DIFFERENCES BETWEEN EMBARK LIVE

CONTENT & FAST PROGRAM CONTENT

TABLES OF CONTENTS

LEADERSHIP
Embark Live FAST
Moved to AIM N/A

MARKETING
Embark Live
Introduction
Chapter 1: Demographics -- The Measurable
Characteristics of Customers and Prospects
Chapter 2: The Product-Market Grid
Chapter 3: Customer Perceptions
Chapter 4: The Central Psychographic Model
Chapter 5: The Purchase Decision Chain
FAST
Introduction
Chapter 1: Demographics -- The
Measurable Characteristics of Customers
and Prospects
Includes Franchise Marketing and
Advertising Coops sections see p 8
Chapter 2: The Product-Market Grid
Includes Product Market Grid and
Marketing Plans in Franchising section
see p 9
Not included
Not included
Chapter 3: The Purchase Decision Chain

Course Review

Take Course Quiz - (View Results Summary)

Worksheets: Worksheets:

- Product Market Grid - Product Market Grid

- Central Demographic Model - Central Demographic Model
- Customer Demographic Questionnaire - Customer Demographic Questionnaire
- Central Psychographic Model (Not included
in FAST)

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 MONEY
The FAST Money course is divided into two sections. Section 1. Money Matters in
Franchising presents the basic accounting principles necessary to a franchisee’s
success. Section 2. Money Matters for the Independent Business is a more in-
depth look at accounting principles to help the independent business owner develop
and implement the financial systems crucial to success.
Embark Live FAST
Introduction Introduction
Chapter 1: Collecting and Organizing Financial Section 1: Money Matters in Franchising
Information
Chapter 2: Understanding Your Financial Section 2: Money Matters for the
Independent Business Owner – same
Statements
content as the Embark Live Money course
Chapter 3: Financial Statements in Action Chapter 1: Collecting and Organizing
Financial Information
Chapter 4: Ratio Analysis -- Interpreting Chapter 2: Understanding Your Financial
Financial Statements Statements
Chapter 5: Budgeting Chapter 3: Financial Statements in
Action
Chapter 6: Cash Planning Chapter 4: Ratio Analysis -- Interpreting
Financial Statements
Course Review Chapter 5: Budgeting

Take Course Quiz - (View Results Summary) Chapter 6: Cash Planning

Course Review

Take Course Quiz - (View Results

Summary)
Worksheets: Worksheets:
- Income Statement - Income Statement
- Cash Flow Statement - Cash Flow Statement
- Balance Sheet - Balance Sheet
- Budget Variance Report - Budget Variance Report
- Cash Plan Variance Report - Cash Plan Variance Report

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 MANAGEMENT
Embark Live FAST
Introduction Introduction
Chapter 1: Organizational Structure Ch 1: Organizational Structure
see p 10-11
Chapter 2: Results-Driven Organization Chart Ch 2: Results-Driven Organization
Chart see p 11-12
Chapter 3: Position Contracts -- Accountability Ch 3: Position Contracts –
Delivered Accountability Delivered - Overview
only see p 12
Chapter 4: Elements of the Position Contract Overview only incorporated into Ch 3
above
Course Review Course Review

Take Course Quiz - (View Results Summary) Quiz

Worksheets: Worksheets:

- Organization Chart Template - Organization Chart Template

- Listing of Position Reassignment - Listing of Position Reassignment
- Hiring Plan - Hiring Plan
- Position Agreement Development Plan - Position Agreement Development Plan
- Position Agreement Template – Non-Managerial
(not included in FAST)
- Position Agreement Template –Managerial (not
included in FAST)

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 CLIENT FULFILLMENT
Embark Live FAST
Introduction Introduction see p 13
Chapter 1: Delivering on Your Promise Ch 1: Delivering on Your Promise
see p 13-15
Chapter 2: Five Steps to the Right Product for Ch 2: Five Steps to the Right Product
Your Target Market for Your Target Market see p 15-16
Chapter 3: A New Perspective on Quality Ch 3: A New Perspective on Quality
see p 16-17
Chapter 4: Developing Your Quality Ch 4: Developing Your Quality
Management System Management System Includes a
Training section see p 17-18
Course Review Course Review

