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0 ® Profiling. Strategy. Results. Since 1980 How do you know if someone is a good fit for your franchise? How do you know if you are attracting the right.

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Presentation on theme: "0 ® Profiling. Strategy. Results. Since 1980 How do you know if someone is a good fit for your franchise? How do you know if you are attracting the right."— Presentation transcript:

1 0 ® Profiling. Strategy. Results. Since 1980 How do you know if someone is a good fit for your franchise? How do you know if you are attracting the right profile of individual to your franchise?

2 1 ® Profiling. Strategy. Results. Since 1980 All rights reserved. Unauthorized reproduction prohibited. COPYRIGHT 1997 - 2008 Franchise Architects © AN OVERVIEW The information contained in this presentation is trademarked, copyrighted and highly confidential and cannot be shared, copied, disseminated or distributed to anyone outside of your organization without the prior written approval of Information For Your Future, inc. dba Franchise Architects and Franchise Navigator. ONE: Benchmarking STEP ONE: Benchmarking 1

3 2 ® Profiling. Strategy. Results. Since 1980 Overview ……………………………………………………….. Eight Business Cylinders ………………………………….. Objectives...………..………………………………………… Franchise Navigator FIVE STEPS ……………….…………. New Definition of a Qualified Lead …………..……………. STEP ONE: Survey Existing Franchisees ……..………… Assumption 1: Skills & Core Competencies …………..… Assumption 2: Values and Behavior..….………………….. Behavioral Profile Descriptions ……………………………. Assumption 3: Stages of Growth Model…………………. STEP THREE: Develop New Tools and Strategies ……..346810111217226365 TABLE OF CONTENTS ® Profiling. Strategy. Results. SECTION PAGE

4 3 ® Profiling. Strategy. Results. Since 1980 Franchise Architects created the Franchise Navigator based on well over 30 years of experience working and surveying consumers, franchise buyers and business owners, managers and other employees of hundreds of worldwide organizations. We discovered that you can create the best business model in the world but if you don’t have the right operator, with the right competencies, the right value system and the right behavior profile, the business just won’t work as well. Franchise Navigator Overview

5 4 ® Profiling. Strategy. Results. Since 1980 In 1988 we began researching the process of how to identify and find the right profile of franchise owner. After researching many alternatives, personality profiles and other behavioral tools, we developed our own profiling tool in 1996. It is called Franchise Navigator. Here is how it works and how we developed it. Here is how it works and how we developed it. Franchise Navigator Overview

6 5 ® Profiling. Strategy. Results. Since 1980 Franchise Architects Eight Business Cylinders We believe that all businesses and franchises are comprised of Eight Business Cylinders. Each cylinder is equally as important as the other and needs its own set of standards and rules of what is acceptable. These cylinders operate at two distinct levels simultaneously; CONSUMER LEVEL FRANCHISE LEVEL

7 6 ® Profiling. Strategy. Results. Since 1980 Franchise Architects’ Eight Business Cylinders CONSUMER LEVEL OPERATIONS MARKETING and ADVERTISING LEGAL SALES and CUSTOMER SERVICE FINANCIAL ORGANIZATIONAL / HUMAN RESOURCES IT/INFORMATIONTECHNOLOGY IMAGE, IDENTITY and BRANDING

8 7 ® Profiling. Strategy. Results. Since 1980 OPERATIONS MARKETING and ADVERTISING LEGAL SALES and CUSTOMER SERVICE FINANCIAL ORGANIZATIONAL / HUMAN RESOURCES IT/INFORMATIONTECHNOLOGY IMAGE, IDENTITY and BRANDING BRANDING IT/INFORMATIONTECHNOLOGY ORGANIZATIONAL / HUMAN RESOURCES FINANCIAL SALES and CUSTOMER SERVICE LEGALLEGAL MARKETING and ADVERTISING OPERATIONS FRANCHISE LEVEL Franchise Architects’ Eight Business Cylinders

9 8 ® Profiling. Strategy. Results. Since 1980 Franchise Navigator Objective: 6 th Cylinder Establish which individual profile(s) work best with your business model(s) and which ones do not. Develop an attraction strategy to attract more people who resemble your single and multi unit top performers. Objective: 6 th Cylinder ® Profiling. Strategy. Results.

