FREE Video on How Franchisees can Survive Recession

No one so far has said it’s going to be easy getting through the current economic climate, but savvy franchisees who know how to apply expert advice will certainly make it to better times. One way to be among the successful is to learn the techniques and strategies specifically tailored for franchise owners, regardless of the franchise niche they’re in. MarketingSage, long a leader in marketing consulting for a variety of industries, offers a FREE online video with tips on areas of your business that can be re-positioned to make the most out of these soft business times. Targeted to the technology industry, the video nonetheless offers a wealth of valuable insight to franchisees of every category.  

Peter Casey, Financial Consultant

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MarketingSage Introduces Video as a Sales Tool for Franchisees 



March 23, 2009 - March 23, 2009, Pleasanton, California, USA – MarketingSage, a provider of integrated marketing services to businesses and marketing franchise opportunities to qualified entrepreneurs, today announced the availability of online video as a sales tool for franchisees and as a service which can be offered by franchisees. To illustrate the medium, MarketingSage produced and released a free online video entitled “Marketing Planning – Surviving the 2009 Recession.”

“Like our other sales tools the video delivers practical how-to advice to potential clients as a way of introducing MarketingSage as a service provider,” said David Lamont, CEO at MarketingSage Corp. “In this case we tailored the advice to the technology industry.”

The use of online video as a marketing tool is growing rapidly. In 2008, the gross media spend on video grew 36% to $2.12 billion. Double-digit increases in video ad expenditures are expected through 2010*.

“Video doesn’t have to be slick to succeed as a sales tool,” continued Lamont. “As with all marketing material, the key to sales success is delivering the right message to your audience at the right time.”

The “Marketing Planning – Surviving the 2009 Recession” video can be viewed without charge or registration at: www.marketingsage.com/plan09

About MarketingSage

MarketingSage (www.marketingsage.com) is a US-based contracted marketing team that helps other marketers and business executives increase revenue by cost-effectively generating sales leads, building brands, launching products and developing sales channels. MarketingSage is more effective than typical agencies because its associates are highly motivated business owners (franchisees) with years of experience in their clients’ industry. Associates are trained, equipped and supported in their delivery of best-practice marketing programs. MarketingSage was founded in 2001 and serves national and international clients.

Keeping the Sun Out and the Rain Off Generates Rapid Shade Business Growth

The economic downturn may well effect a lot of businesses, but as long as the building of new, refitted, or renovated structures goes on (and especially with renovation now in a boom market) there will be a thriving demand for shades. Walkways, hotels, restaurants, office and apartment buildings, shopping malls, resorts, and car dealerships, car washes, and car parks all need this amenity to provide customers and potential customers a positive experience. With championship golfer Greg Norman at the helm of this profitable franchise enterprise, SKYshades is destined to be a winner in the world of construction industry franchise opportunities.

Peter Casey, Financial Consultant

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SKYShades Franchisee Nears $1 Million in 2009 Sales with Latest Shade Structure Deal



March 24, 2009 - Longwood, Fla – Even in tough economic times the tension-membrane shade structure industry continues to boom as SKYShades’ Southwest Florida franchisee nears $1 million in sales for 2009 with its latest contract at the Sarasota Yacht Club.

Working alongside a team of architects and designers, Dale Campion, Naples-based franchise owner of SKYShades of Southwest Florida, secured the contract to build numerous shades, including a barrel roof structure, covered walkway, cabanas and a 5,000 square foot sail shade structure on the club property. The 22,000 square foot building, designed by DSDG Inc. of Sarasota, will incorporate high standards for energy efficiency and utilize sustainable resources and building materials.

“Using SKYShades was a perfect fit for the project because of its utilitarian structure and aesthetic appeal,” said Thomas C. Denslow, A.I.A. of DSDG Inc., lead architect of the project. “I love the look of the fabric roofs, and with the large sail structure echoing the yachts in the harbor, it all comes together.”

After three successful years of operation in the U.S. – in which the leading tension membrane shade company generated $2 million in revenue in 2006 alone operating from its Orlando headquarters – SKYShades announced plans in mid-2007 to expand its reach across North America, gaining eight franchises in the U.S., Puerto Rico and the Bahamas.