Take Course Quiz - (View Results Summary) Quiz

Worksheets: Worksheets:
- Functionality - Identification of Quality Attributes
- Sensory Impact - Product Feasibility
- Unconscious Associations - Product Profile
- Conscious-Mind Conclusions - Quality Review
- Price/Value - Quality Strategy
- Access/Convenience - Training and Implementation Plan

LEAD CONVERSION – Embark and FAST are the same

Embark Live
Introduction
Chapter 1: A New Perspective on Selling
Chapter 2: The Universal Five-Step Lead
Conversion Process
Chapter 3: The Five-Step Lead Conversion
Process in Action
Chapter 4: The Four "Ss" in Lead Conversion
Chapter 5: Your Lead Conversion Presentation
Process
Course Review
Take Course Quiz
Worksheets:
- Determining Customers’ Needs
- Lead Conversion Process
- Lead Conversion Materials
- Purchase Decision Needs
- Lead Conversion Tracking Needs
FAST
Introduction
Chapter 1: A New Perspective on Selling
Chapter 2: The Universal Five-Step Lead
Conversion Process
Chapter 3: The Five-Step Lead Conversion
Process in Action
Chapter 4: The Four "Ss" in Lead
Conversion
Chapter 5: Your Lead Conversion
Presentation Process
Course Review
Take Course Quiz
Worksheets:
- Determining Customers’ Needs
- Lead Conversion Process
- Lead Conversion Materials
- Purchase Decision Needs
- Lead Conversion Tracking Needs

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 LEAD GENERATION– Embark and FAST are the same
Embark Live
Introduction: Lead Generation
Chapter 1: What is a Lead Generation Channel?
Chapter 2: Reach, Attraction and Cost
Chapter 3: Benchmarks for Selecting and
Implementing Your Lead Generation Channels
Chapter 4: Objective and Subjective Criteria
Chapter 5: Your Implementation Plan
Course Review
Take Course Quiz
Worksheets:
- Channels Checklist
- Cost & Coverage Evaluation
- Subjective Criteria Evaluation
- Channels Selection List
- Budget Planning
- Monthly Generation Plan
- Controlling Calendar Plan
FAST
Introduction: Lead Generation
Chapter 1: What is a Lead Generation
Channel?
Chapter 2: Reach, Attraction and Cost
Chapter 3: Benchmarks for Selecting and
Implementing Your Lead Generation
Channels
Chapter 4: Objective and Subjective Criteria
Chapter 5: Your Implementation Plan
Course Review
Take Course Quiz
Worksheets:
- Channels Checklist
- Cost & Coverage Evaluation
- Subjective Criteria Evaluation
- Channels Selection List
- Budget Planning
- Monthly Generation Plan
- Controlling Calendar Plan
5
Marketing
NEW FAST CONTENT

Introduction: Marketing
Overview
Marketing starts with the customer. Actually, everything starts with the customer. Your business
lives and dies on its ability to attract and satisfy customers. Why then do so many businesses know
so little about their customers?

In this course you will gain a detailed understanding of your primary and flanker target market
segments using demographics and psychographics to build in-depth models of who your customers
are and how they think. You’ll also learn what’s required to build an effective marketing program
for franchise and non franchise entities.

In this course you will learn to:

• Segment customer groups in terms of profits, units sold, and revenue contributed to your
business
• Identify the key mental and emotional characteristics typical of market segments
• Identify the key points in the purchase decision process where you can influence the
customer's decision
• Compare franchise and non franchise marketing models

Chapter Text
Introduction: Marketing

"Market" is a generic word used to describe any grouping of people or organizations that are,
or might become your customers. But not everyone is a customer for your products or
services. Your products are…

In the second step you will gain an understanding of the basics about how your customers'
minds work, and how you can influence them for their benefit and yours. You’ll also look at
the Purchase Decision Chain, which will lead you to an understanding of customer needs and
behavior and how best to communicate with customers.

Sound like a lot of work? Perhaps. Identifying your target market is critical to your business’
success. Franchise models provide guidance and have done most of the ground work for you,
but you still need to understand trends in your marketplace and how they compare to what
has been provided by the franchisor.