10 9 ® Since 1980 Franchise Navigator quickly and effectively identifies and quantifies an individual’s: Skills, Values, and Behavior. Franchise Navigator Objective: 6 th Cylinder

11 10 ® Profiling. Strategy. Results. Since 1980 Re-launch your franchise sales efforts using the new methodology. 5 Re-Launch Your Sales Efforts Re-train the franchises sales and operations and training staff on the best techniques for communicating with the ideal profile of franchisee.4 Training and Support Develop new, dynamic methods of attracting the right profile while “alienating” those you don’t want. 3 Develop Effective Recruitment Tools Ensure your “Attraction Strategy” is correct and that you are using the right tools and the right messaging to attract more Top Performing franchisees.2 Review Current “Attraction Strategy” 1 Benchmark Existing Franchisees Survey existing franchisees and identify who are your top, mid and poor performing franchisees and why.

12 11 ® Profiling. Strategy. Results. Since 1980 1.Financial – Can they meet the minimum financial requirements? 2.Geographic - Are they in the right markets for smart growth or is it just a franchise sale? 3.Skills – Do they possess the right skills to execute the business model? 4.Values and Behavior - Do they possess the right value behavior? FOURELEMENTS of a Qualified Lead New Definition of a Qualified Lead

13 12 ® Profiling. Strategy. Results. Since 1980 ONE: Benchmarking STEP ONE: Benchmarking 1

14 13 ® Profiling. Strategy. Results. Since 1980 PROCESS: Administer survey tool to existing franchisees, managers and corporate executives Identify who your top, mid and poor performers are and why ONE: Benchmarking STEP ONE: Benchmarking http://www.franchise-navigator.com/survey/handyman/index.php11

15 14 ® Profiling. Strategy. Results. Since 1980 We believe any business is comprised of three basic Skills and/or Competencies. ASSUMPTION 1: 3 Skills & Core Competencies occur in all businesses Sales and Marketing - Customer Service Skills 1 Business Administration and Management Skills 2 Product/Technical Skills 3 ONE: Assumption 1 STEP ONE: Assumption 1 1

16 15 ® Profiling. Strategy. Results. Since 1980 A franchisor cannot assume their franchisees are going to be proficient in all three. Actually, someone who is proficient in all three of the skills generally does not buy a franchise. They would generally go into business on their own. Sales and Marketing - Customer Service Skills 1 Business Administration and Management Skills 2 Product/Technical Skills 3 ONE: Assumption 1 STEP ONE: Assumption 1 1

17 16 ® Profiling. Strategy. Results. Since 1980 In addition to the core skills and competencies every Franchisor should understand an individual’s value system and behavior as it relates to business ownership. ASSUMPTION 2: Values and Behavior are critical We have been successful in categorizing human behavior into four distinct behavioral profiles. Every person has every profile. What we want to see is which are the dominants and subordinate profiles as it relates to business and franchise ownership. Human Behavior ONE: Assumption 2 STEP ONE: Assumption 2 1

18 17 ® Profiling. Strategy. Results. Since 1980 Four Behavioral Profiles ACCOMPLISHER INFLUENCER ASSOCIATOR CONTRIBUTOR Overview of the Behavioral Profiles

19 18 ® Profiling. Strategy. Results. Since 1980 Sales and Marketing - Sales and Marketing - Customer Service Skills Business Administration and HR Management Product/Technical Skills ASSOCIATOR ACCOMPLISHER INFLUENCER CONTRIBUTOR Overview of the Skills HIGH MID POOR COMPETENCY

20 19 ® Profiling. Strategy. Results. Since 1980 ACCOMPLISHER Big Picture Can multi task Strong business skills Strong drive for accomplishment Does not need accolades Multi Unit Operators INFLUENCER Narrow focus Cannot multi task Strong sales skills Needs instant gratification Needs a lot of accolades Single Unit– Territorial ASSOCIATOR Broad focus Cannot multi task Has a need to belong Works with family and close friends Needs a lot of attention Wants routine Single Unit– Small Staff CONTRIBUTOR Caring focus Can multi task Has a need to contribute Wants a steady business Loves to enrich others Single Unit – Large Staff Overview of the Behavioral Profiles

