business, because they recognize the importance of systems and how starting with a good system lowers their risk.

... we can say that it takes generations for a firm to understand value before they can adapt to it.

Personally, I believe that spending heavily on the decorations and display designs makes new clients out of random window shoppers

Initially Tories regarded the 1918 franchise with deep apprehension – none more so than Stanley Baldwin, the shrewd, bluff Worcestershire businessman who was party leader for fourteen years from 1923 to 1937 and prime minister on three occasions (1923–4, 1924–9 and 1935–7). Although the family's iron and steel business made Baldwin a very wealthy man, his approach to both business and politics was paternalistic and inclusive – in short, a ‘One Nation’ Tory. And from his mother's more cultured family (the painter Edward Burne-Jones was an uncle and Rudyard Kipling one of his cousins) Baldwin derived a keen, often romanticized sense of England's heritage

Your Business Development Program is the vehicle through which you can create your Franchise Prototype. The Program is composed of seven distinct steps: 1. Your Primary Aim 2. Your Strategic Objective 3. Your Organizational Strategy 4. Your Management Strategy 5. Your People Strategy 6. Your Marketing Strategy 7. Your Systems Strategy

I realized we were doing the IPO out of desperation—because we thought we had to grow,” Maytag recalled. “It occurred to me that you could have a small, prestigious, profitable business, and it would be all right. Like a restaurant. Just because it’s the best around doesn’t mean you have to franchise or even expand. You can stay as you are and have a business that’s profitable and rewarding and a source of great pride. So we made a decision not to grow. I was still very nervous about the prospect of having to ration again, but I decided we’d just face it if we had to. This was not going to be a giant company—not on my watch.

The Barista at your local coffee franchise is not ashamed at charging a couple of quid for a giant custard cream biscuit.

Right now in Harlem, for every bank and chicken wing franchise joint, there is a small business owner who has spent a decade trying to figure out how to cater to a neighborhood he has fallen in love with. For every man or woman who has succumbed to that spell, I want to tell them: Go for it, do it. I want to pass the word like gospel. Let me tell you something: Right now in Harlem authorship is on the move. This is ours, we tell each other. We have made it, chopped it, cooked it, played it. This is our story. Gordon Parks, photographer, musicians, writer, film director paved a way for us. Bear witness, he told us. That was his gift to the neighborhood. Whatever goes down, whatever turns up - make food and music and dance and story out of it. Right now and since forever, the world keeps telling us there's only room for one: Serena and that's it. Toni and that's it. I wonder if they can hear Harlem across the divide. Come one, come all. That's how we wrestle with urban renewal, black removal. The church ladies know this, and so do the hustlers. Right now in Harlem, we don't shy away from the ugly; we don't bow our heads to what's beautiful. We just keep asking, how does all this new s**t fit with the old? Right now in Harlem there's room; there's hope; there's inspiration; there's good food. I may not be able to explain the magic, but it is there. To be in Harlem and make it takes luck, but nobody told me different. One thing is certain, wherever you are, you should come to Harlem - right now.

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To Duke Vaughn, diners meant independence and small-business owners, not franchises and corporations. The American commons, he called it. Land owned by one but to which the community holds an indisputable right. Not a romantic populist ideal, but a place where the mythology of America met its blacktop reality—for better and for worse.

Large corporations now owned dozens, if not hundreds, of franchises. AutoNation Inc., a publicly traded car seller based in Florida, was the largest with 265 franchises in the U.S., selling everything from Chevrolet to BMW. In 2012, AutoNation employed 21,000 people (compared to the 2,964 full-time workers at Tesla). Its largest shareholder was Microsoft co-founder Bill Gates, who invested $177 million in the business that year. The company generated $8.9 billion in revenue off the sale of more than a quarter of a million new vehicles.

Pharma Company for Antimicrobial Drugs Are you looking for PCD Pharma Franchise? Vita Pharmaceuticals is India's best PCD Pharma Franchise. Here are some best benefits to join us. -Quality Range -Best Bulk Rates -Timely Delivery -Economical Plans Pharma Company for Antimicrobial Drugs, Antimicrobial Drugs Company We are one of the best Pharmaceutical Companies engaged in manufacturing high-grade pharmaceutical drugs, Antimicrobial Drugs, Antimicrobial Drugs Company in India. We undertake our quest of improving the quality of human life with enthusiasm and vigour. Our vision for the future is powered by our business drivers. It finds purpose and direction with our strategic intent. Understanding how diseases develop and the preventive measures that can be adopted to avoid them are important steps in staying healthy.

