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.
Wednesday, April 7, 2010
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?"
Thursday, November 12, 2009
FRANCHISE SELLING TIP: # 8
Have you noticed how "big business" is partnering in the 1990's? IBM has lots of "partners", Ford has Mazda, GM has Toyota, and Chrysler has Mitsubishi. In this sense, it is an alliance of assets, strengths and resources that made the partnership viable and potentially profitable for both parties. When you take on a new candidate and future Jantize Area Developer franchise owner, aren't you really setting up a partnership? Doesn't it make a lot of sense to really stress this as the emotional basis of the relationship and partnerships?
Selling the concept of a "partnership type" relationship requires a finely honed balance of skills usually regarded as "consultative selling" techniques. Here are a few of the basics necessary:
1. KNOWLEDGE: Not just of our franchise, but of all the concept of an area developer or master franchisor. Do your homework, there's a lot to learn. Learn the good points about the opportunity.
2. CARING: The easiest way into your candidates brain is through his or her heart. You've got to get out of your own shoes and into theirs, and genuinely care about their needs. The franchise buying process goes through three stages: First the heart, then the brain, then the heart. Then it's done.
3. SHARING: Have you ever dealt with a candidate in the past that felt the same way this one does now? Share that information with the prospect...use "feel, felt, found" situations from the past that relate to your current prospect. When you "share" information about your franchise, do it in terms of benefits...people don't buy features, they buy "what it will do for them".
4. ASKING QUESTIONS: When you ask questions, ask about needs, wants, desires, goals, and expectations. Ask the prospect to explain further. If you ever get an objection, the first thing to do is ask a question "Can you tell me a little more why this is a concern?", "Can you explain that question a little further?" "Can you be a little clearer on that?" "Can you tell me why you asked that question?" Questioning does three things: It shows you're listening, it shows you care about the candidate, and questioning always keeps you in control. And being in control is vital.
5. LISTENING: You have two ears, and only one mouth. Spend at least twice as much time listening as you do talking. And when you talk, ask questions to uncover needs.
Now go sell a franchise please!
Tuesday, July 14, 2009
FRANCHISE SELLING TIP: #7 The 1st 30 Seconds
THE APPROACH:
THE FIRST 30 SECONDS ARE CRUCIAL
As you know, there are three "basic" steps in selling: The Approach, The Demonstration, and The Close. All three are involved, calculated, and must be planned out prior to making or taking a call from a prospective franchise candidate. "Closing" certainly isn't the last thing you do, as you are always "closing" if you're good and highly skilled. But the "Approach" must always be first, and is the most important step of the three. Blow it, and you'll never get to the other steps.
The first 30 seconds are critically important. The best way to make them count is to involve the prospect and arouse his or her curiosity. When you do this, you have equalized your prospect's mind.
What do I mean by this?
Obviously, not everyone you speak to regarding our Jantize Area Developer franchise opportunity is going to be a lay-down sale, which means they are coming to the table with either a little or a whole lot of stuff in their head about why they are not interested in what you have to say.
Here's a great way to equalize them: "Hi, Bill, this is John Smith and I'm calling you about JANTIZE Area Developer Franchise . Have you heard about the remarkable things that are happening within our franchised network?"
What happens when you do this? Several exciting things: You've (1) Gained immediate control through the asking of a question; (2) Caused the prospect to think about what you asked, thus diffusing his or her natural and immediate [negative, defensive, etc.] feelings toward your call; (3) Aroused a sincere curiosity; (4) Involved the prospect by requiring their participation by saying "What do you mean?".
WHAT DO YOU DO NEXT? DON'T ANSWER THE QUESTION. Proceed with something like: " In a moment, I'll tell you a little about those remarkable things, but first may I ask you a question?" Again, you've stayed in control with another question, and may now begin to uncover needs.
Ask a couple of minor open-ended questions such as "When you think about going into business for yourself, Bill, what are your most important considerations?", or " If the perfect business existed for you, what would it be like?"
While the "Big 3" in sales is always Approach-Demonstrate-Close, remember the Approach is the critical first step. To get to Step 2, you'd better involve your candidate by arousing their curiosity and neutralizing any prejudices they may have about our opportunity.
Tks
THE FIRST 30 SECONDS ARE CRUCIAL
As you know, there are three "basic" steps in selling: The Approach, The Demonstration, and The Close. All three are involved, calculated, and must be planned out prior to making or taking a call from a prospective franchise candidate. "Closing" certainly isn't the last thing you do, as you are always "closing" if you're good and highly skilled. But the "Approach" must always be first, and is the most important step of the three. Blow it, and you'll never get to the other steps.
The first 30 seconds are critically important. The best way to make them count is to involve the prospect and arouse his or her curiosity. When you do this, you have equalized your prospect's mind.
What do I mean by this?
Obviously, not everyone you speak to regarding our Jantize Area Developer franchise opportunity is going to be a lay-down sale, which means they are coming to the table with either a little or a whole lot of stuff in their head about why they are not interested in what you have to say.
Here's a great way to equalize them: "Hi, Bill, this is John Smith and I'm calling you about JANTIZE Area Developer Franchise . Have you heard about the remarkable things that are happening within our franchised network?"