“SKYShades franchisees are each supported with the skills and expertise of the very best in the business, which one couldn’t have access to anywhere else,” said Joe McKenna, executive vice president of SKYShades. “The SKYShades structures incorporated into the Sarasota Yacht Club plan were designed through a joint effort from our engineers, our franchisee, and all of the architect partners involved.”

About SKYShades

Founded in Australia and recognized as a world leader in creating tension-membrane shade fabric structures, Longwood, Florida-based SKYShades is using cutting-edge technology to reduce sun exposure and develop clean green energy sources. The company is the first in its industry to offer franchise opportunities, and through a partnership with Konarka Technologies is incorporating thin film solar energy cells into its shade structures. SKYShades’ visually attractive structures create an identity and offer an attractive and less expensive alternative to brick and mortar shading in applications from resorts, playgrounds and schools to malls and recreation spaces. For more information, visit www.skyshades.com.

Growing Latino Food And Beverage Market Spells Opportunity for New Francisers at Low Entry Fee

The world of ethnic food franchising continues to grow in the United States, with solid cross-over potential in to the larger mainstream population. If you’re looking to get in to the franchise business in a niche that is destined to expand exponentially in this decade, Churro Station is a good bet. Churro Station—already catering to a $4 billion demographic—is growing fast. But it’s still time to get in at the beginning. And there’s no law that says you have to be Latino to play. Just look at how many non-Italian owned pizza parlors now dot the land.

Peter Casey, Financial Consultant

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Authentic Churro Maker Opens in Arizona, Florida and South Carolina with More on the Way



SAN RAFAEL, Calif., March 20 /PRNewswire/ -- Churro Station, the fresh authentic churro maker and franchisor, is pleased to announce new restaurant locations have opened in Phoenix and Peoria, Arizona, South Beach in Miami, Florida and Fort Mill, South Carolina, with several California locations and a Las Vegas Nevada location opening soon.



"The owners of the new Fort Mill, South Carolina Churro Station are entrepreneurs originally from Venezuela, Ernesto and Arlette Hurtado," says Melanie Farkas, founder of Churro Station Franchises. "Their brand new location is at a beautiful mall called Plaza de Las Fiestas which caters to the growing Hispanic population in the Charlotte area."



Besides churros, (twisted ropes of fried dough rolled in cinnamon and sugar), Churro Station sells rellenos, (10 inch long thick churros with choice of filling) with cajeta, a traditional Mexican caramel filling, chocolate, vanilla, strawberry, pineapple or Nutella; Liquados, (blended fresh fruit drinks similar but lighter than American smoothies), and freshly made breakfast croissants, tostadas and sandwiches.



"Mary Messner, native of Miami, fell in love with churros y chocolate while on a trip to Spain," says Farkas. "She came to believe that churros y chocolate would be a huge hit in Miami and immediately upon her return, she began to research this possibility and found Churro Station. Convinced that we were a great match for her vision, especially after tasting our other great, fresh products, breakfast items, sandwiches, ceviche tostadas and liquados, “Mary became our newest franchisee and has opened in South Beach."



There are currently 42 million Latinos in the U.S. representing $600 billion in buying power. Churro Station is tapping into this highly lucrative market by offering its unique concept as a franchise. Sales for Churro Station were not disclosed, however, investment for the concept is on the lower end of existing franchise opportunities.

"Our franchise fee is only $25,000. With a complete investment of up to $178,000, it makes our concept very doable for entrepreneurs to own more than one location," says Farkas.



Churros have been a traditional breakfast and snack food for generations in Mexico and Spain. In the United States they are typically sold at schools, markets, amusement parks, movie theaters, caterers and restaurants.

Churro Station's franchise opportunity gives people a way to tap into the $4 billion and growing Latino food and beverage market with their popular traditional food that appeals to this demographic.



Besides the new Arizona, Florida and South Carolina franchises, Churro Station has four franchise locations set to open in Oakland, Anaheim, Santa Ana, and Lakeview Terrance, California within the year and one opening in Las Vegas, Nevada making ten units for the popular brand.

