www.newsandviews.eu 1 08/2010 Franchise, Brand & Licensing Asian Bureau Chief: Rukunuddin Ahmed 57, D.O.H.S.(OLD) Level 5, DHAKA-1206, Bangladesh Tel: +88 02 8715838, Mobile: +88 01821100313 email: [email protected]European Bureau Chief: Avv. Y. A. Shanchoy, Via Ernesto Pelloni 5, 6900 Lugano, Switzerland Mobile: + 41765412005 email: [email protected]ADVERTISE HERE Call for Detail of ADVERTORIAL +880 1821100313 Media Instrument Code of Ethics FRANCHISE Advertorial Vote for the National Franchise Code of Ethics Regd. DA 327 Franchise issue - august 2010 Syndicate with news&views ,, ,,,….Travel Asia and KINGSHUK The Business Intelligence Connection Since 1973 www.newsandviews.eu www.kingshuk.biz www.travelasiabd.com
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www.newsandviews.eu 1 08/2010
Franchise, Brand & Licensing
Asian Bureau Chief: Rukunuddin Ahmed 57, D.O.H.S.(OLD) Level 5, DHAKA-1206, Bangladesh Tel: +88 02 8715838, Mobile: +88 01821100313 email: [email protected] European Bureau Chief: Avv. Y. A. Shanchoy, Via Ernesto Pelloni 5, 6900 Lugano, Switzerland Mobile: + 41765412005 email: [email protected]
Sanowar Hossain Milon > English Version Editor Fatima Ahmed Jayantee > Syndicate Editor
Mohammad Ibrahim > News Editor Marium Ahmed > Business Reporter
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Bureau offices: ITALY, UK & SWITZERLAND Avv. Y. A. Shanchoy, Via Ernesto Pelloni 5, 6900 Lugano, Switzerland M: + 41765412005 E: [email protected] Editor & Publisher< Y. A. Shanchoy, Switzerland Editor-in-Chief < Rukunuddin Ahmed, Italy Feature Editor < Faizun Nahar Shanchita, Italy Art & Design Director < Shafiqul Kabir Chandan, Milan UK Bureau < Sayed Chowdhury, Media Mohal Ltd.
GOVT. REGISTERED DA – 327 - SINCE 1973 - AUGUST 2010 - FRANCHISE ISSUE - SYNDICATED WITH NEWS&VIEWS OF ITALY
Bangladesh has not favorable statutory legal framework for the facilitate the franchise, brand protection - development and foreign investments. For the national interest all the franchise activist should pursue to establish a “National Franchise Code of Ethics”, complete FRANCHISE LAW and a separate “Ministry of Franchise”. This is the national issue which should be authenticate by the National Parlia-ment and all the business communities for their own interest. Time passing with lower “master territorial” national dignity and loosing heard earned foreign currencies under the cov-erage of dominated franchisors or brand owners agreement. This also give the chance to drain the foreign currencies as legal formation of franchising, but we loosing our stack. Now-a-days franchise are the best way to send foreign currencies under the ill motivated unethical franchise agreements.
This is the time to protest the non existing brands and ill motivated franchise activity that hinder the growth of NRBs investments. Due to the non existing legal franchise protection laws and lack of proper franchise knowledge, NRB (Non Resident Bangladeshi) investors are bluffed or misguided by some foreign franchisors. Quota of 10% has been fixed for NRBs in primary public shares and can maintain foreign currency deposits in the Non-resident Foreign Currency Deposit (NFCD) account.
Before starting a franchise business you should know the followings: Competition Law implementation, Distribution, non-disclosure - transitional and licensing agreement, Franchisor’s Tax position, Intellectual property rights of a franchisor and it’s com-parison, Misleading Advertising & current investment regulations, Restraint of Trade Mark and corporate identity, Second generation or business format franchis-ing, Typical structure and Regulation of Franchising, Franchise International Code of Ethics, and current franchise business trends.
The Franchisor shall provide to the prospective franchisee with a written disclosure docu-ment shall contain the information and such other information as may be material to the franchisee to the execution of any binding unconditional documents pursuant to which consideration is payable, but not refundable. A franchisor and it’s affiliated member shall encourage prospective franchisee to seek legal, financial and business advices from Bangladesh Franchise Association prior to signing the non-disclosure and finally the fran-chise agreement.
Franchise are gaining tremendously through the brand power, cultural progress, ethical values, undiminished tourist appeal, cultural heritages, language, quality of human assets and best moral character.
We need badly - honest think tanks, technocrats and local/legal consultants on specific Franchise business arena.
Sausly's Yousuf Arif Tabani House-9, Road-28, B - 3rd floor Gulshan 1, Dhaka 3 Tel : +88028823212, +8801720096671
KINGSHUK is publishing the Bangladesh Franchise Directory on January 2011. Please send reports, leaflets, circu-
lars and catalogues with some photos of your products and services, i.e. all your franchise activities.
Advertorial will close on December and display advertisements within November.
Please ring at +88 018211313, Base: 88 02 8715838 for more details. FREE SAMPLE
ADD YOUR Name
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IT IS FREE
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Individually or all together, a brand is comprised of a name, phrase, logo or design that represents your business. But it is more than that. Branding is really what your customer thinks when they see that name, design or logo. Branding is one of the most important things for a company to consider in their market-ing efforts. But do you have to employ an entire team dedicated to establishing your brand and spend millions of dollars on a Super Bowl commercial? Or can it be achieved with a good plan and email marketing? It takes seven times for a consumer to recognize your brand. The goal in recognition is to confirm credibility and establish cus-tomer loyalty. There are more ways to do this than Octo-mom had babies. A multi-channel approach is not only suggested, but necessary to establish a brand in today’s day and age. And though traditional methods of branding are still used successfully (advertising, public relations, etc.), newer methods like social networking and email marketing need to be used as well. It’s not an either or approach. It’s an ―all of the above‖ effort that marks the truly successful brands. Branding starts with groundwork. To make all your efforts come to fruition, it is necessary to make a plan before you begin. De-cide where you want your company to be and how you want it to be recognized. Establish this with your logo as it’s your identity. Use it in your place of business, website, anywhere you are. Then move out from there. Good email marketing can be used as a way to piece all your mar-
keting channels together while unifying your branding efforts. It can be used to update your customers on the goings on at the company. Do this by linking to your blog or sending pictures and tips in a newsletter. Email can also be used to promote your so-cial networks as well as promotions being held in those places. Finally, email can be used to market directly to your customers. Today this can be highly personalized, which increases the effec-tiveness of the approach. Remember, proper branding is a time-consuming, multi-angled, focused implementation of efforts so that your customers will believe exactly what you want them to think about your product. Be sure that your email campaigns are the same color scheme as your website, as well as your Facebook and Twitter Pages. If a customer is seeing your logo everywhere you are, they will recog-nize your brand before you know it. Recently eMarketer reported that a friend referring something on Facebook made 2/3 of Face-book users more likely to purchase a product or visit that com-pany’s retail space. With 41% of all U.S. Facebook users promot-ing Fan Pages, it is easy to see why marketing on all platforms is necessary. In the end, branding is about building that bridge between how a customer views your product and how you want them to see it. By using email marketing to point your customers to all your com-munications channels, you improve your overall branding efforts with a unified voice. The final step is for your product or service to live up to its promise.
Branding and Email Marketing
In the year 2009-10, Dhaka Centre has class up to Grade 6. Each year one class will be added to Grade 12. Students from Grade 3 have their own email address. Apart from regular classes, students learn art, music, swimming from profes-sional instructors. School provides all books, school uniform, school bag, ID card to all students. Maple Bear maintains teacher student ratio of 1:10. Teachers are trained by Master Trainers of Maple Bear. Teachers have the option of shar-ing their experience through intra-net with Maple Bear centres
around the world. House 37, Road 122 Gulshan Dhaka Bangla-desh +880-2-988 5540 E-mail: [email protected], [email protected] www.mbindk.com
Maple Bear the only Canadian Franchise School
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MoneyGram: presents the first part of the Observatory on immigrants and the media in Italy. The Centre MoneyGram, which aims to study the habits of immigrants in Italy in the use of telecom-munications services, in-volved a sample of 2,000 immigrants equally di-vided between men and women, aged between 18 and 70 years, from Eastern Europe, Africa, Asia and Latin America, married and residing in major cities both in the province. Only Filipinos have a mobile penetration rate of less than 90%. Only 0.3% have a mobile contract with a foreign opera-tor. In this area, immigrants appear to be very careful to
promotions because only 10% "does not remember or do not knows" tariff offers interna-
tional operators. The use of the Internet begins to be widespread, 70.4% de-clared to surf the net and about 65%, does it from the comfort of home. 71.8% use ADSL and 15% of the key UMTS. The survey shows that although the possession of a landline at home is not a prerogative of immigrants (over 60% do not
have one), it is a phenomenon on the rise (+ 5.3% in 2007). The international calling cards
are still widely used (almost 53% do not use). MoneyGram in Italy has an extensive network of agents and a major retail partnership with the Italian Post Office, offering money transfer service with over 10,000 post offices. The only initiative of its kind in Italy. Five categories of the prestigious award, in addition
to the prize as "Immigrant En-trepreneur of the Year." 187 000 companies are run by
foreign entrepreneurs in Italy (May 2009 data) with a growth despite the crisis, 13.5% from 165,000 in May 2008. The majority of enterprises are concen-trated in six regions: Lom-bardy, with 23.4% of the total, followed by Emilia
Romagna (11.9%), Tuscany (11.7%), Piedmont (11.4%) and finally tied by Lazio and Veneto with 10.6% of the total. Busi-ness segments are mainly four: construction (39.4%), trade and repairs (34.1%), clothing textiles (6.5%) and service ac-tivities and transport (6.4%).
www.themoneygramaward.com
MoneyGram is a leading international money transfers with 186 000 staff in 190 countries and territories worldwide. The award "Award for Entrepreneurship MoneyGram immigrants in Italy" reflects the company's mission to be close to
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Bata today Bata has a worldwide reach, with operations across 5 conti-nents managed by 4 regional meaningful business units (MBUs). Each unit benefits from synergies specific to their environment, such as product development, sourcing or mar-keting support. Each MBU is entrepreneurial in nature, and can quickly adapt to changes in the market place and seize po-tential growth opportunities.