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 Overview
Chapter 1: Demographics -- The Measurable Characteristics of
Customers and Prospects

Chapter 1:
Demographics -- The Measurable Characteristics of
Customers and Prospects

Learning Objectives
• Identify and differentiate demographics of people and companies
• Understand the available resources for demographic information
• Learn to apply methodology for developing a Product-Market Grid
• Learn how franchising provides a system to understand the demographics of their customer
base

Business Benefits -- Enables you to:

• Create an objective picture of who your customers are
• Employ a consistent process for identifying your primary and flanker target market
segments
Evaluate the benefits provided by franchise marketing and advertising

Demographics are the objective, directly observable characteristics that describe people and
organizations. For instance, age, income, occupation, location, and education are some …

Information Gathering:

• Department of Commerce
• Small Business Administration
• Census Bureau
• Your Chamber of Commerce
• Professional Market Research Firms
• Hoovers Online
• Private Databases (available free from your local library)
• Feedback Surveys
• Web Registration
• Franchisor Representatives

…
Diving In
Demographics provide the logical starting point for your market research efforts. They are easily …
…
The Product-Market Grid will help refine your efforts by focusing on a few important market
segments. … The next chapter describes the Product-Market Grid in more detail.

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Franchise Marketing
Being part of a franchise provides tremendous benefits, particularly in the areas of marketing and
advertising. When you buy a franchise, you gain instant brand name recognition, more so than if
you started or purchased an existing business. Franchisors have already done market research to
understand the characteristics of their Central Demographic Model, and designed marketing
collateral and websites accordingly. This research, advertising and branding saves you
considerable time, effort and money.
Many franchisors have public relations or media representatives who provide guidance and steer
campaigns that target their typical customer. They’ve developed systems to ensure that advertising
drives traffic to their franchisees. Some programs that facilitate marketing and promote franchisors’
brands are discussed below.
National Ad Funds in Franchising
Most franchise agreements include a provision for franchisees to contribute to a national advertising
fund, either as a flat amount or a percentage of sales. It is common for young or emerging
franchisors to include this provision in their agreements even if they don’t have enough franchisees
to implement one to insure that the brand and imaging will be promoted with consistency.
Franchisors often seek franchisees’ input into how these dollars are spent.
One of the benefits of investing in a franchise as opposed to an independent business is
that franchisors often hire media agencies to determine how and where to spend their
advertising and marketing dollars. The franchisor has already done much of the research to
identify primary and flanker target market segments. By pooling resources in a national
ad fund, franchisees have greater advertising buying power to promote the brand on a
scale larger than that of a sole proprietor. Subway franchisees oversee their national ad
fund. Here is a description of Subway’s primary target market from a 2004 positioning
statement:
The target for the SUBWAY® chain's media buying is adults aged 18-49, in order to
maximize our buying power with a skew toward programming that delivers better to
the younger 18-34 audience. The goal of the chain's current advertising campaign is to
increase the brand presence in the consumers’ "consideration set"--that is, which fast-
food restaurants consumers consider when deciding where to eat.
It is doing this by continuing to build the brand on the "freshness" platform. The SUBWAY®
chain is expanding its universe of potential customers as a place for "TASTY" and "HEALTHY"
food. This positioning, communicated via an effective advertising campaign, will serve to
make the SUBWAY® chain part of customers’ everyday consideration set.
Advertising Co Ops
Some franchise companies create an advertising co op that is run by the franchisees and may be
separate from the National Ad Fund. There may also be a provision in the franchise agreement
requiring franchisees to join an advertising co-op so that the advertising resources of specific
market areas may be pooled for more effective use. Let’s say you join Carl’s Cookies franchise,
and live in the Chicago, Ill area. The franchisees in the area have created their own co-op to build
the brand in the Chicago marketplace. As a new franchisee, you would be expected to join the co-
op and contribute an equal share of the monthly costs to help build the brand. Franchisees often
run the co-ops themselves with guidance from a Master or Regional Developer and, in some cases,
a local advertising agency. They plan and adopt advertising campaigns, and their meetings provide
a good venue to test and demonstrate new campaigns. By pooling local market resources you are
able to drive more traffic to your operation with fewer dollars than one independent business owner
would spend.