About Churro Station        

Churro Station was founded by Melanie Farkas in 2003. Farkas brainstormed the idea of opening a "churreria" after a trip to Mexico in 2002, and invited her close, long-time friend, Latina Zoila Aldana to join her in making the dream a delicious reality. The menu consists of traditional freshly made Churros, Churros y chocolate, rellenos--thicker, 10 inch long churros filled with cajeta (a traditional Mexican caramel filling), chocolate, vanilla, strawberry, pineapple or Nutella; Liquados, blended fresh fruit drinks similar but lighter than American smoothies; freshly made breakfast croissants, tostadas and sandwiches.

Today, Churro Station offers its unique concept as a franchise investment opportunity which taps into the $4 billion and growing Latino food and beverage market as its target niche, serving Latino communities. Currently there are ten locations either open or coming soon.

Is there a “Recession Resistant” Franchise? Try Interior Painting

There’s hardly a niche of franchising that hasn’t felt the pinch of the economic downturn. But there are, however, several areas that are not only holding up, but actually setting sales records—and thanks to the woes of the housing market. The reason is easy enough to understand once you see it, but so obvious that it’s easy to overlook: if you can’t (or don’t want to) sell your house with home prices at an all-time low, then you’ve got to maintain your property. That’s why many home improvement service franchises are turning out to be the most recession proof business to be in.

Peter Casey, Financial Consultant

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Home improvement service companies offer "recession-resistant" business opportunity

March 19, 2009 // Franchising.com // Cincinnati, OH – As most companies are feeling the strain of the recession, Fresh Coat, one of the painting industry's first and fastest growing professional interior painting franchises with a presence in 72 markets, is experiencing record-setting growth.



Thanks in part to a housing market that has created an increased demand for the home service sector, Fresh Coat experienced a 27.1 percent increase in total system revenue in 2008 over 2007 and sold 29 new franchise units last year. Solidifying their growth, the company was recently ranked #35 in the Fast 55 by Franchise Times. Fresh Coat's sales are skyrocketing associated to the economic slowdown as more homeowners continue to seek affordable ways to freshen up their homes, either to sell or update for their own enjoyment.



"Despite economic hardships, the home services industry is flourishing and Fresh Coat continues to experience outstanding growth," said Fresh Coat President Ralph Martin. "Most people recognize that painting the rooms of their home is a quick, simple and affordable way to get a significant return on investment for their house. This is an incredibly important factor in today's economy which has solidified Fresh Coat as a recession-resistant business."



As the only professional interior painting franchise of its kind, Fresh Coat is on a mission to provide homeowners with experienced, trustworthy, professional painters, impeccable service and a stress-free home improvement experience. Unlike most independent painters, Fresh Coat accepts credit cards, has 24/7 live answering service support for customers, and includes the cost of paint in each quote which offers a guaranteed price (no hidden charges) with a firm paint date. "We've pulled out all of the stops to transform the industry," Martin added.



Fresh Coat also understands today's evolving desire for home and business owners to be environmentally friendly. Fresh Coat offers top-quality, durable, eco-friendly, interior paints. These low-odor paints are workplace and family-friendly, often allowing businesses and homes to remain open and livable and are comparable in price to other premium-quality paint options.



"Since Fresh Coat specializes in interior painting, our business is not weather dependent, which allows for year-round revenue opportunities. We have also recognized the demand for commercial interior painting and launched our Office and Commercial Painting program in response. This is just one example of how Fresh Coat is continuing to develop and grow to meet the industry's needs," added Martin.

Whopper Bar? Bourbon Whoppers? Burger King Expands Customer Choice

Anyone with a fast-food or casual dining franchise business, take note: Burger King is making some big changes. The Whopper Bar—the first of hundreds planned—lets customers order burgers choose any combination of over twenty toppings with the help of an on-the-spot personal Whopper Bar-tender. The move takes a page from the sushi restaurant business. In the same way that sushi chefs prepare meals according to a customer’s directions right before their eyes, so the Whopper Bar-tender builds a burger exactly to each customer’s preference in a face-to-face scenario. BK also plans else to introduce burger flavors—such as a Bourbon Whopper and a Pepper-Bacon Steakhouse XT. The story below might generate some ideas on how to expand your menu and enhance customer experience.

Peter Casey, Financial Consultant

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BK unveils long-awaited Whopper Bar

By Ron  Ruggless

ORLANDO, Fla. (March 10, 2009) Burger King Corp. on Tuesday unveiled its first, long-planned Whopper Bar at Universal CityWalk here.