PCD & Franchise Company, International Standard Quality Products in Ahmedabad Gujarat India. Desta Life Sciences is the top PCD Pharma Franchise company in India. We are procured from faithful vendors to ensure its International Standard Quality Products. We're at Desta Science for Health Life providing the best PCD Franchise for business. This is the best Business Opportunity in India. We have 200+ Products, 4 Divisions and 13 Innovative Products. Desta Lifesciences, Started in 2011. The company's philosophy has been rooted in Quality and care and it is this ideology that has kept us alive through ups and downs. The company's greatest asset has always been its employees and it is in them we place our trust to shoulder the company's corporate responsibility and to uphold the company's ideals and values. A healthy blend of World-Class Quality, Disease prevalence-dependent, wide variety of products, stress on preventive Lifestyle products, a positive upbeat mood of one & all in the company and a feeling of oneness, is the recipe that Desta Lifesciences presents humbly to humanity. The "For the people, By the People" dictum is followed by the management in the company, thus making it surge forward with the force of the common goal to accomplish our Mission. We aim to serve mankind globally through our affordable and international standard quality products, encompassing the environmental synergy in the process. As we enter into the technological age of pharmaceuticals, we promise to adapt to more advanced technologies while simultaneously focusing on delivery of care. The future holds great promise as we gradually hope to venture into Exports and R&D to establish ourselves in the global market.

Khalil Henareh works in the real estate sector as a successful realtor. He simply enjoys the day-to-day challenges. Khalil Henareh like meeting new people, He value long-term relationships, and there is never a dull moment as this business helps him bring his love of people and architecture together beautifully.  Khalil Henareh takes pride in setting goals for himself and then exceeding his own expectations. It’s no surprise then that Khalil Henareh is the winner of many times from 2015-2021 CENTURION Awards that is the top home sales award level in the worldwide Century 21 franchise. The Centurion It's the Oscar of real estate sales!

A DBA is an easy and effective way of branching out from an existing business, opening new shop/franchise, or getting into a different line of business without much legal hassle.

PCD Pharma Franchise on a Monopoly Basis Getting PCD Pharma Franchise Monopoly Basis is now easier than ever, thanks to Saphnix Medicure. We always believe in building a good relationship with our franchise owners and going the extra mile to keep them happy and satisfied with their work. See what one of our franchise owners says. "As a Pharma franchisee, I made the best decision of my life by choosing Saphnix Medicure's PCD Pharma Franchise; they have all the factors that a Pharma Franchise company should possess; effective products, market demand, a good reputation, and good behaviour towards franchisees! The best pharma franchise in India! Lovely experience." Salient features: * 24*7 Support * WHO, GMP Certified Company * 400 + Products * Dispatch within 24 hrs I know what you are thinking. How to get in touch, right? Give us a call or email. So what are you waiting for? Contact Saphnix Medicure today. Call us :- +91 70567 56400

What to do next What do you do when you’ve found a baby business you think may be a star? ★ Talk to them. Find a reason to talk to everyone in and around the company, to express your interest and learn more. ★ Do them a favour. If you can, buy something from them. Point them towards other customers. Advise them on how to expand. ★ Discreetly verify that it is a star. Ask questions suggested in the section above, ‘What are you looking for?’ ★ Work out a job you could do for them. Don’t wait for them to post a vacancy. Tell them what you can do, why they should hire you. Stress the benefits you bring. ★ Make your mark. When you join the firm, work out one thing you can do within your first month that will visibly benefit your colleagues and the venture. ★ Check again from the inside that it really is a star. If the business isn’t really growing very fast, or doesn’t fit the bill in any other way, don’t hang around. If it really is a star, work out how far the star could rise. ★ Raise ambition within the firm. Sometimes the founders of a star don’t see its potential. Open their eyes.Tell them how valuable the firm could become, if expanded to its maximum potential. Consider whether the idea can be exported to other countries, and/or franchised. Would other channels of distribution (such as the phone with Betfair) enlarge the market? ★ Consider making an offer for the firm. If the founders really don’t ‘get it’, put together a group to buy the firm. Remember the astronomical return Ray Kroc achieved from buying McDonald’s from the founders, when it was already highly successful.