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 Overview
Chapter 2: The Product-Market Grid

Chapter 2:
The Product-Market Grid
Learning Objectives
• Identify product-market sets for your business
• Develop a Product-Market Grid
• Develop a Central Demographic Model

• Determine how you can use these to your benefit in a franchise system

Business Benefits -- Enables you to:

• Shift your thinking about the relationship between customers and products
• Identify your primary and flanker target markets
• Document the demographic characteristics of your primary and flanker markets

• Manage your time and marketing efforts efficiently

…
Target Insight
The Product-Market Grid helps you look objectively at your products from your customers'
perspective…

Product Market Grid and Marketing Plans in

Franchising
If you choose to invest in a franchise model, you have an advantage because the franchisor has
most likely done the Product or Service Market research.

Product Markets, or Marketing Sets, are the foundation of Marketing Plans that franchisors may
have you implement during the start-up process. Franchisors often provide Sample Marketing
Plans that focus on your Target Market. Product-Market Grids can be used to “brainstorm” action
steps to implement in your Marketing Plan. For example, let’s assume that you have invested in a
sandwich franchise and your products include single meals, family meals, and catering. Your
markets might include business women and men on their lunch hour, so you’d want to target local
businesses with your advertising. You might look to places of worship to attract families, and event
planners for catering. Another example is a “pack and ship” franchise. You’d want to attract
business clients, so your marketing activities might include attending Chamber of Commerce or
local professional association meetings to meet small business owners. Your field representative
might be able to assist you in brainstorming various channels to focus your marketing so that it
reaches your most likely customers.

Target marketing in a franchise is often tactical because much of the preliminary market research
has been done for you. You may work with the franchisor’s field representative to identify specific
groups in your marketplace to whom you should direct your marketing. Good market research will
make your sales or lead generation efforts more productive. You will see a direct link between your
market research and lead generation later in this program.

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 Management
NEW FAST CONTENT
Introduction: Management
Overview
Management is about understanding the people and processes of your business, and how best to
organize…

Together, your organizational strategy and position agreements will illustrate and communicate
accountability throughout the company, and will enable you to achieve consistent results through
your employees and systems.
Check with your franchisor to see what kinds of position descriptions and agreements they have for
employee-based models. Some franchisors have well-established organizational development and
human capital processes.

Chapter Text
In this course you will learn how to create two dynamic systems for enabling your business to
effectively grow…

We will also look at how independent businesses and franchises establish their management and
human resource systems.

Overview
Chapter 1: Organizational Structure

Chapter 1:
Organizational Structure

Learning Objectives
• Define the E-Myth concept of double vision as the ability to make the present serve the
future
• Identify the drawbacks of organizing your business around specific individuals
• Learn the three standards for designing work groupings that make sense
• Understand who is accountable for the organizational development of your business
• Understand how independent businesses and franchise models differ in Organizational
Development Business Benefits
• Understand how to leverage the benefits franchising provides in the human capital area

…
Who is Responsible for Organizational Development?

Organizational development is not always dependent on the business owner. There are several ways
to delegate the development work:

1. Hold managers accountable for systems development within their own departments.
2. Create specific positions whose sole accountability is systems development.

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3. Make one position or department accountable for systems development throughout your
company.
4. Your franchisor and their field development staff.

Consider one other important guideline regarding management in your company:

No position should ever report to more than one other position. In other words, …

At times, one of your employees may occupy two positions, which report to different managers.
Such conflicts should be avoided if possible, but when they do occur, you should specify one of
the managers as primary manager to take on most of the managerial accountabilities for that
employee. The secondary manager should coordinate matters of work and time commitments
through the primary manager.
In a single unit franchise operation, the franchisor usually provides the franchisee with an
organization chart and a detailed operating system. Being handed an operating system that’s been
developed and proven over time is one of the advantages of buying a franchise. The franchisor has
already done the research to determine its Central Demographic Model and designed the operating
system to accommodate the needs of the consumers in that model. (Demographic Models are
discussed in more detail in the Marketing section.)

