Jantize America Franchise is expanding through our Area Developer Franchise Concept. The concept is structured in a way that the Area Developer acts similarly to a Regional Franchisor of their territory.
This opportunity is ideal for those with a successful track record in sales and management. The opportunity is designed around a development model which includes the selling and development of unit franchises in a specified territory. You will operate your business during regular business hours in a professional business environment. You will be selling Jantize America unit franchises in your territory and assisting the franchisees in the development of their business.
Area Developers have multiple revenue streams:
• Sales & Marketing Fees: by securing contracts to be serviced by Unit Franchisees.
• Selling Unit Franchises: receive a portion of franchise fees.
• Shared Royalties: receive shared royalty in your area.
• Securing Contracts: for additional services serviced by preferred partners.
• Equipment and Supply Sales: to your franchisees and clients.
The Benefits of our Industry:
• Growing Industry: commercial cleaning is a rapidly growing industry and experts project it to reach $155 billion in 2015.
• Recession Resistant: commercial property owners and managers always need to keep their properties clean, so the industry is often described as "recession resistant".
• Demand for Services: the U.S.Bureau of Labor Statistics reports that a professional cleaning specialist will be the fastest growing occupation in the nextdecade.
About Jantize® America
With offices in Charlotte, Greensboro, and Raleigh, NC; Springfield, MA; Hartford; Greenville SC; ; Tampa; Detroit; and now Philadelphia, Jantize® America currently has more than 157 units and 9 Area Developers, also known as Master Franchises, operating in seven states.
For over 20 years, Jantize® America has serviced the offices, shop floors, retail spaces and restaurants of America, and offered franchisees the opportunity to achieve career fulfillment by owning and operating their own businesses. For additional information visit www.jantize.com
Tuesday, June 29, 2010
Saturday, June 12, 2010
FRANCHISE SELLING TIPS: # 11 TOO MUCH OF A GOOD THING?
I accompanied by my wife, we set out recently to buy a new car to replace the one she uses. We visited a Nissan dealer for the Quest, a Chrysler dealer for a Dodge Caravan, and a Honda dealer for the Odessy.
In all dealerships we indicated we wanted a new vehicle to replace ours that has 100,000 miles on it, said we were cash buyers, and were "just looking around and gathering information". In all three instances, we left the dealerships and no one had asked for our name or phone number.
Were there so many prospects that we just "slipped through the cracks"?
Part of the dynamics of sales has to do with careful planning, managing, and decision making regarding "what to do with your leads/prospects/candidates". What we witness happening among many brokers today is paralleled by the experience detailed above. Many brokers have too many prospects, and this may be causing a serious problem.
What to do? Start out by doing a little math:
You need to figure out and know exactly how many leads per month (average) you have generated over the past 12 months. You also need to calculate how many "applications" or "requests for consideration" you have received over that same 12 month period.
Next, determine how many leads it takes to get to one application. If you are like most brokers, it is going to be somewhere between 1/40 to 1/100.
If you have a sales staff that is "flying through leads" like there is no tomorrow looking for 6" putts and lay-down sales, your company is really suffering as a result.
Here is the only way to solve the problem:
IF YOUR RATIO IS 1 "APPLICATION" FOR EVERY 50 "LEADS",
YOU NEED TO RAISE THE BAR TO THE NEXT LEVEL.
ASSIGN YOUR LEADS IN GROUPS OF ONLY 25, AND REQUIRE
AN APPLICATION OUT OF THAT GROUP BEFORE THEY
GET ANY MORE LEADS.
Here's what will happen on an immediate basis:
(1) Much more care will be taken with each individual inquiry;
(2) Your sales staff will have to learn to be more productive;
(3) Your "application" ratio will be cut in half; (
4) Your sales will accelerate. Isn't this what you really want?
In all dealerships we indicated we wanted a new vehicle to replace ours that has 100,000 miles on it, said we were cash buyers, and were "just looking around and gathering information". In all three instances, we left the dealerships and no one had asked for our name or phone number.
Were there so many prospects that we just "slipped through the cracks"?
Part of the dynamics of sales has to do with careful planning, managing, and decision making regarding "what to do with your leads/prospects/candidates". What we witness happening among many brokers today is paralleled by the experience detailed above. Many brokers have too many prospects, and this may be causing a serious problem.
What to do? Start out by doing a little math:
You need to figure out and know exactly how many leads per month (average) you have generated over the past 12 months. You also need to calculate how many "applications" or "requests for consideration" you have received over that same 12 month period.
Next, determine how many leads it takes to get to one application. If you are like most brokers, it is going to be somewhere between 1/40 to 1/100.
If you have a sales staff that is "flying through leads" like there is no tomorrow looking for 6" putts and lay-down sales, your company is really suffering as a result.
