Explore the franchise opportunities at CADD Centre, Asia’s largest network of CAD, CAE, and Project Planning Management (PPM) training centres.
From a “single-product”, “single-unit” training centre in Chennai, in 1988, CADD Centre, today, is offering authorized courses for over 20 market leading products in CAD, CAE, PPM and Modeling & Animation domain. It has over 280 franchises in about twelve countries including Malaysia, Singapore, India, Sri Lanka, Maldives, Bhutan, Nigeria, Qatar, Bahrain, Oman, and UAE.
We attribute this phenomenal success to our domain focus and to our “Franchise first” expansion model. Our multi-faceted growth has been driven by our steadfast adherence to the core values, core vision, and core vocation of excellence.
CADD Centre started Franchising in 1995, and from then on its expansion plan has always been through franchise growth. It regards franchisee of CADD Centre as a CADD Centre that “we do not own”. Except the ownership, it takes responsibility for the franchisee revenues and profitability month after month. The performance of CADD Centre employees is assessed by the profitability of the franchisee centres.
Among the key promises of CADD Centre include:
• Centre quality
• Software compliance
• End customer satisfaction
• Course quality
• Course delivery quality
• Course compliance
• Instructor training
• Viable franchise business plan
CADD Centre takes complete control of the quality of the courses and course delivery.
Core Values:
We place the franchise’s interest first and accord foremost importance to the quality of services in: identifying market needs, conception of curriculum, course delivery, franchise support and partnering with product developers. Our values-driven approach has bestowed on us the market leadership and made us a premium training partner for global product companies.
Core Vision:
We strive to create our presence world over as a provider of high-quality training, products and services in CAD, CAE, Project Management and Modeling & animation domains. We expand through franchising, which we consider is a sustainable model of co-operative entrepreneurship. Our franchise model is homegrown and proven successful within India as well as outside.
Core Vocation Of Excellence:
At CADD Centre, we consider that “training the trainers” is our core competence that brings in standard quality and uniformity of superior customer experience across all our franchises. We continuously engage software product companies in our training.
We also facilitate the knowledge transfer and collaboration within our franchise community by organizing various events. Besides, we associate ourselves with industry bodies that work for the promotion of computer aided engineering and management education.
CADD Franchise Expansion
Through franchising, CADD Centre has increased its presence from one centre in 1995 to 280 centres in twelve countries today. However, the company does not expand for the sake of expansion. CADD Centre looks for a steady growth. It signs a few franchises, works with them for some time till they stabilize and then go for signing the next batch of new franchises. The preference for the long-term growth has helped CADD Centre to achieve over 95% success rate and a 40% year-on-year annual growth rate in franchising for many years now.
The positive feedback from customers, good word of mouth references, and increase in the network are good evidences to show that the CADD Franchise system is a success. Reference and positive word of mouth are two very important ways CADD Centre attract new franchisees. This enables a new franchise to come on board with the right expectations.
CADD Centre is keen to promote entrepreneurship (“intrapreneurship”, rather) among its employees. What stands testimony to the company’s drive towards creating entrepreneurs is the fact that many CADD Centre franchises are owned by its past employees and students, who are familiar with the company’s culture and value system.
Franchise Support - Operation
CADD Centre is a process driven organization. The day-to-day operations of the Centre are well defined and the franchisee employees are trained and retrained to carry on the business as per the process chart. The franchise is not left to any thinking or imagination when it comes to course delivery or deliverables to customer. This ensures there is a uniform delivery of knowledge and skill to every individual registering for the program. Also, the regular monitoring of the Centres, gives a good amount of control in ensuring that the Franchise system is consistent.
CADD Centre is where it is today because of its close working relationship with the franchisees. The Centre offers an induction program for three days for all franchises to provide them with guidelines for handling the operations of the centre. The franchises are guided through a handholding approach.
Franchise Support – Marketing
CADD Centre franchisee is one of the most profitable education franchisee systems in India and hence growing even in challenging times. CADD Centre does not compete with but differentiates itself from its competitors. It builds its growth on referral marketing. It regularly invests in making referral marketing work. CADD Centre believes that “word of mouth” sales are much effective than any other mode of selling. It does not encourage franchises spending too much on promotion, as providing quality education will do a great deal of marketing. However, it does use traditional media and advertisement, in association with its franchises. The shared marketing expenses help both the franchisor and the franchise invest more and get better results.
CADD Centre discusses its marketing plans and brain storms ideas with every franchisee, and facilitates in the creation of marketing plans that are unique to every centre. CADD Centre runs six regional support centres across the country to provide support to the franchises and market test the programs before they are launched at the franchise centres. The Regional Support Centres study the patterns and device/test new marketing plans. Public Relation activities are handled in every location at regular intervals to make sure CADD Centre is on the news for good reasons.
CADD Centre supports its franchises in Creatives, media planning and Market Strategy promotional plans. It designs art works for marketing that is most suited for the target and the event.
CADD Market Leadership
CADD Centre is a 22 year-old CAD training company. It has embraced franchising as a sustainable model of cooperative entrepreneurship, for the last 15 years. Through franchising, the company has increased its centres from one in 1995 to 280 today. In the very first year of its operations, CADD Centre trained 40 people but the number of people trained by the CADD Centre has crossed the 500,000 mark! All these make, CADD Centre one among the world leaders in CAD/CAE/PPM training, Asia’s largest training network and India’s most influential launch medium for any CAD/CAE/CAM/PPM product companies in the world.
CADD Centre demands a premium from the principals (software product companies) as well as the customers (students and corporate employees). It offers the most comprehensive range of training programmes in its domain. CADD Centre believes that it is able to achieve gain and retain its market leadership in a very specialized segment only because of its deep insights into the franchise business.
CADD Franchise Revenue Sharing
CADD Centre has a very unique franchisee model where by the franchisee is allowed to earn in proportion to the efforts they put in the business. CADD Centre does not charge royalty based on the revenues – CADD Centre believes that when a franchise puts in a lot of efforts to increase its collections and profits, it is only fair to allow the franchise to retain a lion’s share.