What happens when you do this? Several exciting things: You've (1) Gained immediate control through the asking of a question; (2) Caused the prospect to think about what you asked, thus diffusing his or her natural and immediate [negative, defensive, etc.] feelings toward your call; (3) Aroused a sincere curiosity; (4) Involved the prospect by requiring their participation by saying "What do you mean?".
WHAT DO YOU DO NEXT? DON'T ANSWER THE QUESTION. Proceed with something like: " In a moment, I'll tell you a little about those remarkable things, but first may I ask you a question?" Again, you've stayed in control with another question, and may now begin to uncover needs.
Ask a couple of minor open-ended questions such as "When you think about going into business for yourself, Bill, what are your most important considerations?", or " If the perfect business existed for you, what would it be like?"
While the "Big 3" in sales is always Approach-Demonstrate-Close, remember the Approach is the critical first step. To get to Step 2, you'd better involve your candidate by arousing their curiosity and neutralizing any prejudices they may have about our opportunity.
Tks
Saturday, June 6, 2009
The first 30 seconds! Tip #7
FRANCHISE SELLING TIPS: #7
THE APPROACH:
THE FIRST 30 SECONDS ARE CRUCIAL
As you know, there are three "basic" steps in selling: The Approach, The Demonstration, and The Close. All three are involved, calculated, and must be planned out prior to making or taking a call from a prospective franchise candidate. "Closing" certainly isn't the last thing you do, as you are always "closing" if you're good and highly skilled. But the "Approach" must always be first, and is the most important step of the three. Blow it, and you'll never get to the other steps.
The first 30 seconds are critically important. The best way to make them count is to involve the candidate and arouse his curiosity. When you do this, you have equalized your candidate's mind.
What do we mean by this? Obviously, not everyone you speak to regarding our franchise opportunity is going to be a lay-down sale, which means they are coming to the table with either a little or a whole lot of info in their head about why they are not interested in what you have to say.
Here's a great way to equalize them: "Hi, Bill, this is John Smith and I'm calling you from JANTIZE America Franchise . Have you heard about the remarkable things that are happening within our franchised network?"
What happens when you do this? Several exciting things: You've (1) Gained immediate control through the asking of a question; (2) Caused the prospect to think about what you asked, thus diffusing his or her natural and immediate [negative, defensive, etc.] feelings toward your call; (3) Aroused a sincere curiosity; (4) Involved the prospect by requiring their participation by saying "What do you mean?".
WHAT DO YOU DO NEXT?
DON'T ANSWER THE QUESTION. Proceed with something like: " In a moment, I'll tell you a little about those remarkable things, but first may I ask you a question?"
Again, you've stayed in control with another question, and may now begin to uncover needs. Ask a couple of minor open-ended questions such as
"When you think about going into business for yourself, Bill,
What are your most important considerations? or
If the perfect business existed for you, what would it be like?
While the "Big 3" in sales is always Approach-Demonstrate-Close, remember the Approach is the critical first step.
To get to Step 2, you'd better involve your candidate by arousing their curiosity and neutralizing any prejudices they may have.
No go sell something!
THE APPROACH:
THE FIRST 30 SECONDS ARE CRUCIAL
As you know, there are three "basic" steps in selling: The Approach, The Demonstration, and The Close. All three are involved, calculated, and must be planned out prior to making or taking a call from a prospective franchise candidate. "Closing" certainly isn't the last thing you do, as you are always "closing" if you're good and highly skilled. But the "Approach" must always be first, and is the most important step of the three. Blow it, and you'll never get to the other steps.
The first 30 seconds are critically important. The best way to make them count is to involve the candidate and arouse his curiosity. When you do this, you have equalized your candidate's mind.
What do we mean by this? Obviously, not everyone you speak to regarding our franchise opportunity is going to be a lay-down sale, which means they are coming to the table with either a little or a whole lot of info in their head about why they are not interested in what you have to say.
Here's a great way to equalize them: "Hi, Bill, this is John Smith and I'm calling you from JANTIZE America Franchise . Have you heard about the remarkable things that are happening within our franchised network?"
What happens when you do this? Several exciting things: You've (1) Gained immediate control through the asking of a question; (2) Caused the prospect to think about what you asked, thus diffusing his or her natural and immediate [negative, defensive, etc.] feelings toward your call; (3) Aroused a sincere curiosity; (4) Involved the prospect by requiring their participation by saying "What do you mean?".
WHAT DO YOU DO NEXT?
DON'T ANSWER THE QUESTION. Proceed with something like: " In a moment, I'll tell you a little about those remarkable things, but first may I ask you a question?"
Again, you've stayed in control with another question, and may now begin to uncover needs. Ask a couple of minor open-ended questions such as
"When you think about going into business for yourself, Bill,
What are your most important considerations? or
If the perfect business existed for you, what would it be like?
While the "Big 3" in sales is always Approach-Demonstrate-Close, remember the Approach is the critical first step.
To get to Step 2, you'd better involve your candidate by arousing their curiosity and neutralizing any prejudices they may have.
No go sell something!
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