Serves 1 million customers per day
Employs more than 40,000 people
Operates 4,600 retail stores
Manages a retail presence in over
50 countries
Runs 40 production facilities
across 26 countries
Bata's 4 Business Units:
Bata Europe, Switzerland
Bata Asia Pacific-Africa, Singapore
Bata Latin America, Mexico
Bata North America, Canada
Bata Bangladesh Bata Bangladesh is affiliated to the Bata Shoe Organization, the world\'s largest footwear manufacturing and marketing organization. Started operation in Bangladesh in 1962, Incor-poration in Bang-ladesh in 1972. With an aim to p r o v i d e branded footwear at the doorstep of con-su m er s , footwear retailer Bata India, the 75-year old footwear chain, has an-nounced the launch of its latest distribution channel – Bata Direct. The channel is expected to help the company spread its presence beyond the 400 cities it is present now through its retail outlets. The first branch
has opened in Faridabad and recruitment of sales coordina-tors and consultants for the same has started. Currently, Bata Bangladesh operates 2 manufacturing plant Tongi and Dhamrai, Bata Bang-
ladesh is producing a r o u n d 1 1 0 , 0 0 0 pairs of s h o e s daily. It has a mod-ern tan-nery with the latest technologi-cal facili-ties to
process 5 million square feet of leather yearly. The Tannery is equipped with a high-tech ef-fluent treatment plant ensuring a pollution free environment for both workers and locality where we operate. Bata Bangla-desh sells all kinds of footwear which are classified in align-
ment with market sectors as follows: Domestic market – under the trademarks of ―Bata‖, ―Power‖, ―Weinbrenner‖ Bubblegum-mers‖, and ―Marie Claire‖, through a countywide distribu-tion network comprising retail stores, DSPs and independent dealers. Overseas market – under the trademarks of its customers, and also markets its own brands to sister companies and the Middle East. Bata's strength lies in its worldwide presence. While local companies are self-governing, each one benefits from its link to the interna-tional organization for back-office systems, product innova-tions and sourcing. Mr. Stepen John Davies Managing Director BATA SHOE CO. (BANGLADESH) LTD.
The company leading by Capt. Tasbirul Ahmed Choudhury formed in early 2005 and was issued with Air Transport Oper-ating License (ATOL) No. 35 from Civil Aviation Authority of Bangladesh to Operate Passen-ger and Cargo service in the international and domestic sectors. The Airline has been Operating Schedule Passengers' Flights in the Domestic Routes of Bangladesh since 10th July 2007 & International flight since 24th September 2008 with the slogan. ...‖fly your own airline‖.
The airlines got permission for offloading some of its stake to raise fund for buying Airbus A310-300ER, will fly in Dhaka-
London and Sylhet-London routes. And another MD-83 aircraft for will operate flights to South East and South Asian region. Its present fleet con-sists of two aircraft 37 seated Dash-8-100 and two 143 seated Boeing MD-83 aircrafts. The Airline has planned to build a 10 aircraft fleet within 2010: 1x MD 83, 1x B67 300 ER A –310—300 ER, 3x Let 410 and ATR –72.
International Routs: Dhaka—Kolkata—Dhaka, Chittagong—Kolkata—Chittagong, Dhaka—
D u b a i — D h a k a , D h a k a —Katmandu—Dhaka, Dhaka—Kuala L u m p u r — D h a k a , D h a k a —London—Dhaka.
By mid of 2010: Domestic– Baris-hal, Rajshahi, Syedpur, Ishurdi, Lalmonirhat and Samsernagar. By mid of 2010: International—Sylhet—London-Sylhet, Jeddah, Riyadh, Colombo, Male, Manila, Bangkok and Abu Dhabi.
United Airways (BD) Limited aim to develop the airline in a way which every Bangladeshi can feel proud of being associ-ated with. Investors are not only a part of this profitable venture but are also a part of investing for the economic growth of Bangladesh itself. The development of this new airline will help move Bangla-
desh further into 21st century. Bangladesh’s air traffic grew 7.3 per cent on 2008, making it one of the fastest – growing aviation markets in the region, but due to the decades of poor performance by the other local airlines has enabled foreign carriers to snatch almost 80 per cent of the market. United Airways comprises a team of dynamic talented Bang-ladeshis who are fully commit-ted to make this vision success-ful. Involvement in this airline (by making an investment) is an opportunity to be a part of a unique venture that will have a significant impact on national economy.
Etihad Airways is the national airlines of Abu Dhabi, United Arab Emirates. Established in 2003, Etihad Airways now offers flights to 63 global destinations across an expanded network that includes the recently launched Japanese destinations Tokyo and Nagoya, and Baghdad and Erbil in Iraq. The airline has a cargo divi-sion as well, under the name of Etihad Crystal cargo, which started operations in 2004. The airline has its main base at Abu Dhabi International Airport. Etihad Airways has been honored with over 30 awards since its inauguration in 2003. Etihad was awarded three titles at the recent 2010 Sky-trax awards: World’s Best First Class; Best First Class Airline Seat; and Best First Class Onboard Catering. This win built upon its success at the 2009 Skytrax awards where it won the Best Business Class and Best Business Class Catering categories. It also won the title of the World’s Leading Airline at the World Travel Awards (WTA) in November 2009, as well as six Middle East awards at the WTAs in May 2010. Etihad Airways has a fleet of 42 in-service air-crafts, which consist of Airbus A319-100, Airbus A320-200, Airbus A330-200, Airbus A340-500, Airbus A340-600, and Boeing 777-300ER. Apart from that, it has placed orders for as many as 108 aircrafts, including both Airbus and Boeing. Etihad Crystal Cargo Fleet has two aircrafts - Airbus A300-600RF and McDonnell Douglas MD-11F, with three Airbus A330-200F
still on order. Etihad Airways is run by a Board of Directors, presided over by the HH Sheikh Hamed bin Zayed Al Nahyan. Etihad Airways was founded in July 2003, by virtue of a royal decree issued by Sheikh Khalifa, the President of UAE. The services of the airline commenced on November 5, 2003, with a ceremonial flight to Al Ain. It
launched services to Beirut on November 12, 2008, marking the begin-ning of its commercial operations. \June 2004 saw Etihad Airways had its first di-rect flight from the UAE to Geneva. By June 2006, the airline was serving as many as 30 destinations, within 30 months of it being launched. Since
then, the airline has been growing by leaps and bounds. Etihad commenced its Bangladesh operations in June 2006. Etihad operates some of the world's most technologically advanced aircrafts to Dhaka, including the modern Airbus A330-200, in a two zone configuration, designed to offer high standards of comfort, luxury and style. The Etihad service between Abu Dhabi and Dhaka has enabled guests to travel in style be-tween the two regions, further strengthening the economic and diplomatic ties between Bangla-desh and the UAE. Business interests are grow-ing year-on-year between the Middle East and Asian sub-continent, and Etihad has been able to support this demand with frequent air ser-vices.
The Dhaka route is a vital commercial and lei-sure route. As well as enabling Gulf-based Bang-ladeshi families to visit one another, the route has also opened up new business opportunities for UAE businesses to invest in Bangladesh's growing economy. During the first quarter of 2010, Etihad Airways reported 25.4 per cent growth in revenue pas-senger kilometres (RPKs), far out-pacing the industry average and running ahead of the air-line’s available seat kilometres (ASKs) growth of 22 per cent. The improvement, against the first quarter of 2009, was matched by an increase in seat fac-tors, from 73 per cent to 75 per cent. Passenger numbers increased by 11 per cent and, despite the continuing economic downturn affecting many of Etihad’s international markets, pre-mium traffic also increased by five per cent. Etihad seeks to reflect the best of Arabian hospi-tality - cultured, considerate, warm and gener-ous - as well as enhance the prestige of Abu Dhabi as a centre of hospitality between East and West. Etihad’s focus on the smallest details and requests of the customers make them al-ways innovative and dynamic, ensuring a unique customer’s experience.
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Capt. Tasbirul Ahmed Choudhury Leading United Airways and NRB’s Investment
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Biman is the national carrier of the People's Republic of Bangladesh. The corporate body is 'Biman Bangladesh Airlines Ltd' while the trad-ing name is Biman Bangladesh Airlines. Biman is a member of IATA. Incorporated in Bangla-desh, it came into being on January 04, 1972 initially with a Second World War vintage Da-kota, DC-3, a gift from the Air force. Biman's domestic services with the DC-3 were commanded within a month of its inception. Its real journey as an airline started with the acqui-sition of one Boeing 707 and four F-27 aircraft. Entry into the 'Big League' began with induction of three DC10-30s in 1983, which were acquired on the basis of route network and available traffic rights. The fleet is now consisted of 4 wide-body DC10-30s, three mid-haul Airbus A-310-300s and four F-28s regional jets. Biman is in the process of procuring more aircraft for its fleet. Presently Biman offers services to 18 inter-national destinations. Biman is now paying attention to making, the airline more attractive to the traveling people by fixing the priority on two objectives. One is to provide more comfort to the passengers and the other is to maintain schedule regularity. The airline has already brought some qualitative changes in its ground and in-flight services. Biman has built its own ancillary and mainte-nance facilities. Presently Biman does entire maintenance work on its F-28 aircraft. Biman is also doing its own C-check, D-check on DC-10-30s and Airbus A310-300 in its wide body han-gar at Dhaka. Checks, repair and maintenance of one DC-10-30, one wide bodied Boeing and two F-28 aircraft can be done at a time in Bi-man's own wide body hangar.
Biman Flight Catering Center (BFCC) - modern flight kitchen of the airlines, has the capacity of producing 8500 meals a day and is providing excellent cuisine not only to Biman but also to some other international airlines operating to and from Dhaka. To meet the growing needs of Biman's manpower, Biman Bangladesh Airlines Training Center (BATC) has been training its ground, flight service and technical personnel since its inception. The airline's Reservation and Departure Control System and other communication systems have been fully computerized. Biman is continuously making effort for office automation in order to improve the traffic productivity. It is also mak-ing effort to introduce Computerized Revenue Accounting in order to raise real revenue. In addition to Biman's own aircraft, the experi-enced ground-handling units also providing support for number of foreign airlines at Hazrat Shahjalal International Airport. Biman Poultry Complex, a potential subsidiary of Biman was formed in 1976 and was put into operation in November 1980 to create a profit earning concern to augment the cash flow of Biman. The complex is situated at Ganakbari, Savar, Dhaka, 40 km North-West of Dhaka City. Keeping pace with trends and technology of the time coupled with a perspective plan for the future which embraces all aspects of an interna-tional airline and overall improvement in situa-tion, the carrier is now confidently looking for-ward to the future . Biman Flight Catering Center (BFCC) - a mod-ern flight kitchen of the airlines, has the capac-ity of producing 8500 meals a day and is provid-ing excellent cuisine not only to Biman but also
to other international airlines such as Aeroflot, Gulf Air, Iran Air, Qatar Airlines, Druk Airways, Dragon Airlines, which are operating through Dhaka. To meet the growing needs of Biman's man-power, Biman Bangladesh Airlines Training Center (BATC) has been training its ground, flight service and technical personnel. The cen-ter has also been turned into a seat of training and technical seminars for other agencies in-cluding some foreign airlines. The airlines reservations and departure control other communications system as well have been fully computerized. Biman is continuously mak-ing efforts for office automation in order to improve the traffic productivity. It is also mak-ing efforts to introduce Computerised Revenue Accounting System in order to raise real reve-nue. In addition to Biman's own Aircraft the experi-enced ground handling units also providing support for number of Foreign Airlines at Haz-rat Shahjalal Int'l Airport. Namely, Dragon air, Druk Air, Emirates, Gulf Air, Indian Airlines, Kuwait Airways, Malaysia Airline System, Oman Air, PIA, Qatar Airways, Saudia, Singapore Air-lines,Thai Airways etc. Biman Poultry Complex, a potential subsidiary of Biman was formed in 1976 which was put into operation in November 1980 to create profit earning concern to augment cash flow of Biman. The Complex is situated at Ganakbari, Savar, Dhaka, 40 Km North-West of Dhaka City. This project has a landed area of 75 acres, of which 5 acres poultry shed, 1 acre residential area and remaining 69 acres are agricultural land.