The revenue sharing is based on a percentage – an annual fee – that is worked out at the very beginning, adhering to the business principles, size of operations and market potential. The annual fee model helps CADD Centre and its franchises keep their level of commitment at peak. Based on the track record of the performance of franchises, CADD Centre reworks the revenue sharing model to reflect the aspirations of franchises.
Franchise Requirements
CADD Centre franchise needs to be a local person. CADD Centre believes that a local person is the best to deliver the services exactly the way an end customer would want it. That is one of the reasons why it has taken the franchise route for expansion.
At CADD Centre, the franchisee is not just an investor but an entrepreneur responsible for success of the franchise centre. The franchise owner looks after the day to day operations of the Centre and sets and meets the targets to make the Centre profitable. CADD Centre works closely with the franchise in initial investments. It teaches the franchise how to work the costing and the investment. As an extension the franchise also understands how to handle the returns.
The franchise invests in physical infrastructure including hardware and software – the initial investment varies depending on the market size. CADD Centre charges an annual fee, which is not fixed based on the revenue. This means there will be no increase in the annual fee in proportion to the increase in the franchise’s revenues.
As for the centre premise is concerned, CADD Centre insists on a comfortable space with ventilation to accommodate class rooms labs, meeting rooms, sales cabins, manager cabins, staff room, store room, toilets, and of course, reserved parking space. There could be spare capacity to be used for walk-in demonstrations and special training on software.
CADD Franchise Relationship
CADD Centre treats its franchises as customers and evolves a win-win strategy. It gives a lot of value and priority to its relationship with the franchise. The company listens to its franchises and hand holds the franchise in business operations
Many franchisees of CADD Centre are its long time associates. For instance, its first franchise partner, Mr.V R Chander started CADD Centre at Coimbatore in a 1200 sft space in 1995. The first year revenue was Rs 24 lakhs. Today, he runs 3 centres in Coimbatore in over 10,000 sft space with revenue of around Rs 200 lakhs.
Tags:cadd franchise,Training Franchise, Education Franchise, Cadd Centre, franchise model, software franchise, franchise expansion, franchise system,franchise support, franchisee system,Franchise Business,
Source:franchise.caddcentre.ws
This Blog has been posted by Sparkleminds, A Franchise Consulting Company Based At Bangalore, India, Offering Complete Franchise Solutions Nationally and Internationally for more than a decade now.Visit www.sparkleminds.com for more details.
Showing posts with label franchise expansion. Show all posts
Showing posts with label franchise expansion. Show all posts
Tuesday, July 13, 2010
Thursday, June 17, 2010
Nirula's to expand its franchise footprint aggressively.
Going ahead with its expansion plan, Nirula's has recently opened outlets in Mumbai, Indore and Mussoorie.
"We would soon open more outlets in Mumbai, Bangalore, Jalandhar and Pathankot," said Samir Kuckreja, CEO and MD of Nirula's.
The QSR chain currently operates 75 outlets in 16 cities and the company plans to take the count to 200 outlets by March 2011. "The 125 new outlets will include 80 metro express format at Delhi Metro (stations) and 20 company-owned ice-cream kiosks. These formats will significantly improve our footprint and enable us to penetrate the Delhi, NCR market through increased customer touch-points," he added.
The company plans to have both metro express format, covering an area of 50-60 sq ft, as well as ice-cream kiosks/parlours, spreading between 75-200 sq ft area on an average.
Franchising is the next big ticket item for Nirula’s. "Currently, we have a number of franchisees to whom we provide training, product and marketing support in setting up and successfully running their restaurants. We’ve recently opened outlets in Indore, Mussoorie and at the Mumbai domestic airport. We are in discussions with potential franchise partners to open more outlets in Mumbai, Bangalore and Jalandhar and also looking at other opportunities including transit locations such as railway stations and inter-city bus stands, corporate parks/buildings and educational institutions," said Kuckreja.
For the entire expansion plan, the company would need Rs 15 crore, which would be raised through internal accruals, equity infusion and debt. The company has significantly increased the investment budget for its marketing plan, this year. "Each new unit has a marketing budget for which a plan is made on the basis of local unit requirements," Kuckreja added.
Tags:qsr chain, nirulas franchise, express format franchise,franchising, potential franchise partners,railway station franchise, franchise at bus stands, franchise expansion, Mumbai Franchise.
Note:This Blog has been posted by Sparkleminds, A Franchise Consulting Company Based At Bangalore, India, Offering Complete Franchise Solutions Nationally and Internationally for more than a decade now.Visit www.sparkleminds.com for more details.
"We would soon open more outlets in Mumbai, Bangalore, Jalandhar and Pathankot," said Samir Kuckreja, CEO and MD of Nirula's.
The QSR chain currently operates 75 outlets in 16 cities and the company plans to take the count to 200 outlets by March 2011. "The 125 new outlets will include 80 metro express format at Delhi Metro (stations) and 20 company-owned ice-cream kiosks. These formats will significantly improve our footprint and enable us to penetrate the Delhi, NCR market through increased customer touch-points," he added.
The company plans to have both metro express format, covering an area of 50-60 sq ft, as well as ice-cream kiosks/parlours, spreading between 75-200 sq ft area on an average.
Franchising is the next big ticket item for Nirula’s. "Currently, we have a number of franchisees to whom we provide training, product and marketing support in setting up and successfully running their restaurants. We’ve recently opened outlets in Indore, Mussoorie and at the Mumbai domestic airport. We are in discussions with potential franchise partners to open more outlets in Mumbai, Bangalore and Jalandhar and also looking at other opportunities including transit locations such as railway stations and inter-city bus stands, corporate parks/buildings and educational institutions," said Kuckreja.
For the entire expansion plan, the company would need Rs 15 crore, which would be raised through internal accruals, equity infusion and debt. The company has significantly increased the investment budget for its marketing plan, this year. "Each new unit has a marketing budget for which a plan is made on the basis of local unit requirements," Kuckreja added.
