1. CLIVE C HOULSTON CHAIRMAN and MANAGING DIRECTOR MR.ELECTRIC UK AIRE SERV UK

2. HOW TO ENTER THE EU MARKET ?

3. EUROPEAN EXPANSION It is through franchising that some of the world’s largest and best-known brands have achieved international expansion

4. EUROPEAN UNION Common language - NO Legal requirements the same - NO Common culture - NO Economic factors the same – NO IT’S A MINEFIELD

5. UNDERSTANDING THE DIFFERENCE IS THE KEY FOOTBALL ?????

6. PRODUCT / SERVICE EVALUATION Before considering entry into any other member country of the EU it is essential that proper needs-based analysis has been undertaken of the market

7. DIFFERENT COUNTRIES Never assume that all countries are the same Every market must be treated individually You have to be flexible and understand that market

8. WHAT ARE THE MOST EFFECTIVE MEANS OF ENTERING THE EU MARKET ?

9. EXPANSION ROUTES There are four main international franchise expansion routes:- DIRECT FRANCHISING – this involves the grant of franchise rights by a Franchisor directly to a Franchisee in another country: – all Management Service Fees paid to Franchisor – the Franchisor carries all costs associated with translation, support, legal compliance, training

10. EXPANSION ROUTES There are four main international franchise expansion routes: A NATIONAL MASTER FRANCHISEE typically acquires the rights to an entire country with a view to establishing a pilot operation and then sub- franchising to single/multi-unit franchises

11. EXPANSION ROUTES There are four main international franchise expansion routes: Alternatively, a Franchisor may choose to appoint a number of REGIONAL MASTER FRANCHISEES either by sub-dividing a country or in countries where the economics don’t fit a Master – As with a Master, the Regional will sub-franchise

12. EXPANSION ROUTES There are four main international franchise expansion routes: As a fourth option, a Franchisor may choose to appoint a number of AREA DEVELOPERS – As with a Master and Regional the agent may have the right to issue a limited number of sub- franchise units

13. DIRECT FRANCHISING This is NOT a common route to market – Franchisor must consider how to generate multiple enquiries in the territory under consideration – Franchisor has to manage brand image and quality – Local legal requirements mean that franchise agreements will be different

14. MASTER FRANCHISEE This is the most common route to market – It involves the Franchisor granting franchise rights for the whole or a part of that country – Quickest way to establish the business in the country using someone else’s funds – Franchisor has to sacrifice a proportion of both the up-front fee and ongoing fees

15. REGIONAL MASTER LICENCE A fast growing method of international franchising – The Franchisor retains some of the operational support and central logistical support – Regional Master Licensee will generally have a shorter term licence than a Master but will not have the same infrastructure requirements – Franchisor takes larger percentage of shared MSF

16. AREA DEVELOPERS An approach often used in the USA – The Franchisor retains most of the operational support and central logistical support – Area developer will generally act as the representative of the Franchisor – Franchisor may take back the territory when initial development complete

17. EXPANSION ROUTES Becoming a Master Franchisee involves taking a brand and adapting the existing business to suit a new market utilising your local knowledge

18. DOES YOUR OPERATIONS MANUAL TAKE ACCOUNT OF UNDERSTANDING? TRUNK ???

19. EUROPEAN EXPANSION The franchise business model has enabled companies to adapt swiftly to cultural and economic differences, capitalising on the local knowledge and contacts of their local representatives to build the brand in new markets

20. TRAINING & SUPPORT As technology has grown more sophisticated and the global market has become smaller, providing training and support to Master Franchises around the world has become easier

21. TRAINING & SUPPORT A Master Franchisee can expect to work on their own initiative, but like single/multi-unit franchises they should receive training and support as part of the franchise package

22. COMPANIES & INDIVIDUALS It is common for companies as well as individuals to become Master Franchisees

23. HOW SHOULD YOU ESTABLISH A FEE STRUCTURE?

24. SOME CONCEPTS FOR DIRECT FRANCHISING POPULATION – many franchise concepts base territory fees on domestic population – a more accurate figure would be to relate this to spend as a percentage of income BUSINESSES – sometimes based on average spend on a product or service – more accurately needs to be adjusted to factor local cost base

25. MASTER FRANCHISING POPULATION – for service/product franchise concepts based on population a review of European populations by percentage identifies an immediate problem – Can the population sustain the infrastructure costs of replicating the Franchisor’s business

27. MASTER FRANCHISING REMEMBER – a franchise works because everyone wins – When calculating the fee structure there has to be a viable return at all levels in the chain – You need to balance up-front fees along side ongoing revenue stream

28. WHAT ARE THE LEGAL REQUIREMENTS FOR ENTERING THE EU?

29. SETTING UP IN A COUNTRY Many countries welcome “reputable” franchise concepts and have no real legal restrictions

30. SETTING UP IN A COUNTRY Many countries welcome “reputable” franchise concepts and have no real legal restrictions Some countries however have taken the view that local Franchisees should be protected, and impose stringent registration or disclosure requirements

31. AGREEMENTS As a rule you should expect that a Master Agreement will be subject to negotiation and as such legal costs can escalate

32. AGREEMENTS As a rule you should expect that a Master Agreement will be subject to negotiation and as such legal costs can escalate Generally the Sub-Licence Agreement is non negotiable, however it is most probable that you will need to have agreements adapted for each country’s legal requirements

33. AGREEMENTS Where a franchise requires a number of employees you need to be aware of local employment law issues

34. TAXATION When calculating the viability of any entry into another country not only should you take account of the set-up costs but the impact of taxation on foreign earned income, e.g. withholding tax

35. SUMMARY BUILDING A BRAND ACROSS MULTIPLE COUNTRIES CAN ENHANCE THE CORE BRAND VALUE FOR ALL INVOLVED IT CAN CREATE NEW MARKET OPPORTUNITIES FOR COMMERCIAL SERVICE BRANDS

36. QUESTIONS