Overview of the franchise industry in ... - Francorp-pakistan Supplement.pdf · ed by foreign...

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01 ADVERTISEMENT SUPPLEMENT DAWN WEDNESDAY MARCH 27, 2013 F ranchising as a concept has certainly been accepted quiet well in India, as it helps provide global presence to the concerned business in a methodical and accom- plishing way. Indian Franchise Industry is growing aggres- sively; the market size was USD 15 billion in 2012, register- ing 28 per cent year-on-year growth. It is likely to reach a staggering USD 34 billion by 2015. The market demand for franchising is rising due to the increasing middle class, who are stimulating the consump- tion demand, and they look for International quality prod- ucts. The purchasing power of Indian population has increased providing way for many national players to expand locally, at the same level, there is a lot of opportu- nity for international players to tap the market. Franchise Business Growth In franchising business model, the most preferred model is Franchise owned company operated (FoCo) taking up 38% of the pie while Company owned franchise operated (CoFo) stands second with 35%. These models help the franchisor and franchisee have better control over the operations; mostly the franchisors are eased out on maintaining the quality & standards across locations. Education & Food service franchises remain one of the most appealing business concepts for the aspiring entre- preneurs in India. The restaurant franchising in India is growing at a swift pace of 35 to 38 per cent per annum. Some of the features of the Indian franchising industry are as follows: • wide spread in almost all sector, majorly in educa- tion, beauty & wellness, Food & beverages, Retail, and consumer services • Over 2, 00,000 franchisees currently • Over 3700 franchisors at present • Current Annual turnover estimated-approximately USD 15 Billion (2012) • Total annual turnover by 2013 — approx USD 18.9 billion • Over 950,000 people directly and indirectly including logistic employed by franchised business • Numerous international franchises already existing and rapidly expanding • Education is the most franchised sector in India The Indian Franchisee profile From an investor’s point of view, investing in a franchise business of an established brand is a safe proposition rather than putting his money on a new venture depending on var- ious factors. Franchising makes tremendous sense for peo- ple who would want to be an entrepreneur but would not like to risk investment in terms of time & money in a busi- ness which is not proven while franchise is a proven busi- ness under a brand name which makes is less risky. Also franchising is right business strategy for people who are excited about business growth and with their strength of managing business operations, they are able to do manage multiple franchise stores and sometimes even franchises off multiple brands. There are approximately 150000 active franchisees in India. There are various factors associated with the rise like the advent of people investing in franchising foreign brands, rising income of Indian population, ease of financ- ing, higher management education, consumption market has risen, and after recession, people wish to be independ- ent and do not rely on salaried jobs. Collectively these ratio- nales have pressed people to pursue entrepreneur role. The participation by females amounts 26 per cent of the fran- chisees being lead by women. WHY BUY A FRANCHISE VS START OWN BUSINESS Some of the characteristics of a franchising business Location A business is franchised with help and support of a fran- chisor, from the initial startup support to the final opera- tional stage and further. To start, the location search is done by the franchisee and further it is searched & approved by the franchisor too after the site visit and inspection. Investment For the Investment brought by the franchisee including franchise fee and ongoing royalties, the franchisor provides the designs, layout for the store, the logo’s and other relat- ed details as per the company standards as part of the fran- chise fee and ongoing support for royalties. Training Training support is totally handled by the franchisor, and there is no fee taken for the same separately. Training is provided in two ways, either it done at the head office or on the job. Apart from these, many companies arrange for an interactive training session that is attended by all the fran- chisee and they interact and discuss with each other. Marketing and CRM Franchisor looks after the central marketing & the fran- chisee has to manage the regional or local marketing. The guidelines are provided by the franchisor; franchisees have to follow the set of standards set by the franchisor to ensure Continued on Page 07 Franchising accepted well in India About Franchise India Since 1999, Franchise India has been acting as a bridge between ambitious brands and passionate entrepreneurs by enabling them to harness their true potential and have helped more than a million entrepreneurs in their business search and start. On the other hand Franchise India through its business verticals has been helping organizations both in India and overseas to get franchise ready and evaluate their potential growth in the market. F ranchising in Malaysia is still at an infancy stage, with the growth of the local franchise industry being more noticeable some 19 years ago, since the Government recognized franchising as one of the potential high growth areas. In the early days, franchising in Malaysia was dominat- ed by foreign brands like McDonald’s and KFC; but of late home-grown franchises are starting to emerge and are attempting to fast-track their growth into adulthood and maturity. The Government, through the Ministry of Domestic Trade, Co-operatives and Consumerism (MDTCC) plays an important supporting role in nurturing the local franchise industry with the provision of various programs, assistance and training. Various programs have been rolled out since the early 90s to stimulate the franchise industry, and in 1992 a Franchise Development Division was established within the Prime Minister’s Department to administer the fran- chise development program. This division was later trans- ferred to MECD in 1995. In 2009, MECD was abolished and the Franchise Development Division was transferred to MDTCC. Due to the encouraging growth of the franchise indus- try, the Franchise Act 1998 (Franchise (Amendment) Act 2012 ) was introduced to regulate the industry. Foreign franchises were also encouraged to set up operations in Malaysia so that local businesses can learn from foreign franchises with proven business models and track records. Thanks to the Government’s franchise-friendly policy, the local franchise industry grew at an average of 15 percent per annum between 2000 and 2012. To date, there are 666 fran- chise systems registered under the Registrar of Franchise; of which 426 are home-grown brands and 240 are foreign fran- chises. International Expansion There are 44 Malaysia’s brands already expanded the busi- ness globally in 52 countries. This has successfully acquired by intensive participation in International Expo/Exhibition to find strategic business partners. Trends in Franchise Indsutry Food and beverage still make up a majority of the franchise sector in Malaysia, making up 34 percent of the total; howev- er the trend has been shifting towards non-food sectors such as services, education, retail, healthcare and beauty. Key home-grown franchise brands include Secret Recipe, Daily Fresh, Smart Reader, Focus Point, House of Healin and Marrybrown. TOP 5 FRANCHISING SECTORS IN MALAYSIA The total contributions in various sectors (16 Julai 2012) are as follows: SYSTEM PERCENTAGE Food 212 34% Clothing & Accessories 73 12 Service & Maintenance 69 11 Learning Centre& Nursery 71 11 Health & Beauty Care 65 10 Convenience Shop & Supermarket 16 3 Ict & Electronics 26 4 Other Type Of Business 7 14 Foreign Franchise in Malaysia Malaysian owned company has been actively acquiring for- eign franchises to be brought into the country. There are 240 foreign franchises in Malaysia which include master fran- chisee and franchisee to foreign franchisor. Berjaya Corporation, a Malaysian franchise conglomerate had acquired at least 8 foreign franchises. There are: (1) 7-Eleven; (2) McDonald’s; (3) Kenny Rogers Roasters (4) Tutti Frutti; (5) Starbucks Coffee Company; (6) Roadhouse Grill; (7) Wendy’s; (8) Singer; (9) Krispy Kreme Doughnuts (10) Papa John’s Pizza Other than that, Johor Corp is also one of the Malaysian franchise conglomerates who had acquired foreign franchises as follows: *KFC *Pizza Hut *HC Duraclean International support Franchise industry in Malaysia is able to expand interna- tionally with the strong support and assistance by Ministry of Domestic Trade Co-operatives and Consumerism (MDTCC) and Malaysia External Trade Development Corporation (MATRADE) in promotions schemes and funding. Government support to local Franchisors Development of Product: Local Franchise Product Development Programme (PPPFT) by Ministry of Domestic Trade Co-operatives and Consumerism (MDTCC) Financing: Perbadanan Nasional Berhad (PNS), SME Bank, RHB Bank, CIMB Bank and Maybank International Expansion: Malaysia External Trade Development Corporation (MATRADE) National Franchise Development Blueprint 2012-2016 The five years National Franchise Development Blueprint (NFDB) spans the period from 2012 to 2016, and sets the over- all strategic direction of the franchise industry in Malaysia with three objectives: i. Evaluate the development of the franchise industry based on main indicators (sales, employment and entrepreneur participation); ii. Review current policy, strategy and development programmed; and iii. Determine direction of national franchise industry towards the goal of making Malaysia as the franchise hub of Southeast Asia by 2020. Vision To be vibrant and robust domestically and positioned as a franchise hub for the Southeast Asia and Middle East markets. Mission To contribute towards national economic development agenda and creation of a high income society. Strategic Thrust (ST) ST1 - Enhance Competitiveness of Malaysian Franchise ST2 - Transform Malaysian Business through Franchising ST3 - Develop a Competent Franchise Human Capital ST4 - Establish a Dynamic Franchise Ecosystem Franchise activities: Franchise International Malaysia Date 20th - 22nd September 2013 Venue Putra World Trade Centre (PWTC) Kuala Lumpur Objective Promote franchise industry, networking, matchmaking, education and training. Activity Exhibition, Conference & Workshop FIM2013 is the largest annual franchising exhibition and conference in Southeast Asia and the only franchise event officially sanctioned by the Ministry of Domestic Trade, Co- operatives and Consumerism (MDTCC) and Malaysian Franchise Association (MFA). Attaining its 20th year pinnacle with proven organizing track records, the FIM is a melting pot of local and international franchise players into a world full of opportunities. It will assemble main players in the franchise sector from all around the world to discuss current franchise issues and focusing franchise as a key strategy in developing entrepreneurship in Malaysia especially in retail and service sectors. This is the perfect venue to launch new franchise sys- tem, appoint master franchisees, matchmaking and network- ing functions. Malaysia is one of the region’s fastest growing franchise markets. With invaluable support from the Malaysian gov- ernment, top franchisors and key financial institutions, FIM2013 promises to be the premier event for continuing suc- cessful development of the franchise industry in Malaysia as well as the Southeast Asia region. Therefore, take this advan- tage to expand your business opportunities at FIM2013! E very time I go to the US I just shake my head and won- der why one of our food franchises is not there when you can see Taco Bell in all major cities, especially in California. MsDonald's felt so threatened that they experi- mented with a separate counter where you could make your own tacos. You see, Mexican food carries quite a similarity with Pakistani food, which is perhaps why the two Mexican restau- rants that opened on the 26th Street market, closed down a long time ago because they just couldn't distinguish themselves from the Pakistani taste. But if that food can work there so can Pakistani dishes or fast food snacks. The spices and stuff is already available at stores there. Yes, online buying by customers outside Pakistan gives the clothing brands a selling medium without the overhead costs of running a chain of stores. But for food items the opportunity is vast. The Indian restaurants are growing at a phenomenal rate in UK and curry is as much popular with the natives as it is with the South Asian community. I remember once sitting down at a medium size outlet in South London, with rickety tables and benches for seating, and across us was this blond blue eyed Brit, in University jacket and tie. He said regularly stopped for dinner here. I just wonder what Student Biryani would do once it caught on with the Latinos. Sure lower the spices for the rednecks and serve it hot. Go for a totally new market. Even for men's wardrobe, brands like Cotton & Cotton can open up shirt stores; I know of a Pakistani entrepreneur who runs Just White Shirts near Central Station in New York and it does well. His shirts are all made here, and in Bangladesh. If it's the financials that prove a hindrance, well, you're get- ting loans at almost zero percent. The business model is estab- lished. All the American brands are making shirts made in Asia any- way, loads of them in Pakistan. Same applies for denim jeans, leather jackets and hosiery items. Had Pakistanis ventured out there in the 1970's they could have given a medium category quite a jolt. The extra mar- gins would have paid off the loans. Even now, it's possible and with social media catering to all customers in the west, and direct marketing techniques having been honed, it's not pro- hibitory expensive either. One of my friends settled in US sells drapes made in Pakistan. He's got two stores already and poised to sell the franchise. Yes, there is the feat of meeting quality standards, but then their unbranded stuff gets sold at five times what they charge here, doesn't it. If the quality was dicey, they wouldn't enjoy such loyalty from the US and European buyers. And why just look at the west, China is a rice eating country and what better than to sell Polao and Biryani to them. And believe me, our Chinese food tastes a lot better than the original Chinese. I think all that is required is for a brand owner here is to have faith in marketing skills; the rest of the logistics are being done by our exporters anyway. We created some of the best advertising in the 1960's for PIA and we have brains here that can take on any foreign marketer on their home turf. Overview of the franchise industry in Malaysia Franchising Pakistani brands abroad Franchise outlook 2013 Government targeting a 9.4% contribution from the franchise industry to the country’s gross domestic product (GDP) by 2020 compared a contribution of 2.2% on year 2010. The target is based on the premise that the National Franchise Development Blueprint 2012 - 2016 will reach the height of its implementation in 2020. The franchise indus- try’s contribution to the GDP is projected to increase to 4.3% per cent in 2016 and will continue to grow to 9.4 per cent in 2020, consistent with Malaysia’s goal of becoming a high-income country. Supported by government on tax incentives for franchise fee in Budget 2012 and funds allocation amounting RM8 million, is also expected to produce more entrepreneurs through franchising. Under the New Economic Model and the 10th Malaysia Plan, the industry aimed at expanding focus to new sectors such as education, green products and services, health-tourism, as well as syariah-compliant products and services in order to penetrate the Middle Eastern markets, Muslim countries and other potential markets. Moreover, community franchising and group micro franchising has been promoted to introduce micro franchising to low income groups and the rural communities. By Sohaib Alvi Franchising makes tremendous sense for people who want to be entrepreneurs but would not like to risk investment in terms of time and money in a business which is not proven, while franchise is a proven business under a brand name which makes it less risky