Fabify Beauty Salon Franchise is a business model in which an established salon brand allows individuals or businesses to open and operate their own salon.

What same-sex marriage, women's franchise and the end of segregation all have in common is that they extend the rights of a privileged group to everyone. And when people hear the phrase 'trans rights', they assume something similar is being demanded - that trans people be enabled to live without discrimination, harassment and violence, and to express themselves as they wish. Such goals are worthy ones, but they are not what mainstream transactivism is about. What campaigners mean by 'trans rights' is gender self-identification: that trans people be treated in every circumstance as members of the sex they identify with, rather than the sex they actually are. This is not a human right at all. It is a demand that everyone else lose their rights to single-sex spaces, services and activities. And in its requirement that everyone else accept trans peoples' subjective beliefs as objective reality, it is akin to a new state religion, complete with blasphemy laws. All this explains the speed. When you want new laws, you can focus on lobbying, rather than the painstaking business of building broad-based coalitions. And when those laws will take away other people's rights, it is not only unnecessary to build public awareness - it is imperative to keep the public in the dark.

The problem with being a hitchhiker is you really never know the driver. The driver could be ethical, moral, and just, or the driver could be corrupt and evil. Either way, as a hitchhiker you waive all power to your driver. He who owns the keys owns the power. Yet millions of people submit to this type of organizational control without pause. They sign franchise agreements, giving control over crucial business decisions, including marketing, ads, and royalties.

It is nothing new that there is a lot of money to be made in religion. The sixth-century Quraysh knew this as well as any modern televangelist. In the equivalent of a Wall Street bull market, the elite of Mecca ran the city as a kind of oligarchy, with power in the hands of the wealthy few. Access was always mediated, and always for a fee. Selling the special ihram clothing was part of the business of pilgrimage, as was the provision of water and food for the pilgrims, and the sale of fodder for their camels and donkeys and horses. Which clans controlled which franchises was determined by the Quraysh leadership, who essentially parceled out monopolies (Muhammad’s own clan, the Hashims, held the one on providing water, thanks to Abd al-Muttalib’s ownership of the treasured Zamzam well). Every aspect of the pilgrimage had been carefully calculated down to the last gram of silver or gold or its equivalent in trade. Fees for the right to set up a tent, for entry to the Kaaba precinct, for the officials who cast arrows in front of Hubal or cut the throats of sacrificial animals and divided up the meat—all these and more were predetermined, and to the sole profit of the Quraysh. Their business was faith, and their faith was in business.

Those coffee based franchise companies can always work out as bar franchise as a part. But, the business modules will remain more or less the same, with the changes in the products or some advanced services.

We gotta take care of the little guy, you know? Franchises are takin’ over the fuckin’ world. In ten years this great nation is gonna be wall-to-wall franchise and every mom and pop shop is gonna be out of business.

If you're searching for a lucrative food franchise opportunity that combines low investment and high-profit potential, The Rolling Plate's cloud kitchen concept might be your recipe for success. In the dynamic food franchise landscape of India, cloud kitchens, also known as virtual or ghost kitchens, have emerged as a game-changer. The beauty of a cloud kitchen is in its simplicity and cost-efficiency. With minimal overhead costs and the flexibility to operate without needing a physical dining space, this innovative model significantly lowers the investment barrier. The Rolling Plate, a pioneering name in the food industry, has harnessed the power of cloud kitchens to offer a unique business proposition. As a franchisee with The Rolling Plate, you can tap into the growing demand for delicious, convenient, and quality food. From biryanis to burgers, our diverse menu appeals to a broad audience. The support and expertise provided by The Rolling Plate empower you to navigate the virtual kitchen landscape with confidence. If you want to ride the wave of food franchise success with low investment and high-profit potential, consider joining The Rolling Plate's network of cloud kitchen franchisees in India. Your journey to culinary entrepreneurship begins here.

After graduating from college, Walton started in sales at J. C. Penney in 1940, then enlisted for the war in 1942. In 1945, he started managing a franchise Ben Franklin store in Newport, Arkansas (where the population was then seven thousand). By 1950 he was running two stores in Newport and had achieved reasonable success by experimenting and innovating. One of his innovative ideas that had been a massive hit with his customers was an ice cream machine. As he writes in his autobiography, “Every crazy thing we tried hadn’t turned out as well as the ice cream machine, of course, but we hadn’t made any mistakes we couldn’t correct quickly, none so big that they threatened the business.