21 20 ® Profiling. Strategy. Results. Since 1980 ACCOMPLISHER INFLUENCER ASSOCIATOR ACCOMPLISHER CONTRIBUTOR ACCOMPLISHER ASSOCIATOR CONTRIBUTOR Overview of the Behavioral Profiles Combinations SINGLE UNIT OPERATOR PROFILES MULTI UNIT OPERATOR PROFILES

22 21 ® Profiling. Strategy. Results. Since 1980 Every person has each of the Four Profiles. Through our on-line, web- based profiling tool we can identify and quantify an individual’s dominant and subordinate profiles. The survey takes only 6 - 7 minutes to complete and the results appear in your own portal within 2 – 3 seconds from the time the applicant clicks on SEND. ONE: Benchmarking STEP ONE: Benchmarking 1

23 22 ® Profiling. Strategy. Results. Since 1980 ONE: Benchmarking STEP ONE: Benchmarking 1 Individual survey results are presented in percentiles

24 23 ® Profiling. Strategy. Results. Since 1980 ONE: Benchmarking STEP ONE: Benchmarking 1 A high performer profile is created specific for your business model.

25 24 ® Profiling. Strategy. Results. Since 1980 All inbound franchise owner and manager candidates are measured against a company’s unique high performer profile. You will know, instantly, if the candidate is someone who represents a potential match or a mismatch with your business model. The Franchise Navigator eliminates the guesswork. ONE: Benchmarking STEP ONE: Benchmarking 1

26 25 ® Profiling. Strategy. Results. Since 1980 Four Behavioral Profiles Descriptions ACCOMPLISHER INFLUENCER ASSOCIATOR CONTRIBUTOR

27 26 ® Profiling. Strategy. Results. Since 1980 ACCOMPLISHER

28 27 ® Profiling. Strategy. Results. Since 1980 Accomplishers are big picture people. They are competent, driven, bottom-line individuals who have acquired a certain degree of success and want to leverage what they have. Accomplishers have a natural talent to lead, delegate and empower others. The do not need recognition from others. These are the empire builders. ACCOMPLISHER Description of the Behavioral Profiles

29 28 ® Profiling. Strategy. Results. Since 1980 Smaller percentage of the US populationSmaller percentage of the US population Movers and shakersMovers and shakers ExecutivesExecutives They fear not being part of something unique or the best Fear: They fear not being part of something unique or the best ACCOMPLISHER Description of the Behavioral Profiles

30 29 ® Profiling. Strategy. Results. Since 1980 All results are presented in percentiles. 0 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 90% and above would be very driven and difficult to manage CONTRIBUTORASSOCIATORINFLUENCERACCOMPLISHER ACCOMPLISHER Big Picture Can multi task Strong business skills Strong drive for accomplishment Does not need accolades Potential Multi Unit Operators 45% Desire for accomplishment begins and self employment becomes a consideration 65% Desire for accomplishment accelerates and becomes stronger Description of the Behavioral Profiles

31 30 ® Profiling. Strategy. Results. Since 1980 Values  Success  Challenge  Growth  Income  Prestige  Respect  Power  Quality  Results  Uniqueness  Control  Winning ACCOMPLISHER Description of the Behavioral Profiles

32 31 ® Profiling. Strategy. Results. Since 1980 Where to find them  In their offices  On the golf course  Country club  Airports  Train stations ACCOMPLISHER  On airplanes  Through Advisors  Reading financially oriented newspapers Description of the Behavioral Profiles

33 32 ® Profiling. Strategy. Results. Since 1980 Business Focus Business Focus  medium risk  Steady growth potential  Management or absentee ownership  Business to business  Natural exit strategy Will seek: ACCOMPLISHER Description of the Behavioral Profiles

34 33 ® Profiling. Strategy. Results. Since 1980 Business Focus Business Focus  Growth oriented business  Type of business unimportant  Doesn’t mind competition  Location important  Many employees okay  Market domination Preferences: ACCOMPLISHER Description of the Behavioral Profiles