Transcript of Overview of the franchise industry in ... - Francorp-pakistan Supplement.pdf · ed by foreign...

Page 1: Overview of the franchise industry in ... - Francorp-pakistan Supplement.pdf · ed by foreign brands like McDonald’s and KFC; ... online buying by customers outside Pakistan gives

01ADVERTISEMENT SUPPLEMENT DAWN WEDNESDAY MARCH 27, 2013

F ranchising as a concept has certainly been acceptedquiet well in India, as it helps provide global presenceto the concerned business in a methodical and accom-

plishing way. Indian Franchise Industry is growing aggres-sively; the market size was USD 15 billion in 2012, register-ing 28 per cent year-on-year growth. It is likely to reach astaggering USD 34 billion by 2015.

The market demand for franchising is rising due to theincreasing middle class, who are stimulating the consump-tion demand, and they look for International quality prod-ucts. The purchasing power of Indian population hasincreased providing way for many national players toexpand locally, at the same level, there is a lot of opportu-nity for international players to tap the market.

Franchise Business Growth

In franchising business model, the most preferred modelis Franchise owned company operated (FoCo) taking up38% of the pie while Company owned franchise operated(CoFo) stands second with 35%.

These models help the franchisor and franchisee havebetter control over the operations; mostly the franchisorsare eased out on maintaining the quality & standards acrosslocations.

Education & Food service franchises remain one of themost appealing business concepts for the aspiring entre-preneurs in India. The restaurant franchising in India isgrowing at a swift pace of 35 to 38 per cent per annum.

Some of the features of the Indian franchising industry are asfollows:

• wide spread in almost all sector, majorly in educa-tion, beauty & wellness, Food & beverages, Retail, andconsumer services• Over 2, 00,000 franchisees currently• Over 3700 franchisors at present• Current Annual turnover estimated-approximatelyUSD 15 Billion (2012)• Total annual turnover by 2013 — approx USD 18.9billion• Over 950,000 people directly and indirectly includinglogistic employed by franchised business• Numerous international franchises already existingand rapidly expanding• Education is the most franchised sector in India

The Indian Franchisee profile

From an investor’s point of view, investing in a franchisebusiness of an established brand is a safe proposition ratherthan putting his money on a new venture depending on var-ious factors. Franchising makes tremendous sense for peo-ple who would want to be an entrepreneur but would notlike to risk investment in terms of time & money in a busi-ness which is not proven while franchise is a proven busi-ness under a brand name which makes is less risky.

Also franchising is right business strategy for people whoare excited about business growth and with their strength ofmanaging business operations, they are able to do managemultiple franchise stores and sometimes even franchises offmultiple brands.

There are approximately 150000 active franchisees inIndia. There are various factors associated with the rise likethe advent of people investing in franchising foreign

brands, rising income of Indian population, ease of financ-ing, higher management education, consumption markethas risen, and after recession, people wish to be independ-ent and do not rely on salaried jobs. Collectively these ratio-nales have pressed people to pursue entrepreneur role. Theparticipation by females amounts 26 per cent of the fran-chisees being lead by women.

WHY BUY A FRANCHISE VS START OWN BUSINESS

Some of the characteristics of a franchising business

Location

A business is franchised with help and support of a fran-chisor, from the initial startup support to the final opera-tional stage and further. To start, the location search isdone by the franchisee and further it is searched &approved by the franchisor too after the site visit andinspection.

Investment

For the Investment brought by the franchisee includingfranchise fee and ongoing royalties, the franchisor providesthe designs, layout for the store, the logo’s and other relat-ed details as per the company standards as part of the fran-chise fee and ongoing support for royalties.

Training

Training support is totally handled by the franchisor, andthere is no fee taken for the same separately. Training isprovided in two ways, either it done at the head office or onthe job. Apart from these, many companies arrange for aninteractive training session that is attended by all the fran-chisee and they interact and discuss with each other.

Marketing and CRM

Franchisor looks after the central marketing & the fran-chisee has to manage the regional or local marketing. Theguidelines are provided by the franchisor; franchisees haveto follow the set of standards set by the franchisor to ensure

Continued on Page 07

Franchising accepted well in India

About Franchise India

Since 1999, Franchise India has been acting as a bridge between ambitious brands and passionate entrepreneurs by enabling them toharness their true potential and have helped more than a million entrepreneurs in their business search and start. On the other handFranchise India through its business verticals has been helping organizations both in India and overseas to get franchise ready and evaluatetheir potential growth in the market.

F ranchising in Malaysia is still at an infancy stage, withthe growth of the local franchise industry being morenoticeable some 19 years ago, since the Government

recognized franchising as one of the potential high growthareas. In the early days, franchising in Malaysia was dominat-ed by foreign brands like McDonald’s and KFC; but of latehome-grown franchises are starting to emerge and areattempting to fast-track their growth into adulthood andmaturity.

The Government, through the Ministry of DomesticTrade, Co-operatives and Consumerism (MDTCC) plays animportant supporting role in nurturing the local franchiseindustry with the provision of various programs, assistanceand training. Various programs have been rolled out sincethe early 90s to stimulate the franchise industry, and in 1992a Franchise Development Division was established withinthe Prime Minister’s Department to administer the fran-chise development program. This division was later trans-ferred to MECD in 1995. In 2009, MECD was abolished andthe Franchise Development Division was transferred toMDTCC.

Due to the encouraging growth of the franchise indus-try, the Franchise Act 1998 (Franchise (Amendment) Act2012 ) was introduced to regulate the industry. Foreignfranchises were also encouraged to set up operations inMalaysia so that local businesses can learn from foreignfranchises with proven business models and trackrecords.

Thanks to the Government’s franchise-friendly policy, thelocal franchise industry grew at an average of 15 percent perannum between 2000 and 2012. To date, there are 666 fran-chise systems registered under the Registrar of Franchise; ofwhich 426 are home-grown brands and 240 are foreign fran-chises.

International ExpansionThere are 44 Malaysia’s brands already expanded the busi-

ness globally in 52 countries. This has successfully acquiredby intensive participation in International Expo/Exhibition tofind strategic business partners.