Overview
Chapter 2: Results-Driven Organization Chart

Chapter 2:
Results-Driven Organization Chart
Learning Objectives
• Review the process for constructing your organization chart
• Understand the purpose of results statements
• Reevaluate positions throughout the company from the perspective of your new
organizational strategy
• Understand how and why a franchise system provides a turnkey organizational system

Business Benefits -- Enables you to:

• Design an organization chart that represents what the business will look like when you've
achieved your vision
• Communicate company and position growth opportunities
• Clarify the accountabilities for each position in the company
• Develop meaningful descriptions of the results for each position and align those results with
primary business objectives
• Understand how to leverage the information a franchisor gives you about how to structure
your operation

Chapter Overview

Organizational Strategy Development

The next step is to see where your current employees fit in the new organization chart…

11
 If you haven’t yet hired employees, creating an organization chart and result statements will give
you a good understanding of the skills and qualifications required to fill positions.

Small, independent business owners might want to research the way other businesses in your
industry sector are organized. If you invest and are awarded a franchise, your franchisor will
already have determined the best organization strategy to drive results.

Hierarchical versus "Flat" Organizational Structure

From time to time, management and organizational development specialists will strongly criticize
the traditional hierarchical organizational structure. They suggest that…
As part of a franchise system, particularly in employee-based models, the franchisor has already
created an organizational chart as well as a complete turnkey recruitment system for key positions.
Most franchisors recognize the critical importance of recruitment. McDonald's Corporation, for
example, believes that the success of the restaurants and the company is achieved through the
people it employs. Franchise companies want to recruit the best people, and retain them by
offering ongoing training relevant to their position and promoting them at the appropriate time. The
recruitment policies, procedures and practices reflect the company's determination to fulfil its aim.

In an employee-based franchise model, franchise operators depend on their employees to provide

excellent service to their customers. Franchisors want franchisees to hire people who will excel in
delivering outstanding service. As such, franchisors have established best practices and have a good
idea of the skills and qualifications necessary to be successful in those roles. Some franchisors have
identified the specific skills and behavioural traits necessary to providing excellent service and
attract employees to fill those roles. Franchisors often provide franchisees with position agreements
that specify duties and responsibilities as well as the qualifications, skills and competencies
necessary for that position. It might include position titles such as “Account Manager,” “Account
Executive,” or “Customer Service Representative.” For each of those roles, the franchisor may have
established Job Descriptions, Position Agreements, and Performance Standards, as well as a
“benchmark profile” of the candidates who will most likely be successful in these roles. Position
agreements are very important for multi-unit or area development models, where the franchisee
must rely on managers or supervisors to oversee human resources, operations and sales
management for each of their locations.

Some franchisors have developed target areas from which to recruit employees that have the traits
and characteristics to be successful in those roles. Others have also established incentive
programs for employees to refer their friends and acquaintances.

It is very common for Business to Business-type Franchise Models to have developed a profile for
successful inside or outside sales people.

Chapter 3:
Position Agreements -- Accountability Delivered
Learning Objectives
• Define position agreements
• Identify the three main elements of a position agreement
• Review the steps for developing position agreements in your business
…
Many franchisors will provide you with position agreements. Because your employees’ performance
plays a key roll in the success of your business, we think you should be aware of the key
components described in this short chapter.

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 Client Fulfillment
Introduction: Client Fulfillment

NEW FAST CONTENT

Client fulfillment is about delivering on your promise to fulfill your customers' needs through your
products or services. If you don't deliver on this promise, no marketing strategy or sales technique
will keep your customers coming back. You also need to think about exceeding customer
expectations by continually enhancing your product offering. In this course, you will learn how
companies develop a product strategy to gain an advantage over the competition. Then you will be
able to identify systems for managing quality, to ensure that your product or service meets
customer expectations consistently. You will also learn how franchisors develop systems that meet
and exceed customer expectations.

Overview
Chapter 1: Delivering on Your Promise

Chapter 1:
Delivering on Your Promise

Learning Objectives
• Understand the nature of your product
• Develop awareness of your product's value through your customers' perceptions
• Define product attributes

• Understand how a franchise business model delivers client fulfillment

Business Benefits -- Enables you to:

• Look at your product offering from a fresh perspective

13
• Begin to evaluate your product in terms of customer perceptions
• Identify the product attributes that are important to your customers

• Leverage a franchise system to work in your favor

Chapter Overview

The first step in developing a successful product strategy is …

The cornerstone of franchising is based on getting and keeping customers. Franchisors develop
their marketing and fulfillment systems to create a brand or image in the minds of current and
potential customers. This brand demonstrates how the fulfillment system, i.e. the company’s
products and services, can help them.

