Veterans in Franchising September 2016 4#11

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Veterans in Franchising september 2016

www.franchisingusamagazine.com

change...

handle with care

3 traits

that attract military veterans to your franchise

Q&A

with Ty clifton Franchising USA

SAME DRIVE. DIFFERENT BATTLEFIELD. TAKE THE NEXT STEP > VETFRAN.COM OFFERING FINANCIAL SUPPORT, TRAINING & MENTORSHIP Veterans interested in franchising can take their skills learned in the military to successfully own and develop small businesses. Learn more and support veterans in franchising at www.vetfran.com.

• 650 franchise companies participating • 151,000 veterans and their spouses found careers in the franchise industry • 5,100 veteran franchise owners

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V eterans in F ranchisin g S u pplement september 2 0 1 6 Our Veterans in Franchising special supplement has become a regular feature of Franchising USA. To share your story in the next issue, please contact Vikki Bradbury, Publisher Phone: 778 426 2446 Email: vikki@cgbpublishing.com

Contents News and Expert Advice

Profiles

54 3 Traits that Attract Military Veterans to

Your Franchise Omar Soliman, Co-Founder and CEO, College

60 Pool Scouts

Hunks Hauling Junk & Trash Butler

58 Change‌Handle with Care!

Darcella K. Craven, Veterans Business

56 Real Property Management 62 Farleigh Dickinson University

Resource Center

Question Time 60 Ty Clifton, Patrice & Associates

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poo l scou ts

Pool S Turns to V

to Set Up N for Quick Buzz Franchise Brands is diving into a new lane of franchise success and is searching for driven, entrepreneurial-minded franchise partners who want to take the plunge toward a more lucrative future.

The Virginia Beach, VA based franchisor, well-known for its wildly successful mosquito abatement service Mosquito Joe, introduced its latest franchising concept earlier this year: Pool Scouts, a franchise focused on cleaning, maintenance and minor repair services of pools at commercial and residential properties.

To set the new brand up for quick success, Buzz Chief Operating Officer Brian Garrison is turning to a group he knows well: veterans. A 22-year U.S. Navy veteran himself, Garrison immediately recognized the passion, discipline and work ethic that veterans bring with them into civilian life. One of his top priorities as the brand took shape was to partner with VetFran and offer a $2,500 discount on franchise fees to all veterans. Pool Scouts’ business model is also an ideal fit

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New Brand k Success for transitioning military members, who work in an innovative, outdoor industry and use a proven systematic approach to streamlined operational excellence to excel quickly. The concept also allows a wide range of flexibility, from scheduling to location, allowing for more time with family, who can also be closely involved in the business.

The Pools Scouts executive leadership team also works to feed the success of its franchisees by offering support, structure and access to resources designed to leverage each owner’s unique skill set. The brand seeks driven, trainable and collaborative individuals; similar characteristics to those gained from military service.

It’s a lucrative time to join the growing brand, as the already lucrative $3 billion U.S. market for swimming pool equipment and maintenance is projected to grow by an additional 4 percent by 2018 due to strong economic recovery, according to a recent IbisWorld study.

“We want to incentivize the right people to join our growing brand,” said Pool Scouts President Michael Wagner. “So, we’re eliminating as many obstacles as possible and setting our franchisees up for success.

Veterans are an ideal fit in that formula and we look forward to joining forces with even more successful veteran partners this year.”

Pool Scouts plans to open four new locations by the end of 2016 and is currently looking for business-minded entrepreneurs to help expand the business nationwide. Pool Scouts offers the lowest franchise fee in the industry with a total initial investment between $54,500 and $98,000. With no need for a physical retail location, a recurring revenue model, and a leadership team capable of running a 500-unit company, Pool Scouts will be a competitive force for years to come in the most active pool markets in America.

ABOUT POOL SCOUTS Virginia Beach, VA-based Pool Scouts is a premier pool service franchise focused on delivering a quality, consistent brand experience while providing pool cleaning, maintenance and minor repair services at residential and commercial properties.

Technicians are trained in testing, monitoring, treating and servicing pools and can provide ongoing service as well as help at the beginning and end of the summer season. Growing from its first location in Virginia Beach, Pool Scouts offers a great opportunity as a low cost franchise in the pool services industry with available territories across the United States.

For more information or franchising opportunities, visit http://poolscoutsfranchise.com

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Scouts Veterans

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Omar Soliman, Co-founder & CEO, College Hunks Hauling Junk and Trash Butler

3 traits

That Attract Military Veterans to Your Franchise

Why would franchise owners make a conscious effort to align their company cultures and operations with key traits military veterans look for in business opportunities?