Customers will be able to customize their Whoppers, Double Whoppers or Steakhouse XT burgers with 22 toppings, including smoked bacon and guacamole.

Whopper Bar-tenders will add the toppings in front of customers, much like sushi chefs prepare food for their guests. The nation’s No. 2 burger chain also plans to add burger flavors, such as a Bourbon Whopper and a pepper-bacon Steakhouse XT.

The new unit, located within the 30-acre CityWalk, part of the Universal Orlando Resort, is smaller than a traditional Burger King unit and offers an open kitchen and rounded countertop. It also features design colors in red, black and gray rather than BK’s traditional orange-and-red decor.

Burger King had announced plans for the Whopper Bar concept last year, and it says another is planned for the city of Munich, with perhaps six to a dozen to open by year’s end.

Russ Klein, president of global marketing, strategy and innovation, told the Associated Press: “Our vision is that this could be a 300- to 500-unit part of our overall portfolio if our thesis is right about the ability to position this as the vanguard of Burger King restaurants.”

The company foresees the brand-extension units going into sports stadiums, casinos and cruise ships.

Improving Sales Trends Spurs Growth Plans at Domino’s and Papa John’s

Positive news for restaurant franchisees, regardless of brand----two major players are planning growth strategies. It’s a welcome glimmer, considering the current economic climate, but forward-looking franchise owners are beginning to sense that there may be light at the end of the tunnel. Improved commodity price outlooks, new products, and a gathering momentum during the first two months of this year favor an upward trend in sales in the coming quarter. Nothing’s for certain, of course, and we’re not forecasting the end of the recession----but we believe many casual dining operations can take heart from the optimistic story below.

Peter Casey, Financial Consultant

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Domino’s, Papa John’s get set to build upon improving sales trends

By Sarah  E.  Lockyer

(March  09, 2009) As two of the largest pizza delivery companies, Domino’s Pizza Inc. and Papa John’s International Inc., closed out a rough 2008, they were nonetheless cautiously optimistic about better days ahead in 2009.

With very different fourth-quarter results released late last month—Domino’s profit fell 32 percent and Papa John’s earnings rose 64 percent—both said improving sales trends and lower cheese prices could combine to help pizza operations turn the corner this year.

The pizza segment, often described as volatile and promotion-driven, was hit hard last year by increased costs for cheese, wheat and fuel, as well as declining customer traffic. Domino’s has worked to drive sales through new products such as its $5 oven-baked sandwiches, while Papa John’s has carved out a higher-quality niche with premium meats and cheeses. Pizza Hut, franchised by Yum! Brands Inc., has added pasta dishes to its pizza offerings to expand menu choices.

Domino’s chief executive David Brandon said the company would emerge stronger after a difficult 2008. The chain’s new $5 Oven Baked Sandwiches drove guest traffic when they were rolled out, but also reduced the average check.

“Throughout 2008, we battled many external challenges while laying the groundwork for better future results,” said David Brandon, Domino’s chairman and chief executive. “The current economic crisis has been challenging and, at times, painful. However, I am convinced we will come out of this a stronger brand, stronger system of stores, and a stronger company.”

At Ann Arbor, Mich.-based Domino’s, the new oven-baked sandwiches helped increase customer visits in the fourth quarter but also reduced the chain’s average check. For the quarter ended Dec. 28, domestic system wide same-store sales fell 3 percent. Domino’s forecast flat same-store sales growth for its U.S. system in 2009.

The company’s net income fell to $11 million in the fourth quarter, from $16.2 million in the same quarter a year earlier. Latest-quarter total revenues fell 4 percent to $428.2 million.

Domino’s said currency conversions for its international operations hurt results, and will have a “significant negative impact” in 2009. Operations overseas have held up well for Domino’s, and the division posted a fourth-quarter same-store sales gain of 4.5 percent. Domino’s system totals 8,773 restaurants worldwide.

The company also disclosed that some of its available borrowings were reduced because of Lehman Brother’s bankruptcy last year. Lehman was a participant in Domino’s debt financing. Domino’s holds about $1.7 billion in debt, and some analysts have said credit concerns may weigh on the company in the years ahead.