The Pentagon formally reopened the com-petition for the 35-billion-dollar contract to build the next generation of aerial refu-ellers between Boeing Co and its European rival EADS. EADS, the European aero-space and defence company that owns Airbus, decided to submit a fresh bid to build flying tankers for the American air force. The company’s American partner in the project, Northrop Grumman, pulled out of the process in March claiming the terms favour Boeing. EADS, the European maker of Airbus air-craft, and Northrop Grumman decided not to proceed with their joint bid for a $35 billion contract to build new flying tank-ers for America’s air force. The pair criti-cised the Pentagon’s selection criteria,
which, they maintain, fa-vour Boeing’s rival project. The process for awarding a contract to replace the age-ing fleet of tankers has rumbled on for years. An aircraft based on the design of the Airbus A330 was tendered by EADS and Northrop and chosen by the air force in 2008, only for the decision to be re-scinded after an official protest from Boe-ing over the evaluation of the bids.
EADS reported a loss of €763m ($1.1 bil-lion) for 2009 and will not issue a dividend for the first time. The European aerospace company took a €1.8 billion charge on cost overruns related to its delayed A400M military transport plane.
Anno record per Airbus: buoni numeri in consegne e ordini 05/01/2010 Un anno record il 2009 per Airbus. Questo rivelano alcune anticipazioni della Trib-une, che illustrano come il costrutture con-trollato da Eads avrebbe consegnato nel corso del 2009 498 velivoli contro i 483 del 2008. Buon risultato anche con gli ordini, che ammontano a 300 aeromobili.
Pentagon Reopens Competition
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The franchise business has been around a long time; in fact they go back as far as the 1850’s. The notion of selling off a business or a part of a business in order to expand into new areas usually came from the lack of investment funds from the business owner. While the business of franchising has grown over the years it all had to start somewhere. The concept of franchise busi-nesses started with the Singer Sewing Ma-chine Company in the 1850s. Isaac Singer had two problems that were keeping him from being successful. One, he didn’t have the capital to build a sales force, two, no one would buy a machine unless they were trained to use it. Singer’s solution was to charge a licensing fee to business people who would own rights to sell and train in certain geographical areas. His licensing program was a huge success and was noticed and copied over the next several decades by many of America’s fin-est companies, such as Coca-Cola, KFC, McDonalds and Burger King to name a few. By the 50s and 60s franchising achieved almost mystical stature exploding from the confines of food and beverage to Dry Cleaners, Carpet Cleaners, Hotels, Rental Cars, Commercial Cleaning and the entire range of Automotive aftermarket. The growth in franchising did not come without problems. By the latter half of the 1960s many franchisors had begun to fo-cus on the sale of franchises, rather than the operation of their franchise systems. This lead to widespread abuse, misrepre-sentation and unfounded earning claims. It wasn’t until the summer of 1979 that the FTC issued rules on franchising that re-quired minimum disclosure requirements throughout the United States. As popular as franchising has become over the past 50 years, franchising is fairly new in the world, as business opportunities go. Prior to the early 1950s, franchising was virtually non-existent, but by 1980, the Department of Commerce estimated fran-chising’s total gross revenues at $350 bil-lion. Five years later, that number rose to $530 billion. And now, according to the International Franchise Association (IFA) there are well over 3,000 franchisors and over a half-million franchisees, and fran-chising companies and their franchisees accounts for more than $1 trillion. How do we account for this tremendous success and explosive growth in franchis-ing? The need to own and plan for your future has always been the driving forces
in new business growth, but most fran-chise buyers are people that are not your typical entrepreneur. We call this type of buyer a ―forced entrepreneur." If they had the choice, they would take the corner of-fice and retire after 30 years, but very few people have that choice. Over the last 50 years, corporations have figured out it is much more cost effective to get rid of em-ployees than to pay out all the benefits of retirement. There is no employee loyalty, only investor loyalty; it is more important to drive stock than to protect employees. With this in mind, franchising will con-tinue to grow with great new ideas coming to the business marketplace on almost a daily basis. The future of the franchise industry will always be bright as long as people continue to fulfill the unseen urge of personal ownership!
FRANCHISE FACTS The International Franchise Association (IFA) Reports: U.S. SALES:
More than $800 billion in annual sales
40.9% of all retail Total franchise sales over 1 Trillion FRANCHISE GROWTH:
1 in 12 business establishments is a fran-chise
A new franchise opens every 8 minutes of every business day There are approximately 1500 Franchisors and 550,000 Franchisees EMPLOYMENT:
More than 8 Million people are employed by franchise businesses
The total number of people employed in franchising is approaching 8 Million, with 8 to 14 employed per business. Franchised businesses create more than 170,000 new jobs each year. SUCCESS STUDIES:
According to the U.S. Commerce Depart-ment fewer than 5% of Franchises were termi-nated on an annual basis
In a study by Arthur Anderson & Company of 366 franchise companies, nearly 97% were still in business after 5 years. In contrast, a study by the U.S. Small Business Administration revealed that 62.2% of all new businesses failed within their first 6 years of business. THE LAST RECESSION: Franchising in the Economy, 1991-93, a study conducted by the University of Louisville, indi-cated ―franchising not only participated in, but helped to lead America out of its economic downturn‖. As people once again are downsized and re-engineered they will need to replace their employment through franchising. THE TRENDS:
Economic slowdown and skepticism about job security is driving franchising.
The franchise industry today is breaking away from the ―Mom & Pop‖ industry of the past and is being replaced by corporate executives. 50% of all franchises are multiple unit owners.
87% of franchisors indicated that lead quality is up this year an average of 50% over the previous year. Of the 47% using broker referral networks (up 3% over last year), 50% have chosen deals with them
What Is Franchising? The evolution of franchising can be traced back to the 1850s, but franchising as we understand it today started in the 1950s and has reached almost mythical stature over the last fifty years. A new franchise opens every 8 minutes of every business day and drives over 40% of all retail busi-ness. Annually, franchising accounts for over $800 Billion in sales, and employs over 8 Million people. Franchise opportu-nities are the most successful business opportunities on the planet with over 95% success rate and at the same time creating over 170,000 new jobs per year in USA.
Who Invests in Business Franchise Opportunities? The majority of franchise business buyers are success-oriented, educated, family-minded, corporate people. As corporations switched their focus from employees to investors, they realized how expensive their senior level employee had become and they began down-sizing their mid and upper level managers to save money and improve investor stakes in their compa-nies.
KINGSHUK Franchise System
The KINGSHUK Franchise organization is lead by Rukunuddin Ahmed, Executive Vice President of KINGSHUK Business & Financial Corporation. He is a 27 year vet-eran of franchising and assisting individu-als in buying a franchise business, and the recognized authority on franchising in the business brokerage community. KING-SHUK Business Consultants are highly educated and trained with a wide range of business/franchise ownership, upper level management and franchise experience. There are a few thousand business fran-chise opportunities available but KING-SHUK Franchising is associated with only the finest franchises and work to find the "perfect franchise" for each of KINGSHUK clients.
History of Franchising + FRANCHISE FACTS + What Is Franchising? + KINGSHUK Franchise System
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Comparison Table of Action COMPANY-OWNED FRANCHISED
Profit margin Higher Lower
Capital outlay Higher Lower
Staff motivation levels Lower Higher
Control over staff Higher Lower
Initial costs & management time Lower Higher
On-going need for management time Higher Lower
Protection from training staff to compete Lower Higher
Cost of failure of an outlet Higher Lower
Operating overheads Higher Lower
Management culture Controlled Less Control
Franchising is the most dy-namic method of expanding a business in the twentieth cen-tury. Yet, not all of those that venture upon this strategy will find that to be a ―road to riches‖. Many companies have tried to franchise only to fall in the attempt. When making decision to fran-chise, the BFA (BANGLADESH FRANCHISE ASSOCIATION) believes that business owners must first determine if franchis-ing is even a legitimate option. With this in mind, the BFA has developed twelve criteria of franchisability that you can use to test the franchisability of your business. While not a de-finitive, applying this test to your business will at least allow you to know where you stand and perhaps provide you with some insight as to how a busi-ness must be improved in order to franchise. Secondly, business owners should gain a thorough under-
standing of what is involved in franchising, in terms of re-sources, coasts and personal. While your business may be ready to franchise, there may be financial, operational, or re-sources barriers that should be overcome before proceeding with this strategy. Finally, assuming that you have a franchisable business and the resources necessary to succeed, your nest step should be to de-termine if franchising is the best strategy based on your own personal goals and objec-tives. Just because a business can be franchised does not mean that it should be fran-chised. To do this, you will need to measure the advantages and disadvantages of each of your alternative strategies versus the advantages of franchising. Each strategy should then be evaluated based on the goals, objectives, and tolerance for risk.
Make your Existing Business as Franchise
Why use Franchising for Brand development? Franchising your business can be a very successful way of ex-panding. Some of today’s largest business have used franchis-ing to finance and accelerate their growth into world brands.
The key advantages of franchising for a franchisor: Network growth is achieved using the financial and manpower resources of the franchisee. The franchisor is not connected with the day operation of each outlet The franchisor’s organization is compact and can earn profits without involvement of high capital risk The network has an ability to grow rapidly The franchisor has fewer staff and fewer staff problems The management of each outlet is the owner who will tend to be well motivated to be successful It provides wider and secure outlets for products and services It enables the franchisor to service national customers using their network of outlets.
The main disadvantages will include: Unit profitability will be less than from a company operated site. This is because the profit will accrue to the license with your company only taking a proportion of it via the Initial Fee and On-going Management Service Fees. However, this is normally counter-acted due to the franchisee’s motivation. Franchisees require a much more ―encouraging‖ management style than employees so it often takes longer to convince them to change the way they do business than it does with em-ployed staff. If a franchisee does not renew the agreement you may have trained a potential competitor. Franchisees often develop a feeling that their success is based on their own ability and initiative and question the need for the continuing involvement of the franchisor. This requires careful handling and supervision by you. As the franchisee develops the business they may well reach a comfort zones as far as income and lifestyle are concerned and may become unwilling to expand their business further.
Who is in Control? Each business outlet is owned and operated by the franchisee. However, the franchiser retains control over the way in which products and service are marketed and sold, and controls the quality and standards of the business.
What are the Cost Implications? The franchiser will receive an initial fee from the franchisee, payable at the outset, together with on-going management service fees – usually based on a percentage of annual turn-over or mark – ups on supplies. In return, the franchiser has an obligation to support the franchise network, notable with training, product development, advertising, promotional ac-tivities and with a specialist range of management service.