It’s simple: Veterans bring experience that translates extremely well to franchise ownership. Owning a franchise requires dedication and dogmatic execution of the system, the ability to lead and motivate a team, grit, and perseverance — the same

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qualities one needs to excel in the military.

By leveraging the strengths and talent of amazing men and women from the U.S. Armed Forces, my company has grown to more than 100 franchises and 1,500 employees in record time. In fact, when surveyed about the top qualities they feel they bring to the workforce, service members cited leadership, a strong work ethic, and the ability to work under pressure as part of a team.

Recognize those? They are the primary hallmarks of a successful franchise owner.

Cultivating an Environment Where Heroes Feel at Ease To successfully recruit talented military

veterans as owners and team members, we work hard to create a culture that satisfies their innate drives to help others, appeals to their operational comfort zones, and leverages their special training.

To do the same, franchisors should foster these three traits within their companies:

1

Operate from core values and a sense of purpose

Having a clear set of core values and a purpose that encompasses more than simply making a profit is important to military veterans. After all, their work experience is grounded in being part of something much bigger than themselves.

“Having a clear set of core values and a purpose that encompasses more than simply making a profit is important to military veterans.”

2

Strive to support and maintain a winning system

The military is probably the most systemized organization on the planet; every job function has a specific set of rules and guidelines.

We emulate this structure by ensuring that each of our business functions follows a standard operating procedure. We believe “people don’t fail; systems do” — so our goal is to ensure that our franchise owners and executives can work on the business, not in it.

By continually reviewing the system, seeking ways to improve it, we allow our owners and managers to focus on valuedriving activities.

3

Foster a culture of accountability and trust

For us, the most critical step to becoming a healthy organization — across all lines, not just the bottom line — was creating a cohesive leadership team.

“I’ve experienced working with companies that don’t have a purpose, and they usually dissolve,” says Carl Carter, a former captain in the U.S. Army Reserve and one of our College Hunks Hauling Junk franchise owners.

Our company motto, “Move the World,” is one of the biggest reasons we’ve attracted so many former members of the military as both owners and employees. They want to make both a positive impact on the world and a difference in their local communities.

For Carter, this allows him to pursue his commitment to mentor younger employees and set them up for success: “My business card title isn’t owner — it’s head coach. I want to be more than just an owner.”

Our leadership strives to give all employees a personal sense of responsibility and pride in the company’s success.

Omar Soliman

seen the results implied by a recent study linking military service to successful entrepreneurship.

We attract franchisees and team members with characteristics consistent with entrepreneurial A-players: high-achieving, trustworthy people with independent streaks and the ability to make sound decisions in a pinch. Military veterans take ownership of their respective business areas and, in turn, recruit and empower others of similar caliber.

By continuing to encourage this selfsustaining cycle of success, we’ll not only keep our organization healthy and our workforce motivated, but we’ll also create what all franchisors seek: the necessary conditions for a world-class organization to emerge.

Purpose-Driven Businesses See Exponential Growth

Omar Soliman is the co-founder and CEO of College Hunks Hauling Junk and Trash Butler. CHHJ, named one of the fastest-growing franchises in the nation by Entrepreneur Magazine, is a junk-removal and moving franchise that services over 50 markets in 30 states, and Trash Butler is a door-to-door valet trash service. As an author and TV personality, Omar has appeared on FOX Business News, MSNBC, ABC’s “Shark Tank,” and AMC’s “The Pitch.”

Since incorporating these traits into our business to appeal to skilled leaders, we’ve

www.collegehunkshaulingjunk.com www.trashbutler.com

For example, our drivers are expected to run their moving trucks as their own small businesses. They’re responsible for their own marketing, sales, and profits, with no top-down office hierarchy. Without an aligned team at the top focusing on accountability and results, we couldn’t afford employees such autonomy — or reach our full potential.

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Real Proper t y M a nag ement

Military Veteran Finds Second Act

with Property Management Franchise

While veteran employment has been making gains in recent years, Army veteran James Campbell saw firsthand what it’s like to make the transition to civilian life when he retired from the Army after a 30year career.

property management, an industry fueled by the millions of Americans who choose to rent. James found Real Property Management, purchasing his first franchise in 2012 in Columbia, South Carolina.

Faced with a struggling economic climate and lack of fulfilling opportunities, James had to find a way to discover what his next career would be – and he found it in franchising.