35 34 ® Profiling. Strategy. Results. Since 1980  Results driven and hardworking.  Good delegators and managers.  Not ego driven – success driven.  Good problem solvers and want efficiency.  Will hire someone to do details.  They hire based on competencies and skills. Business Focus Business Focus ACCOMPLISHER Description of the Behavioral Profiles

36 35 ® Profiling. Strategy. Results. Since 1980 Concerns Concerns  Need lots of control of their business.  Will need and demand profit and growth.  Expect competency from the company and employees.  Want to have a direct influence on policy. ACCOMPLISHER Description of the Behavioral Profiles

37 36 ® Profiling. Strategy. Results. Since 1980  Dislikes indecision and incompetence.  Prefers that the franchisor have a hands-off approach.  Can be very inflexible.  May want to be inactive in business.  Wants multiple locations or area development Concerns ACCOMPLISHER Description of the Behavioral Profiles

38 37 ® Profiling. Strategy. Results. Since 1980 INFLUENCER

39 38 ® Profiling. Strategy. Results. Since 1980 Influencers are confident, charming and aggressive. They are naturally persuasive and very creative. They want to be successful; have control; be recognized, and most of all they want to be considered prestigious and glamorous. They are highly competitive and have a need to always win. INFLUENCER Description of the Behavioral Profiles

40 39 ® Profiling. Strategy. Results. Since 1980 Smaller percentage of the US population Sales oriented Often overextended financially To appear lacking confidence or confused Fear: To appear lacking confidence or confused INFLUENCER Description of the Behavioral Profiles

41 40 ® Profiling. Strategy. Results. Since 1980 All results are presented in percentiles. 0 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 92% and above would be a very manipulative individual CONTRIBUTORASSOCIATORINFLUENCERACCOMPLISHER Potential Multi Unit Operators 40% Desire to influence others appears to begin but is supportive and not dominant 55% Skills for sales ability and drive accelerates and becomes stronger INFLUENCER Narrow focus Cannot multi task Strong sales skills Needs instant gratification Needs a lot of accolades Potential Single Unit– Area or Territorial Description of the Behavioral Profiles

42 41 ® Profiling. Strategy. Results. Since 1980  Image  Sex appeal  Challenge  Leverage  Prestige  Money  Power  Instant gratification  Control  Recognition  Competence  Competition Values INFLUENCER Description of the Behavioral Profiles

43 42 ® Profiling. Strategy. Results. Since 1980  Motivational lectures  Ski lodges & slopes  At the Gym  At the office  Chic bars & businesses  Auto Dealers  Talking on cellular phone  Tanning salons  Getting a manicure  Where they can be seen Where to find them INFLUENCER Description of the Behavioral Profiles

44 43 ® Profiling. Strategy. Results. Since 1980  Sales oriented businesses  Desires to change peoples minds  Business to business  Cost no object - in their opinion  Retail – if fashionable  Trendy & futuristic  Cutting edge technology  Needs instant gratification Will seek: Business Focus Business Focus INFLUENCER Description of the Behavioral Profiles

45 44 ® Profiling. Strategy. Results. Since 1980 Business Focus Business Focus  Image & type of business very important  Will work long hours  Seeks prestige  Few employees  Bragging Rights  Wants growth but lacks patience Preferences: INFLUENCER Description of the Behavioral Profiles

46 45 ® Profiling. Strategy. Results. Since 1980  Results driven and hardworking.  Poor delegators and managers.  Very ego and success driven.  Short attention span.  Is not detail oriented and will not fill out reports or create business plans unless forced to. Business Focus Business Focus INFLUENCER Description of the Behavioral Profiles

47 46 ® Profiling. Strategy. Results. Since 1980  Don’t like the details of day-to- day operation.  Wants to be in control.  Wants to “improve” the systems.  Sometimes fickle, changing directions or their mind often.  May be financially overextended. Concerns Concerns INFLUENCER Description of the Behavioral Profiles

48 47 ® Profiling. Strategy. Results. Since 1980  May skip necessary steps to get to results.  Don’t believe they need support.  Feels accountability is intrusive.  Want to be recognized and acknowledged regularly.  Might bore easily. Concerns Concerns INFLUENCER Description of the Behavioral Profiles