Tags:qsr chain, nirulas franchise, express format franchise,franchising, potential franchise partners,railway station franchise, franchise at bus stands, franchise expansion, Mumbai Franchise.
Note:This Blog has been posted by Sparkleminds, A Franchise Consulting Company Based At Bangalore, India, Offering Complete Franchise Solutions Nationally and Internationally for more than a decade now.Visit www.sparkleminds.com for more details.
Friday, May 21, 2010
Privatising & Franchising Indian Education
It is difficult to ignore the spicing up that India’s education sector is undergoing. Ubiquitous private coaching centers, front-page ads inviting franchise expansion of schools, and landmark reforms allowing foreign universities to enter India all underscore the changing face of a sector that could best be characterized as lackluster just a few years ago, especially for private entrepreneurs and profit-mongers.
With India’s burgeoning middle-class, mouth-watering demographics and fast-changing government regulation, however, this once boring sector has managed to captivate the attention of capitalists from all corners of the world. From small-town tuition centers to globally renowned universities, from shrewd corporate pundits to leisurely housewives, and from private-equity suits to social-enterprise tweeds, the race to have some sort of stake in the growth of India’s education industry has become almost fashionable.
This year, in particular, has seen a massive inflow of capital and interest into the education sector, with Reliance Equity Advisors’ recent announcement to snap up a 1 billion rupee stake in Pathways Global School, a K-12 education provider; Azim Premji’s decision to invest 2 billion rupees in Manipal Global Education, a education resource provider; and Matrix Advisors’ decision to buy 1 billion rupees into FIIT-JEE, a private coaching provider.
Kapil Sibal, India’s education minister, too, gave an emphatic slap-on-the-back to the sector by comparing its future potential to that of India’s now red-hot telecom sector a decade ago.
While there is no denying the potential upside for investors in India’s education sector, it is worth considering the effect that massive entry of private capital into a traditionally not-for-profit sector can have on the Indian education sector as a whole and especially on parents, students and teachers.
First and foremost, the entry of a greater number of privately managed institutions will automatically translate into greater competition in the education sector, as more organizations compete for a limited number of students. Consequently, schools and colleges will no longer be able to rely on students filling their classrooms term after term, something that is common in high population-density areas with few private schools.
Instead, schools will have to lower fees, improve teaching quality, hire better teachers and use efficient technology as ways of distinguishing themselves from competitors and remaining operational. This is similar to what transpired in India’s telecom sector a few years ago, when private firms slashed costs, improved customer service and emphasized innovation to differentiate themselves from their competitors.
This operational model, which challenges the “recession-proof” tag that educational organizations in India have perpetually had associated with them, will transfer greater power to student and parents, for if a school cannot offer its students a cheaper and better educational experience than the school next door, it is most likely going to shut down.
Even for employees such as teachers, a greater sense of competition among educational organizations could spell better payment terms, training facilities and employment benefits. This is because the quality of teachers and education administrators will determine the success or failure of a school. Like it is for for-profit corporations, talent will be a rare resource and one which educational organizations are willing to invest in more intently.
Another benefit of the growing influence of private investments in the education sector is likely to be the bridging of the large gap dividing the resourceful private sector from the resource hungry education sector. As it stands today, education-focused organizations are largely cut-off from the talent, the innovation and the leadership that characterize for-profit companies in India.
Also, the potential for not just better principals or counselors but also for better education entrepreneurs—managers with an expertise in financial analysis and budgeting, strategy planning, human resources management and technology—is tremendous in India’s economy.
This vacuum in education management promises to be filled by private entrepreneurs who can utilize their business training and their vision for education reform more effectively. Corporate best practices like performance-based pay for teachers or inventory management of fixed assets like furniture or computers, which are everyday practices in educational organizations around the world, would also be better planned and implemented under guidance from the for-profit world.
There is only so much funding in India’s capital-starved economy that the government can provide to education ventures like schools and colleges. Eventually, like has been the case for power, infrastructure or telecommunications, financial support from the private sector will be crucial in leading the growth and progress of educational organizations in the country.
For this reason, the influx of greater capital into the sector should translate into its more comprehensive development and help convert the ‘education for all’ motto into reality. For instance, if public finances can target the development of rural education models and private funds can help growth in more urban areas, a greater number of educational institutes can become available for students.
The idea of private-sector investments in the education sector has its share of critics too and, often, for good reason. It can be argued that the private sector has little knowledge on the intricacies of the education sector as most private investors are neither trained in education management or non-profit work. Can such investors really improve the quality of education in India?
There is also the issue of the over-commercialization of education where profit-mongers ignore quality improvement and work on amassing more money. Finally, how easy is it for regulators to keep private institutes in check, ensure quality control and enforce policies?
Despite these drawbacks, the ability of students and parents to make independent decisions, discern education quality and aim for best quality per rupee spent should endear privately sourced investments to India. Also, there is no question that better training for teachers and education managers will have to take center-stage in efforts to improve quality and ensure policy enforcement.
In the end, the fact remains that for all the changes that private capital promises to bring into the education industry, perhaps the most challenging will be altering the age-old mindset of everyday citizens for whom education is simply a non-profit service, not a money-making business.
Tags:franchise expansion, entry foreign universities, tuition franchise, coaching franchise, Education Franchise, Training Franchise, English Franchise, India Education Sector,FIIT JEE,Manipal Education,
Source:Wall Street Journal,Mayank Maheshwari,Friday, May 21, 2010
With India’s burgeoning middle-class, mouth-watering demographics and fast-changing government regulation, however, this once boring sector has managed to captivate the attention of capitalists from all corners of the world. From small-town tuition centers to globally renowned universities, from shrewd corporate pundits to leisurely housewives, and from private-equity suits to social-enterprise tweeds, the race to have some sort of stake in the growth of India’s education industry has become almost fashionable.