The table below compares the relative attributes of company owned and franchised outlets
FRANCHISOR INVEST 7 (SEVEN) MAIN ASSETS
RIGHTS (protected intellectual property with regard to business name, style, logos, trademarks, patents, operating manuals and ex-clusive area operating) PRODUCTS/SERVICES/PROCESSES (exclusive specifications, guidelines supplies) SYSTEMS (operating/accounting/financial/promotional) EQUIPMENT (for creating products, providing the service, distrib-uting, uniforms, stationery, computers) EXPERIENCE (tried, tested and refined format, pilot operation, business track records) TRAINING (initial and ongoing, including staff) SUPPORT (launch, site selection, finance, fitting, bulk purchasing, central accounting, insurance, leasing, merchandising, computers, internal communications, R&D, advice and field backup)
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KINGSHUK Consulting is totally committed to building strong client-centered relationships based on ―on-site‖ involvement with you. We aim to become an integral part of your project team pro-viding only the skills and knowledge that you do not have in-house. The better we understand your business, the environment in which you operate, your people, plans and goals, the better we can serve your needs. We’ve helped over 13 companies already and can help you to avoid the mistakes and misconceptions that franchising can hold for the unwary. We can take you step by step through the plan-ning, set up and implementation of your franchise.
Many new franchisors fail to reach their goals, not because of their concept but because they simply do not have the staff in place to fulfill all of the diverse needs called for when creating the new franchise organization. Most new franchisors find themselves with many needs. And most of these involve people. They need someone to handle fran-chise marketing, ad placement, and ad tracking. Someone to qualify the incoming franchise sales leads. Someone to train and support franchisees. Someone manage the advertising fund. A public relations pro? Someone to ensure quality control. Some-one to coach staff in the nuances of franchise sales. Unfortunately, these new franchisors often can’t afford to hire the full-time people necessary to handle these diverse needs. So instead, they will hire one person with expertise in one area and hope that one person can somehow learn the things he or she does not know. Or worse still, they try to do it all themselves – often neglecting the core business in the process. Now these franchisors have an alternative. Outsourcing services provided by the KINGSHUK can be purchased in increments that do not involve a full-time person. Need help qualifying prospec-tive franchisees, but it’s only a 40-hour-per-month job? A profes-sional salesperson at the KINGSHUK can handle your incoming calls and schedule your sales meetings based on your require-ments. Need help with your sales staff? The sales consultants can work with your people on an as-needed basis – allowing you to have top-flight sales professional ―running‖ your franchise sales department without having to pay the salary such a professional would command.
The KINGSHUK can provide these services in a number of vital areas. Call us today for information on how we can help. Call us at +88 01821100313 with Founder President of BANGLADESH FRANCHISE ASSOCIATION Rukunuddin Ahmed to discuss how we can leverage your efforts.
While franchising provides franchisees with a proven system and the support of a much larger organization, the advantages to the franchising are even more signifi-cant.
Capital – Since franchisees use their own capital, the franchisor has virtually no in-vestment at the unit level. Franchising allows companies to leverage off the assets of franchisees.
Return on Investment- Because of this lower investment, ROI will be significantly higher.
Risk Reduction – With no capital in-vested in units, risk is reduced substan-tially.
Limited Contingent Liability – The franchisor will not be signing leases, taking on financing, etc, and will thus expand with limited contingent liability.
Speed of Growth – By leveraging off of the time and efforts of its franchisees, a franchisor can grow much faster without adding staff.
Reduced Role in day to day Opera-tions – As a franchisor, your primary con-cern involves the franchisee’s top line per-formance, reducing the scope of your in-volvement in day to day management.
Reduced Vicarious Liability – The liability for acts of employees (e.g., sexual harassment, EEOC violations, etc) and for occurrences in the unit (e.g., slip-and-fall) accrues to the franchisee, not the franchi-sor, for the most part.
Highly Motivated Management – Franchising can provide a company with highly motivated management who will treat individual units its own.
Quality Control – Franchisees generally keep their units in better operational shape than unit managers and, as a part of the community, are better able to promote these units locally.
Long-Term Management – The fran-chising can invest in the long-term train-ing of its franchisees, as they are unlikely to leave short-term.
Unit Performance – Units are generally
better run, as is reflected in the fact that franchised stores generally outperform company-owned stores in terms of sales volume.
Lean Structure – Franchisors can grow the organization without adding signifi-cantly to overhead.
Brand Building – this ability to grow the organization without substantial additions to overhead will allow franchisors to grow their retail presence and their brand more quickly and effectively.
Advertising – Franchisees will open con-tribute to a common advertising and pro-motional fund. This fund will be used to promote the brand under the direction of the franchisor.
International – International expansion becomes easier, faster, and carries far less risk since a local partner becomes in-volved.
Moreover, it is important to note that fran-chising is not an exclusive strategy. Most franchisors use it in conjunction with com-pany-owned growth to compound growth.
Advantages of Franchising a Business
How KINGSHUK Can Help You?
We offer a comprehensive service covering every aspect of franchising, including:
Feasibility studies to assess the viability of franchising
Market research both in the BANGLADESH and overseas
Developing the franchise structure and package
Preparing operations manuals
Commercial aspects of the franchise documentation
Preparing financial models and identifying resources
Introducing the franchise package to the banks
Advising on franchisee training program
Territory allocation
Establishing pilot operations
Monitoring pilot results and advice on improvements
Reviewing the performance of existing networks
Marketing the franchise opportunity
International partner identification and selection
KINGSHUK SERVICES & OFFERS
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You need to start at the beginning by look-ing objectively at your business. Are you ready to franchise? The success of a fran-chise opportunity is based upon its suc-cessfully meeting key criteria in five differ-ent business areas. These are: The business environment in which the client company operates – will its operat-ing philosophy and experience allow it to develop a successful franchise operation? The products or services – are these suit-able for franchising? Branding, Sales & Marketing – is the Brand sufficiently strong and is the ap-proach sufficiently well developed to pro-vide a worthwhile advantage to a franchi-see? Finance – is the client’s financial position strong enough to support a franchise net-work and is there enough profit to satisfy both parties? Administration – is the business system proven, robust and able to be learned by a franchisee? If you feel that the business can be fran-chised then you have a clearly defined set of steps to follow to get the franchise up and running. We break them down into 5 following consulted stages:
Stage 1 – Feasibility Study You need to prepare a business plan for franchising. This will look at issues such as the structure of the franchise, franchisee profile, territories that can be allocated to franchisees, staffing resources and your proposed franchisee support system. How will the franchise opportunity work? What is the role of your business and what should the franchised be responsible for?
Asking these questions will help you to establish some operating guidelines for your franchise. Following this you can start looking at the kind of Package you will give to a franchi-see. Just what is it that your franchise will offer them? Remember to ask yourself whether you would buy into the opportu-nity! A full financial analysis will be needed, to allow you to put together financial projec-tions for both your own business and that of the franchisee. These should look at how sales build up over time, profit margins, cost profiles and the management service fees you might charge a franchisee. You should also look at the cash flow of the business and consider the effect of ―what if’s‖ If it all adds up then you need to establish an Action Plan to implement the franchise opportunity.
Stage 2 – Pilot Operation Some sources say that the average stand-alone small business has an 80% chance of failure in its first five years of operation. Prior to franchising, any business should operate a pilot operation, at arms length from the business, for at least a year to prove that it has a viable franchise concept. In fact, it is highly desirable for an intend-ing franchiser to open several outlets using their own capital in which they can test the adequacy of their franchise systems, proce-dures, training, etc. The lessons learned during this phase will reap dividends after the successful commencement of franchise operations.
Phase 3 – Operations Manuals You will need to prepare a Franchise Op-erations Manual that sets out a detailed explanation of the business system and how it is to be operated. This is a time con-suming task that should not be underesti-mated! The Manual is used for the following pur-poses: As a day-to-day reference tool for use by the franchise and his/her employees when running the business. As a training tool by you when training franchisees. As a training tool by the franchisee to train employees. It forms a basis for business development.
Stage 4 – Franchisee Recruitment This is the point at which new franchisors are most vulnerable. You have spent money and time on developing a system and need to recoup your investment! Sadly many franchisors make the mistake of signing poor franchisees and never re-cover. Careful planning of the recruitment proc-ess, advertising campaign and interviewing techniques is needed to avoid making costly mistakes.
Stage 5 – Support Systems Your initial training and support of fran-chisees must be first class. The input time required senior management cannot be that underestimated – be prepared to in-vest that time. Make sure the business processes and systems have been stream-lined and are all as simple as possible. This makes for a successful franchise.
How do I Franchise my Business? Feasibility Study + Pilot Operation+ Operations Manuals + Recruitment + KINGSHUK
If the decision to franchise is made, a franchisor should develop a business plan outlining the company’s growth and strategy for the next five years. A franchisor needs certain new capabilities and will need to be sure that these capabilities are seamlessly integrated into existing organizational functionally. To ensure successful franchisees and maintain quality control, the franchisor will need to develop a state-of-the-art operations manual for its franchisees. This manual will serve as a sales tool demonstrating franchisor competence to new prospects, as a training guide for new franchisees, as a reference guide for estab-lished franchisees, as a ―liability limiter‖ for the franchisor, and as a legality binding quality control device for the entire chain. The franchisor should also develop training programs for use in conjunction with the operations manual. Computer-based tools and programs are highly effective, as are training videotapes, and can be used for the franchisee, for the franchisee’s employees, and for cooperate employees. To be legally entitled to sell franchises, the franchisor will need to develop a franchise agreement, and will need to able to document compliance with laws on an ongoing basis. These legal require-ments are relatively easily met through the use of an attorney with substantial franchise experience. Of Course, the new company will also need to sell franchises. This will require a specific marketing plan designed to get the franchi-sor’s message to the targeted franchise prospect.
Once the prospect has been identified, the franchisor will also require marketing tools to assist it in the sale of franchises. For
aggressive sales campaigns, the BFA (BANGLADESH FRAN-CHISE ASSOCIATION) would recommend the development of a mini-brochure (for use in direct mail campaigns and perhaps as a give-away at trade shows), a full-size franchise sales brochure, and a franchise sales CD. And of course, the franchisor will need to understand the nuances of the sales process and the legal con-straints of franchise sales. The tools necessary for franchising can be developed in approxi-mately three months from the completion of the implementation plan, although state registrations may delay a company’s ability to sell in certain states for another three to four months. Alto-gether, a new franchisor can anticipate that the franchise pro-gram should take between six months and year to fully imple-ment. The cost of a well-designed program varies substantially, depending on the strategy chosen and the desired speed of ex-pansion. Companies seriously considering franchising are well advised to seek the counsel of a knowledge franchise professional prior to initiating any franchise efforts.
Contact with KINGSHUK for your franchise professional mar-keting tools, franchise sales brochure, non-disclosure docu-ments, franchise agreements and franchise sales CDs.
The Process of Franchising, Is my business franchisable? Is franchising the right strategy?