49 48 ® Profiling. Strategy. Results. Since 1980 ASSOCIATOR

50 49 ® Profiling. Strategy. Results. Since 1980 Associators are amiable and accommodating individuals with strong work ethics. They have an attention to detail and are dependable, loyal, compassionate and service-oriented. They tend to have realistic goals and aspirations. While income is not a motivator – being accepted is. They want to involve their families and are generally single unit operators. ASSOCIATOR Description of the Behavioral Profiles

51 50 ® Profiling. Strategy. Results. Since 1980 Blue collarBlue collar 38% of the population38% of the population Can be found in the Midwest – Red StatesCan be found in the Midwest – Red States Being separated from loved ones Fear: Being separated from loved ones ASSOCIATOR Description of the Behavioral Profiles

52 51 ® Profiling. Strategy. Results. Since 1980 All results are presented in percentiles. 0 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 82% and above would be a very needy individual requiring a lot of attention and hand holding CONTRIBUTORASSOCIATORINFLUENCERACCOMPLISHER 45% Need to belong becomes a factor 70% Association becomes a dominant behavior Potential Single Unit– Area or Territorial INFLUENCER ASSOCIATOR Broad focus Cannot multi task Has a need to belong Works with family and close friends Needs a lot of attention Wants routine Potential – Single Unit– Small Staff Description of the Behavioral Profiles

53 52 ® Profiling. Strategy. Results. Since 1980  God  Loyalty  Security  Family  Commitment  Togetherness  Country  Integrity  Team  Dependability  Pride  Relationship Values ASSOCIATOR Description of the Behavioral Profiles

54 53 ® Profiling. Strategy. Results. Since 1980  Barbecues & picnics  Their child’s soccer games  Local bar hanging out with the guys  Family reunions  High school or college games  American auto dealerships  Church groups or functions Where to find them ASSOCIATOR Description of the Behavioral Profiles

55 54 ® Profiling. Strategy. Results. Since 1980 Business Focus Business Focus Will seek:  Service oriented business  Hands-on – single unit  Few employees  Few products or large inventory control by others  Little management duties  Regular hours ASSOCIATOR Description of the Behavioral Profiles

56 55 ® Profiling. Strategy. Results. Since 1980 Business Focus Business Focus Preferences:  Good relationships with customers  Include family and friends  Industry with minimal change  Low cost - low risk  Strong corporate support ASSOCIATOR Description of the Behavioral Profiles

57 56 ® Profiling. Strategy. Results. Since 1980  Hands-on and hardworking.  Will do the details.  Team and people oriented.  Will follow the system as designed.  Good customer service skills.  Have realistic goals. Business Focus Business Focus ASSOCIATOR Description of the Behavioral Profiles

58 57 ® Profiling. Strategy. Results. Since 1980  They need lots of support.  They dislike change.  They won’t voice problems or concerns with Corporate.  Their trust is very fragile.  They are not interested in building empires. Concerns Concerns ASSOCIATOR Description of the Behavioral Profiles

59 58 ® Profiling. Strategy. Results. Since 1980 CONTRIBUTOR

60 59 ® Profiling. Strategy. Results. Since 1980 Contributors are very Societally aware individuals who want to have direct impact on the world. They are often environmentally, spiritually and politically conscious. The seeks professions or opportunities where they can make a difference with a product or service that is significant to the lives of others. CONTRIBUTOR Description of the Behavioral Profiles

61 60 ® Profiling. Strategy. Results. Since 1980 Contributors are honest and loyal individuals. They have a very high sense of integrity and will not do anything that they feel is out of integrity. They are good problem solvers, empathetic professionals, well-connected, well-respected and willing to contribute, as needed. CONTRIBUTOR Description of the Behavioral Profiles

62 61 ® Profiling. Strategy. Results. Since 1980 Highly educatedHighly educated 24% of the population24% of the population Fastest growing segmentFastest growing segment Being tricked or manipulated Fear: Being tricked or manipulated CONTRIBUTOR Description of the Behavioral Profiles