Here is the only way to solve the problem:
IF YOUR RATIO IS 1 "APPLICATION" FOR EVERY 50 "LEADS",
YOU NEED TO RAISE THE BAR TO THE NEXT LEVEL.
ASSIGN YOUR LEADS IN GROUPS OF ONLY 25, AND REQUIRE
AN APPLICATION OUT OF THAT GROUP BEFORE THEY
GET ANY MORE LEADS.
Here's what will happen on an immediate basis:
(1) Much more care will be taken with each individual inquiry;
(2) Your sales staff will have to learn to be more productive;
(3) Your "application" ratio will be cut in half; (
4) Your sales will accelerate. Isn't this what you really want?
Monday, May 17, 2010
FRANCHISE SELLING TIPS: # 10
OBJECTIONS
OBJECTIONS ARE SOMETHING PROSPECTS USE TO CONVINCE YOU TO MOVE ON TO THE NEXT PROSPECT...
Wouldn't it be nice if you could select just the candidates that you wanted to work with, and that they would all be what we call a "lay down" sale?
We've all had these...those prospects that just can't live without our franchise, and who never ask any tough questions, and who never pose an "objection". They just lay down and beg for you to "sign them up".
Unfortunately, with a lot of increased interest in franchising, there are a plethora of "prospects" out there looking for opportunities and, the tendency among too many franchise salespeople is to hurry up and get through the list to find the lay downs...
UNTIL YOU LEARN HOW TO EFFECTIVELY DEAL WITH OBJECTIONS, YOU WILL CONSISTENTLY LEAVE AT LEAST 70% OF YOUR BUYERS ON THE TABLE.
What, then, is an "objection"? When you get one, is your prospect "objecting" to what you said, or to a particular part of your program? Of course not! It's not human nature to routinely disagree with information, facts, or figures.
What's really happening is that your prospect is saying: "Mr. Franchise salesperson, you have failed to build enough value in my mind regarding this particular point, I am confused, and I would like you to give me more information so that it becomes clearer in my mind."
Too often, defensive posturing and weak knees (lack of skill) on the part of the franchise salesperson results in the prospect exiting the sales pipeline. Too bad...Well, maybe the next one will buy...
FOUR STEPS: LISTEN, ASK, ISOLATE, ANSWER.
LISTEN: Listen very carefully to what your prospect said. Make absolutely
certain you understand exactly what was asked in the "objection".
ASK: Ask a question before you answer. "I'm glad you raised that question. Is there some reasonwhy this is a particular concern to you?". (Listen again)
ISOLATE: Respond by saying "Good, I'm glad you clarified that for me, now I understand."
Next, say "Before I answer your question, is this the only issue?" (Find out what else is on the prospect's agenda) Next, say "If we can handle this in a satisfactory manner, can we continue to move forward?" GET THIS COMMITMENT!
ANSWER: Relay your answer in the form of "benefits" to the prospect, and always use the word "you". "You will benefit by...you will gain....", etc. Remember, at this point, prospects only care about themselves and want to know
"What's in it for me?"
OBJECTIONS ARE SOMETHING PROSPECTS USE TO CONVINCE YOU TO MOVE ON TO THE NEXT PROSPECT...
Wouldn't it be nice if you could select just the candidates that you wanted to work with, and that they would all be what we call a "lay down" sale?
We've all had these...those prospects that just can't live without our franchise, and who never ask any tough questions, and who never pose an "objection". They just lay down and beg for you to "sign them up".
Unfortunately, with a lot of increased interest in franchising, there are a plethora of "prospects" out there looking for opportunities and, the tendency among too many franchise salespeople is to hurry up and get through the list to find the lay downs...
UNTIL YOU LEARN HOW TO EFFECTIVELY DEAL WITH OBJECTIONS, YOU WILL CONSISTENTLY LEAVE AT LEAST 70% OF YOUR BUYERS ON THE TABLE.
What, then, is an "objection"? When you get one, is your prospect "objecting" to what you said, or to a particular part of your program? Of course not! It's not human nature to routinely disagree with information, facts, or figures.
What's really happening is that your prospect is saying: "Mr. Franchise salesperson, you have failed to build enough value in my mind regarding this particular point, I am confused, and I would like you to give me more information so that it becomes clearer in my mind."
Too often, defensive posturing and weak knees (lack of skill) on the part of the franchise salesperson results in the prospect exiting the sales pipeline. Too bad...Well, maybe the next one will buy...
FOUR STEPS: LISTEN, ASK, ISOLATE, ANSWER.
LISTEN: Listen very carefully to what your prospect said. Make absolutely
certain you understand exactly what was asked in the "objection".