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In order to handle the arithmetical problems among our children, we are proud enough to introduce the state of the nature's creativity and the first of its kind in Bangla-
desh, a new concept namely "Universal Concept in Mental Arithmetic System" shortly called UCMAS. Universal Concept of Mental Arithmetic System (UCMAS) is a modern representation of an ancient art of mental math. Originally from China and popular all over the Asian nations, has come to Bangladesh for the first time. This program was developed from ―Zhusuan Methodology‖ at Malaysia. Our Principal Akademi Sempoa & Mental Arithmetik UCMAS Sdn. Bhd., Malaysia is ISO 9001: 2000 certi-fied. Research on brain science reveals that the left hemisphere provides analytical information processing and is good at dealing with information concerning languages and sound and the right hemisphere provides inte-gral information processing and is good at dealing with information con-cerning shape and space. Since the right hand is used more often than left hand the right brain function is not so well developed. UCMAS is the result of such research; UCMAS uses the ancient tool the "Abacus" for the right brain development. Through constant exploration and practice the children get the concept of numbers. It is only a beginning with numbers. Soon all the information is absorbed and processed faster in the mind. House 01 (2nd Floor), Road 02, Dhanmondi, Dhaka-1205, Bangladesh Phone- 88-01720482013, 88-01673342161, 88-02-8621954 Email: [email protected] UCMAS Holdings Sdn. Bhd. 39A & 40A,Jalan Mamanda 9, Ampang Point, 68000 Ampang, Selangor Darul Ehsan, West Malaysia. Tel: 603 - 4252 6828 (5 line) / 603 - 2380 1626 Fax: 603 - 4252 6919 / 603 - 23801636 Email: [email protected] , [email protected],
Focus Group has forayed into the booming educational services market with the launch of Focus Edu Care. The institution will offer vocational as well as competitive exam coaching.The Bangalore-based company has opened 20 centres and is planning to increase its presence across India and Bangladesh. ―We plan to set up a total of 150 centres by the next two years through franchisee model as well as under our own brand name. We will invest Rs 35-40 crore for this,‖ said Anirudh Baheti, MD, Focus Group. The company is aiming to bridge the demand and supply gap in the education sector in India by offering training in fields ranging from competitive exam coaching to healthcare, finance and other voca-tional courses.Globally, the tutoring industry is a growing field, but in India it is fragmented with individual tutors teaching out of their homes. Focus Edu Care will make use of video teleconfer-encing services through which the student and teacher can have live virtual classrooms. Searching Bangladesh Franchise partner,
Contact V. Gopalkrishnan, Ass. Vice President, Focus Edu Care
Launch of Focus Edu Care of Focus Group India
About UCMAS Franchise in Bangladesh
Canada Bangla-desh Investment Group (CBIG) assists clients by
providing advice and informa-tion about franchised busi-nesses, through assessing the viability and potential of the franchise relative to the client's requirments as well as assess-ing the strength and service levels of the franchised. The Canada Bangladesh Invest-ment Group (CBIG) founded in 2004 to driven of Canadian companies doing business in Bangladesh . Canada Bangla-desh Investment Group deliv-ers programs that help Cana-dian businesses enter or ex-pand in the Bangladesh market and that help the Canadian government to develop and implement their strategies for Bangladesh . Canada Bangladesh Investment comprehensive services will help establish the feasibility of investing in or starting a busi-ness in Canada or the Bangla-desh . We assist in providing customized business services for individuals considering relocating and immigrating to Canada or the Bangladesh. What Clients Receive:
A positional analysis Market description
Business description Details of corporate structure Financial projections Marketing and promotional
strategy Details of financial strategy Details of operational strategy
Independent advice A list of available franchises in the industry of interest
Review of the selected com-pany's strengths, weaknesses and value through assessing:
The marketing plans Site location criteria Financial viability The franchiser's reputation, reliability The franchiser's support sys-tem and staff
How this particular franchise rates relative to the competi-tion Access to local expertise and knowledge
Pizza Inn, Inc. USA-based pizza restaurant chain with more than 310 restaurants in 11 countries, announces the opening of its first location in the capital city of Dhaka, Bangladesh. The Bangla-desh restaurant is owned and oper-ated by the Pizza Inn Master Fran-chise Owner S.A.K. Edramuzzaman of Mohammed Food & Allieds Pri-vate Limited. Headquartered in The Colony, TX, Pizza Inn, Inc., is an international pizza chain featuring traditional and specialty pizzas, as well as freshly made pastas, sandwiches, and desserts in a dine-in buffet format with additional delivery and carryout options. Founded in 1958, publicly traded Pizza Inn (Nasdaq:PZZI) franchises approxi-mately 310 restaurants and directly owns and operates three restau-rants. Charlie Morrison, CEO of Pizza Inn, said: "We're excited about our expansion into Bangladesh as well as the entire Asia and Middle East region. It is a pleas-ure to provide our freshly made pizzas, pastas and other popular menu items to the local residents at affordable prices in one of the largest restau-rants in our system." He brings a wealth of experience and knowl-edge in building franchise develop-ment programmes and we are proud to have him on board.' The company popularized a unique thin crackery crust that is made from scratch everyday and has since become the signature product offering. Over the years the menu has expanded, but the company's commitment to the highest quality ingredients, the friendliest service and affordable pricing have re-mained unchanged.
Humayun Hyder, Project Manager for the Pizza Inn Bangladesh Mas-ter Franchise Owner, said: "It is with immense pleasure that we have opened the first Pizza Inn in Bangladesh and our opening was greeted with great coverage from
the television and print media. The opening was inaugurated by the Honorable Minister of Civil Avia-tion and Tourism of the Peoples' Republic of Bangladesh and at-tended by many of the country's elite and prominent businessmen." "With the addition of our first loca-tion in Bangladesh, we have suc-cessfully opened six restaurants internationally since our fiscal year began in July 2009," added Madi-son Jobe, VP of Development for Pizza Inn. "We are excited to con-tinue our aggressive growth inter-nationally and anticipate tremen-dous success in Bangladesh."
Master Franchise of Pizza Inn
in Bangladesh
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Mainstreet was founded last year by veteran c o m m u n i t y newspaper pub-l i sh er Car l l Tucker. The company aspires to launch hun-dreds of local
news sites on a franchise model, offering its expertise and shared content. Last month, Mainstreet launched the first of these sites, The Daily Norwalk in Connecti-cut. In its first equity offering, Mainstreet Connect raised $3.97 million from 21 in-vestors as working capital for its franchise-style online community news sites. Launching a community news site is tough. You’ve got editorial decisions, like putting together a team of reporters and editors, plus technical hurdles like finding the right content management team and hosting service, and then there is the job of setting up and carrying out a successful business model. It’s a complicated set of factors that could defeat even a sharp journalist with a good idea for a local news site. A new startup called Main Street Connect aims to make it easier for entrepreneurial journalists to get their sites off the ground, keep them going, and make money. And it aims to do so via a model familiar to any-one who’s gotten the same McDonald’s burger as in Maine: franchising. Main Street Connect launched under Carll Tucker, the founder of Trader Publica-tions, a community news company he sold in 1999. In watching the decline of com-munity news in the last few years, Tucker, who is passionate about hyper-local news, wondered if he could come up with a model that would translate the revenue structure he enjoyed in the 1990s-era boom times to the web today. Display ad-vertising doesn’t come close to the kind of money community newspapers once made. Ten years ago, Tucker said, he would pull in $20 to $25 per reader on advertising. If he could come close to the golden days of print in terms of revenue, he thought, he would see profits soar because the costs involved in publishing online are much less than printing news on paper. Tucker now believes he’s come up with something that could make money, and he’s got enough venture capital private equity in-vestment behind him to help get 3,000 sites off the ground in the next few years to test it out. Tucker’s program is essentially a franchise model. A local team assembles the journal-ists who will cover a community, then
Main Street Connect provides the frame-work for everything else, including the technical setup (and ongoing support), plus an underlying business strategy. In the long run, Main Street Connect hopes the network of independent local sites across the country will reach a sizable au-dience in the aggregate (comprised, Tucker hopes, of suburban moms who make household spending decisions), making the sites attractive to national brands. In the short term, publishers of local sites get the infrastructure help, plus the ongoing bene-fit from the collective insight of many sites working side by side. In exchange for that assistance, Main Street Connect takes 17 percent off the top of whatever a site pulls in. There is no initial start-up fee. The idea is a balance between the individ-ual sites’ needs and the MSC franchise: Local site publishers handle the nitty-gritty of cultivating connections, but they employ the Main Street Connect strategy. Tucker wants small business owners investing in sites on a weekly, monthly or yearly basis, he says, rather than based on ad impres-sions. He also expects to charge advertisers upwards of $700 a week, a price tag that dwarfs a typical online ad on a small news site. Tucker’s approach takes into account the problem of fragmented media consump-tion. In the last few years, local businesses have had to buy more types of advertising to reach their audience (cable TV, radio, direct mail, etc.). There’s no single place to reach customers in their community. And, so far, Tucker’s Connecticut sites are proving there is an appetite for community news online. His first site launched, the Daily Norwalk, attracted 11,000 page/views and an average of four clicks per visit (in a city with a population of 83,000), with more than half of all readers return-ing at least one more time that month. Tucker tells businesses to think of the deci-sion to invest in the site as joining the vir-tual ―town green‖ as a true community member. In return, the business gets tradi-tional ad space, its employees featured in a ―neighbors‖ portion of the site, and - the biggest departure from traditional ad/editorial divisions — a guaranteed number of stories written about it in the Features section of the site. Tucker was quick to say that this model works for community news, but not neces-sarily regional, national or international news. Community news is about support-ing your neighbors, he explained. The local site wants local businesses to succeed, and vice versa. It’s a symbiotic relationship.
Franchise-Model Make Community News Sites Profitable
The Telebrands India franchise is a pro-vider of online great shopping convenience services to the people of India. The tele-marketing services franchise is the largest telemarketing, mail order and wholesale organisation in India. The online shopping business enjoys a strong brand loyalty and will always remain a trustworthy name as it delivers to precision its promise of qual-ity, value and service. Telebrands India houses a dedicated work-force of more than 250 employees. Its net-work of distributors service over 127 major cities and 22 states in India. Apart from a prominent presence on television, Tele-brands effectively uses more than 350 pub-lications in various languages. The Times of India, Hindustan Times, Bombay Times, New Woman, Cosmopolitan are a few of them. The success and competitive edge that Telebrands India enjoys today could be attributed to the creative presentation of its products, the high quality of shows as well as the great print advertisements its imparts. The extensive range of telecasting channels are utilised for successful presen-tation of shows and these include networks such as Doordarshan, Star Plus, AXN, The Discovery Channel, Home TV and many more. Telebrands India has not been successful in the Indian market till date, but has been successfully penetrated into the sub-continent by having its distribution in Ne-pal, Bangladesh, Bhutan and Sri-Lanka. Telebrands India Plot No. A-168, Road No.25, Wagle Estate, Thane - 400 604 [email protected] Tel: +91-22-41417000 Fax: 022-41417070
Telebrands Franchise in Bangladesh
Warid has ten customer care centers around the country located at key loca-tions. These centers are directly run by Warid itself. Warid has another 120 fran-chises spread across Bangladesh, the larg-est chain of retail outlets in the country, which is further backed up by a chain of sub-franchises, affinity partners & dis-tributors. SIM Cards, Scratch Cards and sometimes mobile sets are sold at these outlets. Bill collection for post paid users and Zem top up for pre-paid users can also be availed at the franchises. These franchises directly appoint dealers and sub-dealers in their designated areas.