Trends in Franchise IndsutryFood and beverage still make up a majority of the franchise

sector in Malaysia, making up 34 percent of the total; howev-er the trend has been shifting towards non-food sectors suchas services, education, retail, healthcare and beauty. Key

home-grown franchise brands include Secret Recipe, DailyFresh, Smart Reader, Focus Point, House of Healin andMarrybrown.

TOP 5 FRANCHISING SECTORS IN MALAYSIAThe total contributions in various sectors (16 Julai 2012)

are as follows:SYSTEM PERCENTAGE

Food 212 34%Clothing & Accessories 73 12Service & Maintenance 69 11Learning Centre& Nursery 71 11Health & Beauty Care 65 10Convenience Shop & Supermarket 16 3Ict & Electronics 26 4Other Type Of Business 7 14

Foreign Franchise in MalaysiaMalaysian owned company has been actively acquiring for-

eign franchises to be brought into the country. There are 240foreign franchises in Malaysia which include master fran-chisee and franchisee to foreign franchisor.

Berjaya Corporation, a Malaysian franchise conglomeratehad acquired at least 8 foreign franchises.

There are:(1) 7-Eleven; (2) McDonald’s; (3) Kenny Rogers Roasters (4) Tutti Frutti; (5) Starbucks Coffee Company;(6) Roadhouse Grill; (7) Wendy’s; (8) Singer;(9) Krispy Kreme Doughnuts (10) Papa John’s Pizza

Other than that, Johor Corp is also one of the Malaysianfranchise conglomerates who had acquired foreign franchisesas follows:

*KFC *Pizza Hut *HC Duraclean

International supportFranchise industry in Malaysia is able to expand interna-

tionally with the strong support and assistance by Ministry ofDomestic Trade Co-operatives and Consumerism (MDTCC)and Malaysia External Trade Development Corporation(MATRADE) in promotions schemes and funding.

Government support to local FranchisorsDevelopment of Product: Local Franchise Product

Development Programme (PPPFT) by

Ministry of Domestic Trade Co-operatives and Consumerism (MDTCC)

Financing: Perbadanan Nasional Berhad (PNS), SME Bank, RHB Bank,CIMB Bank and Maybank

International Expansion: Malaysia External Trade Development Corporation (MATRADE)

National Franchise Development Blueprint 2012-2016The five years National Franchise Development Blueprint

(NFDB) spans the period from 2012 to 2016, and sets the over-all strategic direction of the franchise industry in Malaysiawith three objectives:i. Evaluate the development of the franchise industry based onmain indicators (sales, employment and entrepreneur participation);ii. Review current policy, strategy and development programmed; andiii. Determine direction of national franchise industry towardsthe goal of making Malaysia as the franchise hub of SoutheastAsia by 2020.

VisionTo be vibrant and robust domestically and positioned as a

franchise hub for the Southeast Asia and Middle East markets.

MissionTo contribute towards national economic development

agenda and creation of a high income society.

Strategic Thrust (ST)ST1 - Enhance Competitiveness of Malaysian FranchiseST2 - Transform Malaysian Business through FranchisingST3 - Develop a Competent Franchise Human CapitalST4 - Establish a Dynamic Franchise Ecosystem

Franchise activities: Franchise International MalaysiaDate

20th - 22nd September 2013Venue

Putra World Trade Centre (PWTC) Kuala LumpurObjective

Promote franchise industry, networking, matchmaking, education and training.

ActivityExhibition, Conference & Workshop

FIM2013 is the largest annual franchising exhibition andconference in Southeast Asia and the only franchise eventofficially sanctioned by the Ministry of Domestic Trade, Co-operatives and Consumerism (MDTCC) and MalaysianFranchise Association (MFA). Attaining its 20th year pinnaclewith proven organizing track records, the FIM is a melting potof local and international franchise players into a world full ofopportunities. It will assemble main players in the franchisesector from all around the world to discuss current franchiseissues and focusing franchise as a key strategy in developingentrepreneurship in Malaysia especially in retail and servicesectors. This is the perfect venue to launch new franchise sys-tem, appoint master franchisees, matchmaking and network-ing functions.

Malaysia is one of the region’s fastest growing franchisemarkets. With invaluable support from the Malaysian gov-ernment, top franchisors and key financial institutions,FIM2013 promises to be the premier event for continuing suc-cessful development of the franchise industry in Malaysia aswell as the Southeast Asia region. Therefore, take this advan-tage to expand your business opportunities at FIM2013!

E very time I go to the US I just shake my head and won-der why one of our food franchises is not there whenyou can see Taco Bell in all major cities, especially in

California. MsDonald's felt so threatened that they experi-mented with a separate counter where you could make yourown tacos.

You see, Mexican food carries quite a similarity withPakistani food, which is perhaps why the two Mexican restau-rants that opened on the 26th Street market, closed down a longtime ago because they just couldn't distinguish themselves fromthe Pakistani taste.

But if that food can work there so can Pakistani dishes or fastfood snacks. The spices and stuff is already available at storesthere.

Yes, online buying by customers outside Pakistan gives theclothing brands a selling medium without the overhead costs ofrunning a chain of stores. But for food items the opportunity isvast. The Indian restaurants are growing at a phenomenal ratein UK and curry is as much popular with the natives as it is withthe South Asian community.

I remember once sitting down at a medium size outlet in SouthLondon, with rickety tables and benches for seating, and acrossus was this blond blue eyed Brit, in University jacket and tie. Hesaid regularly stopped for dinner here.

I just wonder what Student Biryani would do once it caught onwith the Latinos. Sure lower the spices for the rednecks andserve it hot. Go for a totally new market.

Even for men's wardrobe, brands like Cotton & Cotton canopen up shirt stores; I know of a Pakistani entrepreneur whoruns Just White Shirts near Central Station in New York and itdoes well. His shirts are all made here, and in Bangladesh.

If it's the financials that prove a hindrance, well, you're get-ting loans at almost zero percent. The business model is estab-lished.

All the American brands are making shirts made in Asia any-way, loads of them in Pakistan.

Same applies for denim jeans, leather jackets and hosieryitems. Had Pakistanis ventured out there in the 1970's theycould have given a medium category quite a jolt. The extra mar-gins would have paid off the loans. Even now, it's possible andwith social media catering to all customers in the west, anddirect marketing techniques having been honed, it's not pro-hibitory expensive either. One of my friends settled in US sellsdrapes made in Pakistan. He's got two stores already and poisedto sell the franchise.

Yes, there is the feat of meeting quality standards, but thentheir unbranded stuff gets sold at five times what they chargehere, doesn't it. If the quality was dicey, they wouldn't enjoysuch loyalty from the US and European buyers.

And why just look at the west, China is a rice eating countryand what better than to sell Polao and Biryani to them. Andbelieve me, our Chinese food tastes a lot better than the originalChinese.

I think all that is required is for a brand owner here is to havefaith in marketing skills; the rest of the logistics are being doneby our exporters anyway.

We created some of the best advertising in the 1960's for PIAand we have brains here that can take on any foreign marketeron their home turf.

Overview of the franchise industry in Malaysia

FranchisingPakistani

brands abroad

Franchise outlook 2013Government targeting a 9.4% contribution from the franchise industryto the country’s gross domestic product (GDP) by 2020 compared acontribution of 2.2% on year 2010. The target is based on the premisethat the National Franchise Development Blueprint 2012 - 2016 willreach the height of its implementation in 2020. The franchise indus-try’s contribution to the GDP is projected to increase to 4.3% per centin 2016 and will continue to grow to 9.4 per cent in 2020, consistentwith Malaysia’s goal of becoming a high-income country. Supported bygovernment on tax incentives for franchise fee in Budget 2012 andfunds allocation amounting RM8 million, is also expected to producemore entrepreneurs through franchising. Under the New EconomicModel and the 10th Malaysia Plan, the industry aimed at expandingfocus to new sectors such as education, green products and services,health-tourism, as well as syariah-compliant products and services inorder to penetrate the Middle Eastern markets, Muslim countries andother potential markets. Moreover, community franchising and groupmicro franchising has been promoted to introduce micro franchising tolow income groups and the rural communities.

By Sohaib Alvi

Franchising makestremendous sense forpeople who want tobe entrepreneurs butwould not like to risk investment interms of time andmoney in a businesswhich is not proven,while franchise is aproven business under a brand name which makes it less risky

Page 2: Overview of the franchise industry in ... - Francorp-pakistan Supplement.pdf · ed by foreign brands like McDonald’s and KFC; ... online buying by customers outside Pakistan gives

T he concept of franchising is fairly new to Pakistanwhich not many people fully comprehend. The fewwho do, actually go ahead and take the next step of

understanding the new business they are interested in ven-turing out. There are a few high level questions which aprospective franchisee needs to ask the franchisor whichrelate to the amount of effort and investment required, thegrowth prospects and the most important aspect, the returnon capital investment. If all this makes sense, then the nittygritties can always be worked out between the two parties.As they say, “when thereis a will, there is a way.”