ASK: Ask a question before you answer. "I'm glad you raised that question. Is there some reasonwhy this is a particular concern to you?". (Listen again)
ISOLATE: Respond by saying "Good, I'm glad you clarified that for me, now I understand."
Next, say "Before I answer your question, is this the only issue?" (Find out what else is on the prospect's agenda) Next, say "If we can handle this in a satisfactory manner, can we continue to move forward?" GET THIS COMMITMENT!
ANSWER: Relay your answer in the form of "benefits" to the prospect, and always use the word "you". "You will benefit by...you will gain....", etc. Remember, at this point, prospects only care about themselves and want to know
"What's in it for me?"
Wednesday, April 7, 2010
Buy a cleaning franchise that offers a worthwhile training program
The commercial cleaning business is $128 billion industry. It is relatively recession proof and offers the opportunity to make an impact on your community.
Entering into an exciting cleaning service franchise can quickly turn to failure if the franchise provides insufficient training and a proven process.
Jantize America has established training programs. This is one of the top reasons for choosing a cleaning company franchise over starting your own business from scratch; the franchise has already developed a proven system and built the training that will help its franchisees succeed.
What you can expect in your Jantize training:
1. Cleaning franchise business model/methods and special cleaning products/equipment, software and sales/marketing/pricing services.
2. Expectations between cleaning franchise owner and the franchisor regarding all aspects of the business.
3. Customer service training for the cleaning service franchise.
4. Advertising and marketing support.
5. Training on bidding and job estimating training for cleaning service franchise opportunities.
Contact us today to learn more about the opportunities Jantize America can offer you.
Entering into an exciting cleaning service franchise can quickly turn to failure if the franchise provides insufficient training and a proven process.
Jantize America has established training programs. This is one of the top reasons for choosing a cleaning company franchise over starting your own business from scratch; the franchise has already developed a proven system and built the training that will help its franchisees succeed.
What you can expect in your Jantize training:
1. Cleaning franchise business model/methods and special cleaning products/equipment, software and sales/marketing/pricing services.
2. Expectations between cleaning franchise owner and the franchisor regarding all aspects of the business.
3. Customer service training for the cleaning service franchise.
4. Advertising and marketing support.
5. Training on bidding and job estimating training for cleaning service franchise opportunities.
Contact us today to learn more about the opportunities Jantize America can offer you.
Thursday, March 11, 2010
Not Just a Drop In The Bucket!
Barriers to entry in the janitorial business aren't exactly sky high, Paul Dorsey acknowledges.
"It takes a bucket and a mop," he says.
But after eight years in the business, Dorsey, 37, knows clients are much more demanding than that. So after working for large players in the industry, he has spent the past two years building his Jantize Custodial Services through a franchise system.
At Jantize, would-be cleaners pay franchise fees ranging from $3,500 to $35,000. In return, they are guaranteed a certain level of business from accounts Dorsey signs up.
Those who invest $3,500 are guaranteed $6,000 in annual business, while those putting up $15,000 get contracts of at least $54,000, he says. If Dorsey doesn't deliver within 120 days, franchisees can get their money back.
Jantize has 19 franchisees, which do a combined $50,000 worth of business per month, and Dorsey expects that volume to double by this time next year. Target customers are small to midsized businesses seeking reliable cleaning services.
Jantize's fees range from 10% to 14%, including royalties, management fees and insurance. After labor and equipment expenses, that still leaves an operating margin for the franchisee of more than 40%, Dorsey says. In other words, a franchisee should be able to pocket $400 for every $1,000 worth of services.
Jantize faces plenty of competition. National rivals such as Jani-King International Inc. and JanPro International Inc. operate locally, as do an untold number of startups.
"When something like a Pillowtex closes, we start competing with another 50 people," Dorsey says.
But he says would-be janitors quickly learn that commercial cleaning requires dedication, specialized equipment and constant sales efforts. Having new equipment gives large commercial cleaners an advantage over mom-and-pop businesses, he says.
But most clients also want a personal touch, Dorsey says. "The person cleaning a building is an owner, so he has a vested interest in making sure you are happy."
Before awarding franchises, Jantize screens applicants for past bankruptcies.
Franchisees rely on Dorsey to handle sales and billing, freeing them to concentrate on cleaning.
Mike Brown, a maintenance supervisor with Charlotte-Mecklenburg Schools, signed up with Jantize to supplement his income. "I called all of the local (franchise companies), but Paul was a little more professional," he says.
Other Jantize franchisees include personnel at Microsoft Corp. and Wachovia Corp., says Dorsey, a South Mecklenburg High School graduate who worked in restaurants before switching to janitorial services. "These guys are getting to be my intimate partners, rather than just being franchisees to me," he says.
www.charlottebusinessjournal.com
"It takes a bucket and a mop," he says.