James was attracted to Real Property Management because of its brand experience, reliability, and generous discount for veterans. He knew he was in good hands with Real Property Management’s franchise blueprint, along with the significant support and resources the home office offered to new franchisees.

He hit the ground running, and began making a profit after only eight months in business.

Upon retirement, James began looking for his next venture, and ultimately decided to pursue his longtime interest in real estate.

Unfortunately, the housing market was difficult to break into at the time due to its instability, but James knew there was one thing that could be counted on: rent.

Tenants had to pay their rent every month, and so he decided to pursue a career in

Real Property Management is the leading property management franchise in the nation, with over 280 locations across the United States. The brand has been consistently recognized as a leading franchise for veterans, receiving awards including Franchise Times Magazine’s 2016 Best for Vets, Franchise Business Review’s Top 100 for Vets, and Military Times’ 2016 Best for Vets.

James is now the franchise owner of two Real Property Management offices, managing small teams at both locations.

James Campbell

Although he still handles the high-level marketing and financial oversight for the offices, he is able to delegate a majority of work to his teams – a skill set the military prepared him well for. The leadership skills and work ethic he acquired from the Army translated well into his new role as a business owner and leader. His thoughtful delegation also allows him time to spend with his wife and kids, allowing him to achieve the highly sought after work-life balance.

His advice for other veterans looking to find their next ventures is to also look at franchising opportunities. James recommends doing your due diligence by researching revenue streams both monthto-month and year-to-year. Real Property Management worked for James because he was able to expand his property base every month, allowing his revenue to consistently grow, and add new employees as his revenue allowed.

“Franchising was the perfect opportunity for me to achieve everything I wanted after my military career,” said James.

“Real Property Management allowed me to gain financial stability, more time with my family and the opportunity to own a business I’m passionate about.” www.realpropertymgt.com

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Darcella K. Craven, Veterans Business Resource Center

Journal Activity:

Change‌

Handle with Care!

The end of the year is near and it is time to evaluate if the business strategy you put into place in January is working out the way you envisioned.

Business owners often forget that there are many moving parts in the process of change not just themselves. If you have ever tried to initiate a change in your business and received significant push back from the market or employees, it may be because you forgot to account for these other players.

If not, you may be considering making

1. They do not have the skills to do what is being asked.

an adjustment in order to capture a new

market, increase revenue and/or expand

Understand that people often resist change for a number of reasons such as:

an office. This means change is coming.

2. They examined the change and do not think it is right or it will work.

However, it does not need to be. Change,

3. They do not trust the sponsor or champion of the change.

can be exciting, positive and smooth.

4. There is a history of failed change.

Just that sentence can be a daunting.

planned appropriately and thoughtfully

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5. Apathy and procrastination have taken hold.

The sad truth is most of us are a little bit afraid of change. Even the most positive of us can dread change and move through it reluctantly. To maintain productivity during change: business owners need to examine the proposed changes from three perspectives: yours, your customers and your employees. Here is a quick exercise to complete prior to instituting any changes.

This can be done relatively quickly with a small group or you can make it an employee exercise at a company retreat.

First, identify the reason the change is being made. Second, answer these questions through the lens of all three groups – yours, your customer and your employees! Third, check in with each

Business Owner Perspective Change:

Action Needed

Driver

Impact

Who / How

• New location needed

• Identify new space • Hire mover

Sales because there is no parking or the trolley will take them past our building

• Customers (cannot get to us)

• Upgrade our current location

A trolley is being added to street taking away our parking

• Have new rent or consider buying

Change Resisters

2: this is a perfect location, business history, fits in with mission, owner likes the space, owner doesn’t want to move

Plan to Address

Better understand urban plan with developer to see if company still fits in with new environment….etc.

Above is a quick strategy chart to use during this process. You will want to make a chart for each perspective so that you can view your company completely.

If you are facing change in your business and want to discuss this, call us. We would be happy to guide you through the transition.

Following are a few solutions to these resisters. If skill set is a challenge, there are many free or low cost training courses available either through the franchiser, a local agency or the Veterans Business Resource Center. In fact, LinkedIn has training through Lynda.com. You can access the program for free if you are a veteran through your own LinkedIn profile.

Darcella K Craven has over 20 years of experience in corporate, government, non-profit and military organizations.

She is currently the Executive Director of the Veterans Business Resource Center, a non-profit organization dedicated to assisting Honorably Discharged Veterans, National Guard and Reservist and Active Duty personnel and their families with transitioning back into civilian life with starting and expanding businesses.