This year, in particular, has seen a massive inflow of capital and interest into the education sector, with Reliance Equity Advisors’ recent announcement to snap up a 1 billion rupee stake in Pathways Global School, a K-12 education provider; Azim Premji’s decision to invest 2 billion rupees in Manipal Global Education, a education resource provider; and Matrix Advisors’ decision to buy 1 billion rupees into FIIT-JEE, a private coaching provider.
Kapil Sibal, India’s education minister, too, gave an emphatic slap-on-the-back to the sector by comparing its future potential to that of India’s now red-hot telecom sector a decade ago.
While there is no denying the potential upside for investors in India’s education sector, it is worth considering the effect that massive entry of private capital into a traditionally not-for-profit sector can have on the Indian education sector as a whole and especially on parents, students and teachers.
First and foremost, the entry of a greater number of privately managed institutions will automatically translate into greater competition in the education sector, as more organizations compete for a limited number of students. Consequently, schools and colleges will no longer be able to rely on students filling their classrooms term after term, something that is common in high population-density areas with few private schools.
Instead, schools will have to lower fees, improve teaching quality, hire better teachers and use efficient technology as ways of distinguishing themselves from competitors and remaining operational. This is similar to what transpired in India’s telecom sector a few years ago, when private firms slashed costs, improved customer service and emphasized innovation to differentiate themselves from their competitors.
This operational model, which challenges the “recession-proof” tag that educational organizations in India have perpetually had associated with them, will transfer greater power to student and parents, for if a school cannot offer its students a cheaper and better educational experience than the school next door, it is most likely going to shut down.
Even for employees such as teachers, a greater sense of competition among educational organizations could spell better payment terms, training facilities and employment benefits. This is because the quality of teachers and education administrators will determine the success or failure of a school. Like it is for for-profit corporations, talent will be a rare resource and one which educational organizations are willing to invest in more intently.
Another benefit of the growing influence of private investments in the education sector is likely to be the bridging of the large gap dividing the resourceful private sector from the resource hungry education sector. As it stands today, education-focused organizations are largely cut-off from the talent, the innovation and the leadership that characterize for-profit companies in India.
Also, the potential for not just better principals or counselors but also for better education entrepreneurs—managers with an expertise in financial analysis and budgeting, strategy planning, human resources management and technology—is tremendous in India’s economy.
This vacuum in education management promises to be filled by private entrepreneurs who can utilize their business training and their vision for education reform more effectively. Corporate best practices like performance-based pay for teachers or inventory management of fixed assets like furniture or computers, which are everyday practices in educational organizations around the world, would also be better planned and implemented under guidance from the for-profit world.
There is only so much funding in India’s capital-starved economy that the government can provide to education ventures like schools and colleges. Eventually, like has been the case for power, infrastructure or telecommunications, financial support from the private sector will be crucial in leading the growth and progress of educational organizations in the country.
For this reason, the influx of greater capital into the sector should translate into its more comprehensive development and help convert the ‘education for all’ motto into reality. For instance, if public finances can target the development of rural education models and private funds can help growth in more urban areas, a greater number of educational institutes can become available for students.
The idea of private-sector investments in the education sector has its share of critics too and, often, for good reason. It can be argued that the private sector has little knowledge on the intricacies of the education sector as most private investors are neither trained in education management or non-profit work. Can such investors really improve the quality of education in India?
There is also the issue of the over-commercialization of education where profit-mongers ignore quality improvement and work on amassing more money. Finally, how easy is it for regulators to keep private institutes in check, ensure quality control and enforce policies?
Despite these drawbacks, the ability of students and parents to make independent decisions, discern education quality and aim for best quality per rupee spent should endear privately sourced investments to India. Also, there is no question that better training for teachers and education managers will have to take center-stage in efforts to improve quality and ensure policy enforcement.
In the end, the fact remains that for all the changes that private capital promises to bring into the education industry, perhaps the most challenging will be altering the age-old mindset of everyday citizens for whom education is simply a non-profit service, not a money-making business.
Tags:franchise expansion, entry foreign universities, tuition franchise, coaching franchise, Education Franchise, Training Franchise, English Franchise, India Education Sector,FIIT JEE,Manipal Education,
Source:Wall Street Journal,Mayank Maheshwari,Friday, May 21, 2010
Monday, May 10, 2010
India Domino's Fastest Growing Franchise Market.Celebrates 9000 Franchisees Worldwide.
New Delhi store part of Domino’s 9K celebration
ANN ARBOR, Mich. – Domino’s Pizza celebrated opening its 9,000 store with two symbolic openings earlier this year: one in New Delhi, India and the other in New Orleans.
Founded in 1960 and marking its 50th year in business, Domino's Pizza is the second largest pizza chain in the world and the company marked the opening of its 8,000th store in 2006 in similar fashion, with symbolic openings in Chicago, Ill., and in Panama City, Panama.
“For half a century, Domino’s Pizza has been able to grow and thrive thanks to the dedication and efforts of franchisees and team members the world over, as demonstrated by our franchisees in India and Louisiana,” said Domino’s Chief Executive Officer J. Patrick Doyle. “These are two of the largest and best franchise organizations in our system, and it’s appropriate that they are sharing in this distinction.
“Opening our 9,000th store is a great milestone,” Doyle added. “And we’re looking toward one of the goals we set some time ago: we want to clip the ribbon on our 10,000th store within the first half of this decade. We are looking forward to making that happen.”
Jubilant FoodWorks Ltd, the master franchisee for Domino’s Pizza in India, marked a milestone of its own with the opening of its store: it is the company’s 300th in that country. Doyle, along with Executive Vice President of Domino's Pizza International Michael Lawton and Executive Vice President of Communication & Investor Relations Lynn Liddle, joined master franchisee Hari Bhartia and Jubilant FoodWorks President Ajay Kaul and others at a ribbon-cutting ceremony, followed by a press conference and the donation of products to feed 4,500 underprivileged children in the local community of Pitampura, a residential neighborhood in north New Delhi.
Jubilant FoodWorks Ltd. is Domino's fastest-growing franchise, having opened approximately 65 stores in the last year.
