Franchise Everything

Commercial cleaning has certain key features that make it significantly more scalable than residential cleaning according to Damien Boehm, founder of commercial cleaning franchise, Urban Clean.

Damien’s book, Clean Up With Franchising, focuses on his experiences in the industry and the steps to building your own highly profitable commercial cleaning business.

The key areas discussed in this podcast around commercial cleaning are;

The Urban Clean model: A commercial cleaning business serving offices, medical centers, gyms, and schools. Damien explains why they focus only on commercial spaces: commercial cleaning is contractual and necessary, while residential cleaning is more discretionary.  

Franchise Growth and Strategy: The initial challenges in selling his franchise model when Urban Clean was just starting, with no franchisees to vouch for the brand. 

Book's Purpose: The book, Clean Up with Franchising, is a way to share his knowledge about running a successful commercial cleaning business, distilling his experiences to offer insights and guidance for potential franchisees. It emphasises education over sales tactics.

Early Career and Lessons Learned: Before entering the cleaning business, Damien worked in property development. However, financial challenges and liquidation of the construction business partners forced him to reevaluate his career, leading him back into cleaning with a more strategic and growth-oriented mindset.

Marketing and Sales Strategy: While traditional methods like telemarketing and SEO are commonly used in commercial cleaning, Damien, after doing all of these, found better success in direct, door-to-door marketing. 

Franchise Model Success: The Urban Clean and others focused on commercial cleaning, business's potential for growth, highlighting that commercial cleaning is a recurring revenue model, with clients requiring regular services. 

Challenges and Misconceptions: Acknowledging that commercial cleaning is often viewed as unappealing or "unsexy" compared to other businesses like cafes, but Damien emphasises its financial stability, resilience, and lucrative potential. 

Damien’s journey, as shared in the interview, is about overcoming early obstacles, refining strategies, and building a stable, scalable franchise model in an industry often overlooked for its financial opportunities. His book encapsulates this journey, aiming to help others succeed in the commercial cleaning business.

0:00 Introduction

0:55 Explanation of what Urban Clean does: a commercial cleaning franchise

1:06 Why Only Commercial Cleaning and not residential as well

2:11 Motivation Behind the Book 

2:50 Early credibility challenge faced with no franchisees for others to meet

4:22 Changing the angle of the conversation, making education an integral part of franchise recruitment

5:00 Start of Damien’s business journey, cleaning to property

6:22 When the property business went bad

7:04 Launch back into commercial cleaning

7:57 Approach to business in relationships and not everything having to be digital 

9:42 Breakthrough when they realised they are offering a free proposal for cleaning

11:15 Making cold call face-to-face a social experience to make the difference 

13:05 The misconception that cleaning is just a small business 

14:37 How do cleaners scale a business 

16:21 Cleaning not being a ‘sexy’ business 

17:47 Franchising and commercial cleaning specifically 

19:25 What matters most to commercial cleaning clients - price is not the key 

21:18 The Master Franchise Model 

22:16 Wrap up

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

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The prospect of reduced costs through engaging offshore talent can be highly enticing for many. However, the execution becomes the critical factor in success, so what is the best way to scale a franchise or any business for that matter, using offshore talent?

Tiffany English is the CEO of Access Offshoring, connecting Australian businesses with offshore talent from the Philippines with highly skilled, Philippines-based workers for roles ranging from back-office support to senior management positions.

In a discussion on a variety of key factors in successfully engaging offshore team members, the key points include:

Offshoring for Franchise Growth: Tiffany outlines how offshoring helps franchises scale by leveraging skilled talent from the Philippines, covering a wide range of roles, including accounting, legal, marketing, and even technical positions like drafting and construction administration.

Difference Between Offshoring and Outsourcing: Distinguishing offshoring as a model where employees work full-time for a business remotely, compared to outsourcing, where tasks are handled on a project-by-project basis with less direct management. Other models include freelancing and agencies, each offering different levels of flexibility.

Challenges for Business Owners: The hesitation that some business owners feel about relinquishing control, especially when it comes to critical functions like accounting or legal work. She notes that easing into offshoring and providing support roles before moving to higher responsibilities helps businesses adjust.