Most Franchisees havethis misconception thatthe Franchisor will takethe Franchisee fee andnever bother to supportthem once the outlet isopen. However what theydon’t understand is thatthe Franchisor is givinghis own business name tothem, something whichthe Franchisor has spentdays and nights on and isnow agreeing to make theFranchiseetheir businesspartner which makes theFranchisor equally fearfuland nervous when goingthrough a Franchise dealas is the Franchiser.Jumping into the fran-chise world can be adaunting task.It is difficultto find a source of straight-forward information onhow to choose one of theseopportunities,how toglean the facts from thehype.If you want tobecome a franchisee youhave to lose your ego andeven if you have 25 yearsof experience you need toremember why you are getting into a franchise business.Youwant to avoid mistakes. That’s why you are buying into a sys-tem. The true entrepreneur is the person who started thebusiness,invested,wrote the manual and probably even wentout of business once or twice before perfecting their sys-tem.Let the franchisor do the pioneering and then after he

has shown what can be done, do it bigger and do it quickly.In Pakistan and due to the lack of understanding of this

phenomena, when “Franchising” is being discussed, the out-come of the discussion is that the Franchisor is out there toovercharge the franchisee through the Franchisee Fee andthe Royalty. When we as owners of BRANDS Just Pret con-verse with investors, we have to start from Franchising 101and make them understand the franchising concept. In sim-ple words, what you as a Franchisee are doing is reducingyour risks by taking up a Franchise. Someone else hasalready done the thinking behind it and taken the plungefor you. All you as a Franchisee now need to do is under-stand the systems, the processes, get trained and operate asthe other Franchised stores. If you get stuck somewhere, allyou do is raise your hand and the Franchisor is there to sup-port you. Dynamic relations between both parties must existto promote the growth of the chain and allow communica-tion and customer experience to flow both ways.Everyonemust work together towards the same winning goal.

I know a number of people who have bought a differentFranchises. This one lady I know in Abu Dhabi has bought afranchise for a Salon, a School, a Fast Food restaurant andrecently she contacted me to understand the details of ourbusiness, BRANDS Just Pret. Just look at the diversity ofher businesses she already owned and yet she wanted todive in to something totally new for which she had no expe-rience to back her.

Some people want to buy a Franchise and then put theirown thinking and ways to change it. Innovation is alwaysaccepted, but the Franchisee has to accept that the namethey are using is the intellectual property of the Franchisor.Hence any changes have to be discussed prior with theFranchisor as most of the times, the Franchisor has alreadytried the innovative change which is being requested by theFranchisee. Changing or experimenting things can alsocause risks and impediment the model which once workedfor the Franchisor. Franchises are successful because theyhave come to wisdom through successes and failures alikeand a franchisor eliminates the franchisees reasons for fail-

ure.In the Fashion Industry

within Pakistan, businessowners have taken theFranchising route and areextremely successful indoing so. BRANDS JustPret in its second year andafter opening four storeshas opted for this franchis-ing route for future stores.In retail, it is the productquality, the competitivepricing strategy and thelocation of your outlet iswhat lays the foundationof your business being suc-cessful. If these threethings are above standard,then not many reasonswould keep you awayfrom being a successfulbusiness.

The Franchisee has toaccept that one of themain reasons he wouldlike to buy a franchise isbecause he/she believesstrongly in the model. Myhumble suggestion toFranchisees would be togo ahead and take the ini-tiative of learning aboutbusinesses which areavailable for Franchising.

After all it has worked for someone else, so why wouldn’t itwork for you? To the Franchisors, I would like to say thatonce a new Franchise deal has been signed, the work hasonly just started. Just like a new born baby needs to be nur-tured more initially, so does your new Franchisee. Once thebaby grows, he/she only needs to be guided once in a while.

P akistan is the land of Youth soEducation is an important sectorand hence it offers a whole lot of

potential business opportunities for thepeople looking to enter the businessworld.

In our country most of the franchiseeare in food business but still there aremany academies and institutes that aredoing good business and they haveintroduced their branches all over thecountry.

All this was possible because of theconcept of franchising.

Starting an educational franchise isbecoming easy nowadays because thesuccess rates of these are high. Apartfrom that, there are also a lot of bene-fits of starting these franchises, some ofwhich are discussed below:

Why to invent the wheel?

For any one who wants to do busi-ness, franchising system is testedandone should take the advantage ratherthen to venture on his own.

Low risk and high success rate

One of the great things about invest-ing in a franchise is that you are goingto be investing in a business formatthat is proven to work and so you won’thave to struggle much.

So there is no fuss of trial and errorshere. Itsure has strong probability ofsuccess. It has been estimated thatthere is 80% chances of surviving whenone opens an educational franchisebusiness.

Arena Multimedia is a good exampleof this. All the 17 centers are workingand earning a reasonable amountmonthly.

Support from the franchiser

When you choose to go for the edu-cational franchise concept, you arelikely to receive complete support fromthe franchiser.

You would be provided with all the

equipments, instruction manuals, train-ing materials and other things requiredto help you get started on a business inthe education sector.

The franchiser also earn when afranchisee is successful so he is a part-ner in real sense and work for theirsuccess.

Less wastage in financial and human resources

As the franchising is based on prop-

er planning and tested feasibilityreports so experimenting with finan-cial and human resources is notrequired.

Possibility of getting financial assistance

It is comparatively easy to obtainloan for starting a franchisee businessfrom the lending institutions in com-parison to obtaining loans for otherpurposes.

Students

The best thing about investing in aneducational franchise is that you don’thave to work on attracting the cus-tomers or students.

This is one field where words ofmouth are the best way to promote thebrand.

Practice make it perfect

When over and over again a particu-lar education centers are opened thefranchiser gets better and better indealing with all the issues so with timeopening new center are very easy tolaunch.

Cost of promotion is low

When there are many franchisedcenters so the cost of promotion isshare by many so it is on low side.

As in case of Arena Multimedia ifwe gave an ad in Dawn Karachi thetotal costs is share among 13 cen-ters.

It is gender independent

Any lady or gent can start this busi-ness and both are equally successful.They can personally manage these bythemselves.

It is said that education or food arethe best two business which can be suc-cessful no matter whatever is the crisesin the country.

So investing in Education franchiseeis sound and intelligent investment.

ADVERTISEMENT SUPPLEMENTDAWN WEDNESDAY MARCH 27, 201302

Franchisingin Pakistan’sfashion retail

industry

Franchising in Education

By Hadi Anwar, CEO, Brands Just Pret

By Arshad Khalil, Master Business Partner, Arena Multimedia Operations in Pakistan

Most Franchisees have this misconceptionthat the Franchisor will take theFranchisee fee and never bother to support them once the outlet is open.However what they don’t understand is that the Franchisor is giving his own business name to them, something whichthe Franchisor has spent days and nightson and is now agreeing to make theFranchisee their business partner whichmakes the Franchisor equally fearful and nervous when going through aFranchise deal as is the Franchiser

In our country mostof the franchisee arein food business butstill there are many academies and institutes that aredoing good businessand have introducedtheir branches allover the country. All this was possiblebecause of the concept of franchising

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F ounded on 14th February 2011 and head quartered inKarachi, 14th Street Pizza Company is a leader in thepizza delivery business. Introducing the 20-inch pizza

for the very first time in Pakistan, 14th Street Pizza Co.enjoys strong brand awareness with a memorable “111”number for ordering.

The concept was welcomed enthusiastically, resulting inthe speedy evolution of a neighborhood pizza delivery placeinto a nationally recognized brand, expanding rapidly in met-ropolitan cities like Karachi & Islamabad. The success of 14thStreet Pizza Company lies in its use of the freshest toppings,

the finest sauces and only the most delectable cheese on itsNew York style hand tossed pizzas.

The story of 14th Street Pizza started with a simple model in mind: Delivery

The idea was to create a virtual presence and capitalize onsocial media extensively to create virality and increase wordof mouth. That model proved successful beyond imagina-tion!

The strategy of constantly interacting with the existing andpotential customers and creating an interactive dialoguewith them gave it a competitive edge and led 14th StreetPizza Co to become the pioneer in maintaining an extensivepresence on various social platforms, which led it to becomeone of the most recognized national brands, catering tohunger emergencies indeed.

One of their most important factors was leveraging thelocal market and targeting their need for something differentwhen it came to pizza.

“The key to 14th Street Pizza’s success is its strongbrand which is the result of our team, our focus on quality, our fresh ingredients and our customizable element that allows people to personalize their pizza!”

— Tanveer Yusuf (CEO 14th Street Pizza Co)

With more than two years of existence 14th StreetPizza Co is now focusing its attention to its expansionphase within the city of Karachi and across Pakistan.The brand is also concentrating on developing anunderstanding of its customers via different in-housesoftwares.

“The idea is to better understand the neighborhoods,customer characteristics and their lifestyles. Ourstrategy on digital media and our development of dif-

ferent applications that resonate with the target audi-ence is assisting us in better deciding where to grow”

— Farheen Aqueel (Marketing Manager 14th Street Pizza Co.)

With its recent expansion to Islamabad, 14th Street PizzaCo has also opened its doors to franchising across the coun-try. “We believe that with quality franchise partners we cando a lot and make our brand even bigger.

We have put in our focus strongly on offering fran-chises and more rapid outlet expansion by franchiseessince they will be able to handle and cater to the deliv-ery much better as they will be physically present there.

Also we believe that ownership of the brand is key to mak-ing us stand out from the rest”, says TanveerYusuf.

By incorporating the concept of franchising, 14th StreetPizza Co has established an exceptionally large foothold inthe Karachi and Islamabad market.

Franchising now forms a key part of 14th Street Pizza Coand the company expects to open new branches across dif-ferent cities in the near future. With its ubiquity online andoffline has come steady growth and increase in sales as con-sumer demands for large thin crust pizzas and 24/7 deliveryare met.

14th Street Pizza Co’s highly reliable infrastructure forordering enables the company to handle the busiest dayswithout any hurdles and its online ordering gives customersthe ease of ordering with a simple click of the mouse.

“We want to be sure that all our systems are alwaysresponsive and highly reliable when it comes to placingorders via phone or online” says Sher Ahmed (OperationsHead, 14th Street Pizza Co.)

Possessing a state of the art call center where all calls arerouted to one place, 14th Street Pizza ensures this consisten-cy is maintained. “With the help of our online software, wehave been able to bring our vision of a virtual network to lifewhich connects all our outlets and branches helping us to

centrally monitor all operations”, continues Sher Ahmed.