But after eight years in the business, Dorsey, 37, knows clients are much more demanding than that. So after working for large players in the industry, he has spent the past two years building his Jantize Custodial Services through a franchise system.
At Jantize, would-be cleaners pay franchise fees ranging from $3,500 to $35,000. In return, they are guaranteed a certain level of business from accounts Dorsey signs up.
Those who invest $3,500 are guaranteed $6,000 in annual business, while those putting up $15,000 get contracts of at least $54,000, he says. If Dorsey doesn't deliver within 120 days, franchisees can get their money back.
Jantize has 19 franchisees, which do a combined $50,000 worth of business per month, and Dorsey expects that volume to double by this time next year. Target customers are small to midsized businesses seeking reliable cleaning services.
Jantize's fees range from 10% to 14%, including royalties, management fees and insurance. After labor and equipment expenses, that still leaves an operating margin for the franchisee of more than 40%, Dorsey says. In other words, a franchisee should be able to pocket $400 for every $1,000 worth of services.
Jantize faces plenty of competition. National rivals such as Jani-King International Inc. and JanPro International Inc. operate locally, as do an untold number of startups.
"When something like a Pillowtex closes, we start competing with another 50 people," Dorsey says.
But he says would-be janitors quickly learn that commercial cleaning requires dedication, specialized equipment and constant sales efforts. Having new equipment gives large commercial cleaners an advantage over mom-and-pop businesses, he says.
But most clients also want a personal touch, Dorsey says. "The person cleaning a building is an owner, so he has a vested interest in making sure you are happy."
Before awarding franchises, Jantize screens applicants for past bankruptcies.
Franchisees rely on Dorsey to handle sales and billing, freeing them to concentrate on cleaning.
Mike Brown, a maintenance supervisor with Charlotte-Mecklenburg Schools, signed up with Jantize to supplement his income. "I called all of the local (franchise companies), but Paul was a little more professional," he says.
Other Jantize franchisees include personnel at Microsoft Corp. and Wachovia Corp., says Dorsey, a South Mecklenburg High School graduate who worked in restaurants before switching to janitorial services. "These guys are getting to be my intimate partners, rather than just being franchisees to me," he says.
www.charlottebusinessjournal.com
Friday, January 8, 2010
Objections Tip #9
OBJECTIONS ARE SOMETHING CANDIDATES USE TO CONVINCE YOU TO MOVE ON TO THE NEXT CANDIDATE..
Wouldn't it be nice if you could select just the candidates that you wanted to work with, and that they would all be what we call a "lay down" sale or "gimme putt"?
We've all had these...those prospects that just can't live without your franchise opportunity, and who never ask any tough questions, and who never pose an "objection". They just lay down ask for you to "sign them up".
Unfortunately, with a lot of increased interest and competition in franchising, and franchise sales there are a plethora of "prospects" out there looking for opportunities- and, the tendency among too many franchise salespeople is to hurry up and get through the list to find the "gimme putt"...
UNTIL YOU LEARN HOW TO EFFECTIVELY DEAL WITH OBJECTIONS, YOU WILL CONSISTENTLY LEAVE AT LEAST 70% OF YOUR BUYERS ON THE TABLE.
What, then, is an "objection"?
When you get one, is your prospect "objecting" to what you said, or to a particular part of your program? Of course not! It's not human nature to routinely disagree with information, facts, or figures. What's really happening is that your prospect is saying: "Mr. Franchise salesperson, you have failed to build enough value in my mind regarding this particular point, I am confused, and I would like you to give me more information so that it becomes clearer in my mind."
Too often, defensive posturing and lack of skill on the part of the franchise salesperson results in the prospect exiting the sales pipeline. Too bad...Well, maybe the next one will buy...
FOUR STEPS: LISTEN, ASK, ISOLATE, ANSWER.
LISTEN: Listen very carefully to what your prospect said. Make absolutely
certain you understand exactly what was asked in the "objection".
ASK: Ask a question before you answer. "I'm glad you raised that question. Is there some reason why this is a particular concern to you?". (Listen again)
ISOLATE: Respond by saying "Good, I'm glad you clarified that for me, now I understand." Next, say "Before I answer your question, is this the only issue?" (Find out what else is on the canidates's agenda) Next, say "If we can handle this in a satisfactory manner, can we continue to move forward?" GET THIS COMMITMENT!
ANSWER: Relay your answer in the form of "benefits" to the prospect, and always use the word "you". "You will benefit by...you will gain....", etc. Remember, at this point, candidates only care about themselves and want to know
Remember the AM radio dial WYFM......"What's in it for me?"
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