Common Mistakes in Offshoring: Many businesses mistakenly treat freelancers as full-time employees, leading to mismanagement and poor outcomes. Companies should also be mindful of their capacity to lead offshore teams effectively.

Cultural Differences: There are significant cultural nuances of working with Filipino employees, particularly their hesitance to show initiative due to hierarchical workplace norms. Tiffany stressed the importance of Australian business owners fostering an environment that encourages open communication and creativity from their offshore teams.

Cost Savings and Job Growth: While offshoring can save businesses about two-thirds of the cost of hiring locally, Tiffany emphasises that this model often also leads to increased local employment, as businesses can scale faster and more sustainably.

Social Responsibility: The positive social impact offshoring can have on Filipino communities, where employment can provide significant financial support to workers' families and improve their overall quality of life.

Here are the timestamps for key points from the interview:

0:00 Introduction and welcome to Tiffany English, CEO of Access Offshoring. Discussion about the event and the topic of using offshore talent to scale franchises.

0:35 What is Access Offshoring?

1:00 When Tiffany recruited the first offshoring staff member and he she started the business

1:24 An ex-franchisor and that journey before starting Access Offshoring

2:07 What sort of talent is in the market for businesses

3:21 The barriers stopping people engaging offshore staff

4:30 Differences between the terms to describe offshoring / outsourcing / freelancers / Agencies

5:51 Where things commonly go wrong

7:21 The pain points that the remote workers feel and culture differences in particular

9:51 What does best practice look like in managing a Philippines remote worker

11:11 Compliance matters with remote employees

12:59 Typical cost savings seen

14:17 Feedback of ‘you should be hiring local’

14:57 Social responsibility

16:49 Wrap up

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

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In “Built to Last - The Family Franchise" we feature Matthew Penfold and Annalise Andrews, key figures in the leadership of Kwik Kopy, a family-owned printing franchise with a significant history in franchising not only in Australia, but globally. We focus on their personal journeys within the family business and their reflections on Kwik Kopy's evolution.

Matthew and Annalise share their experiences growing up in the business, which was founded in Australia by their father, Steven Penfold, in the early 1980s. Kwik Kopy has since grown to nearly 100 locations, maintaining a strong legacy of family involvement. Both highlight how the franchise has shaped their lives from an early age, with discussions about the business always occurring at family gatherings.

Annalise had a career in tourism before officially joining Kwik Kopy as a director in 2019, and explains how her experience as a small business owner, independent from the franchise, has provided valuable insights into the challenges faced by franchise owners. Matthew, on the other hand, has been involved with Kwik Kopy for decades. He gained experience in the UK, Canada, and the US, learning from international licensees before returning to Australia to contribute to the family business, ultimately becoming CEO.

A core theme throughout is the balance between family values and professional growth. An acknowledgement of the importance of learning and development within the franchise, emphasising that Kwik Kopy fosters an environment where franchisees are empowered as entrepreneurs. Discussion of the company's ongoing commitment to innovation, adaptation to new technology, and maintaining strong relationships with franchise owners, customers, and team members is also a focus.

We also highlight the family's approach to evolving the business in response to industry changes, particularly in printing technology, while staying true to the foundational values of trust and collaboration. Matthew in particular, discusses how his decision to become a Kwik Kopy franchisee in 2016 gave him a deeper understanding of the franchisee experience, reaffirming the company's dedication to improvement and maintaining its family-oriented principles.

0:00 Intro

0:40 The Kwik Kopy brand part of Matthew and Annalise lives since children

2:44 Different career paths other than being involved with the family business with Annalise in tourism

4:31 In 2019 Annalise came on as a Director

5:23 Matthew’s involvement in the business was earlier, but also included prior a career in music management in the music industry, and was soon drawn back to the family business.