On a continuous basis recorded calls, comments from thewebsite, as well as feedback from call center representativesare all taken to ensure quality of service.

14th Street Pizza Co has been able to grow quickly and itprides itself in its responsive approach to accommodate newrecipes and new products within the shortest period of timeat the same time maintaining its brand communication andoffering a consistent brand experience.

To stay one-step ahead, 14th Street PizzaCo’s marketingteam constantly develops new campaigns and communica-tion to create top of mind positioning. For the future thebrand is looking at engaging customers on various platformsenabling it to stay in touch with the customer wherever he /she is and at any time. The customer- centric model beingdesigned aims to exceed customer expectations and offerthem something out of the box that will give 14th Street PizzaCo market leadership and create increased customer affilia-tion. The brand is constantly developing new applications,products and models that offer a competitive edge over therest. The idea behind these customer-centric models isderived from the following business objectives:

• Ease of order • Personalization • Providing an innovative pizza buying experience

“We pride ourselves in our social and digital approach thathas helped us create balanced communication through gen-uine listening thereby creating a strong affiliation with thecustomers. Our packaging and unique look and feel has alsohelped us stand out from the clutter.” mentionedFarheenAqueel.

03ADVERTISEMENT SUPPLEMENT DAWN WEDNESDAY MARCH 27, 2013

Making 14th Street Pizza a success story

How a dream built a strong brandand an even bigger company

❏ Introduced the concept of 20 inch pizza in Pakistan

❏ Offered ‘one slice’ as a meal

❏ Penetrated fans on social media

❏ Virtual presence and online ordering

❏ Customizable pizza

❏ Focus on technology to reach the customer anytime, anywhere

PHILOSOPHY

❏ We’re in the pizza business❏ We have a social approach❏ We love creating content❏ We engage our fans ❏ We make yummy pizzas & rewardour customers for their loyalty & love!

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ADVERTISEMENT SUPPLEMENTDAWN WEDNESDAY MARCH 27, 201304

T CS came into being in 1983 as adomestic courier company. TheTCS journey since its inception has

been exhilarating in the extreme. Its phe-nomenal growth has been duly acknowl-edged in the Harvard Business Case Study.

The Company has found itself in trailblaz-ing roles, and developed an entire expresslogistics Industry that today plays a criticalrole in arresting the slide in Pakistan's eco-nomic fortunes.

Three decades into its existence the TCSbrand has evolved into a symbol of trust &reliability. TCS provides domestic & interna-tional express services to Consumers,Corporates, SMEs, and Households alike,with pickups & deliveries crossing over 6 mil-lion a month.

TCS operates with over 7,000Professionals, 24/7 call center, 600 plus con-veniently located Express Centers thatincludes 370 plus franchisees.

TCS has dedicated chartered aircraft,2000 on-line & offline locations, 250 satel-lite tracked delivery vehicles, and a profi-cient team of couriers dedicated to provid-

ing reliable service to its formi-dable customer base.

With a view to enlarging itspresence in the global village,TCS operates in internationalterritories through its huboffices in Dubai and London,providing access to its cus-

tomers to over 3,500 destinations world-wide.

TCS code of conduct contains key-notestandards for all TCS Franchisees.

The code of conduct is aimed at ensuringcompliance of the Company's Franchises withthe criterion established for the Company'sown Express Centers including Franchise's

interior, layout, salary specifications for fran-chisee's staff, and practice of StandardOperating Procedures.

Franchising has provided TCS with a win-win outcome in its dual objective of enlargingthe TCS footprint in Pakistan, and promotingentrepreneurship that celebrates the self-employment culture in Pakistan.

Promoting entrepreneurship and expandingTCS ECO-system through franchising

R eading is an important skill all children should pos-sess. Each and everyone of us read on a daily basis. Itis a skill that is constantly being used. Being a great

reader may help children learn quicker, study harder, getbetter grades, go on to college and earn a reputable job.Reading with your children can develop a closer family rela-tionship.

Learning to read assists children in communicating withthe world around them as well as in expressing themselves.Reading can also help children make connections with otherpeople. Reading encourages children to explore worlds full ofcreativity and imagination. When teaching children early onthat reading is fun, they are more likely to continue readingas they grow and attain even more knowledge.

When comparing television to books, realize that whilechildren watch television they don consumer like qualities.However, when reading your child has opportunities to cre-ate different scenarios in their minds. This creative skill willencourage children to think of what could be instead of just

what is. Reading with children also gives them a better senseof humanity or sympathy and helps grow a better attentionspan. Reading gives children a better vocabulary and coaxesthem to concentrate.

When reading to children, point to the words as they arebeing read. This will help children pay close attention to thewords while seeing what the words being said look like. Inaddition, be sure to teach children that there are capital let-ters and lower case letters along the way while explainingpunctuation and spacing. These are all things that many par-ents overlook in the teaching process. Once children are oldenough, teach them to use a dictionary. Sometimes if they askwhat a word means, have them look it up in the dictionaryand help them understand the word. Teach children how touse tools such as this as soon as they are old enough to under-stand it. Teaching children how to utilize certain tools willhelp them discover things on their own, making them feelindependent.

Reading with children at a young age can also help discov-er any learning disabilities early on, providing a betterchance at assisting children find resourceful ways to learnaround them. According to www.dyslexiahealth.com, about70% to 80% of people with poor reading skills are likely to bedyslexic. There are many teaching agents out there thatdevote their work specifically to dyslexic students. The earli-er a disorder such as dyslexia is caught, the faster childrencan learn to work through it. Therefore, reading with childrenis a very important part of their lives. It teaches them thebuilding blocks for learning and gives them good traits thatwill help them all throughout life.

By Jessica Bates

Literacy andreading

L aunched on April 7, 2008 in Pakistan,ZONG is the first International mobilebrand of China. It is meant to empower

and liberate the people of Pakistan in everynook and corner of the country.

ZONG has grown spectacularly in less thanfive years since its inception. This success canbe attributed largely to the continuous sup-port of its customers and the confidence theyhave always placed in ZONG's products andservices.

Today there are over 19 million loyalZONG customers and its coverage extendsthroughout the 4 provinces, the NorthernAreas (including Karakoram Highway) andAzad Kashmir.

ZONG now stands 3rd in terms of numberof base stations and the Company has estab-lished more than 6500 cell sites in Pakistanshowing rapid growth.

The telecom giant currently has the largestsolar-powered telecommunication network in

Pakistan. More than 600 cell sites areinstalled at different locations making ZONGthe number 1 company in terms of solar cellsites.

ZONG being part of the number one tele-com operator in the world offers number oneCSI call center in Pakistan. ZONG's CSI isamong the top 3 in the country. The companyis listed among the top 5 best employers inPakistan and among the top 2 employers inthe telecom sector of the country.

ZONG has invested US $2 billion inPakistan so far. The company has generatedmore than 1700 direct and over 40,000 indi-rect jobs in the country.

ZONG is grateful to everyone behind its tri-umph; the business partners, franchisees andespecially its subscribers for placing theirtrust in the company. Their loyalty is themotivation behind all the efforts that ZONGhas put in for making ZONG the digital-lifepartner of the nation.

ZONG grows in a few years

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T here is greater awareness now amongst parents,educators and regulators that critical learningtakes place in the first few years of life. The earli-

er one can get children into the educational system, thehigher the impact on their achievements.

According to the UNICEF “Early childhood programscontribute to children’s cognitive,social and emotionaldevelopment and promote their health, nutrition andhygiene. In addition, they canfree mothers and otherfemale caregivers from their traditional roles, enablingthem to participate in thepublic sphere.” (Extract fromUNICEF publication The State of The World’s Children2012)

The International Preschool Curriculum (IPC) was found-ed to strengthen and harmonize early childhood education

standards. As a professional body that directly servesschools, learners, parents and regulators, the IPC offers aunique set of products and services that promote activelearning and effective practices in teaching.

Headquartered in the United States, the IPC’s objectiveand research based curriculum meets the standards set bystate bodies and accreditation organizations.

The curriculum is based on proven and peer reviewedconcepts that include play, inquiry, and objective basedlearning styles.

With the assistance of an advisory committee which con-sists of peers, consultants and academics, the IPC ensuresthat its curriculum maintains its rigor and quality.

The IPC takes the prevailing view that the first few yearsof a child’s life provide a vital opportunity for development.

The IPC involves family and parents wherever possible inunderstanding and facilitating the objectives of the organi-zation.

The IPC also offers an extensive teacher training pro-gram designed by an ex teaching fellow of HarvardUniversity.

The six month certificate course reinforces essentialteaching skills and establishes a minimum standard forteaching practices in early childhood education.

The IPC also offers practical guides, consultancy guid-ance, marketing assistance and PR services for all fran-chised schools and works. IPC franchise offers the flexibili-ty to operate under a co-branded operating model to itsmember schools.

Currently IPC member schools are operating in morethan twenty countries across the globe. IPC has seen rapidgrowth of its franchised schools in the Middle East where itstarted offering the membership almost a year ago.

IPC has recently begun to offer its franchise program inPakistan, recognizing the potential of this rapidly growingsegment in the country.

This provides an opportunity to existing preschools aswell as to potential new entrants to have access to interna-tional curriculum, and standards and practices to differen-tiate themselves in this otherwise fragmented segment.To learn more about IPC you can log onto www.international-

preschoolcurriculum.com.

05ADVERTISEMENT SUPPLEMENT DAWN WEDNESDAY MARCH 27, 2013

About IPC:International

PreschoolCurriculum

The IPC also offers an extensive teacher training programdesigned by an former teaching fellow of Harvard University.The six month certificate course reinforces essential teachingskills and establishes a minimum standard for teaching practicesin early childhood education

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ADVERTISEMENT SUPPLEMENTDAWN WEDNESDAY MARCH 27, 201306

T he world’s leading internationalearly childhood education orga-nization, International Preschool

Curriculum (IPC), has signed an exclu-sive license agreement with AIM MiddleEast for Pakistan. AIM Middle East alsohas the exclusive franchising rights forthe UAE (excluding Abu Dhabi)and the Kingdom of SaudiArabia.