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a company relies on a massive “outsourcing strategy to build a mass marketing giant.” This form of commercial development allows corporations to pass on their liabilities to third-party suppliers, franchisees, and to some degree, local governments. Cities eager to attract businesses subsidize business growth through the preparation of land, by providing increased policing, and by offering tax breaks.

A Gentle way to Treat Diabetes with SUGARAIDE – MP 2/15 Tablets. India's Leading Cardiac and Diabetic Third-Party Pharma Manufacturing Company Cardiac and Diabetic PCD Company in India - Cardetics is a well-reputable cardiac and diabetic Division of Delwis Healthcare Pvt LTd - deals in all kinds of cardiac diabetic medicines and general health care products. Cardetics offers Cardio/cardiac products franchise, diabetic products franchise, & pharma franchise for cardiovascular medicines to our clients throughout India at very affordable rates. We are into high-quality drug manufacturing according to standards set by WHO-GMP. Delwis Healthcare is not just another run of the mill diabetic range PCD company, it is one of few PCD pharma franchise companies that provide most rewarding cardiac & diabetic PCD company in India where you can be your boss of your territory. We do not put undue work pressure on our business partners, and also, we do not indulge in any business politics. We also accept Third Party Manufacturing order and have major Client base in Nigeria, Kenya, Nepal, Sri Lanka, Myanmar, Sudan, Philippines, Vietnam, Cambodia.

You need to understand that risk is not the same for everyone. Water is not fundamentally risky, just as owning a business is not fundamentally risky. It’s the way that we interact with the environment, the knowledge we gather, and the safety nets that we establish that determine the level of risk.

John Galt Insurance Franchising, located in Ft. Lauderdale, offers exceptional insurance and business opportunities to entrepreneurs looking to start an insurance agency.

What does California think of this? They will assert that the Wyoming business is doing business in California and thus must pay all state taxes, including the notorious $800 annual franchise fee. If you live in California know that you will have to do a lot more planning (and may have to pay more in state taxes) when using these strategies.

Running a football franchise is not unlike running any other business: You start first with a structural format and basic philosophy and then find the people who can implement it. —BILL WALSH

He was a man with zero understanding of plumbing. It’s a surprise that he learnt the business and built the largest CPVC franchise in India,’ Malwawala told me.

Expand your egg business through latest technologies In India, poultry farming is still lagging behind in terms of infrastructure, skilled manpower and resources. Government has tried to overcome troubles but still egg farm owners in semi-urban or rural areas aren’t utilized technologies due to lack of knowledge and training. On the contrary, farmers in foreign countries develop smart egg processed plant to produce better quality eggs. Technologies are playing keen role to expand egg business sector. Indian farmers should be trained on modern-day technologies to increase productivity. Fast-growing population demanded delicious egg dishes, thus people who are interested to run a restaurant probably sell eggs. Here also you can use technology to develop effective management system, inventory solutions and check product quality as well. It goes without saying that egg industry encompasses varies business categories but you should involve technology to make most advantage and profits. There is trend among foreign countries to cut down cost on unnecessary labours thus they are concentrating on emerging technologies.

Egg franchise sector is projected to grow at 10% in coming five years The growth of egg franchise sector in India will be increased due to urbanization, changing lifestyle and consumption pattern. Moreover, people demand more luxurious outlets to enjoy with friends and families while eating delicious egg dishes. A plethora of new egg franchise establishments have contributed towards massive development of egg industry. As per experts, the sector is estimated to grow at 10% in forthcoming years may become leading sector to attract more investors. There are numerous evolving trends in egg industry that are contributing to generating futuristic opportunities. Indore based start-up egg franchise brand, Andeywala has produced amazing business model to provide better infrastructure facilities at low investment. Now it becomes easy to start new business with Andeywala. Besides this, sector is expected to provide employment to millions of people, an increased number of egg restaurants will require employees. Tier 1 and tier 2 cities are crowded with food franchises but none of them exclusively egg dishes.