7:11 Working in Kwik Kopy UK, Matthew was exposed to the new technology transition in late 80’s early 90’s

7:53 Matthew worked with the Master Licensee in Canada to gain more experience in different markets and approaches, as well as time in the KK Head Office in Houston, USA

9:39 Matthew returned to Australia to work alongside Stephen Penfold, his father in the business

10:24 Matthew’s roles back in Kwik Kopy Australia starting from trainer and up to CEO, and Annalise was very happy doing her own thing in business at the time

11:30 Matthew became CEO in 1997 and what he saw in the business at that time and his approach

13:06 The core values in the business

14:38 Do they have an entrepreneurial philosophical view of franchise owners and stretching the system and how to operate the business

16:10 Delicate tension of system v entrepreneurial franchise owners innovating

17:25 The synergies in the network getting input from franchisees and building it into learning and development

18:27 How do they keep ahead of the game or look into the future in a business so heavily influenced by technology

19:21 Matthew in 2016 saw a lose of core values in the business so he bought a KK franchise to understand more about what was happening

20:34 What needed to improve, and the family decision about what needed to happen for the future

23:17 Seeing the opportunity to reenergise the busies following a whole of business review

25:07 The process of the whole of business review and franchise owner participation

25:51 How the changes have been received by the network

28:25 The future of the business and what that looks like

30:04 A business of families with so many families involved in the franchise

30:44 Wrap up

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

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In this episode we asked Malcolm Rees, CEO of World Options Australia, to discuss what he sees as the five key factors that have shaped the success of the World Options franchise business up to this point.

Overall, the key aim of the World Options business through its franchise partners, is to streamline the process of shipping for SME’s in the market via a multi-carrier online platform.

In this discussion, the five key factors that Malcolm identified are;

Simplifying Shipping - The company’s software streamlines the shipping process, allowing users to ship goods quickly by automating tasks like filling out forms and managing bulk shipments. Franchisees also provide support, ensuring smooth operations and addressing specific shipping challenges.

Franchise Owner Expertise as the differentiator - Franchisees are trained to become trusted, knowledgeable partners for small and medium-sized businesses. Their expertise builds trust with customers, and the face-to-face interactions foster strong relationships.

Knowledge Hub - A learning management system serves as a "knowledge hub," enabling franchisees to improve their skills through courses on business operations, sales, and how to maximise the platform’s features. This hub promotes continuous self-improvement.

Self-Service Portal - The shipping portal is designed for customer self-service, allowing users to track shipments, manage invoices, and address queries independently. This frees up franchisees to focus on sales and new business development, and removes a lot of previous manual entry of information.

Growth Industry -Logistics, as a growing industry, has a compound annual growth rate of 5-7% according to Malcolm. World Options benefits from the e-commerce boom, as more online sales require efficient shipping solutions.

The focus was broadly on the importance of technology, expertise, customer service, and industry positioning in making World Options a successful franchise.

0:00 Intro

0:19 First of 5 key things - Simplifying shipping

1:18 Franchise owner who can answer difficult questions for the customer as well - a point of contact and educating the customer

2:57 Second of 5 key things - Having a franchise owner who is knowledgable, trusted and with a great product. A face of the business

4:12 Territory sizes for franchise partners are non-exclusive territories

5:12 Third of 5 key things - The World Options Knowledge Hub, their learning management system

6:55 Fourth of 5 key things - The self service part of the business where the customer can easily help themselves in the portal, allowing the franchise owner to grow the business and not assisting with simple problems

9:02 Fifth of 5 key things - The nature of the industry being a growth industry and the compounding growth rate of logistics

11:00 Wrap up

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

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It goes without saying that Greg Nathan, on a global scale, has arguably had the most significant impact on the relationship and therefore, success, between franchisees and franchisors than any other.

In this EXPLAINER, we asked Greg to talk us through in detail the stages of his famous Franchise E-Factor model that is the framework for the franchisee - franchisor relationship.

With well over 300,000 combined copies sold of Greg’s publications on franchising he is the thought-leader on strategies and approaches to getting the most out of the franchisee franchisor relationship.

The Franchise E-Factor Model was initially a single chapter in the best-selling book, Profitable Partnerships. However, seeing the impact that the model was having, it was clear that delving deeper into the model and strategies around it was called for.

The ‘E-Factor’ is a psychological model that outlines the stages of a franchisee's relationship with their franchisor, framed around emotional stages that both parties experience. In the discussion it becomes clear that the model is applicable to any interdependent relationship (e.g., marriage, business partnerships) where both parties are bound by mutual commitment, emotional investment, or legal obligations.