“Today is a historical moment for Domino's Pizza India,” said Hari Bhartia, co-chairman of Jubilant FoodWorks. “We started our journey in India in 1996 with the opening of our first store in Delhi. With the opening of 300th store, we have come a long way in this fulfilling journey creating new milestones and benchmarks for ourselves and for the rest of QSR industry to follow. We have pioneered organized QSR and pizza retail in India. We also introduced and built the concept of home delivery in India. But we believe this is still the beginning as the Indian market has a very large potential.”
The New Orleans store was opened by RPM Pizza LLC, the company is Domino’s largest U.S. franchisee with 135 locations. The store was opened on Chef Menteur Highway, one of the areas decimated by Hurricane Katrina in 2005. The new free-standing store will be “hurricane ready” with generators, an extra-large cooler and the ability to reopen quickly to serve citizens of the community.
“Our franchise is closing in on its 30th anniversary and we have remained committed to being there when our communities need it most,” said Glenn Mueller, president of RPM Pizza. “We’ve always sought to have ours be the last restaurants to close and the first to open in times of great need. Opening a new store in this neighborhood is one more step toward rebuilding this great city. Domino's Pizza was the first chain to offer pizza delivery service and now Domino's is the first to service all areas of metro New Orleans.”
Mueller noted that RPM Pizza plans to hire nearly 100 additional employees throughout the New Orleans area.
Founded in 1960 and headquartered in Ann Arbor, Mich., Domino’s Pizza operates a network of 9,000 franchised and company-owned stores in the United States and over 60 international markets. The Domino's Pizza had global retail sales of over $5.6 billion in 2009, comprised of nearly $3.1 billion domestically and over $2.5 billion internationally.
Source:Indus News Wire
Tags:Domino's, Dominos, Pizza Franchise, Fast Food Franchise, Mexican Restaurant Franchise, best franchise, Master Franchise, franchise chain, franchise expansion, franchise recruitment.
ANN ARBOR, Mich. – Domino’s Pizza celebrated opening its 9,000 store with two symbolic openings earlier this year: one in New Delhi, India and the other in New Orleans.
Founded in 1960 and marking its 50th year in business, Domino's Pizza is the second largest pizza chain in the world and the company marked the opening of its 8,000th store in 2006 in similar fashion, with symbolic openings in Chicago, Ill., and in Panama City, Panama.
“For half a century, Domino’s Pizza has been able to grow and thrive thanks to the dedication and efforts of franchisees and team members the world over, as demonstrated by our franchisees in India and Louisiana,” said Domino’s Chief Executive Officer J. Patrick Doyle. “These are two of the largest and best franchise organizations in our system, and it’s appropriate that they are sharing in this distinction.
“Opening our 9,000th store is a great milestone,” Doyle added. “And we’re looking toward one of the goals we set some time ago: we want to clip the ribbon on our 10,000th store within the first half of this decade. We are looking forward to making that happen.”
Jubilant FoodWorks Ltd, the master franchisee for Domino’s Pizza in India, marked a milestone of its own with the opening of its store: it is the company’s 300th in that country. Doyle, along with Executive Vice President of Domino's Pizza International Michael Lawton and Executive Vice President of Communication & Investor Relations Lynn Liddle, joined master franchisee Hari Bhartia and Jubilant FoodWorks President Ajay Kaul and others at a ribbon-cutting ceremony, followed by a press conference and the donation of products to feed 4,500 underprivileged children in the local community of Pitampura, a residential neighborhood in north New Delhi.
Jubilant FoodWorks Ltd. is Domino's fastest-growing franchise, having opened approximately 65 stores in the last year.
“Today is a historical moment for Domino's Pizza India,” said Hari Bhartia, co-chairman of Jubilant FoodWorks. “We started our journey in India in 1996 with the opening of our first store in Delhi. With the opening of 300th store, we have come a long way in this fulfilling journey creating new milestones and benchmarks for ourselves and for the rest of QSR industry to follow. We have pioneered organized QSR and pizza retail in India. We also introduced and built the concept of home delivery in India. But we believe this is still the beginning as the Indian market has a very large potential.”
The New Orleans store was opened by RPM Pizza LLC, the company is Domino’s largest U.S. franchisee with 135 locations. The store was opened on Chef Menteur Highway, one of the areas decimated by Hurricane Katrina in 2005. The new free-standing store will be “hurricane ready” with generators, an extra-large cooler and the ability to reopen quickly to serve citizens of the community.
“Our franchise is closing in on its 30th anniversary and we have remained committed to being there when our communities need it most,” said Glenn Mueller, president of RPM Pizza. “We’ve always sought to have ours be the last restaurants to close and the first to open in times of great need. Opening a new store in this neighborhood is one more step toward rebuilding this great city. Domino's Pizza was the first chain to offer pizza delivery service and now Domino's is the first to service all areas of metro New Orleans.”
Mueller noted that RPM Pizza plans to hire nearly 100 additional employees throughout the New Orleans area.
Founded in 1960 and headquartered in Ann Arbor, Mich., Domino’s Pizza operates a network of 9,000 franchised and company-owned stores in the United States and over 60 international markets. The Domino's Pizza had global retail sales of over $5.6 billion in 2009, comprised of nearly $3.1 billion domestically and over $2.5 billion internationally.
Source:Indus News Wire
Tags:Domino's, Dominos, Pizza Franchise, Fast Food Franchise, Mexican Restaurant Franchise, best franchise, Master Franchise, franchise chain, franchise expansion, franchise recruitment.
Thursday, April 8, 2010
Franchise Expansion Of Your Business In India: Whats the perfect recipe for a succesful franchise rollout:
7th April, Bangalore, India. 15.00 Hrs.
What Most Business Owners/ Franchisors Must Know before they start expanding their businesses through franchising.