An Army Veteran, she holds a Masters of Arts in Management from Webster University and is currently pursuing her Doctors of Management focusing on impact of military experience on small business decision making. Darcella has been featured in numerous articles for her transition from the military and the welfare system to an accomplished business woman and is actively involved in many civic organizations.

If you do not think the change is right for your customers, contact your mentor or this Center. We can help you think through your plan.

If trust if the issue, examine facts and address any personality issues which may be interfering with a positive movement.

group using the identified reasons to resist change noted above. Forth, address these change resisters immediately and as thoroughly as you can. Fifth, create the strategic plan based on the answers to these questions. Sixth, implement the plan.

Questions to ask: • What is the change needed?

• What will it take to make it happen?

• What is driving the change?

• Employees (no hours/sales)

If failed attempts are stifling your movement, identify what is different now. Again facts can help clarify many decisions. If negative thinking is a problem, think about different ways to communicate. There are many language exercises easily accessible online to assist you with reframing conversations towards a positive outcome.

www.vetbiz.com

If apathy and procrastination has impacted your company, and you will make the changes when you “get around to it”.

Cut out the image below.

• What is the impact if there is no change?

• Who will be impacted by change and how?

Remember…view this from three perspectives – yours, your customer and your employees!

TUI tuit T

Darcella K. Craven

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Q & A w ith Ty Clif ton

Ty Clifton Our team at Franchising USA had a chance to sit with Ty Clifton, franchisee for Patrice & Associates, the nation’s largest staffing firm in restaurants and hospitality. As a veteran in franchising, we were excited to learn more about his journey to entrepreneurship. Our questions are in bold.

Hope you enjoy reading.

Tell us about your military professional background.

In 1987, I attended University of Maryland Eastern Shore (UMES) and majored in Hotel & Restaurant Management and I participated in US Army ROTC at Salisbury State University. After my 2nd

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year of college, I was awarded a two-year ROTC scholarship. In 1991, I received a Bachelor of Science in Hotel & Restaurant Management from UMES, and I received a US Army commission as a 2nd Lieutenant in Field Artillery.

While on active duty in the US Army for 25 years, I served in a variety of leadership positions that include Fire Support Officer in the Republic of Panama, unit commander in the 82nd Airborne Division, Detachment Commander in the 8th in Korea, and Senior Policy Advisor in the Office of the Secretary of Defense at the Pentagon. My deployments include: Republic of Kuwait in support of Operation Intrinsic Action (’94), the Kosovo Campaign in Albania and Kosovo (’99), Operation Iraqi Freedom at Camp Taji, Iraq (’07), and Operation Enduring Freedom at Camp Arifjan, Kuwait (’13).

I proudly served our nation and in 2016, I felt that it was time to retire and pursue my dreams of being a successful entrepreneur.

So, I officially retired from the US Army in the rank of Colonel in July 2016.

Why did you decide to enter the hospitality recruiting industry?

I have always had a dream to start my own business in the hospitality industry and that is why I majored in Hotel & Restaurant Management in college. My initial dream was to have a full service restaurant with a menu inspired by all of the cuisines I have encountered in my travels abroad. So when I decided to retire from the Army, I knew it was time to pursue my dreams again. Shortly thereafter, I was introduced to Patrice & Associates by a franchise consultant.

What attracted you to the Patrice & Associates franchise opportunity?

I was very impressed with Patrice & Associates’ Hospitality business model, mission statement, and the cohesiveness within the organization. This opportunity is a dream come true for me because it allows me to enter the hospitality industry as an entrepreneur (without the associated costs or risks of opening a restaurant)

“My advice to veterans that are leaving the service is take full advantage of all of the resources available to you within your services and within your community.” and it allows me to service a variety of restaurant concepts. As a franchisee, I get to work in all aspects of the hospitality industry and it allows me to influence and shape our candidates to meet the needs of our hospitality clients.

How are you leveraging your military experience at Patrice & Associates?

As a leader, I have leveraged my military background and discipline to focus on Patrice & Associates’ mission statement, goals, objectives and daily tasks to be achieved.

What are some benefits of franchising in general?

I believe the best benefit of franchising is that the business model has already been tested and proven successful by the franchisor. Therefore, success is achievable and the risk of failure has been mitigated and reduced.

What is your advice for veterans looking into franchising?