The stages of the Franchise E-Factor:

Glee Stage: This stage is marked by excitement and optimism. It's when the franchisee first joins the system, filled with hope and enthusiasm, believing the relationship will be beneficial.

Fee Stage: Over time, franchisees become more commercially aware and start questioning the value they get in exchange for the fees they pay to the franchisor. They often scrutinise what the franchisor provides in return.

Me Stage: Franchisees begin attributing their successes to their hard work and skills rather than the system. Frustrations arise, leading to potential resentment if they feel undervalued or unappreciated.

Free Stage: At this point, franchisees may feel the desire to break free and become more independent. They might try to change aspects of the franchise model or run things their own way, which can create conflict with the franchisor.

See Stage: If issues are addressed respectfully and openly, franchisees start understanding the larger picture. They begin to see the value of the franchise system again and recognise their own role within it.

We Stage: Finally, the relationship becomes collaborative, where both franchisor and franchisee work together toward shared success, with mutual respect and trust.

0:00 Introduction of the podcast and the live stream from the Melbourne Franchising and Business Opportunities Expo.

00:33 Introduction to The Franchise E-Factor: Greg explains the concept of interdependent relationships and how this applies to franchising and any interdependent relationship in life

01:47 Coming up with the concept in 1992 and the E-Factor being one chapter in Greg’s book, Profitable Partnerships

2:22 How the E-Factor gets used now with franchise brands and franchisees

2:48 The model has applications outside of franchising - any interdependent relationship

3:52 A customer relationship on the other hand is not an independent relationship, which is why we say the customer is always right

4:30 Is the customer always right?

5:19  The Stages of the E-Factor: Greg begins outlining the stages of the E-Factor, starting with the Glee stage.

06:24 Fee Stage: Franchisees begin questioning the value of the fees they pay

07:13 Me Stage: Franchisees start attributing successes to themselves and frustrations to the franchisor

08:38 How Greg coaches field support teams in franchising to approach the ‘Me’ stage

09:28 Free Stage: Franchisees start feeling the urge for independence and may rebel or disengage

11:01 See Stage: With effective communication and respect, the franchisee starts understanding the broader picture

11:54 We Stage: The relationship becomes collaborative, marked by mutual trust and cooperation

12:56 Breakthrough or exit: The critical juncture at the Free stage, where relationships either move forward or dissolve

14:14 Role of Lawyers in franchise conflicts and encouraging lawyers to reach for a commercial settlement as quickly as possible for all to move on

14:34 The satisfaction of having such an impact in the marketplace

15:08 Where to get copies of The Franchise E-Factor

15:24 Closing remarks on the resource of The Franchise E-Factor

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

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What are the key things you need to know at the very least, to quickly understand if the franchise you are considering is a good one for you?

Peter Knight is the Franchise Account, and he has advised countless people around their franchise investment, and he zeroes in on 5 key things to know.

You have so much information coming at you if you’re considering investing in a franchise.

There is so much documentation placed in front of you, that it can feel overwhelming on where to start, which is something w know leaves people shortening their due diligence to just get a deal done faster.

We asked Peter Knight to give some thought to, and spell out in detail, five things you must know to figure if a franchise is a good investment for you. A good investment someone else, may still not be a good investment for you personally.

In the discussion, the key things are broken into;

• How much is the franchise going to cost

These are the questions covered in detail and put into context for your decision making process.

0:00 Intro

0:21 5 important points encouraging people to think through in a structured manner

0:53 First thing to know - how much is the franchise going to cost

2:48 Additional components to cost is not just the ‘up-front’ purchase cost, but also the ongoing costs

3:38 Second thing to know - how much can I earn

5:19 The ‘how much can I earn’ question differences between a new franchise and an existing franchise

7:08 The frustrations people have with franchisors not answering ‘how much will I earn?’ question

8:30 Third thing to know - can I afford it

10:39 Structuring finance for a franchise deal

12:06 Fourth thing to know - Is the franchise business a good fit for me and my lifestyle

13:53 The importance of days in the field and talking with franchise owners BEFORE they buy the franchise

15:17 Fifth thing to know - do you like and trust the franchisor, the person you are getting into business with

17:47 Ignoring red flags and separating the emotion from the purchase of a business

19:03 Wrap up

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

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Farzin Hesari is the CEO of LINK Business Brokers, a franchised brokerage brand with over 120 brokers in the Australian market alone. He explains that LINK Business Brokers focuses on helping businesses enter and exit the market through leveraging market data combined with their proprietary systems and software.