Yesterday, another franchisor met us, keen to expand his business and trying to explore the various options, he had on hand. Like most business owners who are seeking to expand their business in India, the dilemmas were the same, as is the case generally from such entrepreneurs. So I thought, for the use of such franchisors, I write out this blog, to inform them, firstly, these are common hurdles that most businesses that want to expand using the franchise route in India, face. Secondly, it is very important that you learn quickly from the knowledge base available around you and look at franchising very deeply, instead of experimenting with franchising. I am going to run you through the interaction I had with this franchisor, which is in the ice cream business and has a popular brand in one of our bustling metros. For me, he is the classic example, of all business owners who have a successful business and are thinking of franchising or have already begun franchising and have a few franchisees.
He has been operating for a couple of years now and has been receiving several requests from customers to take up his franchise. After discussing the situation on hand and with guidance from a few friends and well wishers, he went ahead and signed up a couple of them. Instantly, he realized, this was much more than just teaching a franchisee how to do his business. From, thereon started, the everyday nitty gritties of how should he deal with the franchisee on ‘this issue,' and the issues were many. Infact one of them discontinued the franchise and is still continuing the business, but in a different name. There would have been the definite daily issues that most franchisors and franchisees go through whilst the reality of what they get from the marriage, comes on screen. The franchisor did tell me, that he knew it would be difficult, but then he was ready to learn from the mistakes, he would commit, amend them and move forward. I liked his willingness to adopt and the honesty to do his best. These alone would not be sufficient for me.
I was smiling from within, thinking why does one need to take the difficult path, when experts like us, can guide the franchisors with the most common mistakes that they commit. (Not that they are not going to make mistakes, alongside us, but then, they would definitely not be elementary or the basic ones, that hurt franchising the business most). There is a clear learning curve that we have gone through while working for so many clients in the same domain specifically and franchising more microscopically, that the franchisor, could quickly learn, adapt and run...instead of getting up, falling, crawling, falling and then get walking. In fact, that's the very reason, that we bring in the best practices from different business and segments, into every business that we are franchising, and that, not necessarily is what your competition is doing or other companies in your industry following.
The other thing off course being the present market dynamics. Does he have the liberties of the 80's / 90's when he would have had the time to expand and could take his own time, while the competition is limited. This is the case with most business owners in our country today. There is so much of learning available, all that they need to do is look around for specific experts and move forward professionally, instead of thinking of doing it from scratch, all by themselves. You always hire an architect and a contractor engineer, before you build your house, you don't do it all yourself. Why re-invent the wheel, when it's already done for you. India has been franchising from the late 80's and there is a lot of localized learning's that is already available across different segments.
The franchisor on the other end was continuously thinking of getting a few more franchisees, which were when, he decided to participate in a franchise exhibition and was ready to sign up a couple more. The general perception being, that you have thousands of entrepreneurs lining up for these franchise shows and you could easily get a couple of them to sign your franchise up. A franchise exhibition organizer once pitched to us that we will have in excess of 10,000 new business seekers visiting the show and all you need is 0.05% conversion out of that to have 5 franchisees. Another client of ours, then was excited and said lets take that to 0.01% and we have our franchise ready. In reality, that does not happen. All you do is end up spending a couple of lakhs on initial franchise marketing, which otherwise could have been spent more judicially on franchise development or initial franchise foundation laying, after which the franchise marketing and recruitment have to be carefully planned. Even if you are good at marketing and have been able to get a couple of franchisees to sign up, I am not sure that the business is ready to take on the franchisee from an operation, marketing, legal, training and other perspective. Hence you need to first lay a strong franchise foundation and a concrete franchise development programme and that would be the best way of getting the desired results at least costs.
The ice cream franchisor spent nearly a month chasing all the leads that said that they would get back, but to no result. We have also met a lot of clients who have just gone ahead and advertised in franchise magazines, franchise websites/portals, newspapers and other media's. The first thing when one thinks of expanding the business, is how will I get a franchisee, and what would I get from them. Let me prepare a projected P&L, a profitability sheet from my chartered accountant and an agreement from a lawyer (who in most cases is not a franchise lawyer), create a so-called franchise model, and get started. In a way, I am glad that clients come to us after such exercises, because its generally easier to explain to such franchisors, the task on hand, while they begin to understand the nuances of franchising vis-à-vis the ones who come fresh out of their business wombs.
What is the ideal Return on Investment (R.O.I), that I must explain, quizzed the franchisor. Will a particular % justify my claim? How should I guarantee a return...should I actually guarantee returns?
Entrepreneurs threw questions like, Will you get me the right property or will I get rent and % on sales, if I take up your franchise. What happens if we do not get the expected business, What are the terms of the franchise agreement and a million other things that each person wanted to be clear of, at the onset itself.
This is the typical cycle any new franchisor goes through. What we do here is, orient the client before hand on these questions and what repercussions, each answer has. The long term implication of the same is clearly measured and studied before deciding upon the path to be taken. That's what a cohesive franchise strategy does to a business, before it embarks on its expansion journey.
Another approach, a few franchisors take, is to hire franchise managers from the industry and then they assign the task of franchising their business, to these professionals. In most cases, the business then takes shape of the experience that these managers have had from their previous experience, and more often, limited to the areas in which they are strong. However, in most cases, we have been able to get the best out of these managers. We work closely with the organization, understand their strengths and help the owners/top management, align their personnel correctly on each of the defined tasks.
The franchisor then realised he needs an experienced franchise consultant, which is how he reached us. This has been the case with a lot of business owners who have been seeking franchise expansion services and do not have the direction to move forward or have been contemplating to hire the services of a expert franchise consulting company, but have also been parallely thinking, of whether they really need to take the complete plunge. The initial concerns are about the costs of franchising. What could be the amount that one needs to apportion to start franchising? What are the ongoing resources that would be required? A lot of successful business owners really do not have the time, from their existing business schedules, to really concentrate on franchise expansion. The ice cream franchisor seemed to have the resource allocations queries in his talk, and was trying to analyse what more will he have to put in, to get going, from where he was now.
At Sparkleminds, we take this question very analytically. While franchise expansion can be a self funding exercise in the medium term, it definitely requires initial investments, and that varies from business to business. In the long term, it not only pays back the costs of franchising, but also adds tremendously to the growth and profitability of the business. Hence, business owners who have a long term view in their mind, seek various time tested franchise solutions and want to give it the best try, engage us, while the rest of them, go about their own ways of expanding their business.