My advice to veterans would be to find the franchise that fits your passion and drive to be successful. Also, veterans should maximize all the resources from their service’s Transition Assistance Program (TAP) to help find the right business opportunities and to help you set up your business licenses and practices.

For example, through the Army’s Soldier For Life / Transition Assistance Program (SFL/TAP), I had access to plenty of valuable information. Additionally, the SFL/TAP Financial Advisor at Fort Belvoir, VA helped me with my business plan and she helped me set up my LLC for my business for free. Therefore, as far as advising veterans looking into franchising,

I had an excellent experience with the TAP and I highly recommend that veterans take full advantage of these types of programs.

Are there any additional steps to take?

My advice to veterans that are leaving the service is take full advantage of all of the resources available to you within your services and within your community.

I also recommend setting up your BAIL team: Banker, Accountant, Insurance Agent, and Lawyer.

Another key piece of advice is to begin networking with other business owners within your community because they will help you. For example, go to SBA meetings and attend your local Chamber of Commerce meetings. All in all, these steps will help you plan your plan and work your plan!

Ty Clifton is a franchisee for Patrice & Associates, the preeminent hospitality recruiting service in the U.S. since 1989. Patrice & Associates helps thousands of managerial candidates every year find rewarding jobs in the restaurant and hospitality industry.

The company has exclusive recruiting partnerships with some the nation’s largest restaurant chains and hotels to ensure those hospitality venues recruit the top managers in their industry.

Currently, there are more than 70 franchise units across dozens of states.

Patrice & Associates is growing its franchise base dramatically in the next few years, expecting to add more than 100 franchisees to help fill 1,100 open territories nationwide.

For more information about Patrice & Associates, visit www.PatriceAndAssociates.com.

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Fa r leig h Dick inson Univer sit y

Veterans Launching Ventures The Veterans Launching Ventures program put on by the Rothman Institute for Innovation and Entrepreneurship is a tenweek entrepreneurship course for veterans to prepare “vetrepreneurs” in the art of business planning, and is fully funded by the Walmart Foundation, TD Charitable Foundation, and Bank of America.

The course teaches key business planning skills and helps veterans with financial forecasting, marketing, and how to raise capital for a startup. Part of the Silberman College of Business since 1989, the

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mission of the Rothman Institute for Innovation and Entrepreneurship is to teach and support entrepreneurship and innovation in the academic, business, and nonprofit communities. An outstanding entrepreneurship curriculum taught by an excellent faculty has helped make the academic program among the top 20 in the nation (as ranked by the Princeton Review).

An example of one of the graduates who completed the course, a Marine Veteran, Tom Wicklow, shows how successful the educational experience was. Tom is a graduate of the Spring 2016, 10-week Veterans Launching Ventures (VLV) program offered by Fairleigh Dickinson University in Madison, NJ. Tom was planning on buying a franchise called “Let Mommy Sleep”, which provides overnight newborn care and other support to new parents. The franchisor is a Bristow, VA based company that currently has one other franchisee in Philadelphia. Tom, a resident of New

Jersey, plans to address the northern New Jersey market, but needed more guidance about the entrepreneurial process of starting a franchise.

As Tom expressed, he has benefited in many ways by taking the course: “Taking the program made a huge difference in my understanding of what needs to be done to successfully launch my business. I realized that I was not as prepared as I thought I was, prior to taking the program. It forced me to do the due diligence and work required before launching the business. In particular, the program helped me develop a business plan, including a marketing strategy and a financial plan. It also helped me with my presentation skills.”

The FDU’s mentor program also benefited Tom by finding the right mentor, “Charlie Faure, SCORE Mentor, was instrumental in helping me evaluate the

“Taking the program made a huge difference in my understanding of what needs to be done to successfully launch my business. I realized that I was not as prepared as I thought I was, prior to taking the program.” – Tom Wicklow

franchise agreement. His 30+ years of franchise experience left no doubt that his recommendations held water. And during the evaluation process, his guidance helped me further understand the potential of the business. I have every intention of keeping Charlie on my team for as long as he is willing, as I’m sure I will rely on his advice in the future. By utilizing a wealth of educational information you get from working with SCORE, I would say the value of this course was incredible.”

Thanks to the support of Walmart Foundation, TD Charitable Foundation, and Bank of America, Veterans can take this course for free and benefit from the resource partnerships that have been established to support the participants of “Veterans Launching Ventures” program.

The next course begins on October 6th.

For more information, please visit www. fdu.edu/vlv or call 973-443-8842.

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