LINK operates in several countries, with seven partner offices in Australia with its 120+ brokers in this market. Farzin details how they currently command over 20% of the business transactions market, handling between 3,500 and 5,000 businesses annually, with a total of $6 billion in business transactions.

Farzin focuses on explaining the important role and use of proprietary data and technology, particularly artificial intelligence. They gather data on transaction types, market conditions, buyer behaviour, and business performance, which is therefore exclusive to their network.

The brokerage model is franchise-based, and they provide extensive training and support to franchise partners and brokers. So much so, that the average business transaction fee according to Farzin,  is close to $50,000, and their list-to-sell ratio exceeds 48%, far above the industry average.

In terms of revenue for franchise partners, Farzin details the potential to offer services beyond brokerage, such as business valuations and advisory services for business growth and exit preparation. Their goal is to continue improving their transaction efficiency and expanding through new franchise partners.

In a key stretch goal, Farzin concludes by discussing the company's future, which will focus on leveraging AI to generate more seller leads and improve efficiency, with aspirations to further increase their list-to-sell conversion rates.

00:00  Introduction & Overview of LINK Business Brokers

00:49 Locations & International Presence

01:18 Market Share and Business Transactions

01:48 Importance of Relationships and Data in Business Brokerage

02:07 Role of Data and AI in LINK's Business Model

03:23 Broker usage of data and proprietary software and data analysis

04:13 Growth strategy, market positioning and business transactions

04:51 Franchise partnership model & broker support harnessing data through software and systems

06:06 Training and development for brokers

06:31 Franchise partner roles and collaboration into collective offices and re-branding from independent

07:12 Revenue streams for LINK & Franchise Partners

07:51 Challenges in business transactions & market conditions for brokers by state

08:35 Improving Transaction Timelines and Efficiency and list to sell ratio improvement

10:01 Specialisation in different business sectors

10:20 Broker success, brand power and sales process

12:24 Future Plans: AI Integration & business seller leads

13:31 Wrap up

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

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An innovator in the waste disposal sector, Mobile Skips has built an entirely customer-centric service offer. In an industry that had been set up to service larger construction projects, Jacob Spencer, CEO, explains how the brand fills the gap that had traditionally been poorly serviced domestic waste disposal.

The discussion on the Mobile Skips Franchise Business Model centred on;

• A simple easy to operate business, which is actually down to just 2 days to show a franchise owner to run the business

0:00 Intro

0:28 What Mobile Skips does

0:59 The difference in their skip bins

1:30 The way the business operates under lens of simplicity

2:43 Innovation in the business and copycats

3:25 The gap that customers saw in the market and Mobile Skips responded to

4:27 Day in the life of a franchise owner and Bunnings

5:34 The thought of adding other services and offers and resisting it, but still adapting to the market

6:22 The often intimidating nature of having trades doing ‘deals’ on arriving at your house

7:52 The partnership with Bunnings and how that works

8:33 The ‘typical’ franchise owner in the system

9:50 The start process in reality with trailers and yard space

11:09 The future for the brand in growth and expansion

11:43 Wrap-up

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

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Rebecca O’Brien started working at 14 with Bunnings and moved into their leadership team opening stores across the country.

Now a mum with three young kids, three businesses, and three dogs! Rebecca and her partner  are going full tilt in life and business, and are also close on their third PACK & SEND store on top of the others and the restaurant they also own.

Rebecca loved her time with Bunnings which was truly career defining in experience and even sending her through University. After wanting a change in direction after 14 years at Bunnings, Rebecca jumped into consulting to retail and restaurants to help with range and merchandising.

After children (twins) and working in their restaurant, Rebecca was looking to get back in to the workforce in ‘anything but hospitality’. The lack of flexibility in the industry and a desire to have a better lifestyle saw a broad criteria for a business search.

