Эпизоды
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In this episode, I discuss how to gain agreement in the sales process through a series of four questions and nine specific closing choices you have as you ask for and finalize the franchise sale.
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In this episode, I talk about the four categories of franchise candidates who enter your discovery process and how you must interact with each group to succeed at overcoming indecision. I also talk about six specific strategies you must utilize if you are going to help franchise candidates overcome their indecision about moving forward with your franchise brand.
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Пропущенные эпизоды?
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In this episode, I discuss two big ways that franchise candidates hijack the discovery process because of their fears. I also share four specific ways that you can overcome difficult objections that stall or stop progress in the franchise sale. By understanding the language patterns, steps, and tone you must have in the sales process, both you and the franchise candidate will have a clear understanding of what steps should be taken next as you progress towards the sale.
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In this episode, I talk about achieving HARD Goals and how to set up your own system of accountability to help you move from your expectations and current reality to what needs to be done on a daily and weekly basis to make more franchise sales. I also discuss the seven steps of the franchise sales process and the eight roles that you need to better develop to get better at selling more franchises, more consistently.
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In this episode, I talk about four bad sales habits that franchise candidates want you to give up as the first part of a three part series where a total of sixteen bad habits will be discussed. Learning how to overcome these bad habits will help you better connect with franchise candidates, eliminate resistance, and express greater empathy to those to whom you are explaining your franchise concept.
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Research has shown that seven out of ten marketing messages are misunderstood, mistaken, missed, or just plain messed up in one way or another. What this means is that you must be absolutely clear about what it is that you are asking and what the franchise candidate means by what he or she says they are looking for in order to help him or her find the right franchise to start for them. In this episode, I talk about communication tips you can use to help you better and more quickly connect with franchise candidates. I specifically discuss words you should say and the words you absolutely shouldn't say that automatically disengage you from a prospective franchise candidate when presenting your franchise brand. I also discuss ways to better involve the senses when selling to build trust, create excitement, and cause franchise candidates to want to move forward to the next step of your discovery process.
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In this episode, I talk about differences in selling to generational groups and specifically ten ways you can better sell franchises to the Millennial Generation. A franchise candidate's background affects his or her buying preferences. Franchise candidates don't buy the same way that you do, but if you can't get into their world and understand them, you'll be much more successful at establishing a meaningful connection in order to make the sale.
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In this episode, I talk about the twelve most important skills in franchise development and how to rate yourself and your skills so that you can work on improving these critical skills. I also share key lessons about presenting your franchise brand to showcase confidence without appearing arrogant and putting together the most important KPI's (key performance indicators) that measure what you do on a daily and weekly basis.
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At the conclusion and epilogue of my book Franchise Sales Secrets, I share several suggestions to help you thrive in an extremely competitive environment with your business and sanity intact. All of us struggle with disappointment and discouragement when things don't go according to plan. That is a part of business. Yet, as leaders, we have to be optimistic about the future while still confronting the brutal facts of reality. This means that we keep moving forward and take steps and actions that will help us get through challenging times. In this chapter, I share how you can lead your organization by fighting fears with action, how to lead better with optimism, and refusing to allow despair, doubt, and discouragement get you down.
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It can be easy to lose perspective. Many franchise developers and franchisors have realized this as they experience whiplash from the up and down roller coaster ride with their sales in today's economy. In this chapter, I discuss eight ways about how you can stand out to prospects and clients and act more decisively towards putting together marketing promotions to reinvigorate your business and marketing message. I also discuss how to get back in control of your business and your life if you feel that you've lost control with all that you have to do on a daily, weekly, and monthly basis.
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In this chapter, I discuss the most important elements that can help your franchise create and build a powerful competitive advantage. I also share seven game changers you can use to better stand out in the marketplace, five ways to reposition your competitors, and fourteen questions you should ask to evaluate how well you stand up to your competitors, and if you have what it takes to create the elements you'll need to beat your competitors.
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In this chapter, I outline the costs of a mis-hire, how to recognize A players and recruit them to your team, the realities of hiring today, how to evaluate the performance of every position in your franchise support team, how to create a culture of leadership, and constantly be developing great leaders around you. No one achieves any significant goal alone. This chapter shows how to build better teams, create an environment that encourages growth, and why great leaders are able to increase momentum (whereas good leaders can only sustain it). I also outline four ways you can build the right environment to develop and unleash leaders in your franchise, how to identify who you should develop as a leader in your business, and what you must do to foster an environment where rotten attitudes and selfishness are quickly quenched. Great leaders focus on their dreams and the teams required to make such goals become realities.
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There is power in taking action. In this chapter, I discuss five things you must be doing now as a franchisor or franchisee in your business including how to stay focused, how to better delegate tasks in your business, how to get better response from your marketing efforts, the critical nature of building your franchise brand, and what actions you must take to pay the price in reaching your goals. I also discuss the importance of moving from a generalist to a specialist to strengthen the position of your business, the two questions that let you know if you are really committed to paying the price to improve, and which of the two types of action will yield the best results.
Sponsor: Franify.com
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In this chapter, I discuss the powerful force of resistance that stops us from doing what we know we need to do. In order to get anything done and to stay focused on your personal and business goals, you have to beat resistance every day of your life.
Stephen Pressfield in his excellent book, The War of Art, makes this observation: "Most of us have two lives. The life we live and the unlived life within us. Between the two stands Resistance." To help you overcome resistance in your life and business, I share four specific areas of your business and personal life where you are likely being beat by resistance and what you can do about it to get back on track and be more productive, focused, and successful.
Sponsor: Franify.com
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In Chapter 8 of my book Franchise Sales Secrets, I talk about the value of creating and implementing systems to ensure that franchisees deliver on your brand promise. In a franchise, a system is a way of doing things to produce a specific business result. The system is the solution to get the results you want. I outline three characteristics of a great system, six mindshifts and mindsets that are critical for you and your franchisees to have to succeed in franchising, the essence of the book The E-Myth and why many entrepreneurs still don't understand this concept and why they struggle in their new franchise business, how entrepreneurs, managers, and technicians view the work of a business very differently (and what you must do to ensure that these personalities work together), and the three stages of business that every franchisor and franchisee go through on the way to success.
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After every interaction or transaction at your franchise, your franchisee is one of three things: 1) Disappointed because they got less than they expected, 2) Satisfied and only got what they expected, or 3) Delighted because they got more than they expected. We can all go beyond just aiming to satisfy franchisees and clients. In this chapter, I talk about nine ways to evaluate how well you are doing at meeting the needs of your clients, how to improve performance expectations, how to better deal with frustrated or unhappy clients, and eleven specific situations where you can train your team to go from the mundane to the majestic in the experience that your franchisees and clients have with you and your franchise brand.
Sponsored by: Franify.com
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In this chapter, I talk about six problems with selling on price and how to build your unique, personal, and unique value in your franchise niche. I also discuss ten strategies in depth that you can use to increase your profitabilty and pricing for what you sell in your business. One of the biggest parts of learning how to sell with value as opposed to selling on price is understanding the language patterns, thoughts, and beliefs of profitable business owners and how consciously changing those thoughts, beliefs, and actions will help you build a more sustainable business.
This episode is sponsored by franify.com
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