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According to a survey sponsored by AHIP, you have to make sure your employees are satisfied with their health benefits if you want them to stay. The results also showed that over half of US adults considered health coverage as a major factor when deciding whether to stay with their current employer.
Operational efficiency may sound like just another trendy buzzword, but this underrated business practice can save you a lot of time and money in the long run.
Many business owners think that if they have a successful independent company, that to grow it, all they need to do is find franchisees who are equally passionate about their product or service.
You’ve done it. You are a successful and independent business owner with a proven track record. Your internal operations are streamlined and they work beautifully together. The next step is to expand, right?
Are you a founder or owner of a successful brand or emerging franchise — with a proven business model — thinking about emerging and scaling your business? A franchise model is one of the easiest and fastest ways of expanding a business for long-term success.
For many people, the prospect of being an entrepreneur and owning their own business is an exciting one. Investing in a franchise provides a sense of security, knowing there’s a business model in place and other franchises have been successful with it.
When you think of a franchise investment, chances are you think of well-established, highly visible brands (e.g., McDonald’s, Dunkin’, 7-Eleven, etc.). While there are many benefits to these popular mega-brands – presumed lower risk and an established reputation – it may come with a costly price tag.
Every business founder/CEO of an emerging brand dreams of successful traction and scaling in the marketplace. However, fast track growth often comes at a high price. Often there’s no process to speak of. Duct tape holds things together. Systems? Not so much. Things go missing — including clients and team members. A lack of resources means that the company’s ability to out-innovate may be put on hold to maintain operations.
I have had the great blessing of working with many founder-CEO’s over the past 3 decades. In most of these situations, I was either a trusted advisor, colleague, and or the #2 (Chief Operating Officer). As I reflect on these experiences, even though these visionary business leaders all had different personalities, gifts, skills, and leadership abilities, the one common denominator I experienced was a deep sense of loneliness and in many times a deep isolation.