Warid Telecom Franchise
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It all started in 1999 with a group of ten young, for-ward looking bright non-resident Bangladeshis liv-ing in UK and two entre-preneurs from Bangladesh. Under the inspirational leadership of the group’s Chairman and CEO, Mr. Masrur Choudhury, this group decided to pool re-sources to invest in a pro-ject in Bangladesh. They started with a real-estate company to sell residential plots for non-resident Bangladeshi living in UK and USA. Because of the spectacular success of the project, they were encour-aged to set up a larger pro-ject, and in the process decided to set up an amusement park called Nandan Park Ltd at Saver near Chandra Dhaka. Further success followed
and they entered into a joint venture with the larg-est park operator of India, Nicco parks & Resorts Ltd. Nandan park was inaugu-rated on 03rd October -2003. Nandan Park is now country’s largest and only family entertainment cen-tre, which is attracting largest crowd every day. Most of the rides and amusements are for the first time in Bangladesh like Cable Car, Water Coaster, Tilt-A-Whirl, Ice-Land, Musical Dancing Fountain, Wave pool and so on. This park is specially designed for wholesome family day out amusement and the rides have been carefully chosen so that everybody of the family can take the ride without being scared. Visitors, for the first time, have been ex-periencing snowfall (Ice-Land) in Dhaka. The park is spread over 135
Bighas of land and there are plenty of greenery to spend the time in an eco-friendly and refreshing ambience. Water Park was inaugurated on May-2004. Water Park consists of Wave Pool, Wave Runner, Family Curve Slide, Shoot Slide, Dome Slide, Multi Play Zone, Rain Dance, Waterfall & Mist and Fin-ger Jet Fountain. A new attraction for kids at Nandan Park is Kids dream World. It was inaugurated on September-2009. It includes eight exciting rides for the children up to 120 CM. Nandan Park has facilities for corporate day out, as well as Picnic facilities for School and college. Park Address: Baroipara, Nabinagar –
The US chain Burger King is losing ground in the fast-food industry, that its third-quarter revenues fell by 1 per cent to 597 million dollars and its net income plummeted by 13 per cent to 41 million dollars year-on-year. Its main competitor McDonald's, mean-while, recently announced an 11 per cent increase in its net income to 1.1 billion dol-lars, along with a 10 per cent boost in its revenues to 5.6 billion dollars. Even the launch of new restaurants could not give Burger King a boost. Thirty-seven new franchises opened in the past quarter alone, enlarging the Burger King network by 305 locations in the past year to a total of more than 12,000. More locations are to open this year. Burger King and McDonald's both intro-duced cheaper prices in a bid to attract cus-tomers despite the global economic crisis. McDonald's has also started offering coffee and cake, along with its traditional fare, in increasingly more locations. Burger King is following suit, with plans to start selling products from Seattle's Best Coffee, a Star-bucks subsidiary, in US restaurants in Sep-tember. Customers in select US locations can now also order a beer with their fast food.
Burger King falls behind McDonald's
WESTIN (Opportunity) Princess Beauty & Spa in Bangladesh Princes Beauty & Spa Co. a Thai beauty and spa
treatment firm of two decade establishment making joint venture with the WESTIN Dhaka hotel accounting 10 million bhat of registered capital on 60-40% basis. Princess sales expectation is 36 million bhat per year at 8000 square-meter floor space at the fourth floor of Westin Spa with 12-15 staff. To accelerate growth both at home and overseas Princess plans to adopt a franchise system. ―We will stop expanding on our own from now on. We’ll shift to expanding through a franchise system because it will help speed up the process.‖ She said. Presi-dent Mrs. Kanokporn Khemataechit added that the joint venture would held Princess expand through the hotel chain’s global network.‖ Though Bangladesh is small, the market there has huge potential because a lot of foreign investors including Indians, Germans, Australians and Chinese. All of them have high purchasing power.‖She said.
ADVERTISE HERE
Call for Detail of ADEDITORIAL
+880 1821100313
08/2010 www.newsandviews.eu 15
Own a Business in the Media Industry (Opportunity) A unique opportunity to own a regional franchise in the media industry has become available. Media Forest is looking for highly experienced business people to own and operate regional franchises in exclusive terri-tories worldwide.
The opportunity Media Forest was established in 2005 and already has established re-gional franchise owners operating in France, Romania, Israel, and Flor-ida, USA. The company is now looking to expand its brand worldwide and also seeking suitable franchise partners to achieve this aim. By becoming a Media Forest regional franchise owner you will:
Establish your own business in the media industry
Become an international partner with exclusive rights in your re-
gion/country Own a business in the media industry, with close interactions with
famous personalities and market leaders Benefit from ready-to-market premium services and proven marketing strategy Services Media Forest provides Media Forest regional franchise owners provide a range of media services to clients including airplay monitoring and content detection. Media Forest has developed an innovative, integrated, software platform for 24x7 multi-channel broadcast monitoring, 'live' detection, recording, and logging of broadcasted media content (for example songs, video clips, movies, and advertisements) performed on FM/internet/satellite radio stations, TV Channels, and internet streaming websites, as well as, a con-stantly growing set of added-value services. The two main services Media Forest provide are: Music discovery, artist and label services: This involves providing on-air music detection, personalized access to accurate airplay information, management of user profiles and service subscriptions, and sending air-play charts and music reports to the media (for example TV and radio programmes, newspapers and magazines, and web/cellular portals). Advertising campaign monitoring: This is the provision of real-time monitoring of promotional and advertising campaigns. Regional fran-
chise owners will be able to provide on-air advertising detection, up-to-the-second airplay reporting, tracking of advertising expenditure, and campaign ROI. Other services Media Forest regional franchise owners provide include:
Broadcast content search engine
Customized content and data management dashboards
Automatic scanning of historical content archives
Product/service cross and up sales
One-to-many and many-to-one simulcasting (simultaneous broadcasts) pro-motional campaigns
Proactive event-based added-value services Skills/qualifications needed Media Forest will welcome applications to become regional franchise owners from both individuals and companies. Candidates should have a pragmatic business experience and a successful professional track record. In addition to this they will need to have the capital to operate a success-ful Media Forest regional franchise, with initial investment starting at €95,000. This investment fee includes the cost of hardware equipment and software licenses, on-site implementation and setup of the media monitoring centre (by Media Forest head office team), system localization and customization, training and ongoing support throughout the entire business partnership.
Training and support As part of the franchise package regional franchise owners can expect to receive thorough training and support. Media Forest provide comprehen-sive support, which includes local setup and on-site implementation of the media monitoring centre by the head office team, system customiza-tion, training, technical support and marketing/business development guidance to ensure that they are fully able to manage every aspect of the business. Additionally, ongoing support will be provided by the Media Forest head office team and other regional franchise owners.
CONTACT KINGSHUK FOR FRANCHISE OFFER Tel: 88 01821100313
Delta Scientific is a company dedicated to the development of innovative medical and industrial products. Founded in 1981, in Bombay , India, RANGE OF PRODUCTS MARKETED
*CAFLON Range of Ear Piercing Equipment and consumables imported from England. *OPTIVISOR stereoscopic headband magnifying visors. *Theropad flexible heating pads for industrial and medical use. *SLUMBER electric Blankets for home and hospital use. *DELFLEX flexible heaters. * DELFOAM self adhesive foam tapes for industrial use.
COMMITTMENT TO SAFETY AND SERVICE Delta Scientific has a 'safety first' policy. All products are designed for safety at all costs. This is backed by excellent customer service which has been the hallmark of our relationship with our customers who are doctors of all specialties, hospitals, nursing homes besides jewelers, beauty par-lors/salons. Customer service, to us, means after sales service at reason-able cost, prompt supply of consumables, and efficient guidance to poten-tial users of our customers/dealers establishments. Our continued efforts have ensured the loyalty of our customers for the past decade and a half. The CAFLON brand now beckons potential ear piercing patients/customers in over 500 towns/cities with over 2000 outlets. The need however is much larger and we invite people from unrepresented areas to join the CAFLON family and reap the rewards. CAFLON's Ear Piercing Experience: CAFLON, the inventors of the Ear Piercing Gun, are the largest manufac-turers of ear piercing equipment in the world. Represented in over 60 countries including the US, Canada and Western Europe, CAFLON has been present in India since 1986. As of this year CAFLON service is also available in Bangladesh. Delta Scientific intends to reach out to Pakistan, Nepal and Bhutan soon. Delta Scientific 157-161, Princess St., 9, Zaveri Bldg., Bombay 400 002 India Tel: 91-22 22065225/91-2222063601 e-mail : [email protected]
Bengal Information Technology Ltd. (BITL), a subsidiary of Ben-gal Airlift Ltd., is the holder of master franchise in Bangladesh. The Informatics Institute Bangladesh has been set up to advance computer education and training for university / college students and working professionals. Informatics renders training to em-ployees in various organisations of the country such as banks, industries, commercial and trading organisations in their ac-counting, management and operations departments to enhance services and profitability for their employers. The institute has a very well-equipped laboratory with 80 work-stations with state-of-the-art IBM compatible computer hard-ware providing full range of facilities required for training of computer specialists in their areas of specialisation. Its original Banani Campus offers a library, recreational facilities and a can-teen that offers sumptuous Bangla snacks. The institute has how-ever expanded its site in Gulshan, Landmark building with addi-tional computer terminals, round the clock online facilities and large lecture rooms. Contact: Ms Mehreen Rahman (Centre Man-ager) Landmark Building 5th Floor, 12-14 Gulshan North, Circle 2 Dhaka 1212, Bangladesh, 88-02 986 1762 / 88-02 988 0765 [email protected] http://www.informaticsbd.com
Brig. Gen. (Retd) Dr. Md. Abdus Sha-hid Khan joined Smiling Sun Fran-ch is e P r ogr a m (SSFP) last April 15, 2010, as the new
Franchise Manager. A medical graduate with MBA and MPH degrees, Dr. Khan has over thirty-two years of experience in public health ser-vices. Prior to join-ing Smiling Sun, Dr Khan was the Direc-
tor of Dhaka Medi-cal College Hospital, the biggest health care facility in the public sector. In the past he was also the Director of Central Public Procurement, Supplies and Logis-tics Management (CMSD) of the Min-istry of Health and Family Welfare, Government of Bangladesh. A creative and en-thusiastic Dr. Sha-hid Khan led teams with UN Level-2 Hospital in Sierra Leone, Field Mobile Hospital in Saudi Arabia during Gulf War and two mili-tary based units focused on war emergency medical services and opera-tions. His career path re-
flects his diverse experience in vari-ous health care management areas including public hospitals, military hospitals and medi-cal equipment pro-curement, supplies and logistics main-tenance as well as mu lt i - fu n ct i o na l responsibilities in-cluding marketing, human resources, strategic planning, finance and medical administration. We welcome Dr. Shahid Khan to Franchise activity.
