In repositioning itself as a specialist procurement consultancy, ERA has focused extensively on working with its franchisees and using their feedback to propel business growth. In a highly inter-dependent network, collaboration is par for the course; one of the company’s biggest projects had 17 different franchisees working on it! Purposefully limited recruitment ensures the network’s balance remains strong while growing.
There is strong flexibility in how franchisees work – some sell, some complete the projects, some do both. Following substantial investment, a high-tech business system enables smooth joint working, in-depth reporting and provides open and transparent information throughout the network. But there’s a fun element to reinforce the message too, with regular activities and events to assist networking and support between 20-30 franchisees.
Franchisees are closely involved in the franchisor’s direction. Represented on the ERA marketing committee and with the establishment of a seven-strong franchise advisory board (FAB), they’ve had direct input into business strategy. Particularly successful has been the development of a new business working group following franchisee feedback, which includes external motivators and sales trainers. Quarterly sales training days are offered free and cover multiple topics, the aim being bite-sized regular chunks of training that make a real difference.
ERA has affirmed its commitment to franchisee input by making the chair of the FAB a non-executive director of the business, illustrating the trust involved in this network.
It’s no surprise that the two parties work so closely together after franchisees enjoy access to substantial support and infrastructure upon joining. New franchisees enter the ERA Academy until they’re confidently self-sufficient, where they access regular networking events, dedicated field-based time with an Academy manager and tailored personal training.
All that to say nothing of the Integrated Marketing System which, in combination with new hires in the head office marketing team, has had a major impact on turnover and conversion rate.
ERA has a 10-year franchise agreement with an unusual clause: franchisees can simply give six months’ notice if they wish to walk away from the network. That’s a demonstration of the confidence that head office has in the ERA model, recruitment process – and franchisees.
Frank and Christine Stanschus have created a multinational network steeped in their own ethos, passion and beliefFounded in London in 2002 by Christine and Frank Stanschus, pre-school sports business Little Kickers is now a thriving global network that has reached into 17 countries already with more on the horizon. It's a truly an international success story for UK franchising.
Christine and Frank met at university, both going on to work in international business set-up and development; it's a background that has served them well. When they combined their professional expertise with an absolute passion for giving pre-school children easy access to fun, positive sports experiences, the result was a company with its founders' ethos embedded in its culture and the commercial nous to translate it into exponential growth.
The couple credit three core components at the heart of the business as critical to the success achieved so far. The first is the relationship between franchisor and franchisees; a very personal approach to the network ensures that Christine and Frank's ethos and drive flows throughout the business. Complete transparency in communications is a natural result of such a set-up – it's no surprise that every franchisee has the phone number of every member of the management team, including the CEO.
There's also an intranet, monthly webinars, and a special programme to encourage franchisee growth; those that completed six-months in it increased turnover by 35% on average. “We're a much stronger force if we're a strong network,” Christine says.
The second is an inclusive approach to strategy. Franchisees at the annual conference provide face-to-face input to the senior team, which is used as the basis of the annual strategic plan. Social media has been embraced, with a marketing levy introduced for the first time to assist in social media campaigns; after a 6-month pilot revenues were up 20% year-on-year and cost-per-click through to the website had reduced sevenfold. Naturally, the levy was only introduced after franchisees voted on it.
The third component is innovation, enhanced considerably by the level of input from franchisees into the business. Master franchisees abroad suggested developing an English language programme to teach pre-schoolers the language through Little Kickers; it's now flourishing in four South American countries. Another example is provided by the brand's free app, Imogo (imagination on the go), encouraged by franchisees and delivered using motion-sensor technology to transport children into an imaginative world. Employees – most of them aged 18-25 – are offered opportunities abroad and reduced franchise fees if they start their own Little Kickers.
Proof further, if it were needed, that this is a business built on its culture comes with the fact that Little Kickers doesn’t advertise for franchisees – consistent enquiries from customers, coaches and friends of existing franchisees (all of them already familiar with that brand ethos) ensure they don't have to.
Read more by clicking HERE