How to Successfully Launch Your Business
12 December 2008
Read by 2506 persons
Opening a franchise or a network business requires following certain rules to ensure a successful launch.
In a highly competitive market, where brands are vying for attention, simply waiting for candidates is not an option. Companies leverage press, internet, trade shows, and their teams to make a difference. "Part of our regional directors' work involves making contacts with professionals from other commercial activities in the field," explains Rubén Aguilera.
And there's a silver lining! The baby boomer generation of general agents is mobilizing all insurance companies, helping to better publicize the profession and its needs. However, Swiss Life doesn't rely solely on institutional communication; it also leverages its own strengths and its new agents. "They are excellent indicators of what the profession will be like, increasingly focused on life insurance, health, and provident funds. They talk about it with others and can play a mentoring role," notes Emmanuel Saintin.
Teamwork
What's more attractive than the success stories of the franchisees themselves? Companies assure that profitability generally begins between the second and third year. "But the entrepreneur can expect a very attractive salary, integrated into their business plan, by the end of the first year," affirms Rubén Aguilera.
There's no magic formula. Success relies on the entrepreneur's work, and the solidity of the training and support provided. "This support is all the more important since we recruit people from other professions," reminds Gérard Galiana. At Mikit, training is concentrated in the first three months and continues throughout the first year. "In parallel, a team of two "launchers" supports each franchisee on the ground for one to two years in their daily work," he specifies.
A similar principle applies at Swiss Life. "There is no general agent diploma. We train them from A to Z," indicates Emmanuel Saintin. After four months of theory and practice, newcomers are supervised for two years by specialized inspectors.
"While some candidates are satisfied, many are surprised, even shocked, by the length of the training. They would like to open their store much faster," remarks Jean-Pierre Pont. Bang & Olufsen has found a compromise; it uses e-learning extensively to inform entrepreneurs about its products.
Maintaining Momentum
Once the point of sale is launched, there's no question of abandoning the entrepreneur. Network animation takes over. Mikit has set up working groups of about fifteen franchisees who exchange best practices, and the best ideas are disseminated throughout the network. Cuisines Plus organizes regular meetings; committees composed of franchisees elected by their peers discuss specific areas, etc.
To maintain activity, the reasoning is simple: maintain the momentum of the launch. In short, don't let routine set in.
Posted on December 12, 2008
lefigaro.fr
In a highly competitive market, where brands are vying for attention, simply waiting for candidates is not an option. Companies leverage press, internet, trade shows, and their teams to make a difference. "Part of our regional directors' work involves making contacts with professionals from other commercial activities in the field," explains Rubén Aguilera.
And there's a silver lining! The baby boomer generation of general agents is mobilizing all insurance companies, helping to better publicize the profession and its needs. However, Swiss Life doesn't rely solely on institutional communication; it also leverages its own strengths and its new agents. "They are excellent indicators of what the profession will be like, increasingly focused on life insurance, health, and provident funds. They talk about it with others and can play a mentoring role," notes Emmanuel Saintin.
Teamwork
What's more attractive than the success stories of the franchisees themselves? Companies assure that profitability generally begins between the second and third year. "But the entrepreneur can expect a very attractive salary, integrated into their business plan, by the end of the first year," affirms Rubén Aguilera.
There's no magic formula. Success relies on the entrepreneur's work, and the solidity of the training and support provided. "This support is all the more important since we recruit people from other professions," reminds Gérard Galiana. At Mikit, training is concentrated in the first three months and continues throughout the first year. "In parallel, a team of two "launchers" supports each franchisee on the ground for one to two years in their daily work," he specifies.
A similar principle applies at Swiss Life. "There is no general agent diploma. We train them from A to Z," indicates Emmanuel Saintin. After four months of theory and practice, newcomers are supervised for two years by specialized inspectors.
"While some candidates are satisfied, many are surprised, even shocked, by the length of the training. They would like to open their store much faster," remarks Jean-Pierre Pont. Bang & Olufsen has found a compromise; it uses e-learning extensively to inform entrepreneurs about its products.
Maintaining Momentum
Once the point of sale is launched, there's no question of abandoning the entrepreneur. Network animation takes over. Mikit has set up working groups of about fifteen franchisees who exchange best practices, and the best ideas are disseminated throughout the network. Cuisines Plus organizes regular meetings; committees composed of franchisees elected by their peers discuss specific areas, etc.
To maintain activity, the reasoning is simple: maintain the momentum of the launch. In short, don't let routine set in.
Posted on December 12, 2008
lefigaro.fr