At Louisville, Ky.-based Papa John’s, which boasts a system of 3,380 locations worldwide, domestic systemwide same-store sales decreased 2 percent for the fourth quarter. Still, the company increased its earnings guidance for 2009, mainly because of improved commodity outlooks and what interim chief executive John Schnatter called “good momentum in our system during the first two months of the year.”

It now expects to earn between $1.36 per share and $1.44 per share, up from prior projections of per-share profit between $1.32 and $1.40. The result would still be a drop from fiscal 2008’s reported earnings of $1.68 per share, but also would include up to 35 cents per share of costs associated with franchise support initiatives, a CEO transition and sales initiatives, such as alternative ordering channels, which include text and online vehicles.

“During these uncertain economic times, we will continue to run our business in a disciplined manner with a continued focus on product quality and healthy unit economics,” Schnatter said.

For its fourth quarter, ended Dec. 28, net income rose to $12.8 million, from $7.7 million in the same quarter a year earlier. The large jump was driven by a gain, versus a year-earlier loss, from Papa John’s consolidated cheese purchasing group, as well as a $1.2 million gain from the resolution of tax discrepancies. The latest quarter also included losses of $2.2 million from restaurant closures and impairment charges.

Excluding the variable gains and losses, Papa John’s fourth quarter net income would have totaled $13.2 million, compared with $15.6 million in the same year-earlier quarter. Papa John’s corporate revenues dipped 1.5 percent to $279.6 million, which reflected a drop in the number of corporate locations through sales of the restaurants to franchisees.

Heaven's Best Awarded Top Honors For Third Year

Heaven's Best, a leader in carpet and upholstery cleaning franchise opportunities, was recently ranked #1 Best in Category for large cleaning and maintenance systems and awarded the Franchisor of The Year title by Franchise Business Review.  Each year, FBR surveys thousands of the best franchise experts in the business—the actual franchise owners—who then rate their franchisors. Heaven’s Best franchisees overwhelmingly responded to the opportunity to give the business two thumbs up, citing Heaven’s Best affordability, training, support, products, and the outstanding integrity of the firm.  If you’re looking for a winning franchise business, the article below is well worth your time and thought.

Peter Casey, Financial Consultant

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Heaven's Best Awarded Top Honors Third Year in a Row

by Cynthia Adams

Franchisee satisfaction highest among Heaven’s Best owners for three years since 2006

Kittery, ME (March 7, 2008) – Owners of Heaven’s Best carpet cleaning franchises are happy and for the third year running their feedback and franchisee satisfaction has helped the company win the 2008 Franchisee Satisfaction Award presented by Franchise Business Review.

“Once again, we are honored to receive the Franchisee Satisfaction Award. For three straight years, we have heard from our franchisees and their feedback has kept us at the top each year,” said Cody Howard, CEO of Heaven’s Best Carpet Cleaning. “With the help of Franchise Business Review, we can continue to build on franchisee satisfaction and maintain Heaven’s Best leadership in the industry.”



“Keeping franchisees satisfied is not an easy task, especially for three years in a row; Heaven’s Best recognizes the importance of franchisee satisfaction and works to maintain its leadership role,” says Eric Stites, Founder and President of Franchise Business Review. “Tracking franchisee satisfaction has helped Heaven’s Best and all of our clients continually keep their current franchise owners’ needs in the forefront and create a desirable investment opportunity for potential candidates.”

To measure franchisee satisfaction, Franchise Business Review surveyed franchisees from 325 franchise companies, representing 45,000 franchisees. Franchises were evaluated in five areas: Training & Support, Franchise System, Franchisor/Franchisee Relations, Financial Opportunity and Overall Satisfaction. Franchisees were asked a series of questions in these areas and then rated their franchisor on a scale of 1 (poor) to 5 (excellent). All franchisees from each participating franchise company were invited to take the survey. The average rate of participation was 50%, with some franchise companies achieving as high as 100% participation from their franchise owners.

Franchise companies use this information to establish best practices within their organizations, gauge the growth potential of existing franchisees, and educate potential candidates about the investment opportunity. 

Making a Difference While Making a Living...