With plans to open IPC fran-chises in Pakistan, schools whoadapt to the IPC will receive anabundance of benefits.Students will be taught IPC’scurriculum, which includes 70thematic units developed for 36 year olds and 36 thematicunits developed for infants andtoddlers.

Furthermore, the IPC cur-riculum is constantlyresearched and peer reviewedto maintain the highest stan-dards. The curriculum coversthe 6 core learning areas andfollows an objective basedlearning methodology.

Additional benefits includeteacher training devised by anex teaching fellow of HarvardUniversity which will provideeducators from all academic back-grounds with a web based professionaldevelopment program.

“We are delighted to work with AIMMiddle East in Pakistan, the thirdcountry in which the IPC and AIM

Middle East have joined forces. AIMMiddle East have a level of local knowl-edge and expertise that the IPC recog-nizes as being invaluable in developingthe interests for both organizations inthe country,” states Peter de Beer,executive director of the IPC.

According to UNESCO, “in the caseof early childhood learning, the defini-tion and scope of early childhood edu-cation (ECE) is generally limited to theconcept of katchi (pre primary) class inthe formal school environment.

The concept of ECE in Pakistan isslowly being extended to and tested insettings outside the katchi and earlyprimary classes. Because of the emerg-ing and experimental nature of ECEinterventions in Pakistan, there ismuch room for helping shape the defi-

nition and scope of the ECE sec-tor in Pakistan.”

Maliha Ahad, Director forAIM Middle East has over 20years of marketing experiencein Pakistan and the MiddleEast.

While commenting on thepartnership between AIMMiddle East and IPC inPakistan, she said, “We arevery excited about this ventureand are aware of the need forhigher standards in preschooleducation.

With IPC’s entry intoPakistan we look forward toproviding schools here with theopportunity to receive interna-tionally recognized curriculumand teacher training, thatreflects the latest research inearly childhood education.”

IPC is one of the fastest grow-ing international preschool

franchises and has seen the inclusion of9 IPC partner schools in the GCC overthe last 18 months.

The 3 most recent additions in theregion have been in Sharjah and AbuDhabi.

The International Preschool Curriculum expands to Pakistan

The IPC curriculum is constantly researched andpeer reviewed to maintain the highest standards. Thecurriculum covers the six core learning areas and follows an objectivebased learning methodology

BRANDS Just Pret

O ur multi-brand fashion house,BRANDS Just Pret, is the

entrepreneurial brainchild ofHadi Anwar,who collaboratedwith Somaya Adnan & HasaahHadi in 2011, in a bid to establishtheir multi labelplatform with avision to set new standards for thepret a porter fashion retail indus-try.

Endeavoringto enhance the wayin which high end fashion is pro-duced, worn and sold, we openedthe doors toour flagship store inthe coveted retail haven ofDolmen Mall Clifton in KarachiPakistan in 2011.

Launching with a state of the artretail management system as wellas with a diversity of fashion style-sat a range of accessible prices hasled our team to expand rapidly,encompassing two more outlets,inless than 10 months.

To this end, BRANDS Just Pretopened their second ready to wearretail spacein Karachi, at theDolmen Mall on Tariq Road inJuly 2012 and launched their firstinternational storein Dubai at IbnBattuta Mall in October 2012.

The fourth store is scheduled toopen in Abu Dhabi in May 2013.

For more details, please contactBRANDS Just Pret [email protected].

Steak Escape

I n 1982, co-founders Ken Smithand Mark Turner opened the

first Steak Escape store inColumbus, Ohio, USA. Now morethan 100 Steak Escape restaurantscan be found all across the USA inSaudi Arabia, UAE, Oman, Iraq,Mexico and even in Bahrain.

Escape Enterprises Ltd recentlyawarded the master franchiserights of Steak Escape SandwichGrill for Pakistan to the LallaniGroup.

Their plan is to open 10 SteakEscape Sandwich Grill restaurants

in cities such as Karachi,Islamabad, Lahore, Hyderabadand Faisalabad over the nextdecade.

The First store will be openingin DHA, Karachi by November2013.

Steak Escape is the originator ofthe Cheese steak concept; it has areputation of freshly preparedCheese steaks cooked “Live” infront of you.

Customers interact with restau-rant staff to choose grilled steak,chicken or grilled veggies - on asandwich, bowl of rice, salad orbaked potato.

As you move through the line,your meal is topped with a numberof fresh vegetables, a variety ofpeppers and signature sauces.

Once you’ve created yourentrée, there’s even more choice -a side, a dipping sauce, and a drinkto complete your meal.

SUBWAY

T he SUBWAY® chain enjoys astrong and internationally

recognizable brand identitythrough offering great tasting sub-marine sandwiches and salads thatare custom made to each con-sumers specifications.

The concept of low investment,simple operation, complete train-ing and support make theSubway® concept very appealingto entrepreneurs.

Offering a variety of hot andcold subs served on fresh-bakedbreads, low-fat subs and saladshas helped SUBWAY® to experi-ence significant growth in recentyears as a “healthy alternative” toother fast food options.

SUBWAY® also offers a lowcalorie, low fat option and greattaste in the fast food market.

As a franchise opportunity, thebrand has some of the lowest start-up costs in the industry and offersan efficient, well-structured pro-gram that includes training andassistance with all areas of opera-

tions. Little or no experience isnecessary and the concept isextremely flexible with minimalspace and equipment require-ments.

All SUBWAY® restaurants arefranchised and can be located infreestanding buildings or shop-ping centers as well as airports,colleges/universities, conveniencestores and other type locations.

SUBWAY® is the #1 restaurantchain in total restaurant countwith more locations than any otherchain in the Quick ServiceRestaurant (QSR) industry.

The SUBWAY® franchise sys-tem founded in 1965 is the world’slargest restaurant chain with morethan 39,000 restaurants in morethan 100 countries.

Currently, there are 38 openrestaurants in Pakistan with manyfranchise opportunities available.

Mausummery Story

M ausummery has dominatedthe preference of lawn con-

noisseurs both in Pakistan andabroad for over a decade and ahalf. Named after a rare flower,this premium brand represents aunique design sensibility whichcombines traditional motifs andcolour palettes with modern flairand fabrics.

Over the past 15 years,Mausummery has witnessedtremendous growth largely due tothe rising demand for premiumlawn.

The credit for this success goesto our hardworking team acrossthe value chain and the vision ofthe current CEO, Ayesha AhmadMansoor, a graduate of the LUMSMBA Class of 1996.

The brand has been reinvigorat-ed with a simple 3-step strategy:“Stay passionate, innovate andstay true!”

A part of this strategy is toexpand the product line to includelinens, chiffons and intricate laceembellishments as well to stay

ahead of increasing competition.To get closer to our customers,Mausummery is now in 15 majorcities and at 30 flagship stores.

The brand is also accessible atmausummery.com and morerecently a phone call away at 0-3000-20-40-20.

The name Mausummery is anunspoken promise of quality tomillions of women every year. Weintend to keep it as such.

ORIGINS-Ready to Wear

L aunched in 2010, ORIGINS isA Ready to Wear Lifestyle

Fashion House. “With a designphilosophy inspired by the spiritof the Modern Woman, yetembracing the very essence of her-itage.

A heritage defined by centuriesof impeccable threadmanship insub-continental fashion, and as asalutation to everything beautifulin life, yesterday, today & tomor-row. Wear it like a personality!”

Recently the brand hasannounced nationwide franchiseopportunity. Through franchisenetwork we plan to reach out toour customers in all major mar-kets around the globe.

Since the group has decided togo global, its precedence is toreach every corner of the homemarket.

The brand has now made itsmark to five major cities; Lahore,Karachi, Islamabad, Rawalpindi,and Faisalabad with 9 retail out-lets in total. The brand will shortlybe launching stores in Peshawar,Gujrat, and Sialkot.

Origins- Ready to Wear, ReadyFor Life

Punjab Group of Colleges

S ince 1985, Punjab Group ofColleges (PGC) has successful-

ly established the largest qualityEducation Network in the privatesector across the country.

PGC as a progressive enterprise

includes 3 Chartered Universities,234 Punjab Colleges, 450 AlliedSchools and 25 ResourceAcademia with 189,000 studentsand 700,000 alumni.

Besides imparting education atcollege and school levels, thePunjab Group proudly owns andmaintains Mohammad Ali JinnahUniversity, Capital University ofScience & Technology andUniversity of Central Punjab.

Allied Schools and ResourceAcademia have been actualizedthrough creating network ofalliances with people from the pri-vate sector against a long-term sus-tainable partnership to help oureducation sector.

Resultantly, partnership bringsa win-win situation while makinginvestment for human resourcecapital formulation.

It is only possible by sharing inthe learnt successful experience ofmore than two decades of TheGroup.

Our institutions, however, offereducation from early learners toPh.D levels across the countrycommensurate with our own cul-tural and national values whilemaintaining international stan-dards.

Every educational setup is striv-ing for excellence with committedand highly qualified teacher com-munity in an environment of thefinest physical and academic facil-ities, hi-tech interactive teaching-learning facilities, fully equippedscience laboratories and well-stocked libraries.

Tower Technologies is a hi-techcompany of The Group which pro-vides expertise and tailor madesoftware solutions for Education,Business, Telecommunication andMedia sectors.

Economic-politico-social fabricof the society cannot be reformeduntil media develop critical think-ing of the general masses. It is aweighty responsibility undertakenby Dunya TV and Roznama Dunyathose encourage people to think

consciously and objectively.Dunya TV and Roznama Dunyaare gigantic and dynamic contri-bution of The Group.