We do a lot of free franchise discovery sessions with franchise business owners who are seeking franchise development and get them prepared initially for franchising even before they engage us. Our initial discussions are aimed at franchise feasibility and basic assessment on readiness of the business for franchising. Only if the business owners pass these tests do we move forward to an engagement, or else, we ask them, to complete their homework, before getting started with franchising. We do this because we believe that this is very important for the franchise industry on the one end to have the right franchisors and that there are possibly, as many successful franchisors, that can be and on the other, it augers well for our reputation, of being associated with successful franchise companies and being a leading franchise consulting company in India.
Conclusion
Franchising is bustling in India. We have been getting requests from all kinds of businesses from party shops to mobile car service franchises, from laundry services franchises to fashion jewellery. The list is exciting and we are even more excited to serve the needs of different kinds of businesses that want to franchise. This blog highlights the typical path that these businesses take and the solutions they seek. The typical shortcuts that are taken, to save initial costs, and the long-term repercussions. The knowledge base that exists and how one can harness the franchising experience that the country already has, and what it has been learning from the finest franchise practices followed world over. When we put all of this together, we have the recipe to franchise success and that's what we want to prescribe to franchisors in India.
You only get one chance in franchising. Give it your best.
What Most Business Owners/ Franchisors Must Know before they start expanding their businesses through franchising.
Yesterday, another franchisor met us, keen to expand his business and trying to explore the various options, he had on hand. Like most business owners who are seeking to expand their business in India, the dilemmas were the same, as is the case generally from such entrepreneurs. So I thought, for the use of such franchisors, I write out this blog, to inform them, firstly, these are common hurdles that most businesses that want to expand using the franchise route in India, face. Secondly, it is very important that you learn quickly from the knowledge base available around you and look at franchising very deeply, instead of experimenting with franchising. I am going to run you through the interaction I had with this franchisor, which is in the ice cream business and has a popular brand in one of our bustling metros. For me, he is the classic example, of all business owners who have a successful business and are thinking of franchising or have already begun franchising and have a few franchisees.
He has been operating for a couple of years now and has been receiving several requests from customers to take up his franchise. After discussing the situation on hand and with guidance from a few friends and well wishers, he went ahead and signed up a couple of them. Instantly, he realized, this was much more than just teaching a franchisee how to do his business. From, thereon started, the everyday nitty gritties of how should he deal with the franchisee on ‘this issue,' and the issues were many. Infact one of them discontinued the franchise and is still continuing the business, but in a different name. There would have been the definite daily issues that most franchisors and franchisees go through whilst the reality of what they get from the marriage, comes on screen. The franchisor did tell me, that he knew it would be difficult, but then he was ready to learn from the mistakes, he would commit, amend them and move forward. I liked his willingness to adopt and the honesty to do his best. These alone would not be sufficient for me.
I was smiling from within, thinking why does one need to take the difficult path, when experts like us, can guide the franchisors with the most common mistakes that they commit. (Not that they are not going to make mistakes, alongside us, but then, they would definitely not be elementary or the basic ones, that hurt franchising the business most). There is a clear learning curve that we have gone through while working for so many clients in the same domain specifically and franchising more microscopically, that the franchisor, could quickly learn, adapt and run...instead of getting up, falling, crawling, falling and then get walking. In fact, that's the very reason, that we bring in the best practices from different business and segments, into every business that we are franchising, and that, not necessarily is what your competition is doing or other companies in your industry following.
The other thing off course being the present market dynamics. Does he have the liberties of the 80's / 90's when he would have had the time to expand and could take his own time, while the competition is limited. This is the case with most business owners in our country today. There is so much of learning available, all that they need to do is look around for specific experts and move forward professionally, instead of thinking of doing it from scratch, all by themselves. You always hire an architect and a contractor engineer, before you build your house, you don't do it all yourself. Why re-invent the wheel, when it's already done for you. India has been franchising from the late 80's and there is a lot of localized learning's that is already available across different segments.
The franchisor on the other end was continuously thinking of getting a few more franchisees, which were when, he decided to participate in a franchise exhibition and was ready to sign up a couple more. The general perception being, that you have thousands of entrepreneurs lining up for these franchise shows and you could easily get a couple of them to sign your franchise up. A franchise exhibition organizer once pitched to us that we will have in excess of 10,000 new business seekers visiting the show and all you need is 0.05% conversion out of that to have 5 franchisees. Another client of ours, then was excited and said lets take that to 0.01% and we have our franchise ready. In reality, that does not happen. All you do is end up spending a couple of lakhs on initial franchise marketing, which otherwise could have been spent more judicially on franchise development or initial franchise foundation laying, after which the franchise marketing and recruitment have to be carefully planned. Even if you are good at marketing and have been able to get a couple of franchisees to sign up, I am not sure that the business is ready to take on the franchisee from an operation, marketing, legal, training and other perspective. Hence you need to first lay a strong franchise foundation and a concrete franchise development programme and that would be the best way of getting the desired results at least costs.
The ice cream franchisor spent nearly a month chasing all the leads that said that they would get back, but to no result. We have also met a lot of clients who have just gone ahead and advertised in franchise magazines, franchise websites/portals, newspapers and other media's. The first thing when one thinks of expanding the business, is how will I get a franchisee, and what would I get from them. Let me prepare a projected P&L, a profitability sheet from my chartered accountant and an agreement from a lawyer (who in most cases is not a franchise lawyer), create a so-called franchise model, and get started. In a way, I am glad that clients come to us after such exercises, because its generally easier to explain to such franchisors, the task on hand, while they begin to understand the nuances of franchising vis-à-vis the ones who come fresh out of their business wombs.
What is the ideal Return on Investment (R.O.I), that I must explain, quizzed the franchisor. Will a particular % justify my claim? How should I guarantee a return...should I actually guarantee returns?