Socially conscious? Community minded? Want to do some good in the world while you’re making a living? Then read the article below and you’ll learn how you can earn while providing a valuable, giving service—caring for the elderly. With the number of old people growing every day as baby-boomers reach the golden years, a business that provides elder care is uniquely positioned for extraordinary growth over the next decade and beyond. But now is the time to get started. It takes time to build your business in the community so that when the aging population mushrooms, you’re got a reputation for outstanding care.

Peter Casey, Financial Consultant

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Making a Difference While Making a Living...

by Franchise Business Review

Started in 1994, Home Instead provides extraordinary training to its franchisees that includes a dedicated business coach to help guide franchisees through the first months in business to assure a smooth and successful start-up. They also provide proprietary software to help run the business. In addition, Home Instead provides field visits, conferences, discussion groups, online resources and continued assistance from the Support Department for as long as you are in business. And with more 37,000 CAREGivers at more than 800 independently owned and operated franchises throughout the world, Home Instead is providing seniors and families around the world something much more than meals and running errands: peace of mind.

An Incredible Opportunity

With a population that is aging rapidly as the baby-boom generation starts to approach retirement age, Home Instead also provides an incredible business opportunity. The numbers are staggering. By 2020, 60 million North Americans will be 65 years old or older, representing a 62% increase. Moreover, 80% of these seniors say they will prefer to stay at home as long as possible before considering a care facility.

CEO Paul Hogan understands these demands of caring for a senior first hand. He and his wife Lori founded Home Instead after taking care of Paul’s grandmother for over 12 years. “After experiencing the rewards and challenges of taking care of my own grandmother, I thought other families must need the same kind of help I needed.” said Hogan. “Our mission, today is to be the world’s trusted source of non-medical companionship and home care for seniors.”

A Gratifying Career

What drove Mike Maguire and his wife Carol to become franchise owners was the opportunity to not only make a living, but also to own a rewarding and meaningful business. They looked at Home Instead because they knew it represented the strongest brand in non-medical senior care. And not just from their research, either. Carol worked her way through school as a Home Instead CAREGiver, and Mike worked at their corporate office with franchise owners for over six years.

“I witnessed first-hand the tremendous level of support from the home office,” said Mike. “And then you’d hear the stories about how much these owners loved what they were doing and what a difference they were making in their communities; it’s hard not to get captured by that.”

Mike and Carol actually bought a successful existing franchise from Mike’s brother, who had bought it on Mike’s recommendation years earlier. Yet, even with their experience, they still faced challenges. Home Instead helped them out with a business coach for the first 120 days. They also received field visits from support managers to help them develop a business strategy and marketing plan, as well as to teach them how to find and hire only “A” employees to ensure success.

According to Mike, the biggest surprise about owning a Home Instead franchise is how gratifying it is. “To see the difference our services make in the community and to hear the stories from families and caregivers about how we’ve helped those seniors and families. It is really overwhelming.” 

Starbucks vs. McDonald's for Market Share

We’re always on the alert for the latest news about franchise performance. News that can help you put your own business in to perspective relative to the particular marketing niche it belongs to. And that’s one of the key elements to franchise business success----knowing and keeping up with the niche your in and how the competition is doing. The article below on Starbucks and McDonald’s is just one example of the kind of story restaurant franchisers need to know about----regardless on whether they operate a Denny’s, Dunkin Donuts, KFC, or Pizza Hut.

Peter Casey, Financial Consultant

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Starbucks'Breakfast Not Taking Away Market Share

 

By Janet Adamy, The Wall Street Journal

CHICAGO (Dow Jones)--The chief executive of McDonald's Corp. (MCD) said Friday that Starbucks Corp.'s (SBUX) increased focus on breakfast food is not taking market share from the Golden Arches.

Speaking at a lunch for Northwestern University's Kellogg School of Management, CEO Jim Skinner told the audience that the format of Starbucks cafes makes it complicated to produce food there.

(This story and related background material will be available on The Wall Street Journal Web site, WSJ.com.)

Starbucks Corp. last year reversed plans to stop serving warm breakfast sandwiches at its coffee shops. Now it's planning to pair those sandwiches with coffee drinks at lower prices - a strategy long used by McDonald's and other fast-food chains. Meanwhile, McDonald's plans to sell lattes, cappuccinos and other specialty coffee drinks at most of its 14,000 U.S. outlets by the middle of this year.