White patriarchal minority rule was established by America’s founders when they encoded slavery into our founding documents and built our electoral apparatus around its protection. It was strengthened when they granted white men the franchise and violently guarded that exclusivity for almost a century, ensuring that it was only they who created and controlled the courts, the businesses, the economic systems, who wrote the legislation and created the customs and set the norms on which the country was built.

What made the movie business unique in the history of corporate capitalism is captured in the screenwriter William Goldman’s maxim, true for many decades: “nobody knows anything.” No other industry pumped out so many products so frequently with so little foreknowledge of whether they would be any good. The only feasible business strategy, it appeared, was to sign up the best creative talent, trust your strongest hunches about what looked likely to appeal to millions of people, and hope you ended up with Back to the Future instead of Ishtar. Over the past few years, however, something big has happened: finally, people in Hollywood do know something. What they know is that branded franchises work. People say they want new ideas and fresh concepts, but in reality they most often go to the multiplex for familiar characters and concepts that remind them of what they already know they like. Big name brands like Marvel, Harry Potter, Fast & Furious, and Despicable Me consistently gross more than $1 billion at the global box office, not only raking in huge profits, but justifying studios’ very existence and the jobs of everyone who works on their glamorous lots. This change has happened slowly over about a decade in Hollywood, making it hard to appreciate its magnitude. But now it is undeniable that the dawn of the franchise film era is the most meaningful revolution in the movie business since the studio system ended, in the 1950s.

Let me give you one of my favorite examples of the difference between trying and endeavoring. When a new motorway was built, taking passing traffic away from Colonel Sanders’ restaurant, his business crumbled. About to retire with just a paltry military pension, he was facing a bleak future. But the one thing he knew he had that was of value was a mighty fine chicken recipe. He didn’t have the money to open a new restaurant, but he figured he could franchise his chicken recipe to other restaurateurs and earn a slice of every chicken meal sold. After all, he had been selling his special chicken recipe for years in his own small restaurant: how hard could it be? The answer was: very. The first restaurant he went to politely asked him to leave with the words: ‘We have a good chicken recipe of our own already; why would we want to pay you for another?’ The same thing happened at the next place he endeavoured to persuade. And the next. But he persisted. Guess how many no’s he got before someone agreed to give his ‘finger-licking’ recipe a ‘try’? The elderly Colonel Sanders had to knock on 1,009 doors before someone gave him a yes and the legend and business empire that became Kentucky Fried Chicken was finally born. Now, how many of us, after the first 50 no’s, might have thought that maybe we should quit (or at least check our chicken recipe!)? What about after ONE THOUSAND no’s? I reckon most people wouldn’t even have got to the hundredth door, and long before they rang the 1,009th doorbell they would have given up. ‘Well, we tried our best’ would have been a fair assessment. But not for the good colonel! Colonel Sanders - he really was an army veteran with some great military doggedness - had that spirit of determination, that endeavor , not to quit until he had found the thing he was looking for. Trying often comes before failure. Endeavour more often leads to success. But they are just words, I hear you say. Why does it matter whether we say ‘try’ or ‘endeavour’? It matters, believe me. Our words become our attitudes and our attitudes become our life.

He turned off the freeway onto a wide commercial drive of franchised food and failing business. The

I think Fox was paying him about a million bucks a year, and he had created the Ice Age franchise for them, which was billions of dollars of value. I said, “Here’s how we’re going to negotiate with Fox. On a separate track, we’re going to create a company that you’re going to run. We’re going to get off-balance-sheet financing and we’re going to align you with another global distributor.” At the time we had at least three studios that would be great strategic fits. But he didn’t want to be an employee, he wanted real ownership. So we created parallel paths. On one track was the Fox negotiation, which I told him would take a year, and they would give him a 15 percent increase. They would grind it out and play hardball. I told him, “At the end of the day, they’re not going to pay you anywhere near what you’re worth. But on this other track, we’ll create this opportunity to change your life, for you to have something of your own.” I remember having a meeting with Mark Shmuger and David Linde, who were literally in the first day of their new jobs as co-chairmen of Universal Studios, and Bryan, Richard, Kevin, and I met with them in their first official meeting and I pitched them the idea of being in business with Chris, and they said, “Yes. We want you to do it.” It took probably well over a year, but ultimately we created Illumination. Universal came in and financed the company 100 percent. They wanted to clean up their balance sheet because they were about to sell to Comcast, so we got paid an investment banking fee for $ 4 or $ 5 million, and then on top of that we’ve commissioned every movie that Chris has done. Chris got a very, very, rich deal, probably the best producing deal there is. The truth is, on Minions he’ll probably make $ 80–$ 90 million. To date he’s probably made hundreds of millions. And he’s got Despicable Me 3, and The Grinch Who Stole Christmas.