Started in September 1995, BBQ Chicken has now grown to be the No. 1 franchise brand in Korea with more than 1,850 shops and was the first Fran-
chise Com-pany ever to be selected as Korea’s top 100 Brands. BBQ under-stands the importance and realizes
obligation of providing custom-ers with not just a delicious meal but a healthy meal too. Hence, with the belief to satisfy our customers, BBQ Chicken created Olive Luxury Chicken and was the first to use only 100% Extra Virgin Olive Oil to fry chicken. Using only the best and freshest ingredients in our restaurants, consumers can be assured that they are served with quality chicken meal. Every item on the menu is clearly differentiated by its taste and quality. BBQ created its own inimitable formula with flavours and ingredients of Ko-rean cuisine like Ginseng and authentic barbeque sauces etc. With aggressive expansion plans, BBQ Chicken has ad-vanced into markets like Bang-ladesh, China, Spain, Japan, USA, Vietnam, Australia, Mon-golia, Malaysia and Singapore.
Business Opportunity - Franchise Brands of Genesis are synony-mous to successful franchises. With the vision to become the largest and greatest franchise group, Genesis (winner of nu-merous Korea Franchise Awards) continuously brings the inimitable taste by advanc-ing into different countries around the world. BBQ Chicken (Asia Pacific) Pte Ltd owns the master franchise rights to more than 30 coun-tries in Asia Pacific, Middle East and East Asia. We are al-ways on a look out for like-
minded peo-ple to share our vision and expand our franchise business. The key to our success is the belief of putting our franchisees and customer first. The manage-ment’s philosophy is to build a lasting win-win strategy be-tween us and the franchisee, consumer and employees. Only when the franchisees are suc-cessful, only then will the fran-chisor and the brand is success-ful.
As a support to our franchises to be prosperous, we: - Expand and re-produce the successful business model through education and com-munication with the franchi-sees - Listen and act on franchi-sees’ requests - Higher return on investment than competitors - Continue to create strong brand and increase the brand awareness - Give complete assistance and management guidance - Satisfy customers with dis-tinguished taste and innova-tion. Do you want to join the big family of Genesis and BBQ Chicken? Do you want to be part of Ko-rea’s most successful global franchise company? If the answers are yes, why wait? Contact Mr. Michael Cha - Director, Business Development. [email protected] Mobile: (65) 91802212
BBQ Chicken Korea’s No. 1 Chicken Restaurant!
NPC International Inc., said its third-quarter double-digit de-cline in same-store sales came about as the franchisor, Yum! Brands Inc., ―struggled to find the proper message to connect with the consumer in this new recessionary environment.‖ It has tasked the franchisor with finding a new brand strategy. Both Domino’s and Papa John’s reported flat domestic same-store sales for their most recent quarters, while Pizza Hut franchisor Yum! Brands said Pizza Hut same-store sales fell 13 percent for the third
quarter ended Sept. 5. At NPC, which operates 1,150 units, same-store sales fell 12.9 per-cent for its third quarter ended Sept. 29.
Pizza Hut recently debuted a national advertising campaign focused on its co-branded Wing Street chicken wings concept, and found success last year with its Tuscani pastas. Latest-quarter revenues rose 31.6 percent to $214 million. NPC acquired 288 units in last year’s fourth quarter and an-other 105 locations in the first quarter of fiscal 2009, with 294 of those restaurants coming from franchisor Pizza Hut of Dallas and another 99 from a single franchisee. Source: Alan J. Liddle, Restaurant News
Pizza Hut’s Largest Franchisee
Smiling Sun Franchise Program
www.newsandviews.eu 16 08/2010
08/2010 www.newsandviews.eu 17
The 2010 edition of The UK Franchise Direc-tory (UKFD) is now available. Published annu-ally The UKFD now lists 1,400 companies franchising in the United Kingdom and pro-vides a great opportunity to identify franchises in the UK and beyond. There are over 70 pages of advice and guidance within its 290 pages. The UKFD enables readers to see at a glance the range of exciting franchise opportunities that exist in the UK as well as look at the dif-ferent levels of investment required and other key factors such as their ideal franchise owner profile. Richard Chatten, Editor of The UKFD, said: "Franchising encompasses a broad range of industries and business types and with so much choice and information available it can be quite daunting to know where to start. The
information provided in this directory can be used to help direct you to the best franchise opportunity that meets your qualifica-tions and personal goals."
Franchise listings and opportunities are split into 12 key business categories making it eas-ier to find the right franchise. Many well-known world famous brands are featured in this latest edition including McDonald's, Sub-way and Pizza Hut. This publication is on sale at £25 UK, £30 Europe and £35 Rest of World (including postage). There are three ways you can order your copy: Telephone: +44 (0)1603 620 301 Online: www.theukfd.net/subscribe.php Send your cheque and order details by post to: Franchise Development Services Ltd, Fran-chise House, 56 Surrey Street, Norwich, Nor-folk, NR1 3FD.
C House is one of the most in-novative, fashionable and origi-nal coffee shop concepts in It-aly. The company is now look-ing for franchise owners to rec-reate its Italian coffee house experience by offering its pre-mium espresso 'Perfect Cup', authentic Italian and Mediter-ranean food products, original 'Aperitivo Time' and relaxing atmosphere in countries and territories worldwide. The founders of C House have been involved in the Italian coffee roast industry since 1961. The business partners decided to develop a high-end coffee shop chain in 2006 and opened the first C House location in November 2007. The concept has proved to be very popular and there are currently 14 C
House coffee shops operating across Italy and Greece, with a number of further outlets due to be launched soon. In addi-tion to franchising in Greece, C House is set to expand into Lebanon and is due to open its first outlet in the country in March 2010. C House's popularity is not only down to its high quality coffee but is also due to the company's focus on using fresh and good quality natural ingredients for its food products. C House's product range is similar to that of a deli with each location serving handmade sandwiches (including panini, focaccie and piadine), traditional pastas, crunchy salads and fresh Italian cake specialities. Cristiano Iezzi, Business Development Manager at C House, explains: "To maintain our food offering at a top level we have a dedi-cated in-house team who are working to ensure the freshest products all day long. Many of our food recipes are unique to C House and cannot be found elsewhere."
C House is looking for franchise owner candidates who have:
Branded retail or food and bever-
age experience
Key functional areas of experience
(for example accounting, tax, legal, store design, operations, etc)
Independent organisation with
own warehouse and technical organisa-tion
Access to desirable real estate or
shopping centres, knowledge of local property markets and prime locations
Public relations experience and
market contacts
Detailed knowledge of local culture
and consumers
Knowledge of local business prac-
tices
Financial resources The investment cost of a C House franchise depends on the size of the shop, as a guide-line a shop that is around 150 sq. m will start from €200.000. As part of the package C House actively supports, trains and guides franchise owners in every aspect of running their business including coffee mak-ing, food presentation, lease negotiations, store designs, pre-opening and ongoing training. Full operations and systems manuals are provided. Cristiano adds: "C House ap-peals to people across the world because it's not only a way to sip a Cappuccino but it's also a meeting point and a place to relax for a while. Meeting friend's at C House in the late afternoon during the 'Aperitivo Time' can become a ritual, as many of our current customers have already discovered."
Contact: KINGSHUK
Italian coffee shop and lounge franchise C House Italia is set to expand in Europe and into the Middle East. In a Master Fran-chise agreement with Nicolas Jebran Houte Couture (NJHC) C House Italia locations are set to open across the Middle East and Europe over the next 15 years. The first location will open in Beirut in May 2010. Business Development Manager of C House Italia Cristiano Iezzi said: "The long
-standing partnership between C House Italia and Nicolas Jebran Houte Couture is one that we value and that will provide unique opportunity to expand properly in Middle East countries. It's a pleasure and honour to work with Nicolas. Specifically this relationship and programme will dem-onstrate the great synergy that exist be-tween Nicolas' fashion and C House trendy Lounges and Cocktail Bar." Nicolas Jebran added: "I really liked the
idea of becoming the first Middle East Fashion Designer to have his own Lounge & Cocktail Bar chain. From the beginning I felt comfortable to work with Coffee House Italia and of course Beirut will be our Flag ship store and we already planned other openings, including one in Italy, Milan."
Italian C House Coffee Shop seeks Franchise owners worldwide
08/2010 www.newsandviews.eu 17
Know UK Franchise Industry ( & 1400 Franchise Opportunities)
www.newsandviews.eu 18 08/2010
Crocodile was launched by Dr. Tan Hian Tsin in Singapore in 1947.Crocodile, the start of manufacturing of woven shirts in solid colors are sold in Sin-gapore and neighboring coun-tries. In 1961 Crocodile entered the Japan market and within two years its golf wear became the most favorite brand among Japanese. After the 80s, Crocodile ex-panded into markets like Ma-laysia, India, Pakistan, Bangla-desh and Sri Lanka. In the 90s, Crocodile founded an operational headquarters in Shanghai officially.
The Crocodile brand is now an established trademark, thanks to the tireless efforts of its founder, now Dato Dr Tan, in promoting aggressively through-out the region. From Taiwan to Thailand, China to Cambo-dia, Brunei, Korean to Japan, the Crocodile name is easy to identify, like a real crocodile, tough yet elegant, extremely enduring. The most up to date fashion, the highest value and the best quality products at affordable prices. That has always been the Crocodile promise and it
has always been delivered. The Crocodile logo, a symbol of prestige and quality, can be witnessed internationally. After sixty years, the brand has gained enormous respect and status as the premium brand for good quality and fashion-able clothing at affordable prices. (The above information is provided by (Taiwan) YOU-E Co., Ltd.)
The history of Crocodile brand
When we think franchise in relation to Dhaka, we think fast food shops. After all, what else is there in this beloved city of ours? We have A&W, Pizza Hut and the like. The names could go on and on. But this time (thankfully!) we are talking of a franchise of a different kind. EuroKids is a world renowned brand which already has its roots in 29 countries and is India's premier school chain. And for those of you wondering, it has been launched in Dhaka late last month and expects to be admitting by early next month. So at long last we have a school franchise to boast about! A subsidiary of the Egmont International Holdings, (if you don't know what that is, think Disney and Tintin) EuroKids have been in existence in one form or another for a whooping 125 years. They started in India in 1997 and already have more than two hundred schools across fifty-nine In-dian cities. For one, like every other franchise they
want to incorporate the policy of Total Quality Management, or in this case Total Quality Education. EuroKids thrive on the vision that a child's education should not be restricted to books alone. To make for a well rounded individual it integrates a number of programs that they feel will help a child reach his full potential. And for good measure, too. Because too often we see schools in our country heap our children with the most complicated of formal education giving them little or no chance to develop character traits by learn-ing from the atmosphere around them. So what are those distinctive programs? For one, they have a characteristic style for their pre-school segment where they adopt the philosophy of 'playing, learning and enjoying every minute.' In other words they are keen to provide a child-friendly ambiance where children feel at home and under the guidance of trained staff will hopefully become active learners. Then they have my personal favourite, the
EuroGym. I must admit it is visionary thinking. And it doesn't involve your tod-dler pumping iron for all he is worth! Eu-roGym is meant to reverse the trend of overweight and inactive children (we call them spring chicken) through programs that help a child find the joy in physical fitness and this gives him a heads up for the future. Other such programs include, amongst others, EuroBooks, which will contain books and CD's to aid a child's early devel-opment. And because it is a subsidiary of Egmont, they will bring brands like Noddy, Barbie and Disney to be available to kids in the school and other designated book-shops. EuroKids comes to Dhaka with a promise of enriching children's lives with educa-tion, entertainment and fitness. Based on their preparations one would have to ad-mit that they are all set for a successful venture. So far EuroKids has been true to their word. Located at House 14, road 126 of Gulshan 1, the school has a gymnasium and other facilities for extra curricular activities.