"It's probably a good idea for them to get back in the breakfast business," Mr. Skinner told the audience in response to a question about the Seattle chain from an attendee. "Their business model's under an enormous amount of stress today. I wish them well - but not too well."

Should You Open a Tutoring Franchise In A Recession?

Will people keep spending money to ensure their kids will get a good education? Yes they will and history has shown it to be true. Private tutors are expensive and finding a private tutor can be a job in itself. That is where The Tutoring Club franchise that comes in and makes a lot of sense. Read more about The Tutoring Club Franchise below:

Change your LIFESTYLE! - Introducing a SMARTER WAY to LIVE Tutoring Clubs are changing the face of private education in America today.

With a guarantee to improve academic performance in less time and at a lower cost than any other program, Tutoring Clubs are enrolling new students in markets of every size throughout the country. Backed by a national brand marketing campaign, Tutoring Clubs are ranked today as one of America's fastest growing franchises.Now is the time to find out more about joining

This is still a GROUND FLOOR OPPORTUNITY with Great Locations Still Available.Tutoring Club success is measured one franchise at a time. Through uniformity and consistency, Tutoring Club is building a national brand name that stands for educational success. Educational experience is not required to become a Tutoring Club franchisee. Tutoring Club's exclusive Tutor Aid software makes all the educational decisions. TutorAid software manages all student information: creating, monitoring and updating lesson plans daily. These lesson plans are then implemented by qualified teachers. Also within the TutorAid software is a complete financial software program designed specifically for Tutoring Club finances. With Tutoring Club you obtain the freedom of ownership, with the benefit of proven support.Type of Business - Individualized education service for students from kindergarten through adult. All services are performed at campus locations.

Franchise Fee: $34,500
Start-Up Cost: $48,650 - $91,300
Royalty Fee: 10% of Monthly Revenue
Training: Comprehensive training for 2 people at Tutoring Club Headquarters
Support: On-site field support from Tutoring Club personnel and annual conference
Qualifications: Background in sales management, and/or education desirable Benefits of a Tutoring Club Franchise:
Monday - Thursday
20-30 hour work week
No night or weekend worries
TutorAid software which manages all student academics
Complete accounting program developed specifically to manage your campus finances
No accounts receivable
No inventory to spoil
Perform a service for children and the community
Strong training and ongoing support from a Franchisor that is interested in your success
National consumer marketing campaign

Learn More About The Tutoring Club

Open an AAMCO Franchise - Is it Recession Proof

Americans are keeping their cars longer than in the past and those cars need to be repaired. While AAMCO retains their #1 status in transmission repair, they also offer general maintenance and auto repair. This makes them the perfect choice for a troubled economy.


AAMCO Franchise is Number 1
#1 recognized brand name in the industry. #1 ranking for transmission repair in Entrepreneur's Franchise 500 for 28 years and counting.#1 in number of centers in the transmission repair field—more than 870.#1 in revenues for transmission specialists.#1 in operations support in the transmission repair business.#1 automotive service franchise in revenue per center.#1 highest average ticket size in the automotive service industry.#1 in technical support in the automotive aftermarket.We are also the one and only automotive service business in the Franchise Hall of Fame.

Hear First Hand at an AAMCO Discovery Day
Many people search their entire lives for the perfect business opportunity. If you think an AAMCO franchise might be right for you, AAMCO invites you to come to our home office in suburban Philadelphia. You will have the opportunity to see and meet AAMCO executives and support personnel, and ask any questions you may have.
We'll share the proven AAMCO Business System, including AAMCO-specific Marketing, Sales, Production and Customer Satisfaction procedures.
We'll show you the inside workings of AAMCO, including Market Development, Real Estate, AAMCO University, Operations, Marketing, Technical Support and Training, Fleet, and Customer Relations departments.

You'll learn AAMCO's current strategy and plans for the future.

-- Request more info on AAMCO Franchise --

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Opening Up A Franchise Blog

Welcome to Opening Up A Franchise Blog.

You'll find up to date and relevant content that will keep you informed about trends in franchising as well as specific information about your favorite franchise.

You're welcome to post comments and check back daily for the latest news and insight.