Franchising has long capitalized on customers’ perceptions by designing an operating system that
ensures the customer consistently receives quality products and services every time-- no matter
which location the customer patronizes. That’s why it’s important that franchisees follow the
operating system because a) it means you’ll be more likely to deliver on your promises, and
therefore attract and keep customers; and b) it affects the brand adversely if customers have a bad
experience.

Chapter Text
Chapter 1: Delivering on Your Promise

Promises, Promises
When you started your business, you made a promise and you created expectations in people's
minds. You made sure to tell your potential customers what range of specific products and …

An operating system is identified with the branding or image. As a franchisee you are awarded a
license to operate using that brand name and system. Take a moment and think about your
personal experience with a particular national brand. When you have a positive experience, do
you tell your friends and neighbors about it? If you have a bad experience, are you even more
likely to share it with your associates? Studies show that dissatisfied customers tell many more
people about that bad experience. That experience is linked to the brand and underscores the
importance of this course in running a successful independent or franchise operation. Franchisors
have established and documented methods to systematize customer buying experiences.
Delivering on your promises builds customer loyalty to the brand. As a small business owner,
delivering on your promise builds local brand identity.

Your Product May Not Be What You Think

14
Do you know what your product really is? A lot of business owners don't. …

Packaging also provides special opportunities to add value to your products through visual and
functional appeal. … Branding is a key component in any business and you want to build a brand
that consumers can identify easily. Packaging can also be used to send a consistent reminder to
your clients that you are their vendor of choice.

What is your product? Look at it from your customers' point of view. What is it about what you're
selling that has value to them? What can you do to increase that value?

A franchise system’s products and services have been tested and proven. In international
franchising, the unique culture and customs of the country are considered during product testing.
Whether you start an independent business or purchase a franchise, understanding why your
product is of value to your customer is critical in your ability to successfully attract and keep
customers.

Keeping Your Product's Promise

How do you know if your product is living up to your promise?...

…close can you come to creating the perfect product?

Customer Satisfaction Surveys are one method of ascertaining whether or not your product is
living up to your promise. Most franchise systems have some kind of quality control initiative built
into the operating or client fulfillment system. Some are given to customers as they complete
the fulfillment process or when they make the buying decision. These Customer Satisfaction
Surveys help franchisors continually evaluate customer expectations against what is being
delivered. We’ll discuss this in more detail in Chapter 4.

Overview
Chapter 2: Five Steps to the Right Product for Your Target Market

Chapter 2:
Five Steps to the Right Product for Your Target Market
Learning Objectives
• Review the five steps for innovating or enhancing your product offering
• Research the best of the competition
• Differentiate between an ideal product and a feasible ideal product

Business Benefits -- Enables you to:

• Develop profiles for your current product, your competitors' products, your ideal product,
and your feasible ideal product
• Develop a new, improved version of your product that increases your ability to meet
customer expectations

Chapter Overview
One of the advantages of investing in a franchise is that the franchisor has already done the work
and designed an ideal product or service. Because it’s an interesting process and valuable
exercise, we recommend becoming familiar with the steps to maximize your educational and
coaching experience.
Develop a profile of the ideal product for your target market. The profile should answer the

15
 Chapter Text
Chapter 2: Five Steps to the Right Product for Your Target Market

There are five steps to configuring the best possible product for your business.

Start by picking your primary target market and the particular version of your product you sell to
them. …

Here are the five steps:

1. Develop a profile of the ideal product for your target market. The profile should
answer the following question: "What product attributes would be perfect in the eyes of our
target market customers?" Using a blank copy of the Product Profile Worksheet, specify the
attributes for your ideal product.
2. Evaluate the best of your competition. Select the three or four best products that
compete with yours for your target market. Research them and describe their product attributes
on separate Product Profile Worksheets. Some franchise systems encourage new franchisees to
use Mystery Shoppers to evaluate such things as the competition’s location, appearance, staff
size, products and services offered, and the overall customer experience. Even in a franchise
system, it’s helpful to know your competitions strengths, weaknesses and identify your unique
position in the marketplace. Understanding how you differentiate yourself from your competition
will help you build a stronger value proposition.