It is further to substantiate thatthe very mission to spread cost-effective quality education, whichis already at the priority of TheGroup, is made possible throughalliance-based education networkacross the country i.e. AlliedSchools & Resource Academia.

With the Great Grace ofAlmighty Allah, our progress man-ifests our commitment and sus-tainability.

WAH! Brands

WAH! Brands has been a fix-ture in the restaurant and

food industry of Pakistan for along time now.

We offer a delightful anddiverse range of fast, oriental andtraditional foods through ourthree quick service restaurantsnamely China Grill, Snack Attackand Chachajee.

Our success comes from innova-tion, attention to customers’ feed-back and passionate service to ourpatrons.

Our vision is to be the firstchoice for anyone looking out for arelaxed casual meal and we aim tobe at the forefront of Pakistan’scasual and fast service eating-outmarket in future.

WAH! Brands maintains highoperating standards and plays avery strong role when it comes tocustomer satisfaction and ensurethat every customer is given indi-vidual attention and served thebest way.

It is our innovation and quest forbetterment that has helped us stayat the industry’s cutting edge andto establish us ourselves as a pro-fessional enterprise.

We also believe that happy andsatisfied employees play a key rolefor happy and satisfied customers.

Continued on Page 07

Partners in Progress

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07ADVERTISEMENT SUPPLEMENT DAWN WEDNESDAY MARCH 27, 2013

Y ou can get very excited with thepossibility of buying a franchise.You travel and you see chain

stores of food and ice creams and yousay: “Hey, we’re a population of 180 mil-lion with half the population below 18all of whom desperate to eat brandedfood. Let’s get a fancy one and open upin an A class area.

The brand will be presold most of thetime due to the prospective customerstravelling abroad every year, for studiesor vacations.” And very soon they startthinking of the first million and theCorvette.

Well, as most of the seasoned busi-nessmen would tell you, it’s not as sim-ple to get a franchise going, nor is suc-cess guaranteed, even in the long term.I see some young entrepreneurs withmoney eager to set up a sexy outlet,normally in the food business.

I would love to see them succeed, togo forth and make this a consumer soci-ety (as long as the government does itsjob to control inflation to raised pur-

chasing power); to make money and addto the tax base.

So before you go out there and signup a franchise which you are confidentwill work here, think about a two majorfactors. These are often overlooked inthe excitement to get to first base.

There are several more based on myexperience, especially regarding finan-cials, but lack of space doesn’t permitme to lay them all down.

1. Do you have a passion for the prod-uct?

This is one of the most critical ele-ments that will help you sustain yourbusiness. You must be in love with theproduct you want to sell; not the brand.Yes, the product. Many people makethe mistake of starting somethingbecause its working well everywherebut then take it as a job.

Franchising is a love story, a mar-riage; not an affair. You won’t enjoy it ifyou are not enamoured by the personal-

ity of your mate; and you can’t walk outof it with a text message or a note on thefridge.

For example, avoid a food franchise ifyou are not passionate about cooking,recognizing good taste, and the joy ofserving. Other inputs like quality andattention to detail can be hired.

Passion is what keeps you going andit’s infectious. Your staff is motivated asthey see you involved and the cus-tomers can sense it. Most of all you’llsustain the downturns because youdon’t want to give it up that quickly.

2. Have you done your primaryresearch?

Very often investors assume theyknow enough about the product by ask-ing around and observing the success ofsimilar product franchises. Well, first ofall people assume they know everythingand will tell you like experts. Everyoneknows someone who makes easy moneyby a similar franchise. Secondly, you’reonly seeing the front end of that other

franchise that gives you confidence.Maybe he’s struggling on the inside, andabout to close down just as you sign upand send out the signing advance.

You must hire a professionalresearch agency, pore over the ques-tionnaire and sample size and thenanalyse the results. You may find thatwhat you sensed earlier was right butthe trend or preference is on the wayout.

Or you might find a pleasant unex-pected info that can help you launch itbetter. Franchisers often save on half amillion and then end up losing ten mil-lion when the franchise doesn’t work forthe reason you could have found out orstrategized for, before you launch.

Remember, dream of success butplan pragmatically. I know of a fewwho have burnt their fingers for notgiving a thought to the above two con-siderations.

— Sohaib Alvi

Continued from Page 01

common messaging by thebrand.CRM is under the fran-chisor, they have a centraldatabase where in they collectthe data from all the fran-chisee, as they are the touchpoint for the customers. Thedatabase is utilized for mainte-nance and research purpose,which helps them to move thebusiness ahead with strategic

business decisions.How does a business become aFranchise business?

I am sure many of you oftenwonder just how a Start-upcompany becomes a franchise.Franchising comes after a start-up business experiences suc-cess. They’ve learnt what worksand what doesn’t work for thebusiness, made adjustments,tried a variety of strategies,tested and re-tested. Finally

they have documented resultsand a system in place and wantto grow. This is when they opena few franchises and retestevery assumption.

More adjustments are madeand a few more franchises areawarded and opened, usually ina small number of pilot loca-tions. With data coming from avariety of sources, the businesscan determine what type ofmarketing works and in what

areas. Are customer expecta-tions being met? Word of mouthwill make or break any businessconcept. Franchisees in this newsystem are also sharing informa-tion with each other. Onceeverything is working well,

major expansion of the fran-chise concept begins. A goodfranchisor will offer continuingsupport and training to fran-chisees, putting as much timeinto keeping the business ontrack as they do into growing it.

Franchising accepted well in India

Continued from Page 06

Keeping this in mind, we provideour staff with best training andcareer development opportunitiesthat have empowered us withgreat people at every level in ourrestaurants. Our staff has helpedus set the benchmark for theindustry and at each of our restau-rants, you will get warm welcome,great service, outstanding qualityand excellent value that is beyondeverything.

We take our responsibility seri-ously and ensure innovativemenu development and rigorousfood safety measures. It is themotivation, flair and passion ofour people that makes our branda success! Now WAH! Brands isone of the fastest growing retailfood operations that has made itsname in quick service and fastand casual diningrestaurants,serving clients infood courts of biggest shoppingmalls across Pakistan.

WAH! Brands - Serving WithPride, Passion and Professionalism

Waste Busters

W aste Busters is an independ-ent waste management

company with emphasis on thesolution of waste managementproblems. Founded in 1994 underthe name of “Lahore SanitationProgram” the business has sincebeen growing at a steady pace.

Expansion of operation was firststarted in 1997 and has beenachieved through decentralizedfield offices organized as sub-sidiaries or franchise companies,allowing us to operate in closeproximity to our clients.

Waste Busters is currently repre-sented at the following location:Lahore, Faisalabad, Gujrat,Islamabad, Peshawar, Karachi, andQuetta. Our staff is highly trainedand interdisciplinary with expertsin Mass communications, Environ-mental engineering, Water manage-ment, Bio-technology, Business eco-nomics, Mechanical engineering,Electrical engineering, Processengineering, Solid waste manage-ment, Composting, Aerobic com-posting, Windrow composting, EMTechnology, and Microbial sciences.

Our staff works together in theexclusive interest of our clients,committed to our corporate iden-tity: We - Waste Busters - see our-selves as an independentprovider of services working forlocal authorities, includingdevelopment and implementa-tion of communication strate-gies, planning public awarenesscampaigns to mobilize communi-ty participation and involvementof public as stakeholders andcivic infrastructure projects suchas waste management and watersupply.

The in-house development ofsuitable technologies and mobiliz-ing of public opinion as well as

world-wide research for suchresources is a comprehensiveprocess that forms an integral partof our daily work. R&D projectsare handled our in-house innova-tive services centre.

Working closely with our clientsis facilitated by the decentralizedstructure of our company.

Our field offices guarantee per-sonal on-site services. Networkingwith our partners enables us tosolve clients’ problems as theyarise, to act quickly and efficient-ly. And short response times great-ly benefit our clients!

The services of Waste Bustersare client-, quality- and environ-ment driven and provided in fullindependence from manufactur-ers or any other interests.

We are committed exclusively toworking for the benefit of ourclients and the environment and tocomplying with applicable legisla-tion.

Collaboration among staff insideour Group is characterized by max-imum independence and theassumption of responsibility onthe basis of a common, quality-driven corporate philosophy.

Partners in ProgressBefore you get excitedabout a franchise

Franchising is a love story, a marriage; not an affair. You won’t enjoy it if you are not enamoured by the personality of your mate; and you can’t walk out of it with a text message or a note on the fridge

Types of Formats Franchised

Exclusive store Shop-in-shop Agency

Product distribution Door to door Product center delivery delivery

Chick-a-ZeeChick-a-Zee is a fast food restaurant, which specializes in Pizza and

Chicken fast food items. The business began in 2010 with a restaurantopened by the Chishti brothers. Throughout the three years Chick-a-Zeehas experienced success at its peak. Chick-a-Zee has become a symbol ofexcellence in the fast food industry in a very short time. Chick-a-Zee isespecially famous for its unique and authentic pizza taste and texture.