EuroKids a school of Franchise (Opportunity)
Domino’s Pizza in India and Sri Lanka, is evaluating setting up shop in Nepal and Bangladesh. The company holds the exclusive master franchisee rights for the Domino’s Pizza brand and operations for India, Nepal, Sri Lanka and Bangladesh. It also plans to add another 38 stores in India to take its store tally to 310 by the end of this financial year. Senior vice president for finance, Jubilant FoodWorks, Ravi Shanker Gupta told Finan-cial Chronicle ―We are expanding our ser-vices in the country to have 310 stores by the end of this fiscal. We are also evaluating launching in Nepal and Bangladesh.‖ Jubilant cur-rently operates four Domino’s stores in Sri Lanka. Contact: KINGSHUK
Shyam S Bhartia-promoted
Jubilant FoodWorks (Opportunity)
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SIF&Co, the organizers of the Feria Valencia fran-chise exhibition, has joined forces with Top-franquicias.es to help boost visitors to this year's exhibition which is
due to take place from 21-23 October 2010. Topfranquicias.es is the online version of Franquicias Magazine, the only specialized media on Franchising exhibition. Topfran-quicias.es has created a web page for SIF&Co to offer both exhibitors and visi-tors the maximum profitability, as well as providing an efficient marketing tool for exhibitors to showcase their franchise op-portunity to potential investors.
The website provides information on all the exhibiting companies including videos, images, technical information and contact details. It also provides the opportunity to arrange meetings with the exhibitors at their stands. There is also an 'Opportunity Seeker' service, where potential franchise owners can view franchise opportunities that fit their requirements, such as mini-
mum investment and sector. SIF&Co, which is due to start holding its 21st exhibition on the 21st October 2010, and is set to attract exhibitors and visitors from across Spain and Europe.
SIF&Co boosts Exhibition with new website partnership
The only franchise exhibition to take place in Russia, BuyBrand 2010, is due to be held on the 21-23 September 2010 at the Expocenter on Krasnaya Presnra. The event is aimed at potential franchise owners, potential Master Franchise Owners, potential franchisors and suppliers. As well as showcasing franchise opportunities, BuyBrand 2010 will host seminars, presentations and round tables on the most relevant issues in choosing and formalising a franchise, and legal aspects of investing in a franchise. Also featuring at the BuyBrand 2010 exhibition is its Annual International Forum 'Franchising in Russia', which is an indispensable element of the business programme. There will also be a one-to-one meeting programme between fran-chisors and franchise owners. Taking place alongside BuyBrand 2010 is the ExpoRetail-2010 Exposition, which will bring into spotlight issues of new equipment supply for retail enterprises, technologies, design and logistic solutions, advanced expendable materi-als, components and human resources, the lat-est personnel training methods, perfect security systems and video monitoring. ExpoRetail-2010 will present its visitors with a portrait of the creation of a new business, from progressive ideas to their embodiment. Retail networks: automobile product and services; accessories, jewellry, costume jewellry, household chemistry; gifts, perfumery, cosmet-ics; lingerie; recreational products for outdoors
and tourism, athletic equip-ment; furniture, decorator salons; shoes and leather accessories; apparel; home textiles, tableware and cook-
ware; merchandise for children; home appli-ances, electric tools and light fixtures. Public catering: food services, food products, drinks, tobacco products Service industry: consumer services; design; housekeeping services; manufacturing technol-ogy; beauty salons, spa salons, tanning salons, nail salons, business consulting services. In-dustrial franchising Miscellaneous: hotel industry; real estate; publishing and advertis-ing; flooring; computers; computer software; cartridges; plastic gift cards; consulting, repre-sentations, associations; multimedia; produc-tion and sales of high-tech products; recreation and entertainment; education; optician's salons; medical services, medical equipment; adult products, etc. Licensing: This sector is an ideal tool for establishing strategic partnerships with representatives of world-renowned brands. It provides an excellent opportunity to promote brands to new markets and search for new, reliable license holders. The sector will interest not only licensors, but also retailers, manufac-turers, holders of trademarks, and those who study the licensing market. The sector will help businesses attract major brands and thus im-prove both product quality and marketplace performance. As always, the sector will host a
comprehensive business programme. "As repre-sentative of the German Franchise Association I frequently attend many franchise exhibitions in the world. But regarding the organisation, the design, the mix of exhibitors and the number of visitors BuyBrand in Moscow is one of the best exhibition in the franchise industry in Europe. If the quality of the prospects will improve in the following years - it will become definitely the number one." Rolf G. Kirst, President Franchise Pool International (Germany). Exhibition Management Technology Group organizes the only major specialized exhibition for franchising and other business opportunities in Russia and the CIS. The num-ber of participants has increased from 37 in 2003 to 228 in 2008. The number of visitors has increased from 2000 to 5200 people. The forecast for 2009 is 8000 people. The BUY-BRAND Club was founded in 2006 by EMTG to unite the BUYBRAND exhibition partici-pants. Until lately the club has organized non-formal meetings of company heads and top managers operating in the FRANCHISE busi-ness. The leading Russian franchisors got to-gether a few times a year to discuss urgent is-sues with their colleagues, to ask questions to more experienced peers and offer support to the beginners. With the time the Club has gained popularity, expanding beyond the exhibition limits. The meetings were attended by a larger number of professionals from other business areas of interest to franchisors: lawyers, market-ing specialists, bankers, and business consult-ants.
Dates revealed for this year's BuyBrand Exhibition
The 12th KEM International Franchise Exhibition successfully concluded its pro-ceedings on Monday, February 22nd, 2010 at the HELEXPO PALACE in Athens. De-spite the international financial crisis that has also affected our country, visitor atten-dance was overall more than satisfactory, as it exceeded all expectations and reached last year’s numbers. Greek investors showed intense interest, as they are in search of a business opportunity that will take them out of the dead-end, and will open up new entrepreneurial horizons. As the majority of exhibitors stated, the expo was one of the most successful edi-tions they have participated in regards to
the quality of visitors - investors. Following 4 days of conversation with prospect inves-tors they are anticipating many lucrative deals to be made. The exhibition hosted a significant number of both Greek and International franchise chains that presented their concepts to the investing public that visited it. This year’s expo hosted concepts from France, Italy, Spain, Great Britain, Turkey and Russia. The event was organized under the aus-pices of the National Confederation of Hel-lenic Commerce, the Franchise Association of Greece, the World Franchise Council (WFC) and the European Franchise Fed-eration (EFF).
HELEXPO PALACE in Athens.12th KEM International Franchise Exhibition Concludes Successfully
Graduates from the class of 2007 collected their certificates at an awards ceremony held recently at Caesars Palace in Las Vegas during the International Franchise Association's 47th Annual Convention. The Certified Franchise Executive (CFE) designation has become widely known and recognized as a mark of distinction among franchise leaders. Any franchisor, franchisee or supplier actively engaged in franchising, who has completed the necessary re-quirements of the program within the three-year time frame which includes coursework and attending franchising events, is
eligible to receive the CFE designation. By becoming a CFE, graduates commit themselves to lifelong learn-ing and an ongoing pursuit of knowledge of franchising. Roy said: "What impresses me most is that some of the most important leaders in the US have seen fit to de-vote their time to achieving this designation. I feel privi-leged to join the ranks of what is considered to be such a distinguished group of people. Through my participation I have come to recognize the value of such courses for ensuring professionalism across the franchising industry." At last year's Convention Roy was named an Honorary Professor of the International Franchise Academy of the Beijing Normal University in China, which through its association with FDS can now offer an undergraduate major in Franchise Management. He is also a Fellow of the Institute of Directors, a Member of the Chartered Institute of Marketing and a Member of the Institute of Export. Roy founded FDS in 1981 following comprehensive market re-search assessing the future potential of franchising. FDS has since played an important role in promoting, marketing and en-couraging franchisors to grow their businesses by following a true Business Format Franchise program. The company is a Member of both the UK and international governing bodies of franchising, The British Franchise Association and the International Fran-chise Association.
FDS founder becomes first in Europe to receive CFE
Roy Seaman (centre) receiving his CFE from (left) Linda C. Haneborg CFE (Senior Vice President of Communications PR, Express Personnel Services; Chair, ICFE Board of Governors); and Steven J. Greenbaum, CFE (President & CEO PostNet International Franchise Corporation; Chairman, IFA Educational Foundation).
The three day event, which was held from 15-17 October 2009 at Suntec Singapore, saw 10,663 attendees from 41 countries and regions coming to negate, discuss and ex-plore business opportunities with franchises, licenses, brands and business concepts from around the globe. Forecasts by experts at the beginning of the year indicating that individuals would be keen on venturing into franchising were proven right with the increase in visitor attendance at FLAsia 2009. The increase was not only in num-bers, but in quality. "FLAsia pro-vided us with the opportunity to speak with many quality Master
Franchise Owner candidates," said Gabriel Jakob, International Man-ager for Pack & Send International, Australia. CoolSpot (The Walnut Group, Inc.) Managing Director, Jason Kikot, concurred saying: "I would recommend this show to anyone looking for solid quality leads." Their sentiments were affirmed by a survey of visitors done during the show, which when compared to 2008, showed a notable increase in terms of the proportion of decision
makers and management-level visitors. The purpose of visiting was also very clear - most visitors pre-sent were focused on exploring the opportunities before them and engaging in serious discussion. The prospect of emerging success-ful was also enhanced with the e-Match Business Matching Service which allowed pre-registered visi-tors to schedule appointments with the exhibitors prior to the exhibi-tion, and the Hot-Match presenta-tions which provided exhibitors
with a room away from the crowd to make their sales presentations. Preparations are already underway to bring FLAsia, Asia's most inter-national trade event of its kind, to greater heights in 2010. Slated to be held from 21-23 October 2010 at Marina Bay Sands, this is one event that you would not want to miss. The exhibition will also see the International Conference being held alongside this year.
FLAsia at Singapore The global Event of Franchising & Licensing from 21-23 October 2010
EDITOR’s NOTE
I meet the veteran Roy Seaman at Milan
Franchise & Partnership event on 1997 and
visited his Norwich FDS office at UK. Ac-
cording to his inspirations we establish the
Bangladesh Franchise Association, struc-
tured the National Franchise Code of Ethics
and heading for the membership of Interna-
tional Franchise Association (IFA) and the
World Franchise Council. We are nationally
grateful to him. —— Rukunuddin Ahmed
Roy Seaman, Chairman and Managing Director of Norwich-based
Franchise Development Services Ltd (FDS), has become the first person in Europe to graduate from the Institute of Franchise Executives