63 62 ® Profiling. Strategy. Results. Since 1980 All results are presented in percentiles. 0 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% CONTRIBUTORASSOCIATORINFLUENCERACCOMPLISHER Broad focus Cannot multi task Has a need to belong Works with family and close friends Needs a lot of attention Wants routine CONTRIBUTOR Caring focus Can multi task Has a need to contribute Wants a steady business Loves to enrich others Potential -Single Unit – Larger Staff Need to contribute becomes a need 55% Contribution becomes a dominant behavior 65% and above would indicate this individual is very selfless. If score becomes a dominant they are very service oriented and not necessarily strong in business. 82% Description of the Behavioral Profiles

64 63 ® Profiling. Strategy. Results. Since 1980  Contribution  Loyalty  Spirituality  Creativity  Freedom  Knowledge  Expression  Political  Ecology  Intelligence  Honesty  Harmony Values CONTRIBUTOR Description of the Behavioral Profiles

65 64 ® Profiling. Strategy. Results. Since 1980  Political debates  Fund raisers  Lectures  Medical field  Colleges  Borders or other book stores  Nature trips  Climbing mountains in Tibet  Antique auto auctions  At resale shops  Colleges Where to find them CONTRIBUTOR Description of the Behavioral Profiles

66 65 ® Profiling. Strategy. Results. Since 1980  Inspirational, educational or transformational  World is their audience  Hands-on  Health or environmental  Consulting & teaching  Medical Business Focus Business Focus Will seek: CONTRIBUTOR Description of the Behavioral Profiles

67 66 ® Profiling. Strategy. Results. Since 1980  Team oriented  Save-the-world atmosphere  Lots of variety & growth  Relationship building  Impactful products & concepts Business Focus Business Focus Preferences: CONTRIBUTOR Description of the Behavioral Profiles

68 67 ® Profiling. Strategy. Results. Since 1980  Concerned about others  Highly educated and intelligent  Good problem solvers  Loyal, dependable and consistent  Will contribute to everyone’s success  Will follow established systems  Great networkers Business Focus Business Focus CONTRIBUTOR Description of the Behavioral Profiles

69 68 ® Profiling. Strategy. Results. Since 1980  Hard to sell these types; they won’t be manipulated,  Slower to decisions, as they wait for consensus,  Might be too busy contributing to other societal issues. Concerns CONTRIBUTOR Description of the Behavioral Profiles

70 69 ® Profiling. Strategy. Results. Since 1980 Every company goes through predictable stages of growth and evolution. Our proprietary organizational model identifies which stage of growth a franchise company has evolved into. This model was used in 1988, 1989 and 1990 for the basis of the Franchise Gold 100 Ranking we developed for SUCCESS Magazine. ASSUMPTION 3: Franchisor Organizational Structure is important to understand ONE: Assumption 3 STEP ONE: Assumption 3 1

71 70 ® Profiling. Strategy. Results. Since 1980 Matching A Prospect To The Right Type of Organization Matching A Prospect To The Right Type of Organization Franchisor Life Cycle and Stages of Growth ™

72 71 ® Profiling. Strategy. Results. Since 1980 STAGE2STAGE2 ManagementDisciplineManagementDiscipline STAGE4STAGE4 BureaucracyBureaucracy STAGE5STAGE5 IntrapreneurialIntrapreneurial STAGE1STAGE1 EntrepreneurialEntrepreneurial STAGE 3 STAGE 3 ProfessionallyManagedProfessionallyManaged Franchisor Life Cycle and Stages of Growth ™ Each stage has its own strengths and weaknesses. As a company evolves from one stage to another it will create a unique set of crisis which the company must learn to accommodate. Franchising should not occur in either stages 1, 2 and 4. The goal of any organization or company should be to become a Stage Three organization and not a “franchise” company.

73 72 ® Profiling. Strategy. Results. Since 1980 Copyright © 2008 Franchise Architects. ALL RIGHTS RESERVEDwww.franchisearchitects.comwww.franchisenavigator.com You may not use this information unless the appropriate license fees have been paid. We know you will find this profiling process interesting, informative and effective and look forward to integrating it into your entire franchise and growth strategy.


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