Concept and Format Fast Food RestaurantProduct Pizza, Crispy Chicken, Crispy Burger,

French Fries, Salad, Spaghetti & Soft DrinksKey People Mozher Chishti Type SubsidiaryIndustry Fast Food IndustryFounded 2010 in Karachi, Pakistan, Shop #14

Prince Complex Main Clifton Road Near PSO House, Karachi, Pakistan

Founder(s) Chishti BrothersHead Quarters Shop #14 Prince Complex Main Clifton RoadNo. of Location(s) 1Advertising Leaflets & PostersNutrition Values As Per International StandardsWebsite www.chickazee.com

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ADVERTISEMENT SUPPLEMENTDAWN WEDNESDAY MARCH 27, 201308

A fter twenty years in corporate management, (includ-ing one of America's largest publicly-held fast foodfranchisors), our founder, Donald Boroian turned his

expertise to franchise consulting and founded Francorp. It was apparent to Mr. Boroian that franchise clients need-

ed a system to build and sell franchises. Under his guidanceFrancorp has benefited franchisors by becoming the firstfirm to offer all franchising training and support functionsunder one roof. Today Francorp continues to be the only firmto offer clients coordinated strategic planning, legal services,operations, marketing, training and support services, allunder one roof. Francorp has assembled the most qualifiedand experienced team in the industry a team that is still cre-ating new success stories today. Our experience has taught uswhere the pitfalls are and how to avoid them. Our headquar-ters has a rich history and tradition. Come take a peek at ourfacility, and learn about the services we offer.

Francorp, The Industry Leader In Franchising The depth of Francorp's experience with successful fran-

chising and the quality of our service has made us the indus-try leader. This is due, in part, to the Francorp ProvenMethod a 16 step system for developing successful franchis-es. Since 1976 Francorp has helped insure the franchise suc-cess and produced results for over 2,000 businesses

Interested in becoming a Francorp client and beginningthe development of your franchise? You can speak directlywith a Francorp consultant directly, or book an appointmentonline to find out more about our processes and how fran-chising can benefit you. We offer a choice of several pricingand payment options.

How we do it! At Francorp we assist our clients on all aspects of fran-

chising which are listed below. We believe in being partnersin your growth and help you resolve alloperational issuesthroughout the lifecycle of a brand.

Strategy A lawyer might say that first you must comply with fran-chise laws. But that's not really the first step. To startwith, Francorp recommends the formation of a businessplan. Francorp will help you decide, based upon your ownpresence in the marketplace and the strength of competi-tion, where to sell franchises and who to sell them to.(What is the profile of your prospective franchisee?)Francorp will also assist, based upon similar criteria, whatthe franchise fee and royalties will be and what percent ofsales franchisees must contribute to regional or nationaladvertising.

Legal Every franchise must have a franchise agreement thatthoroughly describes the offering made to the franchisee.In addition, the Federal Trade Commission requires thatfranchisors present to prospective franchisees anDisclosure Document, which contains detailed informa-tion about the franchise company and its principal execu-tives. If the franchisor is incorporated in a state thatrequires that franchises be registered (twenty- threestates do) or if franchises are to be sold in a registrationstate, state filings must be prepared and sent to thosestates. (Different states have different filing require-ments.)

Operations Francorp will develop a comprehensive OperationsManual that lists in detail all of the tasks required tooperate the business, from unit opening to unit closing.The Operations Manual serves as a vital reference tool forfranchisees once training is complete

Marketing Having decided where you want to sell franchises in theplanning stage, and having drawn up a profile of yourprospective franchisee, you must now determine how toget your message to these prospects. Some of the waysinclude media advertising, appearance at business oppor-tunity and trade shows, seminars, direct mail and Internetadvertising. You must also createthe materials that willcontain that message, including advertisements, a fran-chise brochure or DVD.

Sales While Francorp doesn't function as a broker for ourclients, as part of our Franchise services, Francorp pro-vides franchise sales training to new and existing fran-chisors. Attendees are taught by industry experts withnumerous years of franchise sales experience, receive a"how to" manual and personalized instruction on how tosell effectively. On an ongoing basis, Francorp providesimplementation consulting to ensure that the lessonslearned in the classroom work effectively in achievingsales.

Training Francorp conducts a Franchise Management Trainingcourse designed to educate the Client's management

team on the complexities of operating and managing agrowing franchise organization.

What is Franchise?Franchising is one of the popular business expansion sys-

tems in the world today. It has been around since ancient his-tory and has now outbeat all business models in the worldmarket. Franchising is the practice of using another person'sbusiness model. The franchisor grants an independent oper-ator the right to distribute its products, techniques, andtrademarks for a percentage of gross monthly sales and aroyalty fee. Various tangibles and intangibles such as nation-al or international advertising, training, and other supportservices are commonly made available by the franchisor.

The success of franchising as a business system can beattributed to several factors. The most obvious is the brandname. In today's consumer market, brand names are worth alot. Every year, billions of dollars are spent on advertisingand marketing the brand name of companies. This is becausea good brand name means consistency, quality and consumertrust. Also, more importantly it is the proven business systema franchise can offer you. Statistics show that 90% of all startup businesses fail within the first five years of operations.This is because new business owners have to fight againsttime, they have to learn so much and do so much to get thebusiness off the ground before they run out of capital. Addthis to the market power of the competition and you will seewhy only a few make it past the five year mark.

On the contrary, franchise business gives you the advan-tage of not having to reinvent the wheel when it comes to

handling the various aspects of business right from market-ing to human resource management, from accounting to dis-tribution. A proven system enables you to avoid the traps ormistakes a new business makes.

New FranchisorsThere are a number of ways of growing or expanding a

business. Whatever choices there may be, business ownerswho are in the hot seat to make a judgment, should considerthe best possible option that is in line with their main objec-tives.

Franchising is a low-cost means of expansion and growth.For which, you will need to develop a strategic plan, legaldocumentation, marketing and advertising materials, opera-tion manuals and training programs. Virtually every success-ful franchisor starts with a vision of the future and the roletheir company will play. A successful franchisor understandsthe dynamics of the marketplace, the competitive situationand where they fit into the marketplace. More important, thefranchisor will have an intuitive grasp of where the market-place is heading and how that'll provide the company with anopportunity for growth. Vision alone is never enough. Youmust translate that vision into reality in order to achieve suc-cess.

We at Francorp are experts in Franchise Business consult-ing. We will help you consider whether the business is one

that can and should be franchised. Almost anything can befranchised, but only an examination of the market, the com-petition, and the products and services of the business willtell you if it should be franchised. The franchise concept hasto be customized and then replicated according to the loca-tion. We ensure it is differentiated from competing conceptsat the franchise level.

Our Development program for new franchisors encompasses the following elements

■ Francorp Consultation■ Business Seminars■ Strategic Planning & Business Plan Development■ Market Research & Competitive Analysis■ Prototype Development Consulting■ Franchise Document Drafting Services■ State Filings & Registrations■ Operations Consulting and Manual development■ Advertising and Marketing Services■ Franchise Internet Marketing■ Franchise Sales DVDs■ Training DVDs■ Franchise Sales Training■ Franchise Management Training■ Implementation Consulting■ General Consulting■ Existing Franchisors

Franchising can be an excellent way of expanding a busi-ness, however it does not always go according to plan. To

maximize the benefits of having a franchise network, thereare a number of key areas franchisors should focus on. Inmany smaller companies, Business Plans are often developedat the outset of a project and seldom reviewed or updated. AtFrancorp, we expertise in developing a firm foundation forthe future through our Franchising plans.

Also, most of the franchisors lose sight of the reason whyone is franchising as they are unable to allocate time toreview the reasons and benefits of their franchise strategy.Francorp's expert consultants structure clear short, mediumand long term objectives to be achieved from a franchise net-work.

It requires sufficient resources, time and budget to man-age a franchise network effectively. Francorp also enablesyou to recruit more franchisees and get the best out of yourexpansion plans.

We provide a strong support system for existing fran-chisors. Some of the elements of our support system are men-tioned below:-

(1) Industry Research Services; (2) Legal DocumentRevision; (3) Registration Updates & Renewals; (4)Operations Manuals Drafting, Review and RevisionServices; (5) Franchise Sales Training; (6) FranchiseManagement Training; (7) Training DVDs; (8) SalesDVDs; (9) Franchise Program Review; (10) FranchiseInternet Marketing; (11) Lead Generation Services; (12)Sales Strategy Critique & Training; (13) Advertising andMarketing Services; (14) Franchise Ads; (15) MarketResearch Services; (16) Special Projects; (17) GeneralConsulting

The Franchise Advantage You have a product or service people want, and you feel

it's time to grow. Franchising can help you expand into addi-tional locations in other markets without being responsiblefor investing all of the necessary capital yourself.

Franchising opens doors of opportunity for both you andyour business, if you are franchisable. To properly franchise,you must first determine if raising capital through franchis-ing your business is right for you, or if other growth optionswould better suit you.How do you franchise, and what effectswill rapid expansion have on your current staff? How longwill it take?This is where Francorp can make a difference.Our exclusive method is a proven system which will help youcontrol the cost of franchising, plus our development servic-es can help you sell your franchise. We know how to fran-chise from an idea, or an existing business.Take this quiz tofind out if you have what it takes to be franchisable. Then,while you continue to build your brand, use this checklist tomake sure you don't miss any steps.

Francorp has a long list of companies who have benefitedfrom our franchise development and consulting services. Wehave many different pricing and payment options to suit yourneeds. Contact us to speak with one of our FranchiseAnalysts, and let us determine how we can best help you startyour own success story.If you would rather meet our team inperson, you can tour the Francorp Headquarters or meetwith a Senior Consultant at an upcoming Francorp event.

Engaging Francorp Franchising Consultants

You have questions and concerns. You need answers fromsomeone you can trust. Francorp has consulted with over10,000 businesses, and has guided more than 3,000 companiesto franchise success. This expertise puts Francorp ahead of thegame. No matter which way you choose; we'll take good careof you when you call. You'll learn what services we offer.Expect a timely response from a Franchise Analyst who willprovide the information and guidance you are seeking.

Francorp-Pakistan: a story began with one man

The depth of Francorp's experience with successful franchising and thequality of our service has made us the industry leader. This is due, inpart, to the Francorp Proven Method, a 16 step system for developingsuccessful franchises. Since 1976 Francorp has helped insure the franchise success and produced results for over 2,000 businesses

By Anila Haq, President Francorp-Pakistan