Consider the Competition

Are products available to your customers that are alternatives or substitutes for your current
product? It's important to know how they stack up against your ideal product and the products
you currently offer.

The idea is, when you examine the competition, you may gain insights that alter your perceptions
of your place in the market. Once you reach that conclusion, you'll want to apply those new
insights to all areas of your operation so that you produce a unified customer experience claiming
a unique position in the marketplace and consistent with your customers' expectations.

Franchisors in the same market space and industry niche can be quite different. For example, in
franchise staffing companies there is considerable variance. Terry’s Talent Acquisition may
specialize in recruiting high level engineers and IT professionals, and do little or no placement in
other categories such as Sales and Administration. If you don’t know your competition, you might
make inaccurate assumptions. Temporary staffing companies vary greatly as well, with some
focusing only on light industrial placement, some strictly clerical, and some full service. Pricing
may also vary from competitor to competitor. You can easily see that to position yourself
correctly in your market, you need to know your competition. For this reason, understanding
your competition and your unique value in the market is important in all industry sectors.

Chapter Text

16
 Chapter 3: A New Perspective on Quality

The quality of your product is defined by the degree to which you're able to deliver your …

Quality Begins and Ends with Your Customers

Quality is whatever your customers say it is, and relies on your customers' experience with your
entire business. …

… So, everybody wins -- your business, your employees, and your customers.

Franchisors are always concerned about quality control because it helps build the brand. There is
a reason why the McDonald’s French fries you eat in San Francisco taste just like ones you eat in
Boston. Customers expect to have the same experience no matter which location they patronize.
It is important to follow all the guidelines, even those that may seem inconsequential, because
they all add up to building the brand. Each McDonald’s fryer is set at the same temperature and
all domestic operations use the same oil with the exact same chemical balance. This ensures
that customers will keep going to McDonald’s because they know exactly what they are getting --
quality food delivered expediently. An excerpt from McDonald’s Mission statement says it best:

"McDonald's vision is to be the world's best quick service restaurant experience. Being the best
means providing outstanding quality, service, cleanliness and value, so that we make every
customer in every restaurant smile.”

You can see that quality control measures actually help build the brand.

More On Quality Review

Click to see a sample Quality Review Form.

While quality control has an immediate, tactical focus, quality review is more strategic.

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Licensing or certification of service providers, continuing education requirements, ongoing
training, periodic manager evaluations, and customer comments and evaluations are some other
ways to apply quality review in your company.
Quality review in a franchise system can be a powerful lead generation tool. Favorable ratings on a
customer survey can be compiled and used in advertising. Example: “Over 90% of our customers
indicate they would use our services again.” Many franchise systems have built-in quality review
processes. ServPro, a fire and restoration cleaning service, has made a commitment to quality and
have a Quality Assurance Program and this pledge: “At Servpro we understand that continuous
attention to quality is essential to meeting our customers' requirements. We regularly add to our set
of leading-edge services, enabling us to provide you with access to the latest products and cleaning
techniques.”

Chapter Text
Chapter 4: Developing Your Quality Management System
Quality -- The Ultimate System
Quality is ultimately a dance between effective systems and dedicated people.

Training
In a franchise system, training ensures the consistent delivery of quality products or services.
Franchise companies that have well-documented systems ensure that customers have the same
experience no matter where they do business.

A training program thoroughly prepares you to run your new franchised business. For example,
the Operations Manual documents the operating system and how customers should experience
your services. It should also include detailed information about administrative, marketing,
staffing, legal, safety procedures and other essential information so that you can duplicate the
processes created by the franchisor.

Initial Training

Your initial training will focus on business development activities as well as the operating system
and how it should be delivered to consumers. It may include on-site training, with the franchisor
representative visiting your place of business and guiding you through opening day and your first
week. During this time, you should experience a lot of customer interaction so that you have a
hands-on experience and become comfortable with the daily operation. It also affords you the
ability to see a behavior model of the quality assurance measures in action.

On-going Training

Most franchise systems ensure that their products and services are replicated and duplicated by
conducting frequent on-going training sessions. In today’s technologically-savvy environment,
much of this training is done online, similar to what you’re experiencing here. Franchisors may
also schedule regional training sessions when rolling out new product offerings or about attracting
and retaining more customers. The franchisor’s on-going training supports innovation and
implementation.

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