Still, even with this huge & speedy communication flow, I also noted the challenges, issue they had was franchisees giving less-than-good advice to other franchisees. Often they were trying to help but regrettably their advice was not that great. Worse, as our franchise operation spread to multiple states, & they were franchising mobile automobile washing & fleet washing trucks, they found a immense amount of regional variation. & those with challenges in Los angeles, were nothing similar to a franchisee in let's say Cleveland, OH for example.
As a Franchisor, prior to retirement, I had noted & often marveled at the wonderful speed at which information flew through our organization & mind you this was in the work of the beginnings of widespread public Net use. Most of the communication was done by phone, & not everyone had a mobile phone yet, as those were new. Yes, I guess there's folks in the workforce today who could not imagine such a thing, but it is true, & there were no social networks.
Finally, I noted that bad advice was permeating our organization, the advice was not bad from the originator's point of view however, it was less-than-stellar for the receiver in a different climate & market. Thus, I finally decided to send out newsletters to the franchisees & report in the articles such differences, & it made our team think, I called these newsletters; Letters from Lance - after I read Michael Dell's Book, a biography & history of how they built Dell Computers & his famous; "Messages from Mike" internal newsletter.
In fact, although the actual "business model" was the same, the operations were far from similar, & we'd learned to change to the climates, seasonality, & differences in customer perception in the different areas of our nation. Things got even more intriguing as they grew internationally with different rules, laws, & ways of doing things - wow, what a culture shock indeed. Anyone in Washington State giving advice by e-mail to anyone in Portugal on how to run their mobile automobile washing operation was laughable in hindsight, although the franchisees sure loved communicating with another, & yes, I obviously encouraged that, it was a giant morale booster.
All right so, franchisors require to be thinking here, as today communication is even speedier with social networks, & you require to keep the team focused & reality based for their individual markets. think about all this, think on it, & then act on this information in your organization.
That appeared to solve the issue, & then the franchisees better understood what I knew about regional variations, & the advice got better, & the team grew stronger & closer together, as franchisees learned what everyone else was doing - what worked, what didn't, & why. From then on when explaining operational advice to each other, they'd always throw in the caveats such as; "well, here is what I do, but keep in mind it gets chilled up here in the winter time, you might not have that issue," & our challenges were solved.
As a Franchisor, prior to retirement, I had noted & often marveled at the wonderful speed at which information flew through our organization & mind you this was in the work of the beginnings of widespread public Net use. Most of the communication was done by phone, & not everyone had a mobile phone yet, as those were new. Yes, I guess there's folks in the workforce today who could not imagine such a thing, but it is true, & there were no social networks.
Finally, I noted that bad advice was permeating our organization, the advice was not bad from the originator's point of view however, it was less-than-stellar for the receiver in a different climate & market. Thus, I finally decided to send out newsletters to the franchisees & report in the articles such differences, & it made our team think, I called these newsletters; Letters from Lance - after I read Michael Dell's Book, a biography & history of how they built Dell Computers & his famous; "Messages from Mike" internal newsletter.
In fact, although the actual "business model" was the same, the operations were far from similar, & we'd learned to change to the climates, seasonality, & differences in customer perception in the different areas of our nation. Things got even more intriguing as they grew internationally with different rules, laws, & ways of doing things - wow, what a culture shock indeed. Anyone in Washington State giving advice by e-mail to anyone in Portugal on how to run their mobile automobile washing operation was laughable in hindsight, although the franchisees sure loved communicating with another, & yes, I obviously encouraged that, it was a giant morale booster.
All right so, franchisors require to be thinking here, as today communication is even speedier with social networks, & you require to keep the team focused & reality based for their individual markets. think about all this, think on it, & then act on this information in your organization.
That appeared to solve the issue, & then the franchisees better understood what I knew about regional variations, & the advice got better, & the team grew stronger & closer together, as franchisees learned what everyone else was doing - what worked, what didn't, & why. From then on when explaining operational advice to each other, they'd always throw in the caveats such as; "well, here is what I do, but keep in mind it gets chilled up here in the winter time, you might not have that issue," & our challenges were solved.
0 komentar:
Posting Komentar