Entrepreneurs threw questions like, Will you get me the right property or will I get rent and % on sales, if I take up your franchise. What happens if we do not get the expected business, What are the terms of the franchise agreement and a million other things that each person wanted to be clear of, at the onset itself.
This is the typical cycle any new franchisor goes through. What we do here is, orient the client before hand on these questions and what repercussions, each answer has. The long term implication of the same is clearly measured and studied before deciding upon the path to be taken. That's what a cohesive franchise strategy does to a business, before it embarks on its expansion journey.
Another approach, a few franchisors take, is to hire franchise managers from the industry and then they assign the task of franchising their business, to these professionals. In most cases, the business then takes shape of the experience that these managers have had from their previous experience, and more often, limited to the areas in which they are strong. However, in most cases, we have been able to get the best out of these managers. We work closely with the organization, understand their strengths and help the owners/top management, align their personnel correctly on each of the defined tasks.
The franchisor then realised he needs an experienced franchise consultant, which is how he reached us. This has been the case with a lot of business owners who have been seeking franchise expansion services and do not have the direction to move forward or have been contemplating to hire the services of a expert franchise consulting company, but have also been parallely thinking, of whether they really need to take the complete plunge. The initial concerns are about the costs of franchising. What could be the amount that one needs to apportion to start franchising? What are the ongoing resources that would be required? A lot of successful business owners really do not have the time, from their existing business schedules, to really concentrate on franchise expansion. The ice cream franchisor seemed to have the resource allocations queries in his talk, and was trying to analyse what more will he have to put in, to get going, from where he was now.
At Sparkleminds, we take this question very analytically. While franchise expansion can be a self funding exercise in the medium term, it definitely requires initial investments, and that varies from business to business. In the long term, it not only pays back the costs of franchising, but also adds tremendously to the growth and profitability of the business. Hence, business owners who have a long term view in their mind, seek various time tested franchise solutions and want to give it the best try, engage us, while the rest of them, go about their own ways of expanding their business.
We do a lot of free franchise discovery sessions with franchise business owners who are seeking franchise development and get them prepared initially for franchising even before they engage us. Our initial discussions are aimed at franchise feasibility and basic assessment on readiness of the business for franchising. Only if the business owners pass these tests do we move forward to an engagement, or else, we ask them, to complete their homework, before getting started with franchising. We do this because we believe that this is very important for the franchise industry on the one end to have the right franchisors and that there are possibly, as many successful franchisors, that can be and on the other, it augers well for our reputation, of being associated with successful franchise companies and being a leading franchise consulting company in India.
Conclusion
Franchising is bustling in India. We have been getting requests from all kinds of businesses from party shops to mobile car service franchises, from laundry services franchises to fashion jewellery. The list is exciting and we are even more excited to serve the needs of different kinds of businesses that want to franchise. This blog highlights the typical path that these businesses take and the solutions they seek. The typical shortcuts that are taken, to save initial costs, and the long-term repercussions. The knowledge base that exists and how one can harness the franchising experience that the country already has, and what it has been learning from the finest franchise practices followed world over. When we put all of this together, we have the recipe to franchise success and that's what we want to prescribe to franchisors in India.
You only get one chance in franchising. Give it your best.
Thursday, April 1, 2010
India Footwear Biggie M&B Plans Franchise Growth For FY 2010-2011
M&B Footwear goes the franchisee way
Thursday, 01 April 2010 07:05
M&B Footwear, the footwear retail chain, with multiple footwear franchise brands is planning to expand its retail presence through the franchise route in metros, mini metros and smaller cities and towns. Vikas Bagga, VP, marketing and corporate affairs, M&B Footwear says that, most of the franchised stores will be in north, notably Punjab and adjoining belt, and east in the first phase. Some of the outlets will be operational before the end of the first quarter of the financial year 2010-11. The endeavor is to set up moderate to mid-sized walk-in M&B stores, spread over 500-1,000 sq. ft. of carpet area, in premium malls and high street locations. Bagga also says that, the property lease for nine years would have to be directly secured by the franchisee else the franchisee could offer and operate out of their wholly-owned premises. The franchisee will have to invest close to Rs 10 to 15 lakh on fixtures and fittings and Rs 20 to 25 lakh in stock inventory.
The retail chain’s franchise route is being perceived as futuristic as it would ensure it franchise expansion plan. M&B plans to set up 15-20 walk-in outlets. The brand offers an array of distinctive international and national lifestyle footwear brands including Lee Cooper, Geox, ID, Provogue, Merrell and Firangi. Currently, it has 41 exclusive concept stores, located in premium malls and high streets, 97 shop-in-shops with large format stores such as Westside, Pantaloons, Shoppers Stop and Central and 62 factory showrooms in India.
Thursday, 01 April 2010 07:05
M&B Footwear, the footwear retail chain, with multiple footwear franchise brands is planning to expand its retail presence through the franchise route in metros, mini metros and smaller cities and towns. Vikas Bagga, VP, marketing and corporate affairs, M&B Footwear says that, most of the franchised stores will be in north, notably Punjab and adjoining belt, and east in the first phase. Some of the outlets will be operational before the end of the first quarter of the financial year 2010-11. The endeavor is to set up moderate to mid-sized walk-in M&B stores, spread over 500-1,000 sq. ft. of carpet area, in premium malls and high street locations. Bagga also says that, the property lease for nine years would have to be directly secured by the franchisee else the franchisee could offer and operate out of their wholly-owned premises. The franchisee will have to invest close to Rs 10 to 15 lakh on fixtures and fittings and Rs 20 to 25 lakh in stock inventory.
The retail chain’s franchise route is being perceived as futuristic as it would ensure it franchise expansion plan. M&B plans to set up 15-20 walk-in outlets. The brand offers an array of distinctive international and national lifestyle footwear brands including Lee Cooper, Geox, ID, Provogue, Merrell and Firangi. Currently, it has 41 exclusive concept stores, located in premium malls and high streets, 97 shop-in-shops with large format stores such as Westside, Pantaloons, Shoppers Stop and Central and 62 factory showrooms in India.
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