PACK & SEND was basically found by accident, and led to deep research into the logistics industry broadly before jumping in. A bit over 2 years into ownership, and a third store is clearly on the agenda!

Rebecca also has some insights on what she sees in her experience as the key to success in a PACK & SEND business.

0:00 Intro

0:27 Rebecca’s two franchise locations are a little way apart and her view on that

1:17 One main career prior to PACK & SEND, started at Bunnings when 14 years old

2:15 Career path through Bunnings

3:13 What it’s like setting up a new Bunnings store

5:01 Responding to a major competitor

7:04 After 14 years at Bunnings making the decision to leave and consulting to a restaurant

9:00 Retail consulting on merchandising and ranges

10:15 Helping partner in another restaurant while thinking about what next

10:40 Looking to get back into the workforce after kids, starting to think about life without hospitality industry’s inflexibility

11:29 Looking for a business in ‘anything but hospitality’

13:13 Narrowing down a business and was not interested in a franchise initially

14:17 Discovered PACK & SEND basically by accident and understanding broader logistics industry

15:29 Impression of franchising very early on and not thought in depth about benefits and details

16:11 Looks at it as a true ‘network’ working with each other, not just a franchise brand

17:53 Why working together is so important to Rebecca

19:34 Process of enquiring and her research into the brand and visiting other stores before buying into the brand

20:58 The decision to proceed with buying a PACK & SEND

23:09 “We’re in a really high growth area”

24:04 Bought a 2nd location after 6 months which is a retail shopfront

25:57 What Rebecca’s day looks like and her decision to hire more staff to ensure she has a life

27:33 What Rebecca sees as the secrets to success in a PACK & SEND

28:25 Huge job moving military tanks to France and he she figured out how

29:53 Be honest with people and don’t pretend to know everything which is all how you build connections

31:13 Wrap up

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

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Jan Timms authored "The Ultimate Franchising Success Formula," a comprehensive guide to best practice in franchising based on her 25 years of experience in franchising and a PhD study on success factors in the industry. In it, Jan identifies the best practices that distinguish the most  successful franchise brands.

After 7 years of research when Jan wanted to find out what made the successful franchises different from those that aren’t, the research was well-received academically, and it soon became obvious that putting it into a more practical and useful resource beyond the academic world was the best approach.

And the Franchising Success Formula was born!

Broken into five essential elements of success, as the key things good brands do well, and identifying the 12 silent killers to a franchise network, turns it into a true formula for franchise networks to follow and improve on what they do.

The five essential elements of success are;

• Getting the right people

These five essential elements when implemented successfully, are the key to counteracting the 12 ‘silent killers’ of a franchise brand that were identified through the research.

Designed to be a non-linear publication, franchise executives and owners can work on pieces of the elements or the silent killers piece by piece in their brands.

0:00 Intro

0:52 The reason for creating the Ultimate Franchising Success Formula

2:25 The process over 7 years with hundreds of interviews and research with a model emerging

3:42 How Jan got her thesis work into a book

4:39 Turning an academic piece into a business practical format in the model that emerged

5:09 Discovered in research the 12 ‘silent killers’ of a franchise system

5:44 The five essential elements for success introduced with the first element - getting the right people

7:44 Franchisors and their relationships with supplier partners

8:44 Second element is knowledge management and capturing and retaining the knowledge so it is easily accessible

11:14 Knowledge sharing moments in meetings

11:48 Third element in the formula is culture communication systems, having a healthy culture and it’s importance with the interdependence requirement of the franchise relationship

13:09 How you build a great franchise culture

15:00 Communicating in other ways than just sending emails and developing rich communication methods

16:10 Fourth element is field support and ensuring structured support and that it is not viewed as one size fits all

18:39 Fifth element is learning and development

20:12 Key ingredients for learning transfer WICKAM acronym

22:14 How is the book best used in a business or franchise network. The book is not linear so can grab parts of it

24:39 Wrap up

Get the book: https://tinyurl.com/59nsf33t

Podcast Produced by: www.magneticbusinessmedia.com.au

Franchise Stories and Knowledge Base (our other website): www.franchisebuyer.com.au

Listen or Watch on;

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YouTube: https://youtu.be/P7eaRd0qtEk