Think of it like a fast-food franchise, the informant said, like a pizza delivery service. Each heroin cell or franchise has an owner in Xalisco, Nayarit, who supplies the cell with heroin. The owner doesn’t often come to the United States. He communicates only with the cell manager, who lives in Denver and runs the business for him. Beneath the cell manager is a telephone operator, the informant said. The operator stays in an apartment all day and takes calls. The calls come from addicts, ordering their dope. Under the operator are several drivers, paid a weekly wage and given housing and food. Their job is to drive the city with their mouths full of little uninflated balloons of black tar heroin, twenty-five or thirty at a time in one mouth. They look like chipmunks. They have a bottle of water at the ready so if police pull them over, they swig the water and swallow the balloons. The balloons remain intact in the body and are eliminated in the driver’s waste. Apart from the balloons in their mouths, drivers keep another hundred hidden somewhere in the car. The operator’s phone number is circulated among heroin addicts, who call with their orders. The operator’s job, the informant said, is to tell them where to meet the driver: some suburban shopping center parking lot—a McDonald’s, a Wendy’s, a CVS pharmacy. The operators relay the message to the driver, the informant said. The driver swings by the parking lot and the addict pulls out to follow him, usually down side streets. Then the driver stops. The addict jumps into the driver’s car. There, in broken English and broken Spanish, a cross-cultural heroin deal is accomplished, with the driver spitting out the balloons the addict needs and taking his cash. Drivers do this all day, the guy said. Business hours—eight A.M. to eight P.M. usually. A cell of drivers at first can quickly gross five thousand dollars a day; within a year, that cell can be clearing fifteen thousand dollars daily. The system operates on certain principles, the informant said, and the Nayarit traffickers don’t violate them. The cells compete with each other, but competing drivers know each other from back home, so they’re never violent. They never carry guns. They work hard at blending in. They don’t party where they live. They drive sedans that are several years old. None of the workers use the drug. Drivers spend a few months in a city and then the bosses send them home or to a cell in another town. The cells switch cars about as often as they switch drivers. New drivers are coming up all the time, usually farm boys from Xalisco County. The cell owners like young drivers because they’re less likely to steal from them; the more experienced a driver becomes, the more likely he knows how to steal from the boss. The informant assumed there were thousands of these kids back in Nayarit aching to come north and drive some U.S. city with their mouths packed with heroin balloons.

I heard this story of someone who does this in MLM. If he's talking to someone who is “cold”, he never, EVER starts by saying he's in “MLM” or network marketing. Instead, he talks about how unstable the economy and job market is. Then he discusses how pensions and government programs are unreliable and bankrupt. Next he suggests real financial security comes only from having a business. And if you lack experience, a franchise is ideal, since they usually offer support and a proven “paint by numbers” system. But franchises cost money and take time. So the next best thing is MLM—which can be done cheaply part time. And since most new MLM company's fail, it's best to join one that's been around a while, like his... See how that works?

The gaps in your knowledge have been filled in by TV and movies. These are unreliable narrators. For example: What’s your image of the US military? Often something from Top Gun or Transformers. Even the negative portrayals depict it as all-powerful.68 What’s it like to run a business? The evil CEO is a TV trope. Countless stories cast a corporation with limitless resources69 as the main bad guy, from the Terminator franchise to Lost. Who’s going to save us from the virus? Why, the competent public servants at the CDC, as portrayed in Contagion. By contrast, you very rarely see depictions of journalists, activists, professors, regulators, and the like as bad guys. The public lacks televised narratives for how people in those roles can go wrong. That’s why the behavior of journalists in real life was such a surprise to Paul Graham:

Most founder-led and family-owned businesses, as well as many small businesses that have been bought by an individual and even most franchises, have what I call a paternal owner. I mean this in a gender-neutral sense: The owner is a dominant leader, who takes sole responsibility—and control—of the business. The business is an